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Years of experience have shown us that an organisation can pursue three levels of ambition when it comes to process improvement. The highest level, ‘Change’, is often called Operational Excellence. Organisations like General Electric (GE) and Toyota are companies that operate at this level. Process Improvement according to the Lean Six Sigma methodology is embedded in the DNA of these organisations. They make no secret of the fact that Lean Six Sigma played a pivotal role in becoming industry leaders.<\/p>\n
Another level of ambition is the ‘Improve’ approach. This level of ambition is characterised by selective improvement within the organisation. They make the decision to optimise a number of departments, core processes or units using Lean Six Sigma. Often initiated by the departments themselves, without senior management actively getting involved.<\/p>\n
The third level of ambition is called ‘Repair’. At this point, Lean Six Sigma is brought in to improve a number of processes. Consultants are hired or certain staff members are trained to improve a limited number of processes.<\/p>\n
Determining your level of ambition strongly depends on your available resources and your needs. Every level of ambition has its own implementation path. This path is also strongly dependent on the type of organisation. That is why there is no blueprint for implementing Lean Six Sigma. However, The Lean Six Sigma Company can, with your cooperation, definitely give thought to the right approach and route to success.<\/p>\n
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