Applying Lean Six Sigma to Records Management

Roger Hansen, CRM

Charlotte Piedmont Chapter, September 18, 2008

Agenda

Introduction to Lean Six Sigma Lean Six Sigma Practical application

Lean Six Sigma

A business improvement methodology Designed to make rapid improvements

in production processes and procedures

Improvements to both quality and speed

Customer satisfaction is a driving force

What does this have to do with Records?

Information is THE vital asset of an enterprise The institutional memory Evidence of work done Foundation of good decision making

Records and information are produced assets They should be managed as a corporate

asset Lifecycle management is the key

Key elements of Lean Six Sigma for RIM

Customer focused Operationally based Value driven Waste reduction – Muda Terms to know

5S Kaizen DMAIC

Volume of information maintained is doubling every 18 months

40% of professional’s time is spent trying to manage or repurpose unstructured data

– Gartner 6/24/2005

80% of this information is created and managed by individuals at the desktop – Gartner Group

Information as a Product

We are drowning in information and starved for knowledge. -Unknown

Lean Six Sigma Model

Large projects with big impact that lack sustainment therefore backslide overtime

Imp

rove

men

t

Continuous, Incremental Improvement

Small, Continuous, Sustainable Changes

Time

Why do Lean Six Sigma?

Lean

Lean

Term coined by James P. Womack and Daniel T. Jones in their book, “Lean Thinking”

Toyota is well known for their version of Lean Manufacturing

Lean Fundamentals:

Increasing value Specify value in the eyes of the customer Identify the value stream and eliminate

waste Make value flow at the pull of the customer Involve and empower employees Continuously improve in pursuit of

perfection

Lean FundamentalsReducing Waste (Muda) Transportation Inventory Motion Waiting Over Production Over Processing Defects Unused Creativity

Maintaining unneeded records or documents is a 100% wasted expense. 2005 Cohasset ERM survey

Lean Information Lifecycle Mgmt

Review each element Creation of information Maintenance (Active) Use Storage and retrieval (Inactive) Disposition

Lean Opportunities

80% of this information is created and managed by individuals at the desktop

– Gartner Group

This largely represents the intellectual knowledge of the company

There is no systematic management of this information

Advantages of Lean For the individual

Spend less time looking for your documents Reduce the clutter Improved teamwork

For the team Reduce training time for new employees Everybody organized the same way Documents available to everyone who needs them

For the company Making sure information useable and available Legal and regulatory compliance Protect information from loss or disaster

Lean Tools

5S Kaizen

What does 5S stand for? Sort - Eliminate what is

not needed Set - A place for

everything and everything in its place

Shine - Cleaning and looking for ways to keep it clean

Standardize - Systemize the maintenance of the first 3 S’s

Sustain - Stick to the rules. Show real progress.

#1

Sort

#2

Set in

Order

#3

Shine

#4

Standardize

#5

Sustain

A process to create and maintain organized, clean and safe workplaces.

Tools and processes allow team members to leverage their knowledge and creativity to design an efficient workplace Right tools for the job Organized systematically and consistently

5S will provide monitoring and measurement tools to maintain the improvements that you make

What is 5S?

Kaizen

Kaizen is a Japanese word for continuous improvement

Kaizen seeks to eliminate waste Kaizen is about immediate improvement,

not optimizing long term Don’t let best get in the way of better

Kaizen’s Focus

Customer Improving customer service Reducing lead-times to customers Enhancing quality (CTQ)

Operations Reducing cost Eliminating waste Improving productivity

Why do Kaizen events?

Kaizen events enable groups to quickly drive improvement in all areas of the business.

Kaizen events can obtain significant and measurable results in just a short amount of time

Kaizen events involve the knowledge and experience of all associates to drive excellence

Six Sigma

Six Sigma

Developed by Motorola Eliminate defects Reduce variation Data and statistically driven DMAIC methodology

Define, Measure, Analyze, Improve, Control

The Statistics

Sigma is a Greek letter used in statistics to measure standard deviation The Six Sigma goal is to develop a process

results of 6 standard deviations from the mean This would mean no more than 3.4 defects

(those products outside the customers specifications) per million

Six Sigma roles Customers

Define issues and request Six Sigma projects Champion

Organizational mentor and problem solver Master Black Belts

Full time advisors, mentors, and coordinators of projects Black Belts

Full time project facilitators Green Belts

Employees that implement Six Sigma along with their regular job activities

DMAIC - Define The define segment is critical to the success

of any Six Sigma project It is an agreement between the project team

and the sponsors of the project as to what the project is and what is to be accomplished

Scope creep is a very real enemy Definition should include:

Clear statement of intended improvement High level process map A “Voice of the Customer” understanding Project link to overall corporate strategy

DMAIC - Measure Six Sigma is fact based and data driven The Measure step is designed to ascertain

the problem point and factually document that conclusion

Data collection and determination of the current baseline capability

DMAIC - Analyze The Analyze stage of DMAIC involves review

of the data from baseline activities to help identify the location or cause of defects to the process

Common tools used during Analyze are 5 Whys Brainstorming Pareto Charts Cause and effect diagrams

This allows for a more focused plan during the improvement Stage

DMAIC - Improve The purpose of the Improve stage is to prove

that the proposed solution will bring about the desired result

Tools used during the Improve stage include Brainstorming Flow charts Kaizens 5S

Pilots are conducted to test solutions

DMAIC - Control

The control phase is often the most important It is designed to put in place systems to

ensure no reoccurrence of the problem Regular monitoring of the process Standardized documentation for review and

training

DMAIC - Leverage

Leverage is not found in all Six Sigma programs

Leverage is the concept that the lessons learned during a project be shared Other parts of the organization may be able to

take those lessons and apply to their own processes

Lean Six Sigma in Practice

Replace the Office Clean-up Day Replace the annual Clean-up Day or Office

Purge with a 5S program Team oriented versus individual Analyze how you work to be more efficient

Workstation layouts Team/departmental flows Standardization

Positives of an Office 5S Program Creation of a cleaner, more efficient, less stressful

work environment A work place that you can take pride in A workplace that says “We are a world class company” Less time spent finding the information and tools you need

to do your job Fewer lost documents Safer workplace More efficient….value added

It is vital to document the work done and create a plan to monitor, sustain, and continue to improve

Kaizen

Example: Review storage of unstructured Team/Department e-documents on individual and shared resources Hard drive, Shared file servers, E-messaging

systems, collaborative sights Team Kaizen using 5S methodology to develop

standardized systems for lifecycle management of unstructured information

Six Sigma Black Belt Projects for RIM

Not many known DuPont project on discovery processing

Questions

Thank You

Roger Hansen, CRM hansenrw62@yahoo.com