Learnings from 6s for transaction processes

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    I would like to ask anyone who has done a non-production 6s project:
    What are the two key make or brake issues when working in a non-production/manufacturing environment that you experienced?



    Here are my two key take-aways:

    People skills and management the “change process” is more important in many cases than the quality tools.
    Depending on how long your processes have been running, many times a process map of the as-is process can lead you to most of the defects in your process. Very seldomly do I need to perform high-level statistical analyses to find the root causes of the defects.
    Hope they help!



    Hi, Beth !
    Can you elaborate ” High-Level Statistical Analyses”  ? I don’t quite understand.
    When you say ” … … lead you to most of the defects … “, do you mean removing the Non-Value Added Steps (.i.e. Not conform to definitions of CTQ, CTC or CTD ) in the As-Is Processes … and then zoom into the remaining steps ( Sources for Defect ) to identify the defects  ? . When you remove Non-Value Added Steps, do you require some forms of data for justifications ?
    How do you accurately identify and define the Root Causes ? Appreciate some tips. I always find this a great challenge. Perhaps, due to lack of experiences, C & E Analysis sometimes can lead to a ” Endless Loop ” … can’t really be sure of whether we’ve reached the Roots … or getting out of context ….
    Thanks & Regards



    I mostly do Transactional, it is the nature of our business.  I make sure to know the ‘s is’so that you know where to improve on the ‘to be’ and what mistakes to not repeat.  Also, it is a must to know your Critical To’s.  If you don’t know your critical to’s you could be spinning your wheels anyway.



    The p-map/FMEA combinitation always seems to show gaps in our transactional processes and generates controls for them.  The statistical analysis is only harder because you have to be more creative in gathering your data.



    My two take-aways:
    1) If you are the first person in an area to help them, the define phase is the most important. Simply defining what it is they do- through a top-down chart and process maps in addition to a rudementary baseline measurement.
    2) As Beth said in an earlier post–managing the people. This is important for two reasons-

    A) general change management you need in any project
    B) the process changes will most likely require the people doing the process to do change their behavior (i.e. the way they do things). You’ll be lucky if you can change a computer program or a report to elicit all of the changes you need to make an improvement. You need to make sure that

    a) the people you need to change have bought-in to the project and the changes
    b) you have changed some structures to ensure that they change their behavior (Measures, performance review, the reports from the system, software, etc.).

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