Lean Six Sigma is a project-driven business system improvement method. Successful implementation and growing organisational interest in the Lean Six Sigma method have been exploding in recent years. It is rapidly becoming a major force driving the strategy of numerous successful organisations. Understanding the main responsibilities and success factors of LSS projects provides important opportunities for project professionals to lead successful projects and allows them to better support their organisations’ strategic direction.
In this article, we summarise the responsibilities of the LSS project team, identify critical factors affecting project success, and provide a sample project template.
The central component of every Lean Six Sigma project is the DMAIC cycle, which has the following phases:
§ Define - What is important?
§ Measure - How good are we?
§ Analyze - What's Wrong?
§ Improve - What needs to be done?
§ Control - How do we ensure sustainable improvement?
Lean Six Sigma uses statistical tools that enable detailed process representation and analysis. By applying a statistical-mathematical approach, the solutions are based on numbers, data, and facts and not only on the subjective perception of those involved.
Roles and responsibilities in the Six Sigma project
If you want to implement Lean Six Sigma in a company, a clear definition of roles and responsibilities is crucial. The initiator of the Lean Six Sigma initiative is the champion. Master Black Belts and Black Belts are released from their activities in the company and act as coaches, trainers, or project managers. The Green Belt is active as a leader of smaller Six Sigma projects. Yellow Belts are team members who have taken part in basic Six Sigma training.
Champions / Executive Leadership
• Monitors the external and internal factors affecting the business.
• Defines business strategy
• Communicates the plan for business success
• Champions Lean Six Sigma vision
• Establishes improvement priorities and targets
• Provides and aligns resources (sponsors, black belts, and green belts) and ensures cross-functional collaboration.
• Establishes accountability for results
• Role modelling appropriate behaviours and changing leaders
• Integrates Lean Six Sigma into business direction and plan
• Markets Lean Six Sigma programme and results
Process Owners
• Assists in identifying potential Lean Six Sigma projects
• Approves and supports projects
• Provides resources to serve as team members and subject matter experts (SMEs) on projects.
• Approves changes in the project scope and removes barriers
• Owns the solution delivered by the Lean Six Sigma project team
• Responsible for supporting the implementation of improvement actions
Project Sponsors
• Provides and aligns resources (black belts, team members), ensuring cross functional collaboration.
• Establishes improvement priorities, targets, and accountability for results
• Role modelling appropriate behaviours and changing leaders
• Ensures the project is aligned with departmental and strategic objectives.
• Approves all phases of Lean Six Sigma projects
• Ensures project deliverables are maintained and the project is on time and on budget.
• Approves changes in the scope of the Lean Six Sigma project and removes barriers
• Markets Lean Six Sigma programme and results
Master Black Belt
• Part-time or full-time position
• Provides expertise on Lean Six Sigma tools and techniques, including project management and change management.
• Provides strategic direction to the leadership and project team.
• Identifies Lean Six Sigma projects critical to achieving business goals.
• Is ultimately accountable for project success
• Serves as the main champion during change implementation.
• Identifies, trains, coaches, and evaluates black belts, green belts, and team members.
• Ensures cross-functional and cross-team collaboration
• Acts as a Lean Six Sigma advisor to champions, sponsors, and process owners.
Black Belt
• Full-time position
• Provides direction and leadership for the project team and manages interproject communications.
• Delivers results through the application of Lean Six Sigma methodologies
• Provides skills training when needed.
• Accountable for reporting project progress and coordinating communication to project stakeholders
• Maintains all documentation from the project, prepares and submits deliverables
• Manages implementation of solutions and ensures the transition of improved processes to the business.
• Acts as a change catalyst
Green Belt
• Part-time position
• Provides direction and leadership for the project team and manages interproject communications.
• Delivers results through the application of Lean Six Sigma methodologies
• Provides skills training when needed.
• Accountable for reporting project progress and coordinating communication with project stakeholders
• Maintains all documentation from the project, prepares and submits deliverables
• Manages implementation of solutions and ensures the transition of improved processes to the business.
• Acts as a change catalyst
Project Team Members
• Part-time position
• Team player in the application of Lean Six Sigma methodologies
• Provides expertise and feedback to the project team.
• Is responsible for tasks within the team action plan
• Delivers regular updates to the team on the status of action steps.
• Acts as a change catalyst
Success factors of Lean Six Sigma
1- Commitment of company management:
Since Lean Six Sigma hides a complex process of change, this can only be carried out successfully if top management shows permanent personal commitment.
Strategic orientation: Lean Six Sigma must be an integral part of the corporate strategy, as it is not just a method for improving individual processes but the philosophy of a continuous improvement process that all stakeholders involved must understand.
2- Selection of projects:
The definition and selection of projects are key prerequisites for success. There are differences in the urgency of implementing Lean Sigma. It is not important to select the first process that comes along, but rather the most sensible process. The project with the highest strategic benefit has priority. In the end, however, all processes must be brought to the level required by the customer.
3- Targeted communication structure:
Since Lean Six Sigma affects the entire value chain, it is important to inform all those involved in good time and regularly and to take feedback into account. Because Lean Six Sigma does not work without committed and convinced employees,
4- Structured project management:
The defined projects should be implemented in a stringent and disciplined manner. A clean project management helps. Quick wins at the beginning of an implementation are also important since a Lean Six Sigma initiative is designed for the long term. Therefore, short projects with quick and visible success are recommended at the beginning in order to promote the motivation and willingness of those involved.
5- Employee-friendly corporate culture:
A successful Lean Six Sigma initiative requires employees who think and act entrepreneurially, who can recognise problems that arise and solve them immediately. Every employee is in demand across the entire company. The ability to anticipate risk and create improvements based on customer needs is essential. An environment is also necessary in which employees are willing to talk openly about possible weaknesses and mistakes.
Lean Six Sigma initiative is a complex and long-term project whose success depends on the commitment of stakeholders. For companies, this means increasing revenues, cutting costs, shortening delivery times, reducing inventories and waste, increasing customer satisfaction, and building and expanding decision-making, problem-solving, and team skills for employees. For this purpose, targeted training and further education are of immense importance for successful implementation in the company.