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Leadership for Lean Six Sigma

Alessandro Laureani, Head of Global Operations and Processes, Google, Dublin 4, Ireland

Co-Speaker: Jiju Antony

Keywords: Leadership, Lean, Six Sigma

Industry: All

Level: Intermediate


The majority of of all Lean Six Sigma corporate initiatives, 60% according to some studies, fail to yield the desired results: many are struggling in turning Lean Six Sigma into a success, citing lack of leadership, changing business focus, internal resistance and availability of resources as the main impeding factors.

In the vast Lean Six Sigma literature, there is paucity of studies on the impact of leadership: a lot of the literature is focused more on the technical side of Lean Six Sigma, leaving the leadership and cultural impact aside. The aim of this presentation is to illustrate the results of research into the Leadership’s impact on the deployment of Lean Six Sigma in organizations and thereby develop a practical framework to facilitate its successful implementation.

Leadership is a critical success factors for effective deployment of Lean Six Sigma in organizations: it can be argued the biggest but most unheralded benefit of Lean Six Sigma is its capacity to develop a cadre of great leaders, becoming an effective leadership development tool. Leadership and Lean Six Sigma are dependent on each other for success: the focus of the research has been to investigate deeper into the Leadership’s impact on Lean Six Sigma deployment, to determine whether different styles and traits of leadership can have an impact on the deployment of Lean Six Sigma in organization and on its capacity to sustain itself.

Key learnings from the presentation are:

1. Leadership is a critical success factor for Lean Six Sigma deployment in organizations

2. The ten Leadership traits more conducive to a successful Lean Six Sigma deployment

3. The industry sectors more dependent on leadership styles for a successful Lean Six Sigma deployment

Participating Organizations at the Lean & Six Sigma  World Conference

Government Agencies

  • Department of Commerce
  • Department of Defense
  • Department of Energy
  • Department of Health & Human Svcs.
  • Department of Homeland Security

  • Department of Justice
  • Department of State
  • Department of the Treasury
  • Department of Transportation
  • Department of Veterans Affairs
  • Environmental Protection Agency
  • NASA
  • Naval Surface Warfare Center
  • Pentagon
  • U.S. Air Force

  • U.S. Army
  • U.S. Marine Corps
  • U.S. Navy
  • U.S. Veterans Affairs
  • United States Army Corps of Engineers


  • AIG
  • Alcoa
  • AT&T
  • Bank of America Corp
  • BASF Corporation
  • Bayer Corporation
  • BMW
  • The Boeing Company
  • Bose Corporation
  • Bristol-Myers Squibb
  • Campbell Soup Company
  • Cardinal Health
  • Caterpillar
  • Chrysler Corporation
  • Chevron
  • Cisco Systems
  • Coca-Cola
  • Comcast
  • Daimler Chrysler
  • Disney
  • Dow Chemical

  • Dr Pepper 
  • Duracell
  • Dupont
  • Eastman Kodak
  • Facebook
  • Google
  • Exxon Mobil
  • Fedex
  • Ford Motor
  • General Electric 
  • General Motors
  • Gillette
  • Goodyear Tire
  • Hewlett Packard
  • Honeywell
  • Humana
  • IBM
  • Kohler
  • Lockheed Martin
  • Macy’s
  • M&M/Mars
  • ManpowerGroup
  • Maytag Appliances
  • Mercedes
  • Merck
  • Mitsubishi
  • Mobil Chemical
  • Motorola
  • NASA
  • Nestle 
  • Northrop Grumman
  • PepsiCo
  • Philip Morris International
  • PNC Financial Services Group
  • Pfizer
  • Pratt & Whitney
  • Procter & Gamble
  • Prudential
  • Raytheon
  • Rolls Royce Allison
  • Target
  • Johnson & Johnson 
  • Schindler Elevator Corporation
  • Schneider Electric
  • Shell
  • Siemens
  • Southwest Airlines
  • Staples
  • Tesla
  • Tiffany & Co.
  • Qualcomm
  • Underwriter Laboratories
  • UnitedHealth Group
  • United Technologies
  • Union Pacific
  • UPS
  • USAA
  • Verizon
  • Walmart
  • Wells Fargo
  • Westinghouse
  • Whirlpool
  • Xerox


Lean & Six Sigma World Conference




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