A s you may be aware, causality is critical in strategy execution. Without causality, it is nearly impossible to measure the impact of various strategic initiatives of a company’s overall goals; therefore, it would be difficult to tell if you were headed in the right direction, a situation similar to driving in the dark without your lights on.

The lean Six Sigma (LSS) scorecard I am proposing here has one major advantage over the balanced scorecard framework developed by Robert S. Kaplan and David P. Norton. My scorecard enables companies to establish causality, while the one developed by Norton and Kaplan does not guarantee this. Although my proposed LSS balanced scorecard uses the same theoretical framework as the one developed by Kaplan and Norton, there is a distinct difference in how it’s executed.

Implementing the lean Six Sigma balanced scorecard

This article will not be sufficient to outline a comprehensive description of how to implement the proposed LSS scorecard, but I will provide a summary of the approach. The table below outlines a four-step process to implementing the scorecard.

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