iSixSigma

John

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  • It sounds like you have an immediate need to resolve your 90% issue for your business. I would start there before trying to map out all your processes. With a small team you aren’t going to be able to complete even a portion of mapping the entire business while still trying to keep the ‘wheels on the bus’.

    My recommendation would be to put…[Read more]

  • You could, however the approach I see used most often is to use an FMEA or, if you get to full solutions, a control plan created in addition to the solution matrix.

    The control plan template we use is just a lighter version of FMEA, essentially some way to identify and measure UDE’s, but not the formal RPN measurement.

    If done correctly the…[Read more]

  • Nice work, good simple explanation.

    I use your 8 track example and translate into a real business model when training others to try and show how this works in the real world.

    I have been using Apple lately […]

  • There are always secondary measures you can pursue. The question is can you measure them accurately and does anyone care about them.

    Some examples: Is there a $ cost you can assign per part, is there rework (people time), do you have increased/decreased shipping costs and is there any QA or inspection time you may be able to eliminate if done…[Read more]

  • Define is all about just getting focused. It seems simple to get started, usually it is not actually that simple with very broad statements of the problems you are having, just as you described.

    Start with answering the question…’What problem am I trying to solve?’

    Then answer the question…’What does success look like?’

    If you can put…[Read more]

  • Simplest definition is this…It works for service or manufacturing.

    A defect is defined as any element of the product or process that did not meet customer expectations.

    This is our ‘checklist’ on then converting the defect into a problem statement to be solved.

    We are experiencing a problem with….
    The area where the problem is occurring is…[Read more]

  • I have toured quite a few plants where they now use a TV monitor for information at the workstation. They can be used as job aids etc to manage work. The are usually tied into one computer hub to send and maintain the data and charts so once set up easily kept up to date. Just one thought. 2 years, 5 months ago

  • This was an intriguing problem reading through it. I agree with @straydog you will need a very good data collection plan to work through this.

    Variables and data to consider are in three tracks in my thoughts.

    1) Milk Production – The spread of max and minimum daily/hourly volume by the mothers
    2) Consumption – The spread of max and minimum…[Read more]

  • I would go with #1 – Sit with them and just document what they show you on a notebook or simple technology for later use. The main focus should of your notes should be the process gaps and escapes along with what the ‘happy path’ looks like when all goes well.

    I would then create a process map later, on your own, after seeing the work from end to…[Read more]

  • I have never had a steering committee for any Six Sigma project.

    Typical roles are the BB lead, the SME’s or project team, a sponsor, sometimes also a champion. We typically use tollgates and a set schedule for reporting results to leadership to keep them in the loop.

    Your sponsor/champion should be at a level to be able to bust barriers and…[Read more]

  • A couple thoughts/tips for you…

    1) Before starting a mapping journey you need to define success and what problem you are trying to solve. This will allow you to focus your efforts on those things. Otherwise you are just throwing darts hoping to see what sticks without a target. If you can get some data even better.

    2) I would highly…[Read more]

  • Essentially the caveat is the more samples the better to get the closest representative data results to the overall population.

    More always = Better in sampling. The only reason to sample at all is for time or cost reasons. The risk in sampling is that you miss or have skewed results based on the data points you pick, which allows you to make…[Read more]

  • In all the companies I have been in with Six Sigma/Lean operations (3) we have always counted quick wins as part of the project savings. If you found the $$’s and could get there quickly that needs to be celebrated and shared.

    Every company had a different time frame for what ‘counted’ and how to publish for savings. That is usually where…[Read more]

  • @mike-carnell – I have never had a real project done in 48 hours. If it was that simple it was a JDI (Just do it) and the solution and identified change was within small span of control thus not worthy of calling it a project at all. I have had many of those. My opinion.

    I completely agree 4-12 months is nonsense. In most cases on a pure hours…[Read more]

  • Not a dumb question as many people actually miss the importance of this step.

    Short answer is yes, I would never process map without either direct observation (ideal) or interviewing the actual users.

    In the interview don’t just follow the ‘happy path’, when everything goes right. Ask some probing questions such as, what can go wrong, how…[Read more]

  • A couple thoughts having experienced this as well.

    Once our former BB’s move back into the business we used them as conduits to identify projects to help support them in their new (old) roles. We used them to simply identify and write basic problem statements on areas where it appeared a more structured project approach would show measurable…[Read more]

  • If you want to go to the Lean side try the ‘2 Second Lean’ book by Paul Akers.

    I highly recommend if you are a YouTube person and want to watch Paul speak, pull up the Iowa Lean Consortium event. It’s an hour+ but well worth it if you do any kind of lean work. His videos make it very real. 2 years, 7 months ago

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