Lean Six Sigma is a data-driven methodology for process improvement. Given the many tools and techniques within Lean Six Sigma, it’s not hard to understand why so much focus is put on the different strategies rather than the people involved.

But even early practitioners of Lean Six Sigma understood the importance of people in the process. They were governed by the idea that a plan is only as good as the people who develop and implement it.

That’s why exposing as many employees as possible to Lean Six Sigma training is important. It not only allows individuals at all levels to apply Lean Six Sigma to their jobs, it also can change an organization’s culture.

Creating a Better Culture

The Toyota Production System was one of the first adopters of many of the processes that became part of the Lean Six Sigma methodology. However, what is talked about less is the system’s emphasis on people.

For example, employees at Toyota were given the power to stop an operation if they saw a problem. Toyota also encourages Gemba Walks which allow leaders to see firsthand how things are done on the frontlines of an operation, as well as seek input from employees.

While the technical details of Lean Six Sigma tools are important, educating employees in its processes may be even more vital to achieve organizational support.

The Importance of Executive Buy-In

The people element is important at the top levels as well. Lean Six Sigma only works if the entire culture of an organization is shifted and works in accordance with the methodology’s principles.

As Quality Magazine put it, “Six Sigma relies completely on the imagination and initiative of employees at all levels.”

In addition to encouraging training in Lean Six Sigma, the magazine also noted other areas where executives have an enormous impact on company culture. They include:

  • Giving staff a compelling mission using Six Sigma
  • Creating an organizational structure that emphasizes flexibility and independence
  • Offering incentives for participation in process improvement
  • Eliminating punishment for risk-taking.

That last one is so important that it is mentioned as a central tenet in a Gemba Walk. Executives must avoid immediately blaming an employee for an error. Instead, the idea is to work together to find solutions.

That has a higher likelihood of happening if employees and executives are exposed to the ideas of Lean Six Sigma.

The Belt System

The Six Sigma belt system offers a way for people to learn about the tools and techniques of Lean Six Sigma in an organized way. They learn the foundational aspects of Lean Six Sigma and then build upon that with each subsequent belt.

This is why some organizations have focused on giving every employee access to a Yellow Belt education. This is essentially “Six Sigma for beginners.” But it gets everyone in an organization on the same page.

Other belt levels include:

Green Belt – Those who reach this level being to integrate Six Sigma implementation into their job duties. They often work on projects under the tutelage of a Black Belt.

Black Belt – Black Belts typically work exclusively on Lean Six Sigma projects as team leaders. They receive mentoring and direction from Master Black Belts.

Master Black Belt – Those with Master Black Belts also work exclusively on Lean Six Sigma projects. However, a Master Black Belt takes a higher perspective, ensuring that all an organization’s processes align with overall business goals.

Why This Is Important

Executives may develop an interest in the tools and ideas of Lean and Six Sigma, but not understand the importance of the people side of the equation. That can become a roadblock to the overarching goal of Lean Six Sigma, which is managing organizational change.

Without that, it’s hard to accomplish the goals of eliminating errors, creating a customer-focused culture and reducing waste.

It’s important to connect Lean Six Sigma ideas with training employees and changing company culture, according to a research paper published in the Journal of Applied Business and Economics by academics at the University of Nebraska at Omaha, State University of New York at Fredonia and California State University.

They found that with Six Sigma, employee participation is a “precondition for increased employee satisfaction.” It also led to better motivation and “improved organizational performance and effectiveness, and better implementation of organizational change.”

That checks every box of what organizations’ want with process improvement. Getting both executives and employees involved with Lean Six Sigma implementation – including the belt certifications that expose them to the value of process improvement – can help their individual performance and the overall organization.