Changing With Lean Six Sigma

It has been a delight to write and produce Changing With Lean Six Sigma. There are many books out that offers the technical guidelines on how to implement and apply Lean Six Sigma. In reality however, many practitioners face the challenge of changing the culture and mindset of an organization, when implementing Lean Six Sigma. These challenges can influence the outcome of any Lean Six Sigma initiative. Changing with Lean Six Sigma was written specifically to address the challenges, presenting the insights of change and offering a guideline for managing the change effort. – A.Aruleswaran

Book Summary by Thaatch Kananatu

Lean Six Sigma is not unheard of amongst manufacturers and service based organizations. Multinational corporations have at one time or another been introduced to, utilized or embedded the concept of Lean Six Sigma into their organizational structure. Why Lean Six Sigma? Is it relevant to any business organization – regardless of objective, function, size and structure? Is it more pertinent now, when the world is at an economic collapse, more than it ever was? Changing with Lean Six Sigma provides simple and lean answers.

There is much literature that describes the origins of the tools and methodologies: Toyota Production System’s Lean methodology, the quality improvement method Six Sigma, Lean Sigma and the offspring of the two: Lean Six Sigma.

Changing With Lean Six Sigma  provides a different perspective. Using Asian-based case studies, it shows how Lean Six Sigma can be used by people in a business organization to change it from inside out. Why is change management crucial in these bleak times? As the author puts it, the proof is in the pudding: “the savings generated by Lean Six Sigma impacts the bottom line”. Successful organizations like GE, Caterpillar and Alcan have used Lean Six Sigma methods with able leadership that drove organizational Change which ultimately led “to narrow the gap between shareholder’s expectations and results.”

In the brink of the collapse of the world’s financial systems, this book is not just relevant, but pertinent for all business organizations in making “a step in the right direction.”

Steven Bonacorsi, Executive Consultant at Bonacorsi Consulting - (Five Stars Rating)

An outstanding book to read and a must have asset in the resource library of anyone leading a change initiative in Lean Six Sigma. The text is easy to follow with topics often left out of the standard tool and methods books on the market today. The author deep dives into the structure needed to support a Lean Six Sigma change initiative with an entire section dedicated to the Asian experience. Chapter 3 was my favorite, covering the often deeply held secrets of the top consultants, on critical items needed to changing a company into a performing lean six sigma organization.

In Chapter 7, Dr. Aruleswaran provides a fantastic case study that walks the reader step by step through the DMAIC (Define, Measure, Analyze, Improve, and Control) phases implementing Lean Six Sigma. Chapter 8 reviews the transactional side of lean six sigma implementations into the financial industry where the Lean Six Sigma’s seven wastes are reviewed in detail.

Challenges will always exist in building a team mindset where quality is continually improved, waste identified and removed (to increase the process speed, flow, and agility), and continuous improvement methods are in place to drive costs low, innovation and creativity embraced, and customer focused employees continually seek ways to blow the socks off the clients they provide services and products.

Bottom line, this book is a must read for change agents, business leaders, and lean six sigma process experts. Thank you, Dr. Aruleswaran, for sharing your experiences and wisdom in your well written book