TABLE OF CONTENTS Lean and Six Sigma have been mentioned several times throughout this book, but there is still a lot to cover for the few people who are still convinced that there is an integration issue among the three elements of Class A ERP, best-in-class lean, and customer-focused Six Sigma quality (see Figure 19.1).
The best place to start is with an introduction to lean and the methodology behind the label. Lean strategy is focused on the elimination of waste. Some will argue that process design must link to customer needs and that elimination of waste is only defined after the customer requirements are well understood. At this point, lean experts will immediately argue that lean thinking is all about customer requirements. This is not something worth arguing about because at the end of the day, there are ore similarities than differences between Class A ERP, best-in-class lean, and customer-focused Six Sigma quality.
This is not something worth arguing about because at the end of the day, there are more similarities than differences between Class A ERP, best-in-class lean, and customer-focused Six Sigma quality.
The whole idea behind separating the approaches is simply to define the journey into bite-size pieces and celebration points.
Becoming predictable Making promises. When meeting market requirements, customer service promises can make a big difference in competitive advantage, but they are not the whole picture. By focusing on process capability first, processes are reinvented, redesigned, or made repeatable...
