The document discusses how Lean Six Sigma is better than just doing typical projects for solving operational problems. Lean Six Sigma is designed to discover the root cause of problems and find sustainable solutions, whereas most projects just implement known solutions. Lean Six Sigma uses a structured approach to explore and analyze problems, then discover and implement the best solution. It encourages organizations to stop just coping with problems and start solving them systematically using Lean Six Sigma. The four main types of operational problems Lean Six Sigma can address are things taking too long, too many errors, overly complex ways of working, and high costs.

1. presents the
Executive Education Series
Why Lean Six Sigma is better than
‘just doing projects’
10/13/2013
152-3 Copyright fkiQualityLLC 2012
1

2. Lean Six Sigma gets you from coping to
solving operational problems
Written by
Francisco Pulgar-Vidal, fkiQuality
fpulgarvidal@fkiquality.com
10/12/2013
152-3 Copyright fkiQualityLLC 2012
2

3. Lean Six Sigma projects are
vastly different
from typical, everyday
projects.

4. Who else
thrives in problems
but the manager of a
Lean Six Sigma project?

5. While most projects
implement a solution,
Lean Six Sigma teams
discover the solution,
then implement it.

6. Even more, these projects start
with a problem
that you don’t know
how to solve.

7. This is so true,
that if you know the solution,
then you
don’t need
Lean Six Sigma.

8. When you know the solution,
just do it.
For bigger efforts apply
project management.

9. But if you must solve a
hard problem,
then a Lean Six Sigma project is
your best next step.

10. Because it is structured to
explore and analyze
the real problem …

11. Then,
discover and sustain
the best solution
possible.

12. Let’s get started on this path of
exploration and
discovery.

13. Idea ONE:
The way things are
isn’t always pretty.

14. A large part of
supervising and managing is
solving problems.

15. But many managers
have learned
that sometimes it is better
to ignore problems…

16. … or
delay dealing with
problems
for as long as possible.

17. This attitude has a name,
it is a
coping strategy.

18. Associates cope with problems
because
‘this is just the way
things are here’.

19. Supervisors cope with
problems because
The daily work
leaves no time to
think beyond today.

20. Workplace veterans cope with
problems because
‘been there,
done that’ and
it didn’t work.

21. When you are
coping,
enduring,
postponing …

22. … you aren’t
thriving,
right?

23. Coping is common where
associates worry mostly about
their own work.

24. Or where
there is little or
no teamwork.

25. Or whenever
associates have been
punished
for uncovering problems.

26. And where supervisors believe
that problems will
reflect badly
on them.

27. And worst,
coping is common where
fear
has poisoned the workplace.

28. This attitude is
what people mean
when they say
‘it is what it is.’

29. This is wrong.

30. Don’t you want to
stop coping and
start doing better?

31. Idea TWO:
Lean Six Sigma can
improve
the way things are.

32. A path to doing better
is solving problems
for good.

33. You won’t be missing
having problems to solve,
because they
will always occur.

34. Problems are the result of
continual change.

35. Often
misunderstandings
generate problems…

36. And finally
the passing of time
tends to make things worse
and create problems.

37. Since problems will always
be part of our work,
start seeing
problems as
opportunities.

38. Problems you confront
will become
ways to learn
how to work better.

39. So, get the attitude
that says,
‘no
problem
is a problem.’

40. And be confident,
with Lean Six Sigma
you have the best
tools
to solve many problems.

41. Which
types of problems
can you solve?

42. Idea THREE:
Lean Six Sigma
is designed to solve
operational problems.

43. Lean Six Sigma was designed
to make the work better,
that is,
solve operational
problems.

44. There are four types of
operational problems.

45. It takes too long
to satisfy a need or
reach a milestone.
Operational
problem type

46. Too many errors
are made when
performing a task.
Operational
problem type

47. Our ways of working
have become
too complex and
obscure
Operational
problem type

48. It costs too much
to run our
current operations.
Operational
problem type

49. These problems
impact all functions:
Customer service,
product design,
production, distribution,
and so on.

50. These problems
impact all sectors:
Food, retail,
oil and gas, high-tech,
finance, banking, education…

51. These operational problems
fill the days
of managers and supervisors.

52. And Lean Six Sigma can
help them
do it better.

53. With a facts-based approach
and disciplined structure,
Lean Six Sigma projects are
vastly better
than everyday efforts.

54. In summary:
Stop coping and
start solving your
operational problems
with Lean Six Sigma.

55. Next presentations will discuss:
• What you should think about when thinking of lean and six sigma.
• How lean six sigma and project management go together.
• In which way lean six sigma projects go deeper than other efforts.
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