JP B. Bantigue

DESIGNER • DEVELOPER • DREAMER

Streamlining UI/UX Workflows with Lean Six Sigma Process Improvement

A man in a maroon beanie creates a process flow diagram on a whiteboard, visualizing a UX workflow as part of a Lean Six Sigma process improvement exercise.

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I recently completed my Lean Six Sigma Black Belt (LSSBB) case study, certified by Reggie Vallente, CLSSMBB from Process Doctors Academy. This project was more than just a milestone—it became a deep dive into applying Lean Six Sigma process improvement to something often seen as subjective: UX design.

While the case study was hypothetical in structure, it surfaced real-world issues that I’ve encountered throughout my work with product and design teams. Things like misaligned handoffs, incomplete requirements, and vague ownership. Lean Six Sigma process improvement gave me a new lens—not to add complexity, but to reduce friction.

The Problem With the Current Flow

Arcadian, where I lead UI/UX efforts, collaborates closely with Sony Pictures Entertainment (SPE). Our working relationship with SPE’s internal design team is smooth and aligned. But once external development vendors entered the mix, we started seeing cracks:

  • UX involvement wasn’t consistently documented.
  • Jira ticket dates reflected status changes—not actual design work.
  • UX research and input were often rushed or skipped.
  • Fidelity checks and design refinements lacked structure.
  • Communication with external vendors created confusion and rework.

Without a system for validation, the process became reactive—and quality took a hit.

Cleaning the Data: Turning Chaos Into Insight

Before I could propose solutions, I had to understand what was really happening.

I manually reviewed over 190 Jira tasks, cross-referencing timestamps, attachments, and notes. The goal was to build a reliable baseline. What I found was no surprise—UX contributions often weren’t reflected in task data.

Still, I uncovered enough patterns to form data-backed assumptions. High rework rates, inconsistent feedback loops, and gaps in documentation all pointed to the same issue: the process wasn’t working. And while this data wasn’t perfect, it gave me a foundation to begin applying Lean Six Sigma process improvement principles.

Designing a Better Flow With Lean Six Sigma Process Improvement

With DMAIC as my guide, I mapped a future state that’s clearer, faster, and easier to manage:

  • UX involvement is documented from the start.
  • Tasks cannot proceed without initial requirements, use cases, user stories, or user acceptance criteria (UACs).
  • Fidelity checks are required before development handoff.
  • Stakeholder feedback follows SLAs and defined checkpoints.
  • Kickoff briefs are standardized, especially for tasks assigned to external vendors.

None of this had been implemented yet—but mapping it gave our teams a clearer direction. It turned frustration into action steps.

Where Collaboration Broke Down (and How to Fix It)

SPE and Arcadian’s design teams worked well together. But our biggest challenges came from gaps between Arcadian and third-party developers.

Many tasks were passed on without clarity—no brief, no context, no agreement on what “done” looked like. Naturally, that led to rework.

To improve this, I proposed:

  • A standardized vendor kickoff brief
  • Embedded fidelity checks as part of the delivery process
  • Defined sign-off steps for all stakeholders

With these in place, we’d reduce ambiguity and increase accountability—without needing to micromanage.

What the Data Suggested (Even If It Wasn’t Absolute)

While most of the analysis occurred under hypothetical conditions, the results were telling:

  • Missing UX research often led to rework.
  • Delayed feedback caused refinement loops.
  • Lack of kickoff briefs extended lead time.
  • Sign-off checkpoints, when missing, led to unclear revisions.

These weren’t absolutes, but they showed consistent trends. And they provided the evidence we needed to prioritize improvements.

If I Were to Do It Again

If this case study were implemented in full, here’s what I’d focus on:

  • Add structured fields in Jira to track UX involvement and fidelity checks.
  • Enforce task readiness: no task begins without validated requirements.
  • Require sign-offs before dev handoff to reduce guesswork.
  • Treat all vendor handoffs like client work—scoped, documented, reviewed.

These changes might seem small, but together they reduce ambiguity, protect design quality, and improve outcomes for everyone.

Final Thoughts

We often treat UX as something creative and unstructured. But when it’s paired with Lean Six Sigma process improvement, UX becomes scalable. Predictable. Measurable.

This project helped me bridge the gap between intuitive design and structured delivery. It showed me that good UX isn’t just about knowing the user—it’s also about making sure the process supports the people doing the work.

About Me

I’m JP B. Bantigue, CLSSBB—a Philippine-based multidisciplinary digital professional recently certified in Lean Six Sigma Black Belt. As a UI/UX designer working with global teams, I’ve learned that process improvement doesn’t compete with design—it strengthens it.

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