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Actually COMPLETING a project
March 24, 2011 at 6:50 pm #126616
I’m currently between weeks 1 and 2 of my 4-week LSS Black Belt course, about to do my Team Launch in a couple days.
Having already had Green Belt training, but not getting certified due to having a project that fizzled,
I thought long and hard on choosing my project this time. And I believe they said that less than 10% of Army LSS projects reach completion.
I now know that to complete a DMAIC project (for certification), for successful completion the best possibilities should be:
– In your day-job work lane (you should be the owner, or a partial owner of the process – affect some positivity in your own work, at least for the first/cert project).
– A true repeating process with measurable variation and room for improvement.
So now that I have a potentially good project, what are some key points to watch for as I move through the DMAIC tollgates?
March 29, 2011 at 6:20 pm #126630
Curious, do you have a control and/or trend chart of the “measurable variation” in the current process?
March 30, 2011 at 4:57 pm #126628
Not yet, but I will have in about 2 weeks, after week two of training and beginning the Measure phase.
March 30, 2011 at 6:35 pm #126626
On success, another way of looking at it is that it should always be 100%.
DMAIC is only one template in the CPI tool kit. Assuming you want to improve an existing process, I generally start off with documenting the process via the standardize-do-study-act (SDSA) template to determine if the process is stable, e.g. control/trend chart indicates only common cause variation. I then educate the respective stakeholders on the performance of the process. If there is something they want and can change, great, we change it and see if it works. If they accept the current level of performance, that’s great too. Either way, we’ve documented the process and/or validated the SOP which usually improves efficiency. If a change was implemented, we learned what worked and what did not. The overall result is a 100% success rate in my view.
Lean is even easier. It should take around 30 – 45 minutes to get a concensus and identification of next steps from a group on the overall performance of their respective process
The challenge I’ve had over the years, is not application of the methodology and tools by whatever name, but the desire to improve. Overcoming fear seems to be the greatest barrier.
March 30, 2011 at 9:31 pm #126624
Thanx Tim, good input!
April 1, 2011 at 1:24 pm #126622
Welcome Eric, glad to help.
Been applying the CPI related technology within DoD for a few years starting with quality circles, TQM, reengineering, six sigma, lean, LSS, etc. I have a website at http://www.SuccessThroughQulty.com that I haven’t updated in awhile but provides a range of application examples.
Recently learned that my sons improvement project to improve basketball free-throw shooting is used in an MBA class. He was in grade school at the time; now works at GE.
Early in my career, I had the opportunity to attend a 4-day seminar conducted by W. Edwards Deming. In 2005, the editors of Fortune magazine recognized Deming’s work with the Japanese as among the greatest contributions in business history. Deming remarked that if he was to reduce his message to management to just a few words, it all had to do with reducing variation. If you want to have some fun, look up a few defintiions of variation.
April 28, 2011 at 8:24 pm #126620
Lots of varied definitions of variation… 😉
Deming was indeed the master. His quotes alone are a huge contribution.
Awesome that you influenced your son at a young age and he went on to excel. Rare when they actually listen, eh?
I’d love to see your son’s basketball project, and a good friend of mine is a coach. Is it online somewhere?
April 29, 2011 at 2:08 pm #126618
Yes on the basketball story … http://www.successthroughquality.com/basketball.htm
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