iSixSigma

Rick Tucci

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  • #192036

    Rick Tucci
    Member

    The good news is you’ve been there before and know the Lean concepts and tools, so please take the suggestions below as precision-tuning of what you may already know.

    Whenever, introducing Lean for the first to an experienced production team, we, we recommend a “just-in-time, learn as you improve” approach to the Kaizen Event. Instead of a full day of training on the frontend, consider starting with a review of the charter for the week and then a simple Lean simulation that will get the group engaged and excited about moving from the present state to a Lean operation. Usually a two part simulation that presents a challenge with no use of lean concepts, followed by a brief tutorial on Key Lean Principles and a second run at the challenge is effective. Don’t try to get folks to “drink from a fire-hose”, but rather allow the team to use their commonsense and incoming know-how. Lean is pretty intuitive and making it accessible and non-threatening will set the stage for rapid assimilation of more learning and application of tools.

    Once you’ve created a mindset and energy for change (usually the first morning), consider introducing the concept of process waste, the classic forms of waste and examples, and go do a “Waste Walk” of the operation with the team. Come back and introduce the Value Stream concept; get the group engaged in mapping a high-level Spaghetti Diagramming of the process and then SIPOC mapping of the process; and, have the group post where they’ve observed waste in the process. The process of visually documenting waste in always a powerful motivator and a great way to transition to introducing Level I Lean Concepts of 5S, Smooth Flow Layout and Standard Work. You can easily spent the next day getting the team engaged in applying these concepts to capture low-hanging fruit, while recognizing this work will continue after the event.

    You’re ready now on day three to move to looking at process performance metrics such as cycle time, first-pass yield, inventory, WIP, etc. here’s where data can help if you have it. But if you don’t have hard data available, don’t hesitate to rely on the team to make estimates to get order of magnitude gauge of the opportunity for improvement by comparing current performance to the potential entitled performance when waste/non-value added activities are eliminated. Again, our experience is that simple is better. The idea is to create a bridge to introducing the next level of Lean concepts, starting with single piece flow, KanBan, cellular work design, etc. Once again, classroom brainstorming of ideas followed by on the floor experimentation and observation is very powerful. Day Three should end with the team feeling good about the “To Be” Lean Design for the production process.

    We always suggest reserving the last day of the Kaizen Event for transition planning: How the team will fully operationalize the new process design and associated changes in support processes, roles, responsibilities, schedules, etc. Our advice: Don’t underestimate the importance of developing clear action plans and getting all team members to take on Action Champion roles to ensure follow-through.

    Brad , I hope this is useful. To net it: Keep it simple by presenting lean tools in bite-size chunks, apply and capture learning and improvement opportunities as you move through the event.

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    #108400

    Rick Tucci
    Member

    Mike:
    Thanks for the note. By no means do I take any offense with your comment. My firm has tried to advance a view to the community of Six Sigma Practitioners that there is more to Six Sigma than statistics. Our view is that a robust tool kit that effectively applies both hard and soft analysis tools will yield faster and better results. We have strength in our convictions about this based on our client experience and based on the under-reported failure of many Six Sigma initiatives due to issues like the “tyranny of data”, which simply says that data is not intelligence and should be used wisely and not as a stick to prove a non-provable hypothesis.
    No doubt this message can rub some folks the wrong way and I’m also sure that, in some public forums we have made our point in a way that suggests the classic Six Sigma data and analysis approach is of limited utility. We have great respect for the power of analytical approaches to problem-solving. We simply offer a view that says there is a place for experienced -based, consensus decision-making in any large-scale change effort.
    If you’d like to dialogue further on this topic please give me a call at 312.633.0994. Your insight and perspective would be welcome on how our position might be better presented to avoid mis-interpretation of our intent.
    Rick Tucci, Leap Technologies, Inc.    

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    #106595

    Rick Tucci
    Member

    Danny;
    With the disclosure that my firm is a vendor of products for companies looking to implement Six Sigma in a faster and more economical way, I would be happy to send to you a few Whitepapers we have authored on the topic. Feel free to email me at [email protected] .com or call 312.633.0994.

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    #57811

    Rick Tucci
    Member

    The solution to theproblem you describe is typically driven more by human factors than technical ones. All financial institutuions use sophisticated credit scoring tools. However there is tremendous variance in the decision processes across instittuttions. Start by mapping the information flow and the decision process to find opportunities for both cycle time and risk reduction. 

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    #89867

    Rick Tucci
    Member

    The solution to theproblem you describe is typically driven more by human factors than technical ones. All financial institutuions use sophisticated credit scoring tools. However there is tremendous variance in the decision processes across instittuttions. Start by mapping the information flow and the decision process to find opportunities for both cycle time and risk reduction. 

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    #88886

    Rick Tucci
    Member

    Jeff:
    You might find a whitepaper we recently published of interest. I’d be happy to forward a copy to you. Siimply email a request to [email protected].
    Rick

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