LANN WASSON HUSCH BLACKWELL LLP
An Unconventional Alliance: Lessons from a Lean Six Sigma Pilot
A 40
complex mergers and acquisitions practice is an unlikely place to start a Lean Six Sigma pilot in a large law firm. Conventional wisdom would suggest that these methodologies
from the manufacturing sector would more likely fit the operational side of the firm, as well as the more
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repetitive matters in commoditized practice areas. So in April 2010, when the chair of Husch Blackwell’s mergers and acquisitions practice invited me to participate in a pilot to assist lawyers in using Lean Six Sigma on acquisitions, I knew that there would be many hours of work and challenges ahead for the whole team.