152 4 lean six sigma makes problem solving exciting
DESCRIPTION
Is there a difference between Lean Six Sigma projects and 'just projects'? Yes, actually many big advantages in favor of the Lean Six Sigma approach. Here I describe knowing by seeing, working on what matters and creating a sense of excitement for your teams. Second in a series of executive-level messages.TRANSCRIPT
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presents the Executive Education Series
Why Lean Six Sigma is better than ‘just doing projects’
10/19/2013 152-4 Copyright fkiQualityLLC 2012 1
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Lean Six Sigma makes problem solving exciting
Written by Francisco Pulgar-Vidal, fkiQuality
10/19/2013 152-4 Copyright fkiQualityLLC 2012 2
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Lean Six Sigma projects are
vastly different from typical, everyday
projects,
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and can be much more
exciting to be a part of, than most other things at work.
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Here is why,
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Lean Six Sigma projects
explore and discover important work problems,
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and then
make work better for the long term.
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See how next.
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IDEA ONE: To solve a problem,
explore the current work situation.
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Teams following the Lean Six Sigma way
go to the place of work,
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…that is, where problems happen,
to gain insights into the work.
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The place where work
is done is known as ‘gemba.’
You may see ‘gemba’ written as
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Going to the gemba lets you see what is the problem
in its context.
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Observing makes you smarter about the problem, because you are
open to what is happening.
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But assuming you already know everything around you,
does not.
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Is this vastly different from before?
Yes, because you start
with observations, not assumptions.
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IDEA TWO: Careful observation leads teams to
identify the real problem.
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Do you remember the most important instruction before a test?
‘Read each question carefully.’
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In the same way, before you start solving, you must
formulate the problem correctly.
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Have you ever worked on
the wrong problem? Who hasn’t?
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For instance, this happens when a problem is
formulated as a solution.
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The following are actual problem statements. Can you see
anything wrong?
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These are
solutions already!
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Based on
assumptions like...
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Assumption: Train users and they will follow procedures.
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Assumption: People are always ready to embrace new rules.
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Assumption: To eliminate shipping errors, use a longer form.
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Assumption: More pressure will make things better.
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We make these assumptions all the time.
Are assumptions always right?
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When we
jump ahead from assumption to solution,
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we may face several
project setbacks.
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Jumping to a solution orients the team to deploy
only one thing, which could be insufficient or just wrong.
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Jumping to a solution stops the team’s search to find
the true reason for the problem.
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Jumping to a solution reduces your effort to find
a real solution.
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So, you could be working on
the wrong problem.
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By not jumping ahead to a solution, Lean Six Sigma teams work on the
right problems.
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This is
vastly different from everyday work.
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IDEA THREE: Going to the gemba and working on the right things
sparks energy and innovation.
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In the gemba, you learn
what is really happening.
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Nobody can tell you how things are because,
you have been there.
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This is great
because you can avoid
false starts.
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As an employee, false starts make you feel
annoyed and unproductive.
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As a manager, false starts make you
waste resources.
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Over time, the worst waste is
the loss of interest and creativity of the associates.
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Can you afford this loss?
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On the contrary, working to solve
things that matter,
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make you feel that
your day-to-day also matters.
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This makes for teams filled with
energy and desire to innovate.
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This is much better than how
most teams feel everyday.
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In summary, Lean Six Sigma projects focus on what matters and bring back
discovery and innovation to the work.
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Next presentations will discuss:
• What you should think about when thinking of lean and six sigma.
• How lean six sigma and project management go together.
• In which way lean six sigma projects go deeper than other efforts.
10/19/2013 152-4 Copyright fkiQualityLLC 2012 53