Service Operations Archives - 6sigma

[VIDEO] A Different Look at Root Cause Analysis (RCA)

OpEx Learning Team — Fri, 28 Feb 2025 06:14:23 +0000

Root cause analysis (RCA) is a tool designed to help identify not only what and how an event occurred, but also why it happened. Only when investigators are able to determine why an event or failure occurred will they be able to specify workable corrective measures that prevent future events of the type observed. But, things aren’t always as simple as they appear. Sometimes, we must step back and take a look approach with fresh eyes.

Take some time and watch this video on RCA.

The post [VIDEO] A Different Look at Root Cause Analysis (RCA) appeared first on 6sigma.

[VIDEO] Lean Manufacturing and Respecting People For Success

OpEx Learning Team — Fri, 28 Feb 2025 06:14:16 +0000

It is all about the people. You can have all the tools, principles and practices of lean and lean manufacturing down pat, but you are finding success elusive! Your most valuable asset is the people of your organization and they have to be placed as your first priority. Lean and lean manufacturing principles are truly about the people.

Take the time and watch this engaged video by Norman Bodek on respect.

The post [VIDEO] Lean Manufacturing and Respecting People For Success appeared first on 6sigma.

Lean Manufacturing Should Focus on the People, Not the Tools

OpEx Learning Team — Fri, 28 Feb 2025 06:14:15 +0000

Lean manufacturing and principles have been around for years, so the ideas are not really new. However, the scope of lean and lean manufacturing principles have significantly shifted. Now, it is widely accepted beyond the factory floor and is expanding into hospitals, government agencies and service sectors. These trends are expected to continue as lean and lean manufacturing principles are put into places across a wide variety of businesses on a global scale. The problem becomes the long lasting success of new programs. Some experts estimate that the failure rate of lean implementations could be as high as 80%. Change is a difficult thing for organizations and sustaining that change can be problematic for most. For those enjoying the most success with lean and lean manufacturing principles, they have found that the main benefits are the effects it has on the people. Great people are the lifeblood of a successful lean organization because it is about keeping people first!

Keeping people first is all about changing the culture and that change starts with respect. Leaders have to be on board from the start. They have to actively engage in a way that demonstrates clearly they are engaged. Spending time with people is the best way to connect with each and every person in the organization. Listening is the key to this engagement. Manage by walking around, get to know the people and let them get to know you. Lean is about respect, and the best way to show it is by spending time together. You will find that the vast amount of people want to come to work and know they have some ownership and control over what they do. As these changes start to take hold in the organization, you will find that customer service reps take fewer angry calls, sales reps are having to explain problems less and less, and your shipping department is not rushing to complete their work at the end of the day. Simply, problems start working out over time and success becomes a real reward. We just have to keep in mind that lean and lean manufacturing principles take time. Leaders must have the focus, patience and determination to make changes over the long term. They must have a firm commitment to making sure people come first.

The post Lean Manufacturing Should Focus on the People, Not the Tools appeared first on 6sigma.

Accountability: Neither Give or Accept Excuses

OpEx Learning Team — Fri, 28 Feb 2025 06:14:12 +0000

“Leaders inspire accountability through their ability to accept responsibility before they place blame.”
• Courtney Lynch

We all attend meetings that start off with a report on metrics. Very carefully, each performance metric is addressed and those responsible for shortfalls are asked to speak to the deficiencies. This is when the yawning begins. Those responsible for providing answers roll out long explanations, narratives and associate blame to the poor performance. Those tentacles of blame spread out across various departments in the organization. The long-winded narrative ends with the how things won’t change until others change first. This exercise goes around the room, repeating the song-and-dance of blame and excuses, until the metrics report reaches a painful end. The problem is that there is a lot of head nodding, whispered agreement and sometimes heated exchanges about how things have to change. But, at the end of the meeting, everyone shakes hands and goes back to the safety of their offices. The well orchestrated production carries out meeting after meeting, metrics continue to be missed because of our reasons why there is failure. The problem with that is the organization keeps falling short: short on performance, short on productivity, short on customer satisfaction and short on financial performance.

The fact is, if you continue to give or accept excuses, without committing to accountability, this will continue to be the way things are and the organization will fail. Think back to those meetings. When was the last time someone said clearly and plainly Make the numbers! No excuses, no long stories of struggle or playing the blame game. This is truly about accountability. It means that leaders will instinctively, immediately respond when they see barriers getting in the way of their committed performance. They will be relentless in getting the necessary data analysis, operator inputs, and relevant support group input to find a path back to the numbers that have been committed to by the entire team. They will go over, under, around or through whatever obstacles are in the way to make things happen. They will keep their leaders informed regularly and draw on higher level help if necessary to get back on track. If they ultimately fail, it will be because they just ran out of time, not that they gave up trying.

Accountable leaders are the best and most successful leaders. This type of accountability starts at the top and goes down to the lowest levels in the organization. They are very disciplined and committed to standard work processes and accurate data. If there is a shortfall in the metrics, they go to work. They make no excuses. They attack the problems and find solutions, then correct them, with the goal of changing the metrics from negative to positive trends. Accountability is not just an everyday thing. It is an every month thing, an every quarter thing and an every year thing! It is just what an accountable leader does.

Are you an accountable leader?

The post Accountability: Neither Give or Accept Excuses appeared first on 6sigma.

[VIDEO] The Fine Art of Continuous Improvement

OpEx Learning Team — Fri, 28 Feb 2025 06:14:08 +0000

The continual improvement process, also known as continuous improvement process, is the ongoing effort to improve products, services, or processes. These efforts can seek incremental improvement over time or breakthrough improvement all at once. Delivery of quality improvement processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Improvement in quality business strategy, business results, customer, employee and supplier relationships can be subject to continual quality improvement. Put simply, it means getting better all the time.

Take a few minutes and enjoy this video on Kaizen and the art of continuous quality improvement.

The post [VIDEO] The Fine Art of Continuous Improvement appeared first on 6sigma.

Quality Improvement – Will It Ever Be Good Enough?

OpEx Learning Team — Fri, 28 Feb 2025 06:14:07 +0000

How many people involved in quality improvement initiatives have ever uttered this question? There have been many, without a doubt. You have been there before. Your team has just finished a project and briefed the leadership team on the results of your efforts. Everyone on the team is excited and very proud of the results, clearly backed-up by solid statistical data. Quality is improved, cost savings is achieved and production has increased. It is clearly a proud day! Then after presenting the achievements, the first question asked by the CEO is how can we improve on these results for next year? Everyone on the team has the wind knocked out of them and they pause for a moment in a blank stare. After all the hard work and success, your being asked to do it again’ and achieve some significant results. The question then becomes ¦ Will it ever be good enough?

The short and long answer is NO. It will never be good enough and nor should it be. That is not to say that the success your team has achieved should not be celebrated, but the simple fact is, that is now in the past. It is time, again, to look forward and lean forward. Isn’t that what quality improvement is all about? Of course it is! Successful organizations achieve that success by forward thinking and never accepting the current standards are good enough. Strong leadership teams understand the fundamentals of quality improvement. They also know that they must continually strive for optimum performance while encouraging the energy of their quality improvement teams to find ways to reach their goals in a positive manner. It is a fine balance to maintain, but the best organizations always find the way.

Customers not only expect, but they demand better performance, better quality and more value for their money. In other words, the expectation can never stand still. Quality Improvement teams must move from success to success with fresh eyes, and renewed leadership. Any organization that accepts the standard to be the status quo will surely lose out across the board. Once a goal is met and we have celebrated and rewarded the accomplishment, we must quickly move on to setting the bar even higher. To do anything less would be quitting.

The post Quality Improvement – Will It Ever Be Good Enough? appeared first on 6sigma.

[VIDEO] Lean Six Sigma Approaches in Healthcare

OpEx Learning Team — Fri, 28 Feb 2025 06:14:07 +0000

Lean principles have been used in manufacturing for decades. We know that lean principles can be successfully applied to the delivery of healthcare. Although healthcare differs in many ways from manufacturing, there are also significant similarities. Patient care professionals must rely on multiple, complex processes to accomplish their tasks and provide value to the customer or patient.

Check out this informative MIT video on the Lean methodology in healthcare.

The post [VIDEO] Lean Six Sigma Approaches in Healthcare appeared first on 6sigma.

Healthcare: Improving Quality and Innovation With Lean Principles

OpEx Learning Team — Fri, 28 Feb 2025 06:14:06 +0000

No other industry places such a high a premium on quality of service as healthcare. Given the essential requirement of quality in the healthcare industry, consumers expect providers to lead the way in innovation and quality efforts in the services they provide. As a percentage of its gross domestic product (GDP), we spend more on healthcare than any nation in the world. In a study conducted by the Institute of Medicine, preventable medical errors are estimated to result in as many as 98,000 patient deaths each year, with a projected annual cost as high as $29 billion. These errors are believed to be one of the leading causes of death in the US. There has never been a more ripe environment for the innovative and quality improvement methods of lean practices.

Healthcare institutions are implementing lean principles and practices pioneered at Toyota and other industrial companies. The industry is currently undergoing an unprecedented change, as providers are engaged in efforts to bring their practices into compliance with the requirements of the 2011 Patient Care and Affordable Care Act. As a result, healthcare providers are under significant pressure to increase access and reduce costs while improving the quality of patient care. Because of these significant pressures, the industry is seeking innovative ways to improve quality of service and reduce costs. Lean principles and practices are now being implemented in medical environments. We know that Lean offers significant advantages over other quality improvement models by increasing efficiency and reducing waste while simultaneously improving quality of patient care.

Lean practices and principles have the potential to help balance the cost associated with healthcare, increase the job satisfaction of professionals, and fundamentally improve the health of our communities. In the current environment, there has never been a more crucial time for healthcare to operate in the most efficient manner possible, while delivering the highest quality care in a safe manner.

The post Healthcare: Improving Quality and Innovation With Lean Principles appeared first on 6sigma.

[VIDEO] The US Army Is Mission Ready with the UH-72A Lakota

OpEx Learning Team — Fri, 28 Feb 2025 06:14:05 +0000

The UH-72 Lakota is a twin-engine helicopter with a single, four-bladed main rotor. The UH-72 is a militarized version of the Eurocopter EC145 and was built by American Eurocopter (now Airbus Helicopters, Inc.). Initially marketed as the UH-145, the helicopter was selected as the winner of the United States Army’s Light Utility Helicopter (LUH) program on June 30, 2006. In October 2006, American Eurocopter was awarded a production contract for 345 aircraft to replace aging UH-1H/V ‘Huey’ and the OH-58A/C ‘Kiowa’ helicopters in the U.S. Army. It combines operational capability, reliability and affordability, fulfilling all of the Army’s requirements for speed, range, endurance and overall performance.

Learn more about the UH-72 Lakota here.

https://youtu.be/aI3bGLANAME

The post [VIDEO] The US Army Is Mission Ready with the UH-72A Lakota appeared first on 6sigma.

Lean Six Sigma News: Army Aviation Improves Mission & Environmental Operations

OpEx Learning Team — Fri, 28 Feb 2025 06:14:04 +0000

A combined team from Aviation & Missile Command Environmental Division at Red Stone Arsenal and Aviation Center Logistic Command at Fort Rucker have implemented ground-breaking initiatives utilizing Lean Six Sigma methodologies for the handling of hazardous waste involved in the maintenance of the UH-72 Lakota aircraft at Fort Rucker. These initiatives have significantly improved to quality of life for those personnel at Fort Rucker and the surrounding communities. They have also enhanced the mission performance of the aircraft through consistent quality improvement through Lean Six Sigma methodologies.

The UH-72A Lakota is a light utility helicopter specifically designed to meet the requirements of US Army. The helicopters were acquired to replace the UH-1H Iroquois Huey’ and the OH-58 A/C Kiowa helicopters. Based on the EC 145 multirole helicopter, the UH-72A serves the army principally for logistics and support missions within the US. It is also used by the Army National Guard for homeland security and disaster-response missions and medical evacuations.

Lean Six Sigma Success for Army Aviation

By making changes in the institutional chemical review processes, prepositioning of compliant hazardous materials and changes to the procurement procedures, the team is working to improve environmental quality at and around Fort Rucker. These processes have also enhanced the community’s environmental quality by reducing the helicopter’s mission environmental footprint while reducing the risk of additional costs to pilot training due to aircraft maintenance delays.

The team’s success was accomplished by effectively implementing Lean Six Sigma techniques to facilitate mission and promote compliant hazardous material conservation practices on the aircraft. The team focused on the hazardous materials’ lifecycle and promoted just-in-time acquisitions of environmentally sustainable products.

Enhanced readiness by reducing the wait time for maintenance chemicals to reach Fort Rucker mechanics, which reduced the chemical approval review time from an average 19.5 days to 13.7 days, which equates to an avoidance cost reduction of $332,531 in lost pilot training time per consumable material. With 28 new consumable materials delivered in the past 12 months, the cost avoidance to pilot training is more than $9 million.
Reduced the use of non-conforming consumable materials by 81 percent. By reducing the amount of non-conforming consumable materials and ensuring only compliant products are available for use, the ACLC UH-72 Team minimized risk to the community while also reducing waste cost of $4.30 per consumable material. Costs were reduced by more than $6 million in fiscal year 2017.
Guaranteed compliance with Fort Rucker’s air permit. The team reviewed the most used consumable materials and recommended more than 50 chemical alternatives the comply with the installation’s air permit.
Supported air contaminant and waste minimization requirements. The team promoted sustainable procedures for acquiring hazardous materials that support air contaminant and waste minimization.
Clarified new contract requirements to ensure mission success.

The U.S. Army has clearly demonstrated its commitment to the practice of Lean Six Sigma methodologies to improve the quality and combat readiness of its forces.

The post Lean Six Sigma News: Army Aviation Improves Mission & Environmental Operations appeared first on 6sigma.

Lean Thinking – Advancing Efficiencies in Healthcare

OpEx Learning Team — Fri, 28 Feb 2025 06:14:02 +0000

For the past decade, healthcare has been the focus of a spirited campaign of debate in America. Both sides of the argument have focused on how best our healthcare would be delivered. Today, the debate rages on, but the core problems that truly affect a system continue to hurt those in need. The true need in healthcare reform is to improve operational efficiencies. Neither side is looking at the core issues of wait times, capacity or cost. These three elements are what plague the system today. Spend some time in any healthcare facility in this country, and you will see the signs of our issues. Patients stack up in waiting rooms for hours to receive a service that takes 10 minutes to deliver.

Lean Innovation Partnership in Healthcare

Up to this point, we have traditional methods of improvement, such as Lean or Six Sigma and have achieved modest results, which are slow in coming. With today’s modern technologies, we are at a crossroads for massive innovation and real change — specifically, with digitized patient data, machine learning AI, IoT real time data, predictive analytics, cloud infrastructure and smartphones. These elements come together and present a unique opportunity, especially when combined with lean thinking. Healthcare is an environment of a complex network of interdependent units operating individually to deliver care. Understanding the true operational function of these units, then bringing them together as a functioning unit that operates at a maximum level of efficiency is the true path to improvement.

Focusing on using sophisticated lean methodologies, combined with data science, plus machine optimization can significantly improve the efficiency of our system. It will significantly improve efficiencies, reduce wait times and costs in a system that right now is not providing the absolutely the best and most innovative level of care possible.

Read more about healthcare improvement opportunities here along with a perspective on Lean healthcare here.

The post Lean Thinking – Advancing Efficiencies in Healthcare appeared first on 6sigma.

[YouTube Video] Learn More About Lean Warehouse Principles

OpEx Learning Team — Fri, 28 Feb 2025 06:07:31 +0000

The ultimate goal of lean thinking is to reduce reliance on warehousing. Warehousing and distribution center management are necessary because of extended lead times and unbalanced business process connections. To manage these as efficiently as possible, implement lean principles into your warehouse and distribution center.

Lean concepts are well known in manufacturing, but progressive managers of warehouses and distribution centers are starting to understand what lean can do for them. Warehouses and distribution centers are extensions of manufacturing operations. When leaders understand this principle, then using the same lean principles makes perfect sense in achieving total alignment within an organization.

Check out this informative video on the Lean Warehouse by Georgia Tech Supply Chain & Logistics Institute.

The post [YouTube Video] Learn More About Lean Warehouse Principles appeared first on 6sigma.

DFSS Design For Six Sigma: Understanding the Process

OpEx Learning Team — Fri, 28 Feb 2025 06:07:18 +0000

Design for Six Sigma (DFSS) is a business-process management method related to traditional Six Sigma. DFSS is used in industries, such as finance, marketing, engineering, process industries and electronics. It is based on the use of statistical tools like linear regression and enables empirical research similar to that performed in other fields.

Six Sigma practices require a process to be in place and functioning for application. DFSS has the goal of determining the needs of customers and the business, then driving those needs into the product solution.

Designing Excellence with DFSS

Measurement is the most important part of most Six Sigma or DFSS tools. Six Sigma measurements are made from an existing processes, and DFSS focuses on gaining a deep insight into customer needs and using them to inform every design decision and trade-off. DFSS practices seek to avoid process problems by using advanced techniques to avoid process problems at the outset.

DFSS techniques include tools and processes to predict, model and simulate the product delivery system. DFSS looks at the processes tools, personnel and organization, training, facilities, and logistics to produce the product or service. While these tools are sometimes used in the classic DMAIC Six Sigma process, they are uniquely used by DFSS to analyze new and unprecedented products and processes.

Qualifications to Master

Expertise for DFSS is signified in Yellow Belt, Green Belt and Black Belt proficiency. Qualifications for these belts for mastery are as follows:

Yellow Belt

¢ Applying the Lean Six Sigma mindset and methodologies to product, service and process design
¢ Phase-Gate design structures, checklists and principles of concurrent development
¢ Defining and chartering design projects
¢ Deploying the Voice of the Customer (VOC) through product, service and process design
¢ Identifying risk in the design process

Green Belt

¢ Management of design and process related risk
¢ Gaining and understanding the Voice of the Customer
¢ Deploying the Voice of the Customer through initial stages of product design
¢ Tools and techniques for benchmarking
¢ Using a Design Scorecard to ensure success
¢ Development of the Functional Mindset; Functional Mapping & Analysis
¢ Concept Ideation: Ideal Final Result & the Morphological Matrix
¢ Concept Generation and Controlled Convergence (CGCC)
¢ Design for X (manufacturability, serviceability, etc.)
¢ Piloting and Prototyping
¢ Planning and Transitioning the design to production

Black Belt

¢ Advances understanding of customer needs through Kano Analysis
¢ Enabling creativity through the Theory of Inventive Problem Solving
¢ Effectively handling contradictions in the design process
¢ Efficient handling of functional requirements
¢ Using effective design principles to manage interfaces and keep the design simple
¢ Using simulation to efficiently test the system design
¢ Understanding and managing reliability and robustness in the design process
¢ Advanced experimental techniques to enhance design robustness

The post DFSS Design For Six Sigma: Understanding the Process appeared first on 6sigma.

Task List: Getting the Monster Under Control

OpEx Learning Team — Fri, 28 Feb 2025 06:05:40 +0000

No matter how organized you are, the classic task or to-do list is a monster that has a mind of its own, and grows at an alarming rate. Isn’t it time to quit working for the monster, and start making the monster work for you?

Make the Task List Monster Work for You

Making the task list monster work for you, instead of being a slave to the monster is really simple. It takes organization and mindset. Nothing more, nothing less. So how do you take simplistic steps and slay the monster?

First, get your self organized. Clean up your your workflow and make your practices habit. Do them everyday and without a thought. Habits are powerful when they are done as second nature. Some prefer the pen and paper written list, others go digital. Whatever you choose, make sure that the platform of choice is simple, clear and easy to use. There are multitudes of platforms in the digital space that sync across all of your platforms. Do your research and pick one that makes your comfortable, then stick with it. Stop jumping from solution to solution! Almost any solution will work if you stick with it, and are disciplined in following it for a month.

The next step is straightforward logic. You probably work through a task list that is greater than 20 items. Every evening, you refine and prioritize that list for the next day. However, this is where the monster grows out of control! Instead of reducing a task list during the work week, your list tends to grow. This is called “inventory” and it is one of the 7 forms of waste! This leaves you with a strong feeling of being overwhelmed and out of control, and you spend a lot of time sorting through the list to decide which tasks are most important.

Simply, take control of the list! The idea is to have a task list with three items on it. Yes, we said three! Take that monster list, dig in and critically prioritize where you end up with the Top 3 tasks on your list everyday. These tasks are of highest priority that align with your business goals. Now, you can start each day with a clear, manageable focus on just exactly what needs to happen every day. If you’re afraid of losing all the other ideas and tasks you need to complete, find a place to store them for later retrieval.

Another key is to break down each task into a manageable task to move it forward. Don’t put down items like “write a book” or “clean out garage.” Instead, put down tasks like “create book outline” or “clean out one container in garage.” These tasks should not be on your to-do list for days and weeks, otherwise they are too daunting and need to be more specific.

Embracing the Top 3

At first, this is just not going to seem either logical or practical. It takes time to make the practice a habit, and see the effectiveness. However, if you practice the Top 3, you will quickly fall into a habit that gets results. That monster to-do list reduces into a manageable form that works for you! Get up in the morning and attack the Top 3 with gusto. As you complete the Top 3, go straight to working on other items that are presenting as opportunities. Your day is not done when the Top 3 are complete. It simply means that you achieved a significant goal. You feel successful and accomplished, which changes your mindset. Working on other items in your realm will then feel like icing on the cake, with a cherry on top. It’s a great feeling to have the monster working for you and seeing success!

What tips and tricks are working for you? Add your comments below…

The post Task List: Getting the Monster Under Control appeared first on 6sigma.

Balanced Scorecard: What Are Your Grades?

OpEx Learning Team — Fri, 28 Feb 2025 06:04:51 +0000

The Balanced Scorecard (BSC) is a report card for your business. It is a strategic management tool that allows you to view the organization from different perspectives. The Balanced Scorecard allows a leader to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The tool was created by Robert Kaplan and David Norton in the 1990’s.

Earn Your Grades With a Balanced Scorecard

This tool is truly a management system! It brings together all measures around both internal processes and external outcomes. A BSC supports continuous improvement at the level of strategic performance. The following attributes are the four elements of a BSC:

Financial – Performance as seen by shareholders.
Growth & Development – How well do you foster ongoing change and continuous improvement?
Business Process – Key processes you use to meet or exceed customer and financial requirements.
Customer Service – What the customers are perceiving or experiencing.

The BSC prompts a leader to develop meaningful metric, targets, then collect and analyze the relevant data. This allows a leader to effectively review strategic implementation based on measurement, not perception.

Moving Forward With Confidence

For many business leaders, measuring the success of strategic objectives typically falls back on financial performance. It is all about the bottom line! The advantage of a BSC broadens strategic measures and gives a much broader and more accurate picture of the performance of the organization. Financials are part of the BSC, but measures what’s happened in the past. In today’s environment, organizations must create value and invest in the future of all portions of the business. Organizations must invest in customers, suppliers, employees, processes, technology, sustainability, community, education, and innovation. That is the forward thinking required to be successful and compete in today’s environment. Thus the distinct advantage of utilizing the Balanced Scorecard (BSC).

The post Balanced Scorecard: What Are Your Grades? appeared first on 6sigma.