Many organizations are seeking Lean Six Sigma (LSS) to meet endpoint expectations, or just to survive in a competitive business environment. Unfortunately, they may not realize that as an organization, they are far from mature enough to use LSS effectively. If the LSS plan is not implemented as expected (regardless of whether the expectations are realistic or not), then everyone will have a bad taste in quality improvement methods. The company must first evaluate its process of maturity in quality management. This statistic is controversial, but it is enough to show that the number of failed implementations is very large. The lack of organizational maturity in the quality management system and the attempts to implement them are much higher than the current state of the company. If the working standards of the process have not been established, should the organization strive to reduce the differences in the process?The answer is obvious: “No! But one of the questions most managers don’t ask is, should I try to implement an LSS project when no one on the team understands how to manage the project properly? The answer is not so obvious. “No! These questions and answers are obvious to anyone in the LSS field, but not obvious to the start-up head of the organization. On the scale of quality management maturity, it is obvious where the scope of quality management maturity should start. Therefore, managers can use the model shown in the figure below to determine the maturity level of the company: the maturity model of quality management. Clear progress in quality management. Qualified at a certain level. Remember that Six Sigma is the right choice, and unless the vast majority of waste is removed from the system, remedial measures should not be considered.Most tissues not only have mature fruits, but the fruits on the ground will rot if they are not harvested and used. Employees have received sufficient training in project management under the constraints of time, cost and quality reflected in certain areas of lean projects to save time, eliminate costs and improve quality. How to start a quality plan, do you know? The organization will have a dominant cadre, because they represent the knowledge base of the organization and can complete the work as before, and the past way of doing things was accidental and deliberate, where they can provide strength. Into the box. There is always chaos, so employees can gather the organization regularly to complete tasks on schedule or abandon the ending. The work area will be crowded, and only painting can find what you need. The 5S (Sort, Straighten, Glow, Standardize, Hold) shown in Figure 5S should be the first implemented process so that everything involved in a given process can be placed and split. Cadres have to fight against it. This is a waste of time and interferes with the scope of their work.Until employees understand that the quality plan should be adhered to, production will not be down. On the other hand, there will be some employees who want to see changes because they have become victims of the labor force, and despite the employees’ efforts, they will still work hard to complete their work. Manually prepared content: How to use Gary Cohn’s standard work to develop a lean Six Sigma implementation plan [VIDEO]. The next step is to perform multiple kaizen / kaikaku flashes (“good changes” / “big changes”), at least once for each department in the organization. These bombings should be carried out before the lean training of most employees, so that the team can fully understand the nature of the problems that their unit is facing in the current process. Employees should participate in defining the type of work and the best way of working. The entire team can determine the final task list, and based on these lists, the standard work of each process will be executed in the future. After merging these task lists, a stream of standard values that anyone can follow will be recorded. Show that they will be afraid of losing control.