MBA 745 Module 7

• Seek


  To go in search of or try to discover.
• Perfection


  The condition of being free from all flaws or defects. Something in a constant state of evolution. (A.K.A Continuous Improvement)
• Plan Do Check Act (PDCA)


  Leverages the scientific method, (i.e. hypothesis, experiment, & evaluation).
• Gemba Walk


  Japanese term meaning "the actual place". It is a walking visit to the actual place where value is created with a goal to observe, listen, learn, & help.
• 20/60/20 Rule


  20% insta-buy in / 60% wait & see / 20% never buy in (firefighters)
• Foundation of Standard Work

  A purposeful articulation of the current state of the work with a focus on achieving an intended outcome while providing a baseline for continuous improvement.
• Project Closure Requirements


  1. Support Services

  2. Stakeholder Approval

  3. Implementation Review

  4. Lessons Learned

  5. Celebration

  6. Staff Trasfer

  7. Project Archive

  8. Financial Closure
• Support Services


  Ensure resources are in place for routine ongoing process & system support.
• Stakeholder Approval


  Verify all deliverables are complete & signed off by stakeholders.
• Implementation Review


  Assess actual results vs. expectations documented in the project charter.
• Lessons Learned


  Discuss & document what went right & what went wrong during the project.
• Celebration


  Celebrate with project team & other stakeholders. This is also the time to recognize success.
• Staff Transfer


  Release temporary staff & reassign permanent stuff.
• Project Archive


  Organize all documents, including electronic, and archive them for storage & retrieval.
• Financial Closure


  Ensure all project related final invoices are paid & contracts closed out.
• Activation Phenomena


  State by which stating your name will increase the chances of someone speaking up.
• Defect


  Anything which annoys a customer.
• Opportunity


  Any chance to be annoying.
• Three Competitive Advantages of Six Sigma

  1. An Achievable Goal

  2. Structured Methodology (DMAIC)

  3. Six Sigma Belts
• Six Sigma


  A structured methodology for improving the quality of products, services, & processes by reducing variation with a goal of reaching less than 3.4 defects per million opportunities to have a defect.
• Lean


  The systematic elimination of waste.
• Lean Goal


  To create a sustainable organization.
• Six Sigma Goal


  To reduce variability & achieve less than 3.4 defects per million opportunities to have a defect.
• Common Gemba Walkers Include:


  1. Managers & Supervisors (90%)

  2. Extended Team Members

  3. Executive Leadership

  4. Customers & Suppliers
• Three Additional Elements of the A3 Problem Solving Methodology:


  1. Five Stages

  2. Two Critical Roles

  3. Supporting Management System
• Five StagesA3


  1. Problem Definition

  2. Root Cause(s)

  3. Countermeasures

  4. Implement

  5. Follow-Up
• Problem Definition


  1. Define the Problem

  2. Current Situation

  3. Desired Situation
• Root Cause(s)


  1. Get the Facts

  2. Don't Assume

  3. Identify Root Cause(s)
• Countermeasures


  1. Best Set of Countermeasures

  2. Everyone Contributes

  3. Gap Analysis
• Implement


  1. Implementation Plan

  2. Gain Consensus

  3. Implement Changes
• Follow-Up


  1. Follow-Up - Refinements

  2. Standardize

  3. Share the Lessons Learned
• Two Critical Roles


  1. Coach

  2. Problem Solver
• Coach


  They assign responsibility to solve a problem-create the problem solver. Assigns responsibility to self to mentor the problem solver.
• Problem Solver


  They will work to find a solution. They will need a crisp understanding of the A3 methodology. They must not jump to conclusions & leverage their coach to work through the problem at hand.
• Supporting Management System


  1. The organization must have the capacity to address the problems.

  2. Someone must have the knowledge, time, & desire to be the coach.

  3. Someone must have the knowledge, time, & desire to be the problem solver.

  4. The scope for most A3 projects should be problems that can be solved in 90 to 120 days.

  5. The problem should fit the A3 methodology.

  6. The coach & problem solver should meet at least once a week.

  7. There needs to be a system to track the progress of each active A3.
• Stakeholder Approval


  Verify all deliverables are complete & signed off by stakeholders.
• Implementation Review


  Assess actual results vs. expectations documented in the project charter.
• Lessons Learned


  Discuss & document what went right & what went wrong during the project.
• Celebration


  Celebrate with project team & other stakeholders. This is also the time to recognize success.