Lean, Agile & Six Sigma still driving business transformation in 2025
Lean is used by 40 percent of businesses to support business transformation, with Agile (39 percent) and Six Sigma (28 percent) not far behind
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Traditional process excellence methodologies such as Lean, Agile and Six Sigma are still driving business transformation in 2025. That’s a key finding from the PEX Report 2025/26, which is based on the findings of a survey of more than 200 professionals.
It found that Lean is used by 40 percent of respondents to support business transformation, with Agile (39 percent) and Six Sigma (28 percent) not far behind. Organizations also continue to apply total quality management (TQM)/total productivity management (TPM) (22 percent) and Gemba Kaizen (16 percent).
This shows that even decades-old improvement approaches and concepts still have a place in modern transformation strategies.
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Learn MoreThe longevity of traditional process excellence methods
Traditional process excellence methods continue to hold value because they offer timeless principles: clarity, structure and measurability said operational excellence (OPEX) and digital transformation expert Nikhil Pal.
“In many organizations, especially those navigating complex operations or regulatory environments, these approaches remain foundational. They’re not outdated, they’re evolving.”
What’s most telling is the hybridization of such approaches, he added. “Lean is no longer just about waste removal on the factory floor; it’s being integrated with artificial intelligence (AI), robotic process automation (RPA) and digital platforms to drive predictive performance.”
Likewise, Agile has expanded beyond software teams and into enterprise-wide transformation programs. Even suppliers, inputs, process, outputs and customers (SIPOC) and TQM still serve as useful scaffolds when teams need to realign around process ownership or quality standards.
In short, the continued use of these methods shows that transformation doesn’t mean abandoning what works – it’s about building on strong operational DNA, Pal said.
“When digital strategies fail, it’s often because they’re layered on top of unstable or undefined processes. That’s where these traditional methodologies continue to serve as vital anchors.”
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Lean Six Sigma in the headlines
Lean Six Sigma, which combines Lean and Six Sigma practices, has been in the headlines recently. Last month, a research study found that Lean Six Sigma principles and “green culture” are crucial in enhancing circular manufacturing capabilities. Both foster a mindset shift toward sustainability and resource efficiency, ultimately driving the onset of the circular economy ecosystem, according to the study.
In August, the University of Kansas (KU) revived its in-person Lean Six Sigma Green Belt certification training, marking the first time it has been offered face-to-face since before 2020. The university announced that the five-day course would be held in September and October at the KU Edwards Campus in Overland Park. The program will continue to be available online for those who prefer a virtual format.
In April, the latest iteration of an ongoing partnership between the United States Military Academy West Point and Tobyhanna Army Depot (TYAD) – part of the US Army Communications-Electronics Command – saw three senior groups of cadets finished Lean Six Sigma Green Belt projects. The initiative highlights how Lean Six Sigma is enhancing combat readiness.
“Having spent two decades consulting with firms rolling out process improvement methodologies, I can say that Lean Six Sigma is not just surviving in 2025 – it’s flourishing!” wrote Pal.
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