Lean 6 Sigma Project Management

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The success of Lean Six Sigma projects is dependent on effective communication and management. Lean Six Sigma is a method of continuous improvement that tries to remove waste and errors in operations while also increasing efficiency and customer satisfaction, there projects often involve a lot of moving parts and individuals and not conducted by one person.Therefore, strong communication and management methods are required to attain these objectives.

Effective communication helps to ensure that all team members and stakeholders are on the same page and understand the project’s aims and objectives. It also enables the exchange of ideas and feedback, which is critical for detecting and resolving problems.

Effective management, on the other hand, aids in keeping the project on track and completing all tasks on time. Setting clear expectations, assigning roles and responsibilities, and tracking progress to identify areas for improvement are also part of the process.

Overall, excellent communication and management are critical for Lean Six Sigma projects since they contribute to the creation of a smooth and efficient process, which is required to achieve the intended results.


Table of Contents

Stakeholder Management

What is Stakeholder Management

Stakeholder management is the technique of communicating with and influencing those who are interested in or have the power to influence a project. Stakeholders might be internal (e.g., employees, team members) or external (e.g. customers, suppliers, regulators).

Stakeholder management is to ensure that all stakeholders are informed of the project’s goals and that their needs and concerns are addressed. Communication, consultation, and collaboration are examples of such actions.

Effective stakeholder management is essential because it can help to create project support, mitigate potential risks, and assure project success. It is also necessary for maintaining positive connections with stakeholders and developing trust.


Stakeholder Identification

Lean Six Sigma - Brain StormingStakeholder identification is the process of identifying all individuals or groups who are interested in or have the capacity to influence a project. Stakeholder identification is a crucial phase in project management because it allows the project team to understand who they need to communicate with and what their requirements and concerns are.

There are a couple of key things to keep in mind when brainstorming stakeholders:

Being Inclusive – It is critical to be inclusive when identifying stakeholders because it guarantees that all individuals and groups with an interest in or possible impact on the project are included. This is vital because stakeholders can have a considerable impact on project success, and it is critical to communicate with and manage their expectations.

For example, a Lean Six Sigma project to improve the efficiency of a manufacturing process could have stakeholders such as production workers, supervisors, and quality control personnel, as well as suppliers and customers. By taking into account all potential stakeholders, the project team can ensure that all individuals and groups with an interest in or potential impact on the project are taken into account, and their requirements and concerns are successfully managed. This is significant because effective stakeholder management is critical for the success of a Lean Six Sigma project, as it helps to develop project support, eliminate potential risks, and ensure project success.

Consider different perspectives – It is important to consider different perspectives when identifying stakeholders because different team members may have different viewpoints on who the stakeholders are. This is especially important in Lean Six Sigma projects, which require cross-functional teams and frequently involve engaging with stakeholders from multiple departments or sections of the company.

For example, in a Lean Six Sigma project to improve the efficiency of a manufacturing process, a team member who works in production may have a different perspective on who the stakeholders are compared to a team member who works in quality control. Encourage a varied variety of ideas and take into account all prospective stakeholders to guarantee that all individuals and groups with an interest in or the ability to impact the project are taken into account and their wants and concerns are successfully managed.

Example of Brainstorming with Sticky Notes

One way to encourage a diverse range of ideas when identifying stakeholders is to hold a brainstorming session where all team members are invited to contribute their ideas. It can also be beneficial to utilise a stakeholder map to visually portray the stakeholders and their links to the project, as this can aid in identifying all prospective stakeholders and ensuring that different points of view are included.


Stakeholder Priortisation

Once you have identified all of the projects stakeholders the next is step is to Priortize them. Stakeholder prioritisation is the process of ranking stakeholders based on their level of interest in or impact on a project. When a project has a large number of stakeholders, this can assist the project team focus on the most essential stakeholders and efficiently manage their wants and concerns.


When doing a stakeholder analysis, it is critical to analyse each stakeholder’s level of effect and interest. This includes analysing how much the stakeholder will be affected by the project and how much they will care about it.

Download: Stakeholder Priortization Matrix

Consider the following questions to determine the level of impact:

How much will the project effect the stakeholder?

How much influence does each stakeholder have over the project?

How much power does the stakeholder have over the project’s outcome?

Based on the responses to these questions, you can give a level of effect to each stakeholder, such as high, medium, or low.

Consider the following questions to determine the level of interest:

How much does the stakeholder care about the project?

How much does the stakeholder stand to gain or lose from the project?

How involved is the stakeholder in the project?

Based on the responses to these questions, you can give a level of interest to each stakeholder, such as high, medium, or low.

Assessing each stakeholder’s level of influence and interest is a crucial stage in stakeholder analysis since it helps to prioritise stakeholders and identify how best to engage with them. It is also critical to review and update these assessments on a frequent basis as the project continues, as stakeholders’ interests and priorities may shift over time.

Communication Management

After identifying and prioritizing your stakeholders, the next step towards the success of your project is to effectively communicate with them. Effective communication is essential in all aspects of project management, but it is especially crucial in Lean Six Sigma projects. To identify and handle problems, share information, and coordinate efforts across teams and departments, both lean and Six Sigma rely on excellent communication.

Communication management is important in a range of aspects in Lean Six Sigma project management, including:

Identifying and addressing issues: Lean Six Sigma is based on a problem-solving approach known as the DMAIC (Define, Measure, Analyze, Improve, Control) process, which entails identifying issues, obtaining and analysing data, and implementing solutions. Effective communication is required for recognising problems, gathering data, and disseminating information about potential solutions.

Sharing information and coordinating efforts: Cross-functional teams and stakeholders from other departments or areas of the organisation are frequently involved in Lean Six Sigma projects. Sharing information and coordinating actions across teams and departments require effective communication.

Building support and managing expectations: Effective communication is critical for gaining support for Lean Six Sigma projects and managing stakeholders’ expectations. This includes conveying the project’s goals and advantages, as well as keeping stakeholders updated on progress and any obstacles or concerns that arise.

Overall, communication management is an important aspect of Lean Six Sigma project management since it assists in identifying and addressing problems, sharing information and coordinating activities, and building support and managing stakeholder expectations.


Methods of Communication

In Lean Six Sigma project management, there are several ways to communicate, including:

Meetings: Meetings can be an efficient approach to communicate with stakeholders and discuss project information. This can include both regular team meetings and meetings with individual or groups of stakeholders.

Email and messaging systems: Email and messaging tools, such as Slack or Microsoft Teams, can be used to communicate with stakeholders and exchange project updates, documents, and other information.

Reports and presentations: Reports and presentations can be used to inform stakeholders about project progress and updates. This can include providing regular progress reports to senior management or other key stakeholders.

One-on-one discussions: One-on-one interactions with individual stakeholders can be an effective strategy to engage with them and address their specific needs and problems.

Collaboration tools: Collaboration tools, such as Asana or Trello, can be used to share project updates, assign tasks, and collaborate with stakeholders in real-time.


Planning Communication

Planning communications for a Lean Six Sigma project consists of identifying stakeholders and establishing the most effective methods of interacting with them. The following are the steps in planning Lean Six Sigma project communications:

Identify the stakeholders: The first stage in planning communications is to identify all of the project’s stakeholders. Individuals or groups with an interest in or the potential to influence the project are included. Which you would do in the stakeholder analysis process as explained above.

Assess the stakeholders’ communication needs: Once the stakeholders have been identified, the following step is to assess their communication needs. This may entail thinking about their preferred communication channels, frequency of communication, and the types of information they require.

Determine the most effective communication techniques: Determine the most effective communication strategies for each stakeholder or set of stakeholders based on their communication needs. This may entail employing a variety of methods, such as meetings, email, reports, and presentations.

Plan the communication schedule: Create a communication schedule based on the communication techniques and needs of the stakeholders. This may include determining precise meeting dates and times, the frequency of updates or reports, and any other communication activities.

Communicate with stakeholders: Using the agreed-upon techniques and timeline, engage with stakeholders in accordance with the communication plan. It is critical to be attentive to any changes in the stakeholders’ wants or preferences and to adapt the communication plan as needed.

Overall, planning Lean Six Sigma project communications consists of identifying stakeholders, assessing their communication needs, selecting the most effective communication techniques, developing a communication calendar, and engaging with stakeholders in accordance with the plan.


Documenting the Plan

A communication plan is one tool that may be used to arrange the communication schedule. A communication plan is a document that outlines a project’s communication activities and schedule. It typically contains information like:

  • A list of stakeholders, together with their communication requirements
  • The modes of communication that will be used
  • The frequency and timing of communication activity
  • Any unique considerations or limits that may have an impact on communication
  • Responsibilities in relation to communication activities 

Lean Six Sigma Communication Plan Template

A well-defined communication strategy can help to guarantee that all stakeholders are kept informed about the project and that their requirements and preferences are considered. It can also aid in ensuring that the project team can successfully interact with stakeholders and coordinate efforts across teams and departments.

Lean 6 Sigma Project Management

Combining Lean Six Sigma and project management involves using both techniques’ principles and tools to manage projects aimed at improving processes and increasing efficiency. This could include using Lean Six Sigma tools like the DMAIC process or value stream mapping to identify and address problems and inefficiencies in processes, as well as project management techniques like risk management, Gantt Charts and stakeholder management to plan and coordinate efforts to implement solutions.

Lean Six Sigma Project Management - Gantt ChartLean Six Sigma combined with project management enables organisations to efficiently manage projects aimed at continuously improving processes and increasing efficiency, resulting in cost savings, increased customer satisfaction, and improved competitiveness.


Importance of Project Management

Project management is crucial because it enables organisations to efficiently plan and execute projects within schedule and budget constraints. The following are some specific reasons why project management is important:

Meeting project objectives: Project management assists in ensuring that projects are finished on schedule and within budget, and that project objectives are fulfilled.

Managing resources effectively: Project management involves planning and coordinating the use of resources, such as time, money, and personnel, to ensure that they are used effectively and efficiently.

Meeting stakeholder expectations: By clearly outlining project goals, objectives, and deliverables, project management helps to ensure that stakeholders’ expectations, such as consumers, investors, or senior management, are satisfied.

Managing risk: Project management includes risk management, which is identifying and mitigating potential project hazards. This reduces the possibility of project delays or other issues.

Overall, project management is vital because it assists businesses in achieving project goals, managing resources, meeting stakeholder expectations, managing risk, and improving efficiency.


Lean 6 Sigma Project Management Tools

There are numerous tools available for project management, however for this Lean Six Sigma Yellow Belt Course we will focus on the vital few:

Gantt charts: Gantt charts are a type of bar chart that show the start and end dates of tasks and the dependencies between them. They can be used to show a project’s timeline and track progress.

Work breakdown structure (WBS): A work breakdown structure (WBS) is a hierarchical breakdown of the work needed to complete a project. It can be used to divide a project into smaller, more manageable portions and allocate duties to members of a team.

Risk register: A risk register is a document that lists the potential risks that a project may face and the actions that will be taken to mitigate them.

Issue log: An issue log is a document that tracks issues or problems that arise during a project and

However, the last two can often be combined into one document of a RAID log which stands for Risk, Assumptions, Issues and Dependencies).

Gantt Chart

Gantt charts are a form of bar chart that displays the start and end dates of tasks as well as their dependencies. They are named after Henry Gantt, who invented the chart in the early twentieth century as a tool to illustrate a project’s timetable and track progress.

LLS Project Gantt Chart Excel Template

Download: Gantt Chart

In project management, Gantt charts are often used to:

  • Display the start and finish dates of jobs.
  • Display the task dependencies (i.e. tasks that cannot start until another task is completed)
  • Create a timeline for a project.
  • Track progress on tasks
Gantt charts can be created using software or by hand, and they typically include a horizontal axis that represents the timeline of the project and a vertical axis that lists the tasks. On the chart, tasks are represented by horizontal bars, with the length of the bar indicating the time of the work. Gantt charts can be updated on a frequent basis to reflect task progress and any changes to the project’s timeline.


Work Breakdown Structure (WBS)

A work breakdown structure (WBS) is a hierarchical breakdown of the tasks necessary to execute a project. It is a project management tool that is used to divide a project into smaller, more manageable chunks and allocate tasks to team members.

A work breakdown structure’s objective is to:

  • Define the project’s scope and the deliverables that will be produced.
  • Determine the tasks that must be accomplished in order to produce the deliverables.
  • Assign tasks to members of the team.
  • Provide a foundation for developing a project timeline

A work breakdown structure typically includes the following levels of detail:

  • Project: The overall project is represented at the top of the WBS.
  • Phase: The next level of the WBS represents a phase of the project, such as the planning phase or the execution phase.
  • Deliverable: The next level depicts the project deliverables, such as a report or a software programme.
  • Task: The WBS’s lowest level reflects the individual tasks that must be accomplished in order to produce the deliverables.
Work breakdown Structure - Learn Lean Sigma
Typically, the project manager creates a job breakdown structure in collaboration with the project team. It is a useful tool for organising and planning project work, as well as allocating tasks to team members.
Generally, a work breakdown structure is an effective project management tool since it assists in defining the scope of the project, identifying the activities that must be done, and assigning tasks to team members. It offers a clear and disciplined method of planning the work necessary to finish a project.

Risk Management (RAID Log)

A RAID (Risks, Assumptions, Issues, and Dependencies) log is a project management tool used to track and manage project risks, assumptions, issues, and dependencies. It’s comparable to a risk register, but it also includes categories like assumptions and dependencies.

A RAID log typically contains the following data:

  • Risks: A list of probable project risks, together with their likelihood and potential impact.
  • Assumptions: A list of assumptions made regarding the project, such as resource or timing assumptions.
  • Issues: A list of issues or problems that have developed during the course of the project, as well as the steps taken to remedy them.
  • Dependencies: A list of tasks or deliverables that are dependent on one another, showing which activities or deliverables must be accomplished before others may begin.

A RAID log’s goal is to provide a centralised site for tracking and managing project risks, assumptions, issues, and dependencies. It can be used to identify and handle any problems early on, as well as to keep the project on schedule.


Download: RAID Log

Overall, a RAID log is a valuable project management tool since it assists in identifying and addressing risks, assumptions, difficulties, and dependencies that may impact the project. It can be very useful for keeping the project on track and meeting its goals and objectives.



To summarise, Lean Six Sigma project management is a critical component of project success. It entails effective stakeholder management, communication, project timelines, task breakdowns, and risk mitigation. Project managers can create a solid project management plan that delivers results on time and within budget by learning and implementing the principles of stakeholder management, communication management, Gantt charts, work breakdown structure, and RAID logs. Organizations can use Lean Six Sigma to streamline their processes, increase efficiency, and achieve their business goals. You will be well prepared to take on any project and ensure its success if you have a thorough understanding of these key concepts and practises.


What's Next?

With your understanding of a Yellow belt in the define phase of DMAIC, you are now ready to move on to the measure phase. This phase involves collecting data and creating a detailed map of the process being analyzed, in order to identify areas for improvement later in the project. By accurately collecting and analyzing data in the measure phase, you will be well-prepared to identify and address problems and inefficiencies in the process in the subsequent phases of DMAIC

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