Lean Six Sigma Solutions
Wspólnie z Klientami budujemy doskonałość procesów biznesowych
Studium przypadków Lean Six Sigma
Case study #2 Effective implementation
American football teams measure an interesting performance statistic: scoring percentage "inside the twenty." It's a measure of a team's ability to convert the opportunity to score into points on the scoreboard. For Six Sigma project teams, converting solutions to action and results is often a bottleneck. After spending weeks or months hammering out a solution to a difficult problem, Black Belts often hit a brick wall when it comes to implementation. The heart of the problem isn't the lack of analysis or, in most cases, executive support. The big barrier is the lack of time, resources, and motivation at the frontline - with the workers and managers closest to the problem and vital to executing the solution.
What's missing from the toolkit for most Six Sigma organizations is a way to package solutions for fast and easy execution by rank and file employees. Speed and simplicity make the difference because motivation to change is extremely perishable at the frontline. Pushing more Six Sigma project solutions "over the goal line" requires Black Belts and Green Belts alike to shift their emphasis from the scientific approach to improvement to the psychology of change - crafting implementation strategies that are designed for people who do the work.
From research with over 4000 improvement efforts, here are five principles to guide implementation of Six Sigma solutions:
1. Adopt A Sprint Mentality To Solution Execution
Develop implementation timelines that operate within tight 60-day windows. Executing solution implementation in 60-day sprints fits the "motivation span" for people on the line and allows enough time for taking action, measuring impact and making adjustments.
2. Simplify The Game!
Cut out the theory and get down to the real change required of the leaders and workers at the local level. Connect the end result (y) to the solution (x), but allow people at the point of execution to determine the fast track to action. The result: local accountability for achieving the desired results.
3. Package Teamwork
Make it as easy as possible for people to leverage the power of teaming to speed execution. Classroom training and long meetings don't work for people running the business. Design the implementation around just-in-time, small teams with highly structured team meetings. Make sure every team meeting results in a commitment to action and that everyone shares the burden of making improvements happen.
4. Accelerate Management Decision Making
Nothing destroys motivation like decisions-in-waiting. Set the process in motion before implementation to push-up and resolve issues that require management action. Make sure frontline implementation teams will not lose steam by waiting for implementation decisions outside of their control.
5. Reward Completions, Not Starts
Six Sigma solutions are converted to bottom-line results when they become part of the daily operation. Rewarding completions is about setting clear deadlines for achieving specific end results whilst avoiding the temptation to declare victory based on the number of briefings made or tools used.
Success in achieving the quality leadership and defect, or error-free, levels sought with Six Sigma depends almost completely on whether chief executive officers accept responsibility for their non-delegable roles. These responsibilities are strikingly similar to those CEOs routinely take - and would never delegate - in managing for financial results.
To lead a Six Sigma revolution, every CEO must do seven things:
1) Set up and serve on the company's management council to get Six Sigma started.
2) Establish goals for the process. Make them part of the business plan and communicate a clear strategic objective as to where the organization is going. Define a manageable number of goals so that everyone knows his or her job helps get results, perform fair appraisals so everyone knows the results, and cite ways for continued improvement.
3) Lead the deployment process. Divide key objectives into manageable pieces. Make a provision for training the entire executive staff in managing Six Sigma. Part of the process for many CEOs has been active participation on a Six Sigma team. This may be a real eye opener, showing CEOs their companies in totally new ways.
4) Allocate needed resources. Six Sigma is doomed to failure if the company does not allocate adequate resources to achieve the CEO's vision, objectives and goals. Resources include the time for education and training, and support from trained Black Belts and data analysts to identify the facts on which to act and perform assigned tasks.
5) Assign responsibilities for review and measurement. One of the necessary elements of support is a working measurement system for reviewing performance and results against goals on a regular basis. Conduct systematic reviews across the entire company.
Where are we compared to competitors?
What is our market position?
Where are we regarding cost objectives?
What about employee goals?
Is morale improving?
Is employee turnover decreasing?
Where do we need to redouble efforts?
When can we take a deep breath and celebrate?
6) Lead recognition ceremonies. One of the most non-delegable tasks of a leader is recognition. It has to be a constant, sincere effort and must come from the right person - generally the CEO.
7) Revise the company's reward system. One of the keys to making Six Sigma a part of everything employees do is a direct link between quality improvement and compensation. Not all CEOs believe in this link, but some make involvement in the process a company requirement and consider it a perfect training ground for future top management.
Management can overcome the powerful forces that may resist unity of direction. The answer is to find a universal thought process, like Six Sigma, that fits all functions in an organization, including: design of products and services; manufacturing; inventory; delivery; customer service; transactional processes; and the entire supply chain.
Senior Management Responsibilities
Once the CEO sets the stage so the vision, objectives, goals and responsibilities are clear, senior management must follow through by:
identifying the business or businesses with the best opportunities for improved performance, set strategic and annual goals, and document accountability;
establishing an infrastructure and setting up or revising management systems for selecting projects, organizational reporting, accountability, appraisal, reward and recognition;
selecting projects, leaders, teams and missions critical to meeting the goals;
supporting projects and monitoring progress by enabling teams to carry out their mission and BY providing the necessary training, resources, budget, time, and support to keep projects on track;
asking the right questions until each project has been completed.
One of the most non-delegable tasks of a leader is recognition. It has to be a constant, sincere effort and must come from the right person.
CEOs who want their organization to succeed with Six Sigma must learn about Six Sigma. If efforts and results seem difficult, they should try to sponsor a formal assessment of status and progress. (Remember, Six Sigma is a set of tools and techniques, not just a tool, that the organization must apply to all products and processes and integrate into its business plan.) Executives should avoid being fooled by advocates who do not understand the process and should make it a priority to visit organizations that have implemented Six Sigma for more than three years. Six Sigma requires resources and training. But it delivers customer satisfaction with quality products and services, reduces the costs of poor quality, produces a healthy return on investment, and generates employee pride and satisfaction.
Today's challenge is to measure and manage assets and resources. Six Sigma is a methodology which enables almost immediate quality improvements from the effective use of technology and investment in intellectual capital - the ultimate intangible asset.
When all is said and done, people, companies, industries, economies and nations will maintain leadership and a competitive edge only if they have a consistent mental attitude and a thirst for more effective ways to produce state-of-the-art products and develop the satisfaction that maintains customer loyalty.
© 2005 Lean Six Sigma Solutions
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LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmiennoć
LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność, LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność
LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność