Lean Six Sigma

Building stronger processes, more effective decision-making, and sustainable long-term results.

Lean Six Sigma helps companies improve performance by tackling waste, variability, inefficiency, and process issues through a structured, measurable, results-driven approach.

The strength of this model comes from combining two complementary logics: on one side the Lean methodology, focused on eliminating activities that don’t create value and on making processes faster and more flexible; on the other, Six Sigma, geared toward reducing variability and defects through rigorous analysis and objective data. Together, they make processes more reliable, smoother, and more closely aligned with business objectives.

At AGMC, we apply Lean Six Sigma as a lever for operational and managerial improvement, helping organizations build more solid processes, make more effective decisions, and achieve results that last over time. This approach fits perfectly with our brand vision, centered on tangible improvement, engaging people, and creating added value that stays with the client.

Governance: giving improvement direction, priorities, and continuity

To deliver lasting benefits, Lean Six Sigma requires clear governance — one that links improvement projects to business strategy and ensures consistency between management’s vision, operational choices, and expected results.

An effective governance structure defines who decides, which initiatives take priority, how resources are allocated, what criteria measure impact, and how results are overseen over time. It establishes the role of the steering committee, the selection of projects based on economic impact and customer satisfaction, the distribution of responsibilities among sponsors, champions, and process owners, and the importance of tollgate reviews as checkpoints for monitoring progress.

When process governance is well structured, improvement is no longer occasional. It enters decision-making, integrates with company objectives, and becomes part of the management system. The organization builds the knowledge — and promotes the use of the tools — needed to improve processes systematically.

Lean Six Sigma governance helps to:

Assessment: starting from a rigorous diagnosis to build a credible plan

The assessment is the step that lets you measure process maturity, identify the most relevant gaps, and define an objective basis on which to build the improvement journey.

This phase makes it possible to read the organization with greater precision, analyzing workflows, output quality, operational issues, internal skills, and readiness for change. The assessment is the diagnostic moment used to establish a baseline, observe work in the field through the gemba walk, evaluate the organizational climate, and translate the data gathered into a strategic roadmap of improvement actions, prioritized by economic impact and estimated return.

An accurate assessment reduces the risk of generic interventions and makes inefficiencies easier to read. It also helps the company concentrate energy and investment where the potential value is greatest.

The assessment makes it possible to:

Project Management: leading projects with method, control, and real impact

In Lean Six Sigma, project management is tightly connected to the value generated. Each project is set up with a clear scope, defined objectives, success metrics, explicit responsibilities, and structured checkpoints.

The methodological reference is the DMAIC cycle, which guides the work from defining the problem through to controlling the results, moving through measurement, analysis, and improvement. This makes it possible to address problems rigorously, avoiding intuitive interventions or unvalidated solutions, and focusing on the causes of a problem rather than its effects. Tollgate reviews play a central role in monitoring, verifying, and validating data during project development, as does the project charter and the continuous oversight of evidence before moving on to the next phases. The approach becomes even more effective when it combines analytical discipline with the ability to adapt. In more dynamic settings, a project can evolve through shorter cycles, frequent feedback, and rapid adjustments, while keeping the quality of analysis and the strength of control firmly in place. This synergy between structured method and greater flexibility is also reflected in our approach.

The DMAIC Cycle

A structured five-phase approach — from definition to control

Benefits

Lean Six Sigma project management helps to:

better define project objectives and scope
increase transparency around responsibilities and expected results
reduce wasted effort and slowdowns
improve process governance
focus work on real, measurable impact and define the project strategy

Corporate coaching: developing skills, accountability, and a data-driven culture

The success of a Lean Six Sigma journey also depends on the organization’s ability to grow internal skills and consolidate new managerial and operational behaviors.

That is why corporate coaching plays a decisive role: it supports managers, process owners, and teams in adopting the method, helps them read data correctly, strengthens project discipline, and sustains change in everyday work. The effectiveness of the system rests on well-distributed roles, different levels of competence, support for operational staff, and the development of a quality culture shared across the entire company.

Coaching is especially important in the phases where it is necessary to overcome resistance, align management, and guide the transition from old habits to new ways of working. In this sense, supporting people becomes an integral part of making improvement sustainable. This logic is fully consistent with the AGMC vision, which places engaging key people and driving the organization’s cultural change at its core.

Coaching helps to:

strengthen leadership and accountability
spread operational and managerial skills
improve the reading of data and performance
support the adoption of new standards
consolidate a culture geared toward continuous improvement

Customer Experience: improving processes to increase the value perceived by the customer

Lean Six Sigma delivers significant internal benefits, but its most strategic impact is also seen in the quality of the experience offered to the customer.

More stable processes, fewer errors, better-controlled timelines, and greater reliability translate into a stronger relationship with the market. The point where Lean and Six Sigma meet is precisely this end goal: improving performance and increasing the value perceived by the customer. Reducing defects and inefficiencies has a direct effect on brand reputation and customer loyalty.

For AGMC, this aspect is fully consistent with our Lean Six Sigma practice, which expressly includes improving the customer experience alongside training, coaching, and project development.

Expected results

Working on customer experience through Lean Six Sigma helps to:

increase service reliability and continuity
reduce errors, defects, and misalignments
improve response times and perceived quality
strengthen customer trust and satisfaction
support the company's competitiveness over time

How we work

We support the company with a structured journey that connects analysis, decision, implementation, and control. The work can start with an assessment phase, continue with the definition of governance, activate priority projects, and guide managers and teams through hands-on coaching and results monitoring.

The goal is to turn Lean Six Sigma into a concrete lever for operational excellence — one that improves quality, efficiency, reliability, and value for the customer. This kind of work reflects the AGMC identity, which brings together consulting, training, coaching, and management in tailored improvement journeys.

Bring Lean Six Sigma into your organization

Governance, assessment, projects, and skills development can converge into a single improvement journey, built on data, method, and measurable results.

Talk to AGMC to build a Lean Six Sigma journey that fits your organization.