Six Sigma is a process like any other it is employed to improve. As such, it is also subject for continuous improvement. There are bound to be obstacles and challenges encountered throughout the weeks and months undergoing the DMAIC process. The purpose of documenting Lessons Learned is to catalogue issues in order to better predict and prevent similar incidents in future Six Sigma projects. On the other hand, there are likely many key successes during the project. The Lessons Learned is also a place to note desired results and perhaps develop a strategy to cultivate those behaviours. The effectiveness of the Lessons Learned document is limited only to the lessons recorded, therefore it is important to recognize lessons as they present themselves. The following events should prompt documentation:
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It is often tempting to close out projects after the Improve phase as to alleviate the demands of multiple continuous improvement initiatives. However, these initial stages of change are also when the process is most vulnerable if not controlled properly. It is important then to mitigate risk factors and ensure accurate and complete adoption of the changes during this phase. It is not uncommon to hear staff complain about always having changes come down the pipe but then have little to no support on the follow-through. Here are some quick tips to help sustain change and improve culture:
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Lack of capital investment is often the easiest scapegoat for limiting the success of continuous improvement projects. However, some of the most cost effective solutions may be overlooked when initial brainstorming sessions fail to yield truly out-of-the-box ideas. Here are 5 quick steps to improve the output of your brainstorming sessions:
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During a lean project, you may find yourself with a huge collection of data points. Although this represents a great resource of information pertaining to the process, the numbers themselves do not tell a story. Every data set requires interpretation and it is this perspective that provides context to the numbers. Think of key stratification factors when trying to understand a process.
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There are countless resources that describe the traditional routes to success of six sigma projects such as through use of the DMAIC (Design, Measure, Analyze, Improve, and Control) process. I’ve found that what’s often missing is the consideration of realistic scenarios where things don’t go as planned. Sometimes in the early project phases you get unfavourable results, and like poker, it’s crucial to recognize a bad hand when you see one and cut your losses early.
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