6 posts tagged “cgbss”

"I know of no more encouraging fact than the unquestionable ability of a man to elevate his life by a conscious endeavor." Henry David Thoreau

Implementing Six Sigma and Lean practices is challenging.  You are contradicting everyday practices.

When I was a child I caught Poison Ivy.  After roughly three days it was apparent my allergies were severe.  The Poison Ivy crawled up my left arm leaving a trail of blisters, some an inch high.  This spread continued until almost every square inch of my body was covered in red blisters full of clear liquid.  The best part of this experience was its occurrence during the first week of my 5th grade year... everyone made sure I knew how severe my reaction was. 

Several doctors appointments...  and weeks later I was healing nicely.  Since then I have come in contact with this wonder plant numerous times.  My body has gradually learned how to cope and no longer breaks out.  Now a small patch will form in the contact area then, almost overnight, it will disappear. 

How does this story apply to implementation of Lean and Six Sigma methodologies?  Six Sigma is a culture, as is Lean.  If your company has never before dealt with or encountered the Lean and Six Sigma philosophies then the initial reaction is extreme if not contained (Project Scope will be discussed later).  As your company begins to adopt and 'become' this new culture the projects will become less and less extensive, with Six Sigma and Lean techniques eventually become the tools that keep you ahead of your competition.

Michael Christian Neumann

Six Sigma and Lean Consulting

"A journey of a thousand miles begins with a single step."  Lao-Tzu

People 'watch your feet', clients, co-workers, those you manage, even your direct family.  Both figuratively and literally  ( www.geox.com ) you must practice what you teach and teach what you practice.

Today I received a complement, but had to correct the giver.  A very successful friend of the family recently emailed me... and directly stated that I was better than she.  This young lady has seen the same difficulties as I, worse even, yet still managed to climb the corporate ladder breaking through the 'glass ceiling' in the process.  Thinking that I am better is simply ridiculous.  We are equal yet different.  What made such a silly thought 'pop' into such an intelligent lady's head? 

She was watching my actions.

I expect nothing less than perfection in everything I do; Six Sigma and Lean techniques and I are of the same substance.  My work area IS the 5S approach, when planning a vacation, trip, major purchase, etcetera I use the same strategies I teach during Six Sigma discussions.  If I am dissatisfied with something... I change it.  I challenge "accepted" or "assumed" knowledge and often triumph. 

She was so caught up in watching my actions that she did not see her own successes, she did not realize that I was watching her. 

When I am judging someone I look at what they have done, what they are doing, and what they are planning to do.  Then I consider what is coming out of their mouth.  Does it match? Are they “successful” yet wearing Payless Shoes?

Michael Christian Neumann

Six Sigma and Lean Consulting

The best soldier does not attack. The superior fighter succeeds without violence. The greatest conqueror wins without a struggle. The most successful manager leads without dictating. This is called intelligent non-aggressiveness. This is called mastery of men."

— Lao Tzu
Chinese Taoist Philosopher

Let us  to reveiw two of the easier to understand tools used in Lean and Six Sigma.  These two were chosen because of their wide range of uses/diversity.  Kano's Model and the CTQ Tree(Critical to Quality Tree) can help reduce a large problem or plan down to bit sized chunks.  The below models could have been broken down a little further, you generally proceed along the same lines as the examples below until you reach a point were actual measures are required (Breaking down measures will be covered in a later blog).  Right now my wife and I are looking for a new home so we each built a Kano and CTQ Tree detailing what we consider acceptable. 

Kano’s Model – Choosing a house

Must have – Having this does not make you excited but not having this makes you mad.

Nice to have – Having this is a nice surprise and not having this does not affect you.

Delighters – Having this differentiates you from others; something special.

Critical To Quality (CTQ Tree)

____High performing_______

___Low Student/Teacher ratio

__Gifted and Talented classes

____Diverse population_____

              Good Schools_____

_Well maintained/Landscaped yards_

______Low Traffic Flow    ________

_______Pleasant to stroll through__ _

___________Club House__________

            Nice Neighborhood   _

_____New house________

__          __Brick/Rock exterior______

_Wood/Tile/Upgraded Carpet flooring_

_____Open well light floor plan ____ _

_____Energy efficient appliances/ AC_

           Well constructed______

 Michael Christian Neumann

Six Sigma and Lean Consultant

"The only thing we can’t make is something we can’t think about" – Henry Ford

Kaizen Blitz and Implementing 5S - Sort, Straighten, Sanitize, Standardize, Sustain

Today I was walking around camp observing the various trades at work, trying to determine how the philosophies of Lean Six Sigma can be integrated.  One of the most notable problems the personnel are encountering is a lack of tools.  An investigation has commenced pertaining to this concern but I believe the results will show each department, outside of light vehicle maintenance, has sufficient stock in this area.  The problem, in my opinion is a lack of organization within the shops.  The layout of each shop - Carpentry, Plumbing, Electrical, HVACs, Power Generation, and Light Vehicle Maintenance - was not thought out in advance and seems to be thrown together.  Each individual tradesperson maintains his/her own stock of tools, not because they have been issued these tools but because they have required these tools at various times and just never returned them.  The two departments that have made an effort to recoup the tools and establish a tool room have had only mild success at best.

Later today the Chief of Services is scheduled to stop by the office.  During our discussion I plan on suggesting a Kaizen Blitz lasting 3 days and involving 2 of each trades personnel.  This event will attack shop/tool room arraignment, tool control, and 5S.  As facilitator I am going to judge the success of the event by the following outcomes:

-Reduciton of "personal" tool sets

-Reduction in time spend looking for required supplies/equipment – non-value add time

-Standardization of tool room access

-Improvement of work flow through the shop areas with increased floor space

-Elimination of loose materials throughout work shops

The ability of a Kaizen event to change and improve the work station lies in the fact that the employee... the one being affected by the change... is the one making the change and determining its magnitude.  Management is involved simply to support the group, as a display that whatever ideas they decide upon will receive attention and action. 

If conducted properly the Kaizen event and the application of 5S approach to office maintenance will show an improvement through faster response times and a reduction in time spent on the job.

Michael Christian Neumann

Six Sigma and Lean Consultant

"All we are trying to do is shorten the timeline... from order receipt to collecting the cash for the goods or services provided"  Taiichi Ohno when asked about the essence of TPS (Toyota Production System)

Did you know some people list inventory under assets?  This ludicrous practice is an easy way to go bankrupt!  A bold statement but widely acceptance... let me explain. 

Inventory, whether it be finished product, unfinished product, half completed projects, or standard manufacturing inventory - all costs money to purchase, to house, to track, you name it.  A simple question that provokes several more - How are you benefiting from holding this inventory? Now - Is cash flow increasing or decreasing? What storage cost are you incurring? Remember storage costs are not only measured by the footprint material creates but also by the impact on your material/thought flow. 

Stacks of paper on your desk severely inhibit performance just as stacks of 'Widgit A' inhibits movement of personnel through a warehouse.  A now common technique suggested Kiichiro Toyoda first applied to the Toyota Motor Company as a way to reduce costs, reduce error rate, and increase flow though the plant.  Kiichiro Toyoda, while visiting the U.S., stopped in a local supermarket after touring a Ford Plant.  While there he noticed  how only 3-5 of each item were stocked.  As customers shopped and material diminished stockers would come and replenish the shelf, using the appropriately labeled slot.  The same techniques can be applied to almost any industry.

Create folders, each folder applies to a specific project and nothing else.  Take on projects as you complete projects.  If you are easily distracted or have difficulty remembering moments of genius create a specific folder for ideas and label it as such.  In this way when you are struck with an idea you can record it quickly and then return to your original project rather than creating another open project.  This reduces the number of open projects and increases productivity.

Michael Christian Neumann

 Six Sigma and Lean Consultant

MOST PEOPLE WOULD RATHER LIVE WITH A PROBLEM THEY CAN'T SOLVE, THAN ACCEPT A SOLUTION THEY CAN'T UNDERSTAND. - R.E.D. Woolsey and H.S. Swanson

Lean, now joined with Six Sigma to form the Lean Six Sigma methodology, is commonly traced back to Henry Ford's attempts at reducing wasted movement and materials in his production plants.  Moving from there the Toyota Production System (TPS) is credited with making the lean methodologies main stream. 

Lean has a fairly short learning curve, focuses on reducing waste and operating costs, increasing throughput, and the average project lasts 1 week to 3 months.

I highly recommended reading Eliyahu M. Goldratt’s The Goal.  (Listen to it on Audible.com  ) The book is enthralling, I found that not only does it provide for an exciting read but also teaches Lean and Six Sigma methodologies in such a way that even those without introduction to these concepts can easily grasp their benefits and uses

Michael Christian Neumann

.Six Sigma and Lean Consultant