Integrating Lean Six Sigma and Automation -- Is It Always a Struggle?

Earlier this month, I spoke to Marciano Hermo about his new book -- Integrating Lean Six Sigma and Automation: A Framework for Transforming Processes in the Digital Age -- which, through a structured integration cycle, real-world examples, and field-tested tools, demonstrates how improvement and technology reinforce, not replace, each other.

During our conversation, I asked him: "Why has it been a struggle to integrate Lean Six Sigma and automation?" Here is his complete answer:

The struggle to integrate Lean Six Sigma and automation is not because the two are incompatible. In fact, they are highly complementary. The difficulty is that organizations have often treated them as separate disciplines.

Lean Six Sigma traditionally sits with operational excellence, quality, or process improvement teams, while automation is commonly driven by IT, digital transformation, or technology groups. Each brings different expertise, priorities, measures of success, and even language. As a result, improvement and automation initiatives can proceed in parallel rather than as part of one transformation journey.

Another challenge is sequencing. Organizations are understandably attracted to the speed and scalability promised by automation. But automating a process before understanding and improving it can simply make waste, complexity, and poor decisions happen faster and at greater scale.

As I emphasize in the book, the objective should not be to automate a process simply because it can be automated. First, understand, challenge, simplify, and improve the process; then use technology where it can create additional, sustainable value.

There is also a human dimension. Lean Six Sigma and automation both change how work is performed. Integration therefore requires more than analytical tools and technology; it requires leadership alignment, cross-functional collaboration, new capabilities, and attention to how people experience and adopt change.

This is why I see Lean Six Sigma and automation not as competing approaches, but as complementary capabilities. Lean Six Sigma helps organizations determine what should change and why. Automation can then help scale, accelerate, and sustain the improved process.

Bringing the two together creates the opportunity to move beyond isolated improvement projects or technology deployments toward a more purposeful approach to process transformation.

Do you agree with Marciano's perspective? Have you tried integrating Lean Six Sigma and automation in your organization? What struggles did you face? 

The Future of Manufacturing -- What are the New Core Technologies?

This month, Philip J. Gisi published his third book with Productivity Press entitled The Dark Factory and the Future of Manufacturing: A Guide to Operational Efficiency and Competitiveness. His new book provides a view into the future and direction on how to navigate the journey to a more automated, smarter, and continuously learning factory. This book consolidates the major elements of the fourth industrial revolution and describes them in clear terms within the context of integrated manufacturing. It creates awareness and a fundamental understanding of the advanced technologies that are coming together to facilitate highly automated, smarter, agile, and sustainable operations.

When I spoke with Phil this past week, I asked him: "What are some of the newer core technologies in manufacturing and how are they being used?” Here is his complete answer:

Manufacturing is undergoing a significant transformation with the adoption of several newer core technologies such as the Industrial Internet of Things (IIoT), Artificial Intelligence (AI), Augmented Reality (AR) / Virtual Reality (VR), and Digital Twins. IIoT involves connecting machinery, sensors, and other devices to collect and exchange data. This data can be used for real-time monitoring, predictive maintenance, and improving overall efficiency.  AI is being used in manufacturing for process optimization, quality control, predictive maintenance, and even autonomous decision-making. Machine learning algorithms can analyze vast amounts of data to identify patterns and make predictions to avoid unplanned equipment downtime.  

AR and VR technologies are being used in manufacturing for training, design visualization, and maintenance. These technologies can help improve efficiency, reduce errors, and enhance collaboration while the application of a digital twin, serving as a virtual model of a physical manufacturing asset, process, or system, can enable real-time monitoring, simulation, and optimization, leading to improved performance and reduced downtime. As I stated in my latest book, “Manufacturers must be aware of, understand, and embrace these changes to stay competitive and meet the evolving demands of customers in the modern era. This book enhances the awareness and understanding of these core technologies by explaining what they are and how they are being used in manufacturing."  Clearly, these technologies are reshaping the future of manufacturing and will continue to do so as they evolve within the scope of the Fourth Industrial Revolution or Industry 4.0 for short.

What do you think of Philip's perspective? Are these core technologies now part of your business? If so, have they delivered the expected results?

Shop Floor Management -- What Are the Future Trends?

Earlier this year, Philip Gisi published a book entitled Fundamentals of Daily Shop Floor Management: A Guide for Manufacturing Optimization and Excellence, which explores the fundamental elements, management practices, improvement methods, and future direction of shop floor management. 

During a conversation with Philip this past month, I asked him: "What has changed regarding shop floor management? What is the current direction?” Here is his complete response:

The discipline of shop floor management has undergone significant changes in recent years due to advancements in technology and changes in industry practices. With the advent of automation and robotics, the shop floor has become more efficient and productive. Robots can perform repetitive tasks with a high degree of accuracy, speed, and reliability, which can help reduce production costs and improve product quality. Automation has also led to the integration of real-time data collection and analysis, enabling better decision-making. As I stated in my book, companies working toward excellence “can’t lose sight of the fundamental activities necessary to preserve what they have already achieved. This is the role of Daily Shop Floor Management (DSFM); to maintain operational performance while realizing and sustaining productivity improvements on the never-ending journey of operational excellence." 

The current direction of daily shop floor management is towards greater efficiency and productivity through the use of technology and data-driven decision-making. One of the key trends in this area is the use of real-time data analytics to monitor and optimize shop floor performance. By collecting data from various sensors and systems on the shop floor, manufacturers can gain insights into how their processes are performing in real time. This allows them to quickly identify and address any issues that may arise, as well as optimize their processes to improve efficiency and quality.

Another trend in daily shop floor management is the use of mobile devices and cloud-based applications to enable better communication and collaboration between shop floor personnel and management. This allows for more effective and timely decision-making, as well as improved coordination between different departments and teams. In essence, the goal of daily shop floor management is to continuously improve operations and drive greater value for customers, shareholders, and other stakeholders. This requires a commitment to ongoing learning, experimentation, and adaptation, as well as sustaining what has already been achieved while embracing new technologies and approaches.

What do you think of Philip Gisi's perspective on the current state of shop floor management? Does it reflect the changes on the shop floor in your company? What trends in shop floor management have you seen?