"The Six Sigma Guy" says:
QUESTION#1: Is it correct that in Six Sigma, only belters are qualified to solve problems?
ANSWER: BIG NO. That line of thinking shows IGNORANCE of those who do not completely understand or intentionally do not want to understand Six Sigma. Lean Six Sigma belters are not the only ones qualified to solve problems. Six Sigma Belters are "facilitators" of the process improvement tools and methodology- process owners are the real problem solvers.
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QUESTION#2: WHICH IS BETTER? Lean/ Kaizen OR Six Sigma?
ANSWER: No methodology is "superior" than the other. It depends on the need and the type of problems the company have.
Kaizen is for quick wins, quick improvements. If one can already identify the root causes, using Six Sigma's DMAIC (usually takes 4 to 6 months to complete) is an overkill. If you already know the root causes and what to do, "just do it".
On the other hand, Lean Six Sigma's DMAIC methodology is for recurring problems. Problems that you have attempted to solve several times but still sticks, still recurs. It means, some of the other root causes are still not known. DMAIC is the methodology to use when you deep dive for root causes.
What's FUNNY is, until now, there are still debates happening between "Kaizen die hard practitioners" vs Loyal Six Sigma practitioners. It shows ignorance of the so-called 'experts' who avoid to understand the 'other' best practice which really is complimentary to what he/she knows.
Again, there is no 'superior' best practice between Lean Six Sigma and Kaizen. The two compliments. The type of problem would define what one use between the two.
===========
QUESTION#3: Six Sigma is inferior than Kaizen because look at Motorola, Kodak and several Six Sigma companies, they are not anymore on top of their industry?
ANSWER: Six Sigma (even Kaizen and lean) doesn't tell a company if its products and services are marketable. Even if Kodak produces 99.9997% yield of films, at this digital time, no one will buy films. Six Sigma (even Kaizen and lean) doesn't address product / service innovation. It focuses on processes.
===========
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.
#InnovationThatWorks
School of Design Sprint
ask@schoolofdesignsprint.com
www.schoolofdesignsprint.com
+632-357-6830
QUESTION#1: Is it correct that in Six Sigma, only belters are qualified to solve problems?
ANSWER: BIG NO. That line of thinking shows IGNORANCE of those who do not completely understand or intentionally do not want to understand Six Sigma. Lean Six Sigma belters are not the only ones qualified to solve problems. Six Sigma Belters are "facilitators" of the process improvement tools and methodology- process owners are the real problem solvers.
============
QUESTION#2: WHICH IS BETTER? Lean/ Kaizen OR Six Sigma?
ANSWER: No methodology is "superior" than the other. It depends on the need and the type of problems the company have.
Kaizen is for quick wins, quick improvements. If one can already identify the root causes, using Six Sigma's DMAIC (usually takes 4 to 6 months to complete) is an overkill. If you already know the root causes and what to do, "just do it".
On the other hand, Lean Six Sigma's DMAIC methodology is for recurring problems. Problems that you have attempted to solve several times but still sticks, still recurs. It means, some of the other root causes are still not known. DMAIC is the methodology to use when you deep dive for root causes.
What's FUNNY is, until now, there are still debates happening between "Kaizen die hard practitioners" vs Loyal Six Sigma practitioners. It shows ignorance of the so-called 'experts' who avoid to understand the 'other' best practice which really is complimentary to what he/she knows.
Again, there is no 'superior' best practice between Lean Six Sigma and Kaizen. The two compliments. The type of problem would define what one use between the two.
===========
QUESTION#3: Six Sigma is inferior than Kaizen because look at Motorola, Kodak and several Six Sigma companies, they are not anymore on top of their industry?
ANSWER: Six Sigma (even Kaizen and lean) doesn't tell a company if its products and services are marketable. Even if Kodak produces 99.9997% yield of films, at this digital time, no one will buy films. Six Sigma (even Kaizen and lean) doesn't address product / service innovation. It focuses on processes.
===========
Need a new way to innovate? Google's 5-day Design Sprint framework (Design Thinking v2.0) may be 1 new tool that will help your company achieve improved Customer Experience and rapid, practical product innovation.
.
INNOVATION Certificate for Customer Experience & Product Development (using Design Thinking v2.0) [Wave 2] | 2FEB2018, 8AM to 12:01PM | P2,500 + VAT if applicable |
https://innovationcertificatewave2.eventbrite.com
.
#InnovationThatWorks
School of Design Sprint
ask@schoolofdesignsprint.com
www.schoolofdesignsprint.com
+632-357-6830
