The control phase of DMAIC is by far the most important component but is often neglected. It is very common that after improvements are implemented, the process slowly recedes to its original state. The root cause of this is simply lack of metric monitoring. If you really made an improvement, any deviation would yield decline in value of the process.
What happens if a deviation is detected or the system begins to break down? Most businesses have very capable people that do not have any action plans. In order to adequately implement the control phase of DMAIC, action plans must be determined ahead of time. If there is a standard resolution to a foreseen problem, a minimal amount of resources will be required to return to the ideal state.
This is where standard work really becomes important. Of course everyone should be performing their function in a controlled manner but will everyone resolve issues the same (best) way? When everyone reacts to deviations in a uniform manner, there is a true state of control.
Saturday, April 5, 2008
Tuesday, April 1, 2008
Make the Right Improvement
The improvement phase of DMAIC is easily the most fun; everyone gets to showcase their ideas. As I have said in other posts, be careful not to let any predetermined solutions into this phase. The data you have collected should tell you where the real problem is and allowing all participating parties to brainstorm should yield a solution.
Improvement is pretty simple. Just pick the best idea and move on. If possible, try the idea out and measure it again to ensure you can achieve the desired results before closing the project.
It is not uncommon for people to disagree concerning the correct path to take. This of course is much more of a problem in larger groups. With big teams, vote on improvement ideas before moving forward. This helps create buy-in and eliminates debate that wastes time. It may also help to vote anonymously. Try to avoid spending time talking and not doing. Have you ever witnessed someone spend all day making a report pretty without actually getting anything done? Talking during the improve phase of DMAIC is the same thing. You should spend your resources doing since the analyze phase should have pointed you in the correct direction.
Six Sigma, LEAN, DMAIC, or any other continuous improvement is not about being presentable, it is about hard measurable results.
Does anyone have any great examples?
Improvement is pretty simple. Just pick the best idea and move on. If possible, try the idea out and measure it again to ensure you can achieve the desired results before closing the project.
It is not uncommon for people to disagree concerning the correct path to take. This of course is much more of a problem in larger groups. With big teams, vote on improvement ideas before moving forward. This helps create buy-in and eliminates debate that wastes time. It may also help to vote anonymously. Try to avoid spending time talking and not doing. Have you ever witnessed someone spend all day making a report pretty without actually getting anything done? Talking during the improve phase of DMAIC is the same thing. You should spend your resources doing since the analyze phase should have pointed you in the correct direction.
Six Sigma, LEAN, DMAIC, or any other continuous improvement is not about being presentable, it is about hard measurable results.
Does anyone have any great examples?
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