Begin with the operating problem
A delayed order can be the result of unnecessary handovers, variable processing times, missing information or an unsuitable planning rule. Those causes call for different forms of analysis. Selecting a method because it is fashionable risks solving the wrong problem.
ASQ distinguishes Lean’s attention to waste and flow from Six Sigma’s attention to variation, while explaining why the approaches often work together. These are method descriptions, not mutually exclusive routes or guarantees of results. [1]
Use a practical starting guide
The following is SCP’s proposed selection guide. A real assessment may use several methods, and statistical analysis needs suitable measurements and expertise.
| What the team sees | Where to begin | Possible output |
|---|---|---|
| Waiting, excessive movement or unclear handovers | Lean-oriented process mapping and observation | A clearer flow and testable changes to work. |
| Inconsistent quality or processing time | Measurement checks and structured variation analysis | Evidence about patterns and potential causes. |
| Large volumes of text or repeated classification | Assess an AI-assisted task alongside simpler alternatives | A bounded decision-support use case. |
| Unclear purpose or ownership | Business analysis and requirements definition | Agreed scope, responsibilities and acceptance criteria. |
Combine techniques without skipping the reasoning
Illustrative example: warehouse replenishment delays threaten picking. A process map identifies the handovers. A check sheet separates delay reasons. Variation analysis explores differences by shift and item group. Only then does the team assess whether an AI-assisted summary or prioritisation task would help.
ASQ’s process-analysis guidance supports examining the process through appropriate tools. The application sequence here is an SCP proposal; it is not a claim that every engagement needs a full Six Sigma programme. [2]
Keep hypotheses separate from findings
A fishbone diagram organises possible causes. It does not prove that a branch caused the failure. An AI-generated explanation also needs verification against records and operational knowledge. Where the problem has a simple correction, implement and test that correction rather than adding unnecessary analytical complexity.
NIST’s AI risk guidance makes context, evaluation and ongoing management relevant to AI use. Applying an established improvement method alongside AI does not remove the need to assess errors, limitations and responsibility for action. [3]
Define success before testing
Agree what the change must achieve and the service, quality and approval conditions it must preserve. Link acceptance criteria to tests; use UAT where appropriate to establish whether business needs are met. Evidence supports the authorised decision, while a control plan assigns monitoring and response ownership.
An Automation Readiness discovery workshop can define the process problem and suitable assessment. The SCP toolkit and six-stage approach show how methods support the work, without assuming that equipment, AI or a particular certification is the answer.
Sources and evidence notes
Sources checked on 17 October 2026. Research findings and company reports are attributed above; practical recommendations are SCP’s interpretation. The examples do not imply endorsement, partnership or SCP client results.
- ASQ: Six Sigma and Lean Six Sigma ↗
Undated reference page; reviewed 17 October 2026. Professional-body method guidance; not evidence of a particular client improvement or SCP accreditation.
- ASQ: Process analysis tools ↗
Undated reference page; reviewed 17 October 2026. Professional-body explanation of process-analysis methods; not a comparative trial.
- NIST: AI Risk Management Framework Core ↗
AI RMF 1.0, 2023; online guidance reviewed 17 October 2026. Voluntary public-sector risk framework; a revision is in progress, and the framework is not a certification or a forecast of commercial benefits.
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Explore the next step
Discuss a defined supply-chain challenge and agree the evidence needed for a useful decision.
Workshop format and any fees are agreed before booking. Follow-on work requires a separate scope and business agreement.