Is it time to change the culture of blame in your organization? If you think so, then understand that change only comes when accountabilities change. That means there has to be accountability, from the top to the bottom. Everyone must not only accept being accountable, but be willing to hold people accountable. This is not a culture of blame or hostility. It is simple based on clear cut facts and metrics, that you are either making the numbers or you are not. It’s simple! The change comes when you no long offer excuses or accept excuses, for periods of sub-standard performance.

Jocko Willink is a decorated retired Navy SEAL officer, author of the #1 New York Times bestselling book Extreme Ownership: How U.S. Navy SEALs Lead and Win, host of the top-rated Jocko Podcast, and co-founder of Echelon Front, where he is a leadership instructor, speaker, and executive coach. Jocko spent 20 years on the U.S. Navy SEAL teams, starting as an enlisted SEAL and rising through the ranks to become a SEAL officer.

The post [VIDEO] No More Excuses! Be Accountable! appeared first on 6sigma.

Lean management principles have been used effectively in manufacturing companies for decades, particularly in Japan. Lean thinking begins with driving out waste so that all work adds value and serves the customer’s needs. Identifying value added and non-value added steps in every process is the beginning of the journey toward lean operations. In order for lean principles to take root, leaders must first work to create an organizational culture that is receptive to lean thinking. The commitment to lean must start at the very top of the organization, and all staff should be involved in helping to redesign processes to improve flow and reduce waste.

Adapting Lean Healthcare

Lean healthcare differs in many ways from manufacturing, but there are also surprising similarities: Whether building a car or providing healthcare for a patient, organizations must rely on multiple, complex processes to accomplish their tasks and focus on the value to the patient.

Introducing lean healthcare in an organization is a major challenge. It cannot be done piecemeal, but must be a whole-system strategy. There is no single silver bullet solution that will achieve the same results. And it cannot be done only by middle managers or frontline workers. Those at the very top of the organization, in the C-suite, must lead! Implementing lean healthcare requires major change management throughout an entire organization. A strong commitment from the C-suite is essential to the success of an effort this challenging. The CEO must be a vocal, visible champion of lean healthcare!

Innovation and visionary healthcare organizations are leading the way by demonstrating that lean healthcare can reduce waste with results comparable to other industries. Leaders in healthcare organizations must emphasize the importance of creating an organizational culture that is ready and willing to accept lean thinking.

The post Lean Healthcare: Making a Case for Change appeared first on 6sigma.

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.

Breaking Old Habits

Organizing for success with Lean is a interesting proposition. The fact is, most organizational designs are poorly thought out and disappointedly implemented. Lean practices and tools lead us down the path of organization through process design vs. reorganization. Our focus tends to be affecting change through existing processes and refining those to the most efficient point possible. When your Lean tools lead you down a path, we tend to follow faithfully. It cannot be debated that organizational design matters. The question remains … can we organize with Lean practices?

Change Comes Through Organizing

Unfortunately, most organizational redesigns are not defined or outlined by a problem statement. Organizations jump into these endeavors because they can ‘claim’ they are making a change, but in reality, it is being done for the sake of being done. When starting an reorganizational change, be very clear on the purpose and value of making that change. Ensure that everyone in the organization clearly understands the need and purpose for the reorganization. Clarity is the key to success. This leads us to the next challenge, which is considering the people factor. Much discussion can center around whether an organization should focus first on the good of the business or the good of the people. Making a case in every situation will remain fluid, but generally, the organization should be the priority in large organizations, and small organizations should clearly keep their people first and foremost.

Reorganization With Confidence

Be willing to take risks and be creative when exploring the process or reorganization. Some believe that when experimenting with organization, that process becomes disruptive to the organization. The fact is, experimentation can be disruptive, but only for the short term. Determine how to measure the success, define design options and then perform your experiments, as there is no single right answer. Lean practice and tools are perfect for navigating the challenges of organizational change.

The post Organizing For Success: Design Does Matter appeared first on 6sigma.

Understanding The Reach

Are there hidden Six Sigma Benefits in your program? Most people understand that Six Sigma is a management methodology which allows companies to use data to eliminate defects in any process. For a process to have achieved Six Sigma benefits, a process must not produce a defect – that is anything outside of customer specifications – more often than 3.4 times per million opportunities. Organizations believe that the benefits are fairly black & white. Improvements traditionally are considered to be related to quality, customer service, employee satisfaction and revenue streams. These are also the main areas that organizations target and focus their Six Sigma efforts on. The question is, what are the unique benefits that Six Sigma programs can produce?

Unexpected Six Sigma Benefits

Let’s expand the vision a moment and look at 6 unexpected Six Sigma benefits:

1. Improved Customer Loyalty – We often don’t know we have customer service issues until after the customer leaves. Run a Voice Of the Customer (VOC) study which helps your business understand which of your products attributes are critical to the customer’s perception of satisfaction. Hear what you are missing.
2. Time Management – Employing a Six Sigma methodology at your business can help employees manage their time effectively, resulting in a more a efficient business and more productive employees. Isn’t this what we all are seeking?
3. Reduced Cycle Time – You can set up a team of experienced employees from all levels within the organization and from every functional department. The team is then given the task of identifying factors that could negatively affect the project leading to long cycle times.
4. Employee Motivation – They say the concept of motivation is simply creating an environment for success. Organizations who are willing to fully engage with employees have consistently demonstrated 25 50 percent increases in productivity.
5. Strategic Planning – Actions without plans are nothing but dreams. Six Sigma can play an integral part in any strategic vision. Once your business has used a created a mission statement and carried out a SWOT analysis, Six Sigma can then help you focus on areas for improvement.
6. Supply Chain Management – One of the possible ways to reduce the risk of defect is to use Six Sigma to drive down the number of suppliers your businesses has, as this in turn reduces the risk of defects. The most successful organizations drive their Six Sigma improvements as far up the supply chain as possible.

Cast a Wide Net

When implementing a Six Sigma program in your organization, don’t limit your organization to the traditional. Cast the widest net possible when searching for improvement. Look for those hidden or understated opportunities, for which in the end, could make a big difference!

The post Six Sigma Benefits: These 6 Are A Bonus! appeared first on 6sigma.

Organizing the Deployment

Sigma Sigma deployment is about organizing and planning the implementation of the strategy. If you look to the military as an example, planning and preparation for a deployment is scientific and methodic. Forward thinking planners have studied and visualize the deployment. They have experts that use standards and table of data that have been proven over time to be accurate. Resources and staffing are assigned based on the mission. Timetables for the deployment are established, and sources are put into motion in order to meet the objectives of deployment with perfect precision. Personnel understand the mission and are trained to the highest standards prior to deployment. When the date arrives, all elements come together in perfect harmony and deployment plans are precisely executed. Leaders expect the unexpected and have allowed for flexibility to adeptly pivot to meet the mission of the deployment. In the end … mission is accomplished in the deployment phase.

Precision in Six Sigma Deployment

When you look at it, there is very little difference between a military deployment and the deployment of a Six Sigma program. Six Sigma is a methodology that is rooted in accuracy and precision, much like the military. Six Sigma uses tools and methodologies that are tried and true, known to achieve success when practiced appropriately. Experts agree that implementing a successful Six Sigma deployment strategy requires planning and training, based on an effective infrastructure. Deployment strategies and structure are based on the DMAIC (Define, Measure, Analyze, Improve, Control) methodology:

D: Define the strategic direction of the organization
M: Set measures for the strategic objectives of the organization
A: On a continual basis, collect data on the measures set and analyze using Six Sigma tools and techniques
I: Identify the opportunities for improvement and convert them to Six Sigma projects for improvement
C: Set up a management control action of continuous reviews on the improvements made on Six Sigma projects

Executing the Plan

Once you have executed the DMAIC methodology, your deployment will be on track and focused on accomplishing the mission. Just like in military planning, you have ensured that all Six Sigma resources and personnel are trained and prepared for deployment. All of the tools available to a Six Sigma professional have been rehearsed and are fully implemented. As the deployment is implemented, everyone from the Champion through the leaders are fully engaged to ensure that success is achieved and you can declare … MISSION ACCOMPLISHED!

The post Six Sigma Deployment: Get it Right From the Beginning appeared first on 6sigma.

What Is The Role of the Project Charter?

Defining a proper project charter is crucial. There are many tools available to a Six Sigma practitioner to ensure their work process is done within established standards and to expectation of the practice. We uses qualitative and quantitative techniques to drive process improvement. When we are defining a problem, improvement opportunity, or requirements, one of the first considerations is a properly defined charter for the project.

Building a Solid Project Charter

The purpose of a project charter is to define the focus, scope, direction, and motivation for a team. It is a crucial step that cannot be ignored. It sets the tempo, character and defines the scope of the project. With that in mind, it can be sculpted or molded during the analyze phase of the project to ensure clarity and definition. Once the analyze phase is complete, the charter should remain fixed. Some of the benefits of a well defined charter is that it builds the vision and case for change, provides a clear target for the team and clearly aligns the focus of team members.

Implementing Your Project Charter

A strong charter will also prioritize the project with the overall work flow and helps maintain a solid reference to keep the project on track. There are 7 steps to creating a solid charter for your project. By no means does this limit creativity — these steps will help clearly define it:

1. Define the business case to ensure clarity.
2. Quantify the problem and its impact.
3. Define the boundaries and scope of the project.
4. Understand the tangibles of the improvements.
5. Identify all available resources.
6. Specify the deliverables and milestones.
7. Allow team input before publication.

A properly developed and well thought out project charter is the key to a successful Six Sigma project. It will allow the team to launch a project without loss of focus or clarity. The project will be well defined, understood and defendable during the entire duration of the project. Remaining focused and loyal to a well thought out project charter brings credible results to your project and your program.

The post Project Charter: Are You Properly Defining Your Mission? appeared first on 6sigma.

Is A Mistake Free Environment Possible?

Wouldn’t it be grand to have a process that runs ‘mistake proof’? For most, the idea of a mistake proof environment is business heaven. The real world tells us that mistakes and errors are all part of life and business. The idea is to have processes and procedures in place that reduce or eliminate mistakes. Mistake proofing, or its Japanese equivalent poka-yoke (pronounced PO-ka yo-KAY), is the use of any automatic device or process that either makes it impossible for an error to occur or makes the error immediately obvious once it has occurred. This is a method at the disposal of Lean Six Sigma practitioners to reduce and eliminate errors in process and procedures.

The Elements of Poka-Yoke

Like with any other tool in Lean Six Sigma, there are some steps you need to follow to get the most out of mistake proofing your projects. Here are the 7 steps that are crucial for implementation of mistake proofing:

1. Create a flowchart. Think about where errors will occur.
2. Identify the source or origin of each mistake.
3. Identify ways to prevent the errors from occurring.
4. Consider mitigation methods for errors that cannot be eliminated.
5. Identify the best method for mistake-proofing the process or device.
6. Inspect for errors by setting functions.
7. Set signals that alert workers for errors with regulatory functions.

Factors to Consider With Poka-Yoke

We sometimes depend on inspections conducted by workers to be fail safe for mistake proofing. While this does have some validity, humans are flawed and naturally prone to errors, even to the smallest degree. We can overcome these inspection defects through automation of the process. Automation will not accept a defect in the process, or create a defect in the process, or allow a defect to be passed to the next process. As with any other process, you must consider the cost of implementing poka-yoke mistake proofing methods. When determining the value of poka-yoke, you then must consider these expenses vs. the financial impact of defects reaching your customers.

The post Poka-Yoke: Is Mistake Proofing a Reality? appeared first on 6sigma.

Study the Battlefield of Customer Experience

The battle of competition between business has traditionally depended on several factors. Location, environment, experience, price and customer service have traditionally been the arenas where business has waged the war of competition. Successful businesses have never been strong across all of these factors, but they do excel in certain ones that do attract customer attention for their service or product. Then, along came the digital age and disrupted the rules of the competition battleground. In today’s environment, the one singular factor that leads to success is the customer experience.

The Battle of Exceptional Customer Experience

The fact is, in today’s business environment, if you aren’t winning the war of customer experience, you are losing. The digital environment has changed the dynamic of customer choices, and if you aren’t meeting the exceptions, the customers will quickly go elsewhere. This environment is causing many businesses to struggle with this monumental change. They no longer are able to depend on price as the deciding factor in the battle for customer loyalty. Everything now depends on the customer experience.

Winning the War of Customer Experience

With customers demanding an omni-channel experience, business silos must be broken down. Here are 3 facts to consider about current customer demands:

1. 90% of people move between devices to accomplish a goal. Silos just don’t work anymore.
2. 45% of in-store consumers turn to social platforms on their mobile device to influence buying decisions. The brick and mortar is no longer the platform of success.
3. 54% of marketers cite not having consolidated customer view across channels as the biggest roadblock to a successful cross-channel experience. Business are operating blind.

Businesses who succeed will stay ever mindful that the customer experience lives across multiple channels.

Customer Journey Map Leads to Success in Customer Experience

A customer journey map presents your customer’s point of view, to include the customer journey across all channels, the highs and lows people feel while interacting with your business, and identifies potential opportunities. Use customer focus groups to truly understand the exact factors of their customer behavior. Using both traditional and online focus groups will bring a more accurate representation of customer habits. With those insights accurately illuminated, it’s time to use stakeholder workshops to bring home the case for a better customer experience. Reviewing and analyzing customer feedback can be a very humbling process.

Understanding the ever changing environment of the customer experience is crucial to success in today’s business environment.

The post Customer Experience: Where Does the Battle Occur? appeared first on 6sigma.