The purpose of this case is to expose students to the issues involved in implementing Lean Six Sigma at 3M, a large multinational corporation. The case tells us that the new 3M CEO and Board of Directors had already decided to implement Six Sigma. It is just a question of how the program will be rolled out, what challenges are being faced, and what benefits will be achieved. Later in the evolution, 3M also decides to adopt Lean and to integrate it with Six Sigma.
The case describes some of the key features of the 3M Lean Six Sigma program, since it is assumed that most students are not familiar with Lean or Six Sigma. The discussion questions then focus on understanding the potential benefits and costs to 3M, the relationship of Lean Six to all functions, the questions of the skeptics and its effect on innovation.
Students should come away with not only an understanding of what Lean Six Sigma is, but also an awareness of the pitfalls and the implementation problems that might be encountered. At the end of the teaching note, we raise the question whether Lean Six Sigma is enough and does it interfere with innovation?
1. What are the benefits and costs of a Lean Six Sigma program and how should they be tracked?
2. How should the various functional areas in the organization be included in the Lean Six Sigma initiative, and what role should senior and middle management play in this change initiative?
3. Do you agree with any of the points made by skeptics about the original Six Sigma program at 3M?
4. How will Lean Six Sigma affect the innovative culture at 3M and is Lean Six Sigma enough?"
5. How does Lean Six Sigma in 3M differ from traditional TQM programs?
6. An Update: How did 3M evolve its Six Sigma program over time?