Kaizen and Lean 6Sigma Continuous Improvement projects

It all starts in an analysis of the main challenges, followed by the identification of a set of simple, quick, and low-cost steps. These involve the operational teams (gemba, or shop floor), who focus on eliminating waste (known as muda), based on direct observation and practical suggestions. It embraces the following themes: 

• Incremental continuous improvement: focuses on small, constant adjustments rather than radical change.
  
  

• Involvement of everyone: from shop floor operators to top management; improvement is a company-wide culture.
  
  

• Focus on the gemba (the real workplace): solutions are developed where value is created, by directly observing processes.
  
  

• Elimination of waste (muda): reduces everything that does not add value: waiting, excess inventory, rework, unnecessary movement, etc.
  
  

• Process-driven, not only results-driven: quality and efficiency come from well-designed and controlled processes.
  
  

• Low cost, high creativity: prioritises simple, quick, low-cost solutions over large investments.
  
  

• Discipline and standardisation: once improvements are made, they are standardised to ensure consistency.
  
  

• PDCA cycle (Plan–Do–Check–Act): structured method to test, validate, and sustain improvements.
  
  

• Long-term culture: Kaizen is not a project with a start and end, but a daily way of thinking and working.

It is more structured and analytical methodology compared with Kaizen, which is more cultural and philosophical. 

Unlike Kaizen, the process follows a top-down approach, due to the need for specific know-how (Green Belt and Black Belt professionals) to interpret statistical process control. It is based on the development of structured projects, intensive use of data and statistics, and the DMAIC methodology. It includes:

• Combination of two approaches: Lean → speed, simplicity, waste reduction; Six Sigma → statistical rigour, defect and variability reduction; together, they deliver processes that are both efficient and robust.

• Data-driven: decisions are based on measurement and statistical analysis, not intuition

• DMAIC cycle (Define–Measure–Analyse–Improve–Control): the backbone of Lean Six Sigma projects.

• Customer focus (VOC – Voice of the Customer): improvements are aligned with what customers truly value: quality, cost, and delivery.

• Reduction of defects and variability: classic Six Sigma goal: no more than 3.4 defects per million opportunities (DPMO). 

• Structured projects: each initiative has a charter, clear objectives, defined metrics, and measurable financial impact. 

• Roles and certifications: Yellow Belt, Green Belt, Black Belt, Master Black Belt → ensure knowledge, responsibility, and consistency. 

• Financial and strategic results: beyond quality gains, projects are assessed by their financial impact (savings, productivity gains, waste reduction).