Wal-Mart is a company that sells retail products and operates departmental stores. The company has established various strategies to promote sales and improve the welfare of the employees. However, the management has experienced a lot of challenges such as strikes and competition from other companies (Roberts & Berg, 2012). Therefore, to improve the competitiveness of the company’s products, the management should apply the lean and Six-Sigma programs. The lean management program aims at creating customer value through minimizing expenditure. On the other hand, Six-sigma is a process that aims at improving the quality of products and processes. The two processes are used to improve customer satisfaction. Therefore, it would be beneficial for the Wal-Mart company to merge lean and Six-Sigma programs. Lean Manufacturing is a process that targets to eliminate expenditure on any unnecessary resource in an organization. The creation of value is the main aim of lean manufacturing, and any production process that does not create value is not considered when calculating the expenditure. The value is considered as the process or any act that a client is willing to pay. Therefore, lean manufacturing aims at creating value for clients with less work. The ultimate goal of lean manufacturing is reducing waste during the production process (Meredith & Shafer, 2010). On the other hand, the Six-sigma process that aims at achieving the highest quality possible. Defects are eliminated through accurate calculations. Variability from the perfect situations are avoided at a cost under the Six-sigma management. Experts and professionals are employed to manage the quality of an organization (Meredith & Shafer, 2010). The benefits of combining the two tools of management are more than negative aspects of implementing the tools separately. Antagonists argue that the two methods are like tools that can be used to serve a certain purpose. Therefore, combining the two tools does not add value. Also, the past theorists argued that getting experts who can implement all the strategies was not possible. There were few experts in the two fields, and theorists viewed that integrating the two methodologies were impossible. Lastly, an integrated model for the two programs had not been established. This was a hindrance to the implementation of the integrated model (Ammons, 1999). On the contrary, today, the combined model has improved the performance of businesses. Applying the two models separately is more disadvantageous that implementing the combination of the two models. The combined model has improved the competitiveness of companies in the modern market environment. The global competition grows daily, and organizations are under pressure to improve their performance. Managers face challenges such as increasing the volume of sales, reducing the cost of conducting business, reduction of inventory, predicting the future demand accurately and survive in the turbulent market environment, among other challenges. The application of lean and six-sigma can help solve these challenges. If the Wal-Mart company can merge Lean and six-sigma processes, the performance will be improved (Bateman & Snell, 2011). Integrating the two programs improves the com