Is six sigma just old wine in new bottles?

There is a widespread confusion and misunderstanding of what is “lean production”. Is it just an old “fad” which can be ignored like most other fads or should companies, begin to understand what it is? The same confusion may also be related to the “new” old fad – “six sigma quality” and its relation to total quality management (TQM) (Mikel, 1998; Tadikamalla, 1994; Voehl, 2000)? Is “six sigma quality” just old wine in
new bottles, or has it one or more important learning points, which should be remembered and practiced? What are the differences and similarities between lean production, the six sigma quality process and TQM? There seems to be a need to analyze these popular and often misunderstood concepts together and to relate them to the relatively well-established management philosophy TQM.

Another widespread confusion and misunderstanding is concerned with the key success criteria of six sigma quality. It seems as if most training programs on six sigma quality, which typically are planned as a number of 3-5 days modules, focus only (or mainly) on training in various tools and techniques and almost ignore the human factor, i.e. how to build up a company culture characterized by commitment for
continuous improvements and everybody’s involvement.

Dahlgaard, J.J. and Su Mi Dahlgaard-Park(2006) Lean production, six sigmaquality, TQM and company
culture in Lean production, six sigma quality and TQM. The TQM Magazine Vol. 18 No. 3, 2006 pp. 263-281