Black beltIs Lean Six Sigma still relevant?

Is Lean Six Sigma still relevant?

In the age of AI and ML, where everything is getting automated, why would any one need an approach will can improve the process.  Yes, mostly processes are set to become automated and that means they are already optimized. Will there at all be a need or scope to improve them any further?

Lets now look at how digital transformation is going and its adoption across sectors:

• Internal acceptance and adoption is slow for digital transformation technologies and expected ROI remains an aspiration
• People have come to realize that Digital Transformation is a journey and not a ‘fix it and forget it’ model.
• Digital Transformation is a continuum of iterative improvements leading to big transformation and so even when it is digital change, they have to move step by step
• People are not going to go away and hence success of such transformation will reside largely on how people behavior change is addressed and technology change will take care of itself
• Every employee will have to have a keen eye for improvement and find ways to transform the business.
• The only differentiation between competition and you, is how you will react to a situation, because your competition would have the same technology advantage as you. That means, change is constant and your employees have to look for newer ways of doing things and technology is just an enabler

Lean Six Sigma is a way to challenge status quo, a way to solving problems and make improvements.

With AI and ML, neither will the need to challenge status quo or solve a problem or make improvements go away. In fact they will become even more challenging. That would mean, the need for Lean Six Sigma tools and techniques will be all the more important.

No Digital transformation commences without a good As-is analysis. The tools and techniques used for performing this are tools used in Lean and Six Sigma. Similarly, identifying how much improvement can be brought about requires going to the root of the problem. Technology solutions that are superficial will only add to the complexity and not simplify the business.

Thus even skills needed for Digital Transformation are part of Lean Six Sigma body of knowledge.

To be very specific, Lean Six Sigma Certifications will definitely be an added advantage in days to come which are dominated by AI, ML and Digital transformation.

How Six Sigma Black Belts Can Deliver Choku-Zuki* as Internal Consultants?

*Choku-Zuki in Karate refers to straight punch

General Electric, one of the largest producers and suppliers of Lean Six Sigma talent by the turn of last century is no more an ardent advocate of this principle. GE isn’t alone; there are many other enterprises like Bank of America, Citibank which have moved on. While the demand for Six Sigma Black Belts has been steadily declining in some economies, most ticking economies have mentionable demand. Several third party certification agencies have replaced GE and other large corporations as the suppliers of Lean Six Sigma Black Belts.

Where do all these changes leave a Certified Lean Six Sigma Black Belt? Black Belts have been under tremendous pressure to cope with dynamic needs of business leaders they support. Traditionally, external consultants from Big 4 and the next rung of firms were hired for delivering Quality and Productivity enhancement projects. Today, Black Belts hired on company rolls are managing these projects. So they are well positioned and duly expected to act as ‘Internal Business Consultants’.

Like a half filled glass, this is certainly an opportunity and threat. But the odds against Black Belts are so high that this glass isn’t half full but nearly empty one!

The inconvenient truth is that most Certified Lean Six Sigma Black Belts stand no competition to Operations Management Consultants from the Big 4 or firms.

The gap really isn’t about the body of knowledge (bok) or the versatility of playing with Minitab or JMP screens. It goes beyond this and requires closer examination.

While hiring an external consultant, clients look for referrals, credentials, chemistry and demeanor. A good consultant is someone, clients hate to see go when the project ends on time and is preferred choice of re-hire for the next suitable assignment.

Many black belts wouldn’t openly agree but concur in confidence that business leaders see them as ‘imposed bodies of cost’ that should be off-loaded sooner or later. As a matter of fact, Black Belt’s presence or absence hardly makes any difference to them.

I wouldn’t hold Black Belts solely responsible for this situation. CEO’s intent, Six Sigma deployment leader’s effectiveness, organizational culture and many other factors play havoc. But for now, I would like to restrict to things which are well within the control of Black Belts. After all a Black Belt is the biggest stakeholder in her own career. Let’s examine the barriers(don’ts) and levers(dos) for Black Belts to become a preferred choice of consultant (both internal and external).