Lean Six Sigma as Best Practice

Over the past 20+ years, Lean Six Sigma has established itself globally as best practice for optimizing processes. Many well-known organizations from a wide range from all industries successfully use Lean Six Sigma for optimization. They benefit from the significant and results-oriented advantages of the projects. Customer focus and measurability are at the forefront.

Excerpt from the book “Six Sigma+ Lean Toolset”.

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Six Sigma+Lean Toolset

On your Lean Six Sigma career path, the optimal combination of three methodologies, depending on the role, will lead to sustainable development in the following focus areas

Six Sigma

  • Orientation towards measurable customer requirements
  • Application of statistical analysis methods to reduce variation in processes.
  • KPI-based management of processes


  • Orientation towards value-adding activities
  • Elimination of waste
  • Minimization of lead times
  • Reduction of backlogs/delays

Change Implementation

  • Identification and overcoming of resistance
  • Project team management
  • Increase of the ability and willingness to change

The learned capability is sustainable, comparable and verifiable on all levels through recognized certification

The objective of UMS ACADEMY is to qualify all Lean Sig Sigma Belts to perform all their tasks assigned to them in a goal and success-oriented manner. Participants of a Lean Six Sigma training who fulfill all requirements can acquire a UMS certificate or a certificate issued by the German Society for Quality (DGQ).

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“The UMS Black Belt certification has brought my professional competence to the next level and adds to my CV. I can now use the method in my organization as a recognized Black Belt and manage projects in a reasonable way.”

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Lean Six Sigma Black Belts – are only the best employees good enough?

An often cited success factor for a Lean Six Sigma program is to train only the best employees to become Black Belts. In practice, we have observed that the seemingly second best are often the actual best from the company’s point of view.

This is what a prospective Black Belt really needs to be capable of:

  • Be open to new things
  • Be persistent and able to handle conflict
  • Listen and question things
  • Allow others to succeed
  • Communicate

The rest is learned in the training sessions or may be requested by the sponsor or delegated to team members.


Lean – Slim at any price?

Lean management stands for lean, low-waste and therefore cost-effective processes. However, just as in the private sphere, a slimming craze also has its downsides for a company. It often loses its most important resource along the way: its employees.

In the 1980s, many companies in the Western industrialized nations strove to emulate the success of Japanese automakers. Since the post-war period, the Japanese had been using Lean management to continuously improve value creation in their companies. Three principles formed the basis for this:

  • production that minimizes waste, such as rework, inventory and bottlenecks (muda),
  • production without inefficient processes that overload people or machines (Muri), and
  • production that avoids uneven capacity utilization (mura).



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