152-3 Lean six sigma gets you from coping to solving operational problems


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It is possible to work better every day by applying Lean Six Sigma methods.

The first presentation seeks to move us from just coping to begin solving operational problems.

Aimed at managers and supervisors, because they are the ones who will energize or stifle most initiatives.

Shaped as brief, meaningful messages, this series will explain how Lean Six Sigma is vastly better than most other approaches to improving daily tasks.

Designed for impact, formatted for small screens.

I trust you'll find it useful.

Published in: Business, Technology
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  • Interesante el enfoque que te dan sobre el six sigma, de como orientar a los colaboradores de la organización sobre su importancia.
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152-3 Lean six sigma gets you from coping to solving operational problems

  1. 1. presents the Executive Education Series Why Lean Six Sigma is better than ‘just doing projects’ 10/13/2013 152-3 Copyright fkiQualityLLC 2012 1
  2. 2. Lean Six Sigma gets you from coping to solving operational problems Written by Francisco Pulgar-Vidal, fkiQuality fpulgarvidal@fkiquality.com 10/12/2013 152-3 Copyright fkiQualityLLC 2012 2
  3. 3. Lean Six Sigma projects are vastly different from typical, everyday projects.
  4. 4. Who else thrives in problems but the manager of a Lean Six Sigma project?
  5. 5. While most projects implement a solution, Lean Six Sigma teams discover the solution, then implement it.
  6. 6. Even more, these projects start with a problem that you don’t know how to solve.
  7. 7. This is so true, that if you know the solution, then you don’t need Lean Six Sigma.
  8. 8. When you know the solution, just do it. For bigger efforts apply project management.
  9. 9. But if you must solve a hard problem, then a Lean Six Sigma project is your best next step.
  10. 10. Because it is structured to explore and analyze the real problem …
  11. 11. Then, discover and sustain the best solution possible.
  12. 12. Let’s get started on this path of exploration and discovery.
  13. 13. Idea ONE: The way things are isn’t always pretty.
  14. 14. A large part of supervising and managing is solving problems.
  15. 15. But many managers have learned that sometimes it is better to ignore problems…
  16. 16. … or delay dealing with problems for as long as possible.
  17. 17. This attitude has a name, it is a coping strategy.
  18. 18. Associates cope with problems because ‘this is just the way things are here’.
  19. 19. Supervisors cope with problems because The daily work leaves no time to think beyond today.
  20. 20. Workplace veterans cope with problems because ‘been there, done that’ and it didn’t work.
  21. 21. When you are coping, enduring, postponing …
  22. 22. … you aren’t thriving, right?
  23. 23. Coping is common where associates worry mostly about their own work.
  24. 24. Or where there is little or no teamwork.
  25. 25. Or whenever associates have been punished for uncovering problems.
  26. 26. And where supervisors believe that problems will reflect badly on them.
  27. 27. And worst, coping is common where fear has poisoned the workplace.
  28. 28. This attitude is what people mean when they say ‘it is what it is.’
  29. 29. This is wrong.
  30. 30. Don’t you want to stop coping and start doing better?
  31. 31. Idea TWO: Lean Six Sigma can improve the way things are.
  32. 32. A path to doing better is solving problems for good.
  33. 33. You won’t be missing having problems to solve, because they will always occur.
  34. 34. Problems are the result of continual change.
  35. 35. Often misunderstandings generate problems…
  36. 36. And finally the passing of time tends to make things worse and create problems.
  37. 37. Since problems will always be part of our work, start seeing problems as opportunities.
  38. 38. Problems you confront will become ways to learn how to work better.
  39. 39. So, get the attitude that says, ‘no problem is a problem.’
  40. 40. And be confident, with Lean Six Sigma you have the best tools to solve many problems.
  41. 41. Which types of problems can you solve?
  42. 42. Idea THREE: Lean Six Sigma is designed to solve operational problems.
  43. 43. Lean Six Sigma was designed to make the work better, that is, solve operational problems.
  44. 44. There are four types of operational problems.
  45. 45. It takes too long to satisfy a need or reach a milestone. Operational problem type
  46. 46. Too many errors are made when performing a task. Operational problem type
  47. 47. Our ways of working have become too complex and obscure Operational problem type
  48. 48. It costs too much to run our current operations. Operational problem type
  49. 49. These problems impact all functions: Customer service, product design, production, distribution, and so on.
  50. 50. These problems impact all sectors: Food, retail, oil and gas, high-tech, finance, banking, education…
  51. 51. These operational problems fill the days of managers and supervisors.
  52. 52. And Lean Six Sigma can help them do it better.
  53. 53. With a facts-based approach and disciplined structure, Lean Six Sigma projects are vastly better than everyday efforts.
  54. 54. In summary: Stop coping and start solving your operational problems with Lean Six Sigma.
  55. 55. Next presentations will discuss: • What you should think about when thinking of lean and six sigma. • How lean six sigma and project management go together. • In which way lean six sigma projects go deeper than other efforts. 10/13/2013 152-3 Copyright fkiQualityLLC 2012 55