To see lean systems thinking as a distinct leg in our stool analogyseparate from lean tools and as a companion to Six Sigmais to understand that its not just a series of events or methodologies that contribute to problem fixes. These efforts often lead to what we call the three Fs of improvement: frustration, flavor of the month and, ultimately, failure to deliver sustainable results.

Lean rules provide the guidance needed to implement improvement, explaining the why behind lean tools and the Six Sigma methodology. Lean rules also help develop new solutions to problems. For everyone in an organization, these rules help structure activities, connect customers and suppliers, specify and simplify flow paths, and bring improvement through experimentation at the right level.

Imagine driving in your car. You have all the tools at your disposal: an easy-to-read speedometer, a clear windshield with an accurate view of the speed limit sign, a smooth accelerator pedal and even cruise control. However, if the principles or beliefs of the driver are inconsistent with the correct use of these tools, theres very little chance that individual will stay within the speed limit. No amount of tools or rules will change peoples behavior. They can guide, coax, constrain and aid, but they cannot change how someone acts. Only by changing their beliefs can you change their actions for good.

Lean tools and Six Sigma initiatives can help us change the way we do things, but without a mechanism such as lean systems thinking to align the organizations goals and objectives for the most effective application of these tools, an improvement strategy wont be complete.

The best of all worlds Consider one plant manager who recently bought a new piece of equipment designed to increase production by 30 percent and free up 3,000 square feet of floor space. While he couldnt wait to get it into his shop, he wondered how he would get the equipment up and running without causing order delays or increasing his number of defects, which averaged about 2.5 percent.

With the assistance of a lean Six Sigma specialist, the plant manager trained, engaged and empowered a cross-functional team to accomplish this mission. On the lean side, the teams efforts included a kaizen workshop, waste walks and process mapping. As for Six Sigma, the team performed process capability studies, looked at quality data for defect identification and did baseline metrics for all product lines.

The team was also introduced to lean systems thinking. With an understanding of the current state, the team established an ideal vision and developed an action plan. This process improvement plan encompassed input measurements around safety, delivery and costall of which directly affected output. The team is now implementing a complete relayout of the shop floor and undertaking a substantial 5S effort to uncover other improvement opportunities. All of this has been done, by the way, during the companys SAP implementation, which included the introduction of bar coding on the shop floor.

It seems like an impossible task, but the balanced effort provided by lean tools, Six Sigma and lean systems thinking is helping to accomplish it in a smooth, undisruptive manner. Thanks to the third leg of our proverbial stool, the team approached the challenge systematically, with a shared vision.

Successful quality improvement involves using all the tools and methodologies at your disposal. Traditional lean efforts will help you reduce flow time and waste, leading to improvements that will boost overall quality. Six Sigma, with its focus on statistics, will help you deliver a more consistent product. But to fully support your long-term goals, you need the all-important third component: the cultural change that comes with adopting lean rules, principles and vision.

About the authors Paul Mullenhour is a senior management consultant with Achievement Dynamics and a partner of The Lean Learning Center. He provides consulting services, training and education in a wide variety of areas, specifically lean manufacturing and Six Sigma. He has more than 20 years of experience in all aspects of developing and implementing quality improvement. Mullenhour is a graduate of the Goldratt Institute and is a certified Master Black Belt.

Jamie Flinchbaugh is a founder and managing partner of The Lean Learning Center (www.leanlearningcenter.com) and has become one of the nations top thinkers and leaders in lean transformation and lean manufacturing. Through years of research and application, including previous stints at DaimlerChrysler Corp., DTE Energy and research at MIT, Flinchbaugh has created, presented, and successfully implemented new and powerful approaches to lean.