How to Apply System Analysis and System Thinking to Lean Six Sigma Initiatives

Introduction

The Six Sigma and Lean methodologies are the most popular methodology enhancement adopted globally (Snee, 2010; Wheeler, 2007; Zhang et al., 2016). Over the past few years, Lean and Six Sigma has been combined into Lean Six Sigma, which targets processes inclusive of the Lean focuses on the connection between process steps (Corbet, 2011; Winter et al. 2006a; Papke-Shields & Boyer-Wright, 2017). This integration receives tremendous support from practitioners and analysts. However, there remains no uniform model for Lean Six Sigma (Pepper & Spedding, 2006; Yun et al., 2016; Lee et al., 2013). Therefore, this research aims to examine and observe the theory and description of this integration and provide a foundation for a unified model.

The ideologies of the Lean and Six Sigma are familiar to automotive companies. Numerous companies are adopting the concepts of each system target on establishing greater quality merchandise and minimizing wastage in a very competitive market. Different companies have different approaches, as other companies might opt to specialize, but others prefer the integration of these procedures. Even so, the two systems are thought to use different gears that are mutual to Six Sigma and Lean manufacturing formed on principles, which were formed by Walter Shewart and Edward Deming. Therefore, it is essential to assess and to associate these two systems to boost the understanding of the similarities and differences that explain these systems. It is also essential for the companies to be involved in improving the product and process to choose the proper strategies for quality control and production management. Quality problems and product recalls are expensive for firms to manage (Wood et al., 2017); designing products effectively to avoid quality problems is the focus of the approaches.

Each methodology includes a collection of characteristics that form the basis for efficient execution of the program, which comprises of top-tier management obligation, organization cultural variations, viable communication down the organization, new strategies to production and satisfying customers, and a higher level of staff training. The combination of the two systems can offer synergies and superior results than either alone. The integration has better results as it combines human attributes (such as leadership and culture variations) with system elements (such as the system capability, management, and statistical analysis of process enhancement). Numerous companies, in most instances, fail to integrate these aspects with their systems and quality enhancement programs. Thus, they fail to gain the desired successes. Therefore, while there are similarities, there are also differences between the two systems. This is important as the discipline of system development consists of system analysis and system design. System design implies developing a business process that will substitute or reinforce an established system. However, before system planning, the old system must be analyzed to examine how resources can be adapted to make its system more efficient. On the other hand, system analysis is described as the process of collecting and construing facts, analyzing problems, and utilizing information to suggest improvements to the process.