Deploy Lean Six Sigma Better Using Deming Principles...Deploy Lean Six Sigma Better Using Deming...
Transcript of Deploy Lean Six Sigma Better Using Deming Principles...Deploy Lean Six Sigma Better Using Deming...
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Deploy Lean Six Sigma Better Using Deming Principles
By Francisco Pulgar-Vidal President, fkiQuality
Director, Chicago Deming Association
March 7, 2016
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fkiQuality
Objective:
• Your company’s operational excellence.
• Through consulting, training and coaching.
• To build high performance operations.
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We counter these operational diseases
Slow Rigid Defective Obscure
Costly Risky Corrupt
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Chicago Deming Association
• Study, develop and disseminate management philosophies and techniques, especially those originated and taught by Dr. W. Edwards Deming.
• Developed an MBA curriculum based on Deming’s Management theories.
• Since 2001, has provided Six Sigma Green Belt training and Certification.
• LinkedIn group with near 1,000 members.
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Many improvement methods …
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… are based on Deming principles
Deming principles
Lean
Six Sigma
Others
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What is Lean?
• A way to establish a production system that creates more customer value using less resources.
• By understanding what customers value and focusing its processes to deliver it.
• Through the continuous optimization of product and service flow across departments.
• Eliminating waste in the entire value chain to accelerate response while lowering cost and defects.
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What is Six Sigma?
• A business improvement effort.
• Focused on increasing customer satisfaction and product/service performance.
• Seeks to reduce variation of important process/product/service characteristics.
• Composed of disciplined methods, results-focused metrics and dedicated people.
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But these methods are not integrated with Deming • Shewhart, Deming in history.
• Few references to their work.
•Disconnected from SoPK.
• Sometimes at odds with Deming’s 14 principles of management.
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Problem: improvement seen as following steps and completing tasks. • Emphasis is on sequence.
• Emphasis is on managing the project.
So improvement is: • Shallow, incomplete. • Not too smart.
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Problem: improvement seen as collections of methods and tools … • Emphasis is on speed to results.
• Emphasis is on what can be measured: number of tools taught, …
So,
•Methods and tools become meaningless.
• Learning without direction.
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Ignoring Lean and Six Sigma’s common origin triggers tribal mentality • “We only do Six Sigma …”
• “We only do Lean …”
So,
•What you teach, what you learn is not as good as what I do.
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Managers launch programs but do not involve themselves • “Education for my teams”
• “I already know how to improve processes …”
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The result is a wasteful program • Slow projects.
•Confused practitioners.
• The methods don’t work!
•Nobody learns how to learn.
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But it does not have
1. Create a stable program of improvement.
2. Let learning happen.
3. Teach how to think.
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Deming principles are the origin of mainstream concepts and tools.
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SoPK elements map to most LSS tools
SoPK
component
SIPOC
FTY
Fishbone
Custom
er fo
cus
Visible
figu
res
7 was
tes
8th w
aste
Respect
of p
roce
ss
Respect
of w
orker
Man
age b
y fact
s
Defect
s to cu
stom
er
Operatio
nal pro
blem
s
Autonom
ation
Go see -
ask w
hy
Notion o
f perfe
ctio
n
Teamw
ork
Pain vs
joy
System ● ● ● ● ● ● ● ● ● ● ●
Variation ● ● ● ◑ ● ◑ ● ● ● ● ● ●
Learning ● ● ● ● ● ● ● ● ● ● ●
Psychology ● ● ● ● ● ● ● ● ● ● ● ● ● ●
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Recognize key challenges
• “We just need a bit of lean”
• Training for Green Belts only.
•No organizational support.
•Results expected in 6 months.
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Source: www.deming.org 19
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1. Follow business-level objectives to define a steady program • “Create constancy of purpose
toward improvement …”
• Start at the top.
•Make long, short term compatible. • Waves and quick wins.
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2. Select projects that support the aim of the business • “The aim of the system is the
optimization of all its parts.”
• Find opportunities to: • Support strategic plans. • Meet customer needs. • Fix process weaknesses.
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Keep system-wide view of the program
• Sustain the aim of the program.
•Promote infrastructure projects • No short-term ROI is fine.
•Reduce duplication of efforts.
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3. Train and certify employees and supervisors • Supervisors must provide organizational
support.
•Be champions of their employees!
•Before, during and after project execution.
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Before project start, supervisors provide direction
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During project execution, supervisors follow closely and protect project integrity
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After project conclusion, supervisors integrate and propagate solution
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2
3
1
Project impact is enhanced, its reach extends across the organization
Before
After
During
Iterate
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Source: www.deming.org 28
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4. Focus on the fundamental types of operational problems •Process improvement methods must
focus on solving problems.
•Generic families of operational problems: • A slow operation. • A rigid, inflexible process. • A defective procedure. • An obscure workflow.
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5. Teach supervisors to let discoveries happen •Projects of improvement are
projects of discovery.
• Some space, freedom needed.
Operational Problem
Designed solution
Implemented solution
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Managers must create the environment for needed for learning • “The aim of supervision should be to
help people and machines and gadgets to do a better job.”
•Prioritize defining the problem and finding the solution.
•Balance with project management (cost, schedule and scope).
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6. Favor accessible analytical tools and invite everyone to participate •Programs may risk creating an
elite tasked with improving the organization.
• Teach an understanding of variation.
•Deploy graphical analysis tools.
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7. Conduct effective project review sessions •A deadly disease of companies is:
“Management by use only of visible figures …”
•What was learned so far? • About the process being improved. • About the organization that conducts it. • About the technology that supports it.
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Decide project direction based on knowledge • Every project review
(tollgate) is a time to confirm learning.
• The illustrated team decides what to do next.
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Source: www.deming.org 35
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8. Teach the need for systems thinking
•Deming’s System of Profound Knowledge compels us to gain “an appreciation for a system.”
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Teaching tools separate from a structure? •A systematic method is not a collection
of tools.
• It is expeditious.
• It is easy to test.
• Tools may be used: • Ineffectively (practitioners). • Dangerously (process). • Frustratingly (company).
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Teach how to think!
•How to approach a problem?
•What to assume?
•Which questions to ask?
•What to measure?
•How will I know I’m done?
• Share the joy of learning!
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9. Create an appetite for learning with problem-based teaching •A bit of psychology: individuals learn in
individual ways, not as a cohort.
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Problem-based teaching creates a pull for knowledge
One problem
A few strategies from personal interpretations
Many tools pulled as needed
by learners
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10. Teach operations design
•Many methods focus on increasing team creativity.
• Some methods focus on the use of designed experiments.
•What about actual principles for designing a better operation?
• The Toyota Production System example.
Satisfy customer
needs above all.
Just in time production. Awareness
(jidoka).
Various methods for operations
design, redesign.
Various tools.
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Operational design impacts all aspects of a business
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11. Teach use of standards
• Standard operating procedures.
•Basis for sustainable benefits.
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Recommendations for better deployment of Lean Six Sigma • Teach and deploy improvement
methods at all levels.
• Teach how to think about problems.
•Make knowledge accessible to all.
• Teach individuals individually.
•Deploy in alignment with business.
•Use more design principles.
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