Both lean and Six Sigma fit so well into this piece of Class A that it is unthinkable not to include these methodologies and training in the implementation plans. No business works strictly on Class A implementation without utilizing lean and problem-solving tactics. In fact, it is difficult to separate Class A from lean and Six Sigma; the three are so integrated in high-performance organizations. These three process focus areas are not sequential in entirety, but instead are concurrent. These implementation methodologies may, however, start sequentially, as seen in Figure 11.8. This illustration shows that the focus may be specific in each case, but the activities are concurrent much of the time. The focus areas migrate as the maturity of the organization develops and the problem-solving tools become second nature.

Figure 11.8: Journey to World-Class Performance.

The focus areas migrate as the maturity of the organization develops and the problem-solving tools become second nature.

The main thrust of Class A is process ownership, accountability, and establishment of a management system. As lean is introduced into the thinking, the elimination of waste becomes a bigger priority and focus utilizing the management system established in the Class A implementation. As process improvement matures and the low-hanging fruit becomes less and less obvious, Six Sigma methods can kick in and move the organization to the next level of performance. In this chapter, the emphasis will remain on the shop floor regarding the topics of lean and Six Sigma even...