Discussion on Integration of Lean Production and Six Sigma ManagementTiehua ChenSchool of Management, Xian University of Science and Technology, Xian 710054, ChinaE-mailAbstractThe paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the ways for integration of Lean Production and Six Sigma management: integration of organizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to.Keywords: Lean Production, Six Sigma management, Lean Six SigmaLean Production and Six Sigma management are the two management methods of broad impact. The two methods have brought tremendous benefits to the enterprises which have successfully implemented the two methods. Lean Production and Six Sigma management cannot only be used alone, also be combined, each has its own advantages and disadvantages, and the two have complementary strengths. They are reinforced and linked mutually. If Lean Six Sigma can be integrally used, it will have a bigger effect.1. Introduction of Lean Production and Six Sigma management1.1Lean ProductionLean Production originates in the Japanese Toyota Motor Corporation. It comes from the study and further development of management of American Ford Motor Company. Its core idea is to remove all non-value-added activities of links of enterprises, to create value of production as much as possible with less manpower, less equipment, in a shorter time and venues, further to meet customer production or service requirement. It emphasizes on reducing wastage and non-value added chain to reduce cost. Lean is not only the most productive way of the of impact on human society, but is a symbol of the new era of industrialization.1.2 Six Sigma ManagementSix Sigma management was put forward in the mid-1980s Motorola. Motorola summed it up by practice in order to be against the pressure on enterprise development and improve the quality standard. It is based on in order to improve the quality standard and total quality management theory and mathematical statistics on the total quality management theory and mathematical statistics. Its core idea is making all business work as a process, basing on data and facts. The use of quantitative methods in the flow of the factors affecting quality. Identify key factors to improve and continue to reduce volatility so that their ability to operate is the best and achieve customers satisfaction. It follows the process by streamlining processes, controls flow variations, eliminates variability of the quality products in the process, thereby saving costs. Followed MOTOROLA, GE, so many worlds top multinational companies like DELL, TOSHIBA, HP, SONY,CITIBANK, DESNEY, Hilton Hotel have adopted Six Sigma management to strengthen management, improve their management level, reduce costs and improve customer loyalty, increase sales and increase their core competitiveness2. Lean and Six Sigma integration of the necessity and feasibility2.1 Lean Six Sigma and the need for integrationFrom the above two comparative analysis can be seen, Lean and Six Sigma management have their own advantages and disadvantages of each other if they absorb each others merits, the performance will be better. First, Lean Production specializes in systems analysis, the success of enterprises depends on the effective functioning of a good process, no matter how hardworking the staff, are they cant go beyond the design capacity of the process? Lean process management provides a framework for the project management of Six Sigma. Secondly, lean production needs experts unique talents ofknowledge, lacking of knowledge of the normative. Six Sigma management integrate various tools and solving problems in a standardized DMAIC process provide strong operability management tools for the project management. Again, Leans expert analysis on the scene, manage to quickly overcome the problems exposed at the scene, and focus on Black Belt .Six Sigma management under the guidance of quantitative analysis for the complex issues underlying causes can be found to solve the complex process the problem, but it needs a longer time to solve the problem. Different problems, need to combine the two, choose a different approach to solve the problem can increase the efficiency and capacity. Finally, from the operational level, the two management models of training, system improvements, and so need to integrate the way, one of the single use are defective (Zhou, He & Gao, 2006, 6,1-4).2.2 The feasibility of integration of Lean Production and