Getting Started – Lean Six Sigma in Your Business? June 15, 2017 By: Claudia R. Wolter All companies want to do better. Whether it is hiring rock star talent, launching a new product, expanding sales channels or reducing overhead, organizations are continuously looking for ways to improve performance. One way to improve performance is by finding ways to do more with less. In exploring ways to achieve measurable results of those types of improvements, many organizations have turned to Lean Six Sigma to meet their goals. This methodology when implemented will increase revenue by streamlining processes resulting in products or services that are completed faster and more efficiently and still meet and, in some cases, exceed both internal and external customer expectations. Fixing Processes Saves Resources and Money Lean Six Sigma attacks an organization’s entire process, not just the part that is broken. A team is gathered which includes a representative from every part of the process. The problem solving methodology behind Lean Six Sigma is explored in five phases which are: Define, Measure, Analyze, Improve and Control (DMAIC). Define – This phase identifies what needs to be fixed for the team working on the project and the organization’s leadership. Measure – This phase maps out the current process and looks for loops, or redundancies, and idle time in the process. Analyze – This phase consists of narrowing down and verifying the root causes of waste, such as bottlenecks and delays. Improve – This phase moves into execution. Now that the areas of waste have been identified, solutions can be created and implemented. Control – This phase involves the measuring and monitoring of the solution(s) for success as well as sharing the improvements with the team effected and ensuring that they are all onboard with the changes.* *https://goleansixsigma.com/dmaic-five-basic-phases-of-lean-Six-Sigma/ Improvements Lead to Greater Customer Satisfaction By identifying and eliminating loops, bottlenecks and defects in the delivery of an organization’s products or services, it can now focus on maximizing efforts to deliver a high quality product or service to customers. This can lead to the allocation of resources or revenue generated from the more efficient processes to be used toward growing the business. Lean Six Sigma allows an organization to deliver more products or services with more satisfied customers by creating capacity to do more with less. Implementation Helps Develop More Effective Employees Lean Six Sigma is a collaborative effort that involves employees in the improvement process. This active participation creates an engaged and accountable team. It also builds trust. Lean Six Sigma emphasizes transparency throughout all levels of the organization and identifies how each person is important to the organization’s success. This sense of ownership in the process increases employees’ effectiveness in delivering results for any improvement project they are involved in. This benefit is often overlooked by organizations who implement Lean Six Sigma, but it is important because it dramatically increases the chances of continued success of Lean Six Sigma, and the business itself. Is your company looking to do more with less? It is time to explore Lean Six Sigma. It helps identify the cause of a problem and implement a fix based on facts, rather than assumptions. The benefits include increased customer satisfaction, increased revenue and/or resources and production of results that the organization’s employees are engaged in and proud to be a part of. Interested in learning more about Lean Six Sigma? Contact Claudia R. Wolter, at firstname.lastname@example.org Article by: Claudia R. Wolter, CPA, CCIFP, CCA Claudia Wolter, a Shareholder with KatzAbosch, joined the firm in 1988. She has played a major role in leading the firm into the 21st century with cutting edge initiatives, including the transition to and managing of a paperless environment. She serves as Chair of the firm’s Accounting and Auditing Services Group, assists in the quality control management and oversight of the firm and is a member of the Construction and Real Estate Services Group. Most recently, Claudia served as a contributing author of “Construction Accounting,” an in-depth guide to construction financial and accounting issues for attorneys distributed by the American Bar Association. A dedicated professional, Claudia holds the prestigious distinction of Certified Construction Industry Financial Professional (CCIFP), a certification held by less than 50 professionals in Maryland and less than 1000 professionals in the United States, the designation of Certified Construction Auditor (CCA) from the National Association of Construction Auditors (NACA) and a Lean Six Sigma CPA Green Belt certification from Ohio State University ATI and Boomer Consulting, Inc.