As a Lean Six Sigma (LSS) practitioner, I've recently found myself in numerous conversations where people quickly assert, "Oh yeah, LSS - that's what DOGE is using." This comment is invariably followed by either passionate praise or vehement criticism of the actions.
This raises an intriguing question: Is DOGE genuinely implementing Lean Six Sigma to achieve their government efficiency goals?
On the surface, it seems like a natural fit. DOGE's mission of eliminating government waste and improving efficiency appears to align with the fundamental concepts of Lean (eliminate waste) and Six Sigma (identify and reduce defects). But as any true LSS practitioner knows, we must resist rushing to judgment without proper analysis.
DOGE's Recent Actions: A Critical Examination
Let's examine some key actions conducted since inauguration day:
1. Deferred Resignation Program: OPM offered federal employees a "deferred resignation" option allowing them to resign with pay until September 2025—mirroring corporate tactics aimed at voluntary workforce reduction.
2. Return-to-Office Mandate: Federal workers were ordered to return to in-person work by February 6, 2025, with non-compliance potentially resulting in termination. Agency heads were also instructed to identify their lowest-performing employees.
3. Agency Spending and Staff Cuts: An executive order signed on February 11, 2025, directed agencies to prepare for significant layoffs as part of a broader cost-cutting initiative.
4. Weekly Work Accountability Reports: As of February 22, 2025, all federal employees must submit weekly emails detailing their accomplishments, with failure to respond considered a resignation.
What True Lean Six Sigma Prioritizes
Recently, I participated in a video call with fellow Lean Six Sigma enthusiasts where we discussed what defines LSS and its priorities for success. Our consensus, in order of importance:
1. LSS is a mindset (culture), not a set of tools or methods
2. Provide value to all customers—both external (taxpayers) and internal (employees)
3. Empower and respect people, especially frontline workers, by establishing psychological safety that fosters innovation and continuous improvement
4. Examine opportunities to eliminate waste
5. Develop processes to reduce variations and defects
The crucial insight: You don't start with points 4 or 5 until you've established points 1-3. This is where DOGE's approach diverges significantly from LSS principles.
Sledgehammer vs. Scalpel
Lean Six Sigma isn't a quick fix—it thrives on respect, trust, and collaboration as the foundation for long-term success. Currently, DOGE's tactic resembles a swift swing of a sledgehammer rather than a fine surgical approach of a scalpel—focusing more on dismantling systems than refining them.
The rhetoric about "hardcore" cuts and "revolutionizing" government, coupled with ambitious promises like slashing $2 trillion, seems to prioritize spectacle over substance. While DOGE appears focused on "taxpayer value" through cost-cutting, a true LSS approach would also ask:
- Are we still delivering quality services?
- Are we reducing defects in critical processes like Social Security administration or veteran care?
- How are we measuring outcomes beyond dollars saved?
The Ghost of Management Past
This situation reminds me of my article on Jack Welch and his tenure at GE (Beyond the Welch Way: Rethinking Business Leadership and Innovation). His approach to efficiency—often mistakenly associated with Lean Six Sigma—produced impressive short-term profits and stock performance but ultimately hollowed out the company. By slashing jobs, centralizing control, and chasing metrics that looked good on quarterly reports, GE sacrificed its culture of innovation and resilience. The company hollowed out its soul over time and destroyed an iconic American business. It became a shell propped up by financial wizardry until its inevitable demise.
DOGE's current strategy, which features dramatic cuts, flashy targets, and "leaderboards" of waste, emphasizes optics over sustainable and meaningful improvement.
You're Either Doing Lean Six Sigma or You're NOT
Some might ask, "Can't you use some LSS methods but not others and still claim to be implementing it?" Among serious practitioners, there's a common saying: "You're either doing Lean Six Sigma, or you're NOT!"
To borrow from my favorite childhood movie, Star Wars: The Empire Strikes Back
Luke: "You want the impossible" ... "I don't believe it."
Yoda: "That is why you fail."
A Better Path Forward
Having spent over a decade in government service at one point in my career, I can personally attest to the waste, mismanagement, and ineffectiveness that exists. The administration's goal of addressing these issues is noble and necessary, but the approach has been fundamentally misguided.
When properly implemented, Lean Six Sigma enhances service quality, increases employee engagement, and creates a culture of continuous learning. However, misused as a mere cost-cutting tool without considering long-term impacts on quality, morale, and organizational culture undermines the very purpose of LSS.
Lean Six Sigma isn't just about improving processes—it's about improving entire systems in ways that create value, foster engagement, and deliver quality results. This holistic mindset is what makes LSS a powerful force for positive transformation.
The Verdict
So, is DOGE implementing Lean Six Sigma to maximize efficiency, eliminate waste, and enhance government productivity?
The evidence suggests a strong 'NO'.
While they may be borrowing certain terminology and techniques, they're missing the foundational elements that make LSS truly effective—culture, respect for people, and a balanced focus on both value and efficiency.
True transformation requires more than a chainsaw—it demands a thoughtful rebuilding strategy guided by respect for the people who do the work and the citizens they serve.
