Lean Six Sigma or LSS is a combination of two business management techniques, where lean strategizes in waste reduction and Six Sigma uses a methodical five step (Define, Measure, Analyze, Improve &Control) approach to solve business problems. LSS helps to save money, optimize and streamline internal processes and communication. Implementation helps in efficiency, higher quality and better customer service. The benefits are: 1. Increased Efficiency
2. Higher Quality Output
3. Better Customer Service
4. A Safer Workplace
5. Program Implementation. Read more at: http://www.pddnet.com/articles/2015/06/benefits-lean-six-sigma-methodology-culture

Six Sigma improves quality and efficiency by identifying and treating the causes of errors and defects and minimizes variability in manufacturing and business processes. The Lean Six Sigma principles- define, measure, analyze, improve and control, were applied to a rural Indian hospital to improve quality and care for patients. The approach was also able to identify other administrative issues. The successful implementation of this approach surprised the management and eventually brought about a cultural change within the organization. This could be a significant step towards improved healthcare for rural communities in the developing world. Read more at: http://www.news-medical.net/news/20140813/Six-Sigma-approach-in-manufacturing-industries-can-improve-healthcare-for-rural-communities.aspx

Six Sigma has been the key driver for performance improvement for many companies. One of the structured innovation techniques that can be used for tactical innovation within the DMAIC cycles is the TRIZ methodology. One necessary aspect of the definition of innovation from our point of view is that it must result in a significant improvement for customers or some segment of society. One thing is certain, and that is the repeatable, reliable and predictable application of innovation is going to require putting some structure around it.  For an organization or company to be competitively excellent, innovation will be required of all and the only way to make that happen is to put structure into the innovation process. And of course, structure connotes Six Sigma. There's that cycle again-one leading to or needing the other.  According to Mikel Harry, a legitimate founder of Six Sigma, Six Sigma was designed and introduced to generate breakthrough improvement. And that is going to require innovation. Clearly, a balance is needed, for Six Sigma may not have been implemented as it should have been, or maybe the necessary structure for the realization of repeatable and reliable innovation has not yet been established. Nonetheless, it is both clear and proven that Six Sigma needs innovation and that innovation needs Six Sigma, and when they are united, innovation and Six Sigma are an unbeatable force. Read more at: 

http://www.processexcellencenetwork.com/innovation/articles/six-sigma-and-innovation/

Business leaders understand the strengthg and usefulness of managing the improvement of business results through process improvement teams. There is no better approach to process improvement than the application of Six Sigma tools and methods. Moreover, the disciplines of project management and Six Sigma are substitutes but they are complementary. The similarities between project management and Six Sigma include:

• Utilization of established project management techniques to efficiently manage a project and project teams.

• Necessity of proactive project sponsors or champions to help ensure project success.

• Life cycle and phases.

• Need for a well-experienced project facilitator to lead the effort.

Six Sigma adds additional dimensions to project management: 

• Powerful set of process improvement tools.

• Statistical and process thinking to understand and improve results.

• Understanding of variation, to eliminate knee-jerk reactions.

• Quantitative analysis for base decisions on facts and data.

Read more at: 

http://www.microsoft.com/project/en/gb/six-sigma.aspx

An article in iSixSigma magazine points out the basic similarities and differences between DFSS and DMAIC. It is a well written article which explains highly technical term in layman’s language. The DMAIC methodology is almost universally recognized and defined as comprising of the following five phases: Define, Measure, Analyze, Improve and control. DFSS is the acronym for Design For Six Sigma. Unlike the DMAIC methodology, the phases or steps of DFSS are not universally recognized or defined. 

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Six Sigma is not just a toolbox. It is a way of thinking about business, about processes and about cause-and-effect relationships. To ensure success, the application of Six Sigma relies on traditional scientific methods to examine processes, remove undesirable causes and their effects. Six Sigma also seeks to innovate through the discovery of truth with refined, rational cognitive skills and the objective analysis of empirical data. It is a collection of tools. It is a methodology. It is a thought process that dissects the large picture into smaller parts and reassembles it into a more efficient configuration.

Many of the tools used for Six Sigma also proved useful in conjunction with TQM and other process improvement methodologies. While some of the tools are new to process improvement activities, it is important to note that Six Sigma also provides a new way to use existing tools. This leads to a debate about whether Six Sigma is something new or a new way to employ existing tools!

An article by Robert Tripp, Scot Shank and Mike Carnell, emphasizes on this debate and speaks about DMAIC phases of six sigma methodology. Visit the following link to access the article:

http://www.isixsigma.com/new-to-six-sigma/dmaic/six-sigma-toolbox/