A More Coherent Approach to Lean and Six Sigma
It is not surprising to us that Finn and Reynard have found that it is difficult to implement Six Sigma improvements in a mobile workforce. In fact, it is difficult to do it anywhere. And a core set of reasons for this are explained clearly by their antidotes: projected targets for the six sigma efforts are often fuzzy, methods exceed the capabilities of the target implementers, and nobody has clearly enunciated "what's in it for them" and "what's in it for the company?" Their third tip also points out that there are some cases where human frailty will continue to conspire against better flow and better quality and where errors must be eliminated by "mistake proofing" them away. Indeed Toyota has recently announced that it will continue to increase reliance on automation and error-mistake proofing or Poka Yoke devices.
In addition, there is often poor understanding of an even more fundamental nature: the role of the scientific method in improving the output of any process in a directed way. Too often, we find that six sigma projects become a grab bag of pet action items led by players with an agenda. Often such teams fail to follow the steps of the scientific method rigorously:
- Observe some aspect of the universe.
- Form a hypothesis to explain the observed phenomenon.
- Test the hypothesis by matching it against other observations.
- Develop a theory that is consistent with what you have observed.
- Use the theory to make predictions.
- Test those predictions by experiments or further observations.
- Modify the theory in the light of your results.
- Go to step 5.
To promote this kind of thinking, Schonberger advocates looking outside the department or team or even the company. This kind of thinking is also advocated strongly by Womack and Jones in their excellent book, Seeing the Whole. And Johnson's work holds the hope that our financial measurement systems will aid us in our lean and six sigma efforts instead of standing in the way.
Taken together, these thoughts reflect our experience with the most effective process-change initiatives: conceived with customers and participants needs and capabilities in mind, clearly defined with specific and achievable goals, and rigorously executed both in methods and measures. Of course we all knew that: the challenge and the enjoyment come from putting together all these puzzle pieces at once.
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