Lean
Sigma Tools & Techniques
- D.M.A.I.C.
– the universal approach to problem solving. No matter how large, small,
complex or simple the problem is, using this approach will ensure you arrive at
the right solution:
Start by DEFINING the problem, what is it, why is it a problem and what is the impact to you, others and the business. This step ensures everyone has the same understanding of the issue and that you are tackling the right problem.
Then gather some data so that you can MEASURE the extent of the problem. This is important as often we think we have an issue but data will confirm this and allow us to influence others. Data always trumps a ‘gut feel’!
Using the data ANALYSE the issue. There are plenty of Lean Sigma tools that can also help during this phase of the problem solving (see below).
Once you have an understanding of the issues and have got to the root cause of the problem only then do you move into the IMPROVE phase.
The final stage, CONTROL, is vital for sustainability yet is often forgotten. Ensure you have systems in place to ensure the new ways become the normal ways. Make sure you act and behave in a way which is consistent with what you want. - The
Foundation of any Lean Sigma organisation is the implementation of a true 5S
culture. 5S
isn’t just about housekeeping and making sure the place is tidy, it’s about a
place for everything and everything in its place. The 5S process is:
1S – SORT: Tidy things up and most importantly throw away what you don’t use – be ruthless!
2S – STORE: Find a home for everything. Use Shadow Boards for tools, foam inserts for draws and clearly label and mark out where things should be. This makes it obvious when something is missing.
3S – SHINE: Clean everything. This helps you to see wear and tear thus allowing you to replace things before the breakdown.
4S – STANDARDISE: Take a photo of how an area, desk, cupboard etc should look and pin it nearby so everyone is aware of the standard that is expected.
5S – SUSTAIN: Routinely audit your area against your defined standards and take action if things are not how they should be. - Root Cause analysis. Ensure you are focusing your efforts
on the right thing by using the 5 Why’s technique to get to the real problem. Ask
“why is that happening”, then ask why again and keep going until you drill down
to exactly what the real problem is. This is a key technique if you want to
prevent problems from reoccurring by addressing the real cause of the problem.
-
Process flow. Map your processes to really get an
understanding.
Behaviours
This is not just manufacturing processes but
things like expenses process, induction process, supply chain process,
invoicing process etc. Use post-its to identify each step and then arrange them
in the order they happen to get a visual representation of your process. You
can then use this to identify wasteful steps, bottlenecks etc. Make sure you
include people who use the process to ensure you get a real and accurate
picture of what is actually going on. - Shadow of the Leader. Model the behaviours you want to
see in others.
People do what they see rather than what they are told. If you want
people to act or behave in a certain way then set the example by modelling the
behaviours yourself. Praise people when they get it right and use coaching to
help people rectify errant behaviours. Do not underestimate the power of
influence your Shadow
has on those around you. Remember: You don’t have a choice on whether you cast
a Shadow
or not, only on whether it is a positive or negative one! - Gemba Coaching. Get out there to see what is really going
on. Modern Managers can find themselves trapped behind a desk not sure of what
is happening in their own work area. By walking about amongst your staff you
can see and hear what is really going on and use your coaching skills to
reinforce the standards you expect. A benefit of this is that you will find the
need for fewer meetings as you deal with issues and queries as they arise.
- Motivated, High Performing Teams.
Together with a 5S
culture this forms the foundation on which an organisation can look to build
upon and implement sustainable improvements or changes. High Performing Teams perform
with a “can do” attitude and work together more harmoniously achieving greater
results.
- Empowered TEAMS. If you operate a Gemba Coaching regime and you
have High
Performing Teams then it is essential that you Empower your staff and allow
them a level of responsibility to own their problems.
You’ll be pleasantly surprised at how people take to the opportunity to problem solve or improve their ways of working. Gemba Coaching allows you to keep a level of control and assurance over what occurs.
Performance Management Systems - Standard Work. Clearly identify and articulate the Standards
you want everyone to work to. Having everyone following the same ways of
working reduces errors and improves output and quality. Use your Process Maps
to identify Best Practise and then incorporate this into your new ways
of working.
- Visual Controls. It’s true that what gets measured gets
done!
When you have identified your quality critical parameters then ensure you capture appropriate metrics and make them easy to understand and visible. Give ownership for collecting, updating & monitoring the metrics to your Empowered Teams.
- Dynamic, real time data.
Be proactive rather than reactive and have real time trending of your data to allow you to spot issues before they arise. Use simple statistical charts to visualise data trends and take action when trends begin to change. - Tiered Accountability. Assess issues and risks to
performance, prioritise, assign resources and accountability for action,
and track the completion of actions. Connect
the activities of team members, managers & support functions to maintaining
& improving the performance improvements. Use a series of tiered review
processes, operated at successive leadership levels and focus on the 'critical
few' resolvable issues in order to ensure that something gets fixed!.
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