Resources

When a Lean Six Sigma project reaches the Control phase , many teams feel a sense of victory. The improvements are showing results, variation is down, and processes are running smoothly. But here’s the reality — without a solid control and response plan, those hard-earned gains can fade fast . A well-designed Control Plan  and Response Plan  ensure that the new process not only sustains improvement but also alerts you when things start to drift. Let’s explore how to build one

In Lean Six Sigma, data is more than numbers — it’s the voice of the process. Whether you’re reducing defects, improving cycle time, or enhancing customer satisfaction, your insights are only as strong as your data. That’s why developing a solid data collection plan  is one of the most critical steps in any Six Sigma project. A well-crafted plan ensures that the data you gather is accurate, consistent, and relevant  to your problem statement. Let’s break down the essential el

In Lean Six Sigma, one of the most powerful tools for monitoring process performance and maintaining improvements is the control chart . These charts help teams distinguish between common cause variation (the natural fluctuation in a process) and special cause variation (unexpected shifts caused by specific factors). By visualizing data over time, control charts provide the evidence needed to make better decisions, prevent overreaction, and ensure processes remain stable. But

In Lean Six Sigma and other continuous improvement frameworks, projects begin with a clear understanding of the problem at hand . Without this clarity, teams risk wasting time, misaligning resources, or solving the wrong issue altogether. That’s why a well-crafted problem statement  is critical. It sets the direction, builds alignment, and provides a measurable baseline for improvement. What Is a Problem Statement? A problem statement is a concise description of the gap betwe

In Lean Six Sigma, solving problems and driving improvements depends on using the right tools. Among the most enduring and practical are the Seven Basic Quality Tools —a set of techniques first popularized by Kaoru Ishikawa in his classic Guide to Quality Control . These tools are considered “basic” not because they are simplistic, but because anyone—from frontline employees to executives—can apply them to analyze processes, identify root causes, and make data-driven decision

Lean Six Sigma projects are powerful drivers of change. They reduce waste, improve quality, and increase efficiency. But no matter how strong the methodology or how talented the project team, success often comes down to one critical factor: stakeholder engagement . Who Are Stakeholders? In the context of Lean Six Sigma, stakeholders are individuals or groups who are affected by, have an interest in, or can influence the outcome of a project. They can be inside or outside the