Está buscando mejorar su resolución de problemas Six Sigma. ¿Qué herramientas de Lean Manufacturing debe utilizar?

In my experience well over 50% of organizations do not use this sound method of really getting to RCA. Many use the most obvious correction/s, then only rely on “training” as the main corrective action/s. Many will not go to next level and ask why was training not previously conducted, or if it was why was it not effective? Was the trainer competent? Was the content of training insufficient? Has there been changes to standards or best practices since last training? Not implementing this basic, reliable and proven method often results in reoccurring nonconformities…

One effective approach I've utilized is blending Lean Manufacturing tools with Six Sigma. Particularly, the 5 Whys technique has been invaluable in identifying and addressing deep-rooted issues in processes, leading to more substantial and lasting improvements.

When looking to enhance your Six Sigma problem-solving skills, the primary focus should not just be on selecting the right Lean Manufacturing tools, but on accurately framing the problem itself. Mastery of various tools, whether in Six Sigma, Lean Manufacturing, or other areas, is indeed valuable. However, before employing tools like a 5 Whys analysis or an 8D process, gaining a crystal-clear understanding of the problem is essential. Avoid the trap of being lured into using a tool too soon. Diligently defining and comprehending the true problem is vital; it steers the effective application of any tool and ensures that your efforts are purposeful and powerful, avoiding misdirection and maximizing the impact of your problem-solving approach.

5 why's is good for story telling, not problem solving or failure analysis. Stories are linear. Failure analysis always has multiple branches. There is never a single root cause. Anyone who uses it as a bonafide failure analysis tool probably shouldn't be doing failure analysis. However, I do consider it a useful conceptual tool to learn to use logical thinking and be curious about why things happen. Little kids do this well, but unfortunately most adults simply jump to conclusions...

O Diagrama de Ishikawa ajuda a identificar as possíveis causas de um dado problema. É bem fácil de construir este diagrama, desde que você possa envolver pessoas de outras áreas para contribuir com visões diferentes do problema.

I find the fishbone diagram as the most effective tool when analysing a problem to find a solution. It gives a holistic approach to the problem looking for possible causes from the 6Ms. Multiple root cause identified are then analysed and ideas to solve the problem generated with actions to close.

Lean manufacturing thrives on identifying and eliminating waste. The fishbone diagram, resembling a fish skeleton, helps visualize potential causes of a problem. Draw the problem at the head, then branch out with major categories like "Manpower," "Method," "Machine," "Material," and "Measurement." Under each, list potential contributing factors. This visual map helps identify root causes, prioritize improvement efforts, and involve your team in collaborative problem-solving. Unleash the power of the fishbone for leaner, more efficient operations!

Selecting the right lean manufacturing tool can make all the difference when solving any problem. One of the best tools for this purpose is the Fishbone Diagram, also known as the Ishikawa or Cause-and-Effect Diagram. The Fishbone Diagram is incredibly visual, making it accessible for everyone from plant associates to upper management. By clearly laying out potential causes of a problem, it helps teams quickly identify root issues. This visual clarity ensures that everyone, regardless of their role, can contribute effectively to problem-solving discussions. Its structured approach fosters collaboration and drives efficient, effective solutions, making it an essential tool in any Six Sigma toolkit.

Fish bone or the Ishikawa Diagram should be used over 5why when the clear cause is not insight and it has become important to analyze all the possibilities. Ishikawa helps to list down all the possible causes of the issue while giving clear focus area to concentrate like man, machine, etc. Additional once the analyze is complete its easy to eliminate the cause by assigning the task according the category to the subject matter experts for example the causes of MAN can be handled by HR team, MACHINE by maintenance, METHOD by manufacturing engineering , measurement by QC and others.

Pareto's chart has a simple goal: prioritize one in comparison with others. In a chaotic scenario that it is not clear where to start, Pareto's chart can give us a valuable north to use time, energy and other important resources wisely. Usually, using this technique, we can aim high impact outcomes acting in less than 20% of causes.

Pareto chart is a simple but very robust and important tool. The main focus is to show the prioritization of each issue that you are analyzing. When we talk about World Class Manufacturing (WCM), Pareto is a current tool to show the main losses for Cost Deployment Pillar.

Lean thrives on efficiency, and the Pareto Chart is your ally. This bar chart visually highlights the "vital few" - the 20% of factors causing 80% of your problems. List quality defects or production delays on the x-axis, and their frequency or impact on the y-axis. The tallest bars scream for attention! Focus improvement efforts on these high-impact areas first, maximizing your impact with minimal effort. The Pareto Chart empowers you to prioritize effectively, conquer waste strategically, and move towards a leaner, more productive future!

A pareto chart is always see what problem is the most significant. But, don't be blind to the biggest waste, always keep in mind the effort needed to solve a problem

One of my favourite ones, the Pareto principle, credited to Vilfredo Pareto, highlights the necessity of focusing on the vital few factors that significantly influence a problem. Derived from this principle, a Pareto chart visually portrays the frequency or impact of different factors or categories. With bars arranged in descending order and cumulative percentages plotted, it efficiently pinpoints critical areas for improvement. Notably, it's worth mentioning that the Pareto chart is now a default graph template in Excel, further cementing its status as a potent tool for prioritizing efforts and gauging improvement effectiveness.

No es posible comenzar un proceso de cambio sin entender primero donde están tus cuellos de botella y las restricciones de tu sistema, y eso es justamente lo que te permite ver el Mapa de Valor. Al conocer tu proceso puedes decidir qué herramientas vas a utilizar y dónde con la finalidad de mejorarlo logrando a su vez aumentar la rentabilidad. No hacerlo puede derivar en acciones inconexas con la subsiguiente perdida de tiempo, desmotivación del personal y mal uso de los recursos económicos. En otras palabras su proyecto de mejora tiene una amplia posibilidad de fracasar.

"It's a highly important tool, putting the organization targeted for improvement in your bag by using the VSM tool. Using VSM helps in comprehending all processes and operations in sequence, including lead time, cycle time, and non-operation time for the current situation, which helps to define areas of improvement and bottlenecks. This leads to creating a VSM for the future situation. I believe that mapping the process is a crucial factor for successful development, but to be honest, the accuracy of data gathering that is input into VSM is highly important to validate the model and align it with reality."

There is one objective for the facility; increase the acceleration of goods/services (throughput) without increasing cost. Until you have completed the Value Stream Map it is difficult to understand where to improve flow. Lean, Theory of Constraints and Six Sigma tools should not be applied until you understand the value stream. The Value Stream Map, properly completed, is the starting point for improvement.

As a continuous improvement professional, I've seen many Lean Six Sigma tools in action. But if I had to choose just one game-changer, it would be Value Stream Mapping (VSM). Here's why: Value Stream Mapping is like getting an MRI of your business processes. What makes it unique is its ability to show both the big picture and the fine details simultaneously - you can see the entire process flow while also identifying specific problems at individual workstations.

The Value Stream Map, originating from the Toyota Production System and Lean methodologies, is one of the most intriguing maps in process improvement. Positioned as the entry point to the "house of lean," it signifies the starting point for lean transformation endeavours. The process typically involves capturing the current state map and envisioning and crafting the future state. At our workshops, such as "Transformation using VSM," participants learn the intricacies of developing current and future state VSMs. The teams select a value stream in the plant, draw the current state, and design the future state. I'm also privileged to handle sessions with MBA-Lean candidates at Christ University,

PDCA (Plan-Do-Check-Act): 1)Plan: Set goals and make a plan for improvement. 2)Do:Implement changes on a small scale. 3)Check: Evaluate results by analyzing data. 4)Act: Standardize successful changes, and check effectiveness , take corrective action if needed. Benefits: - Promotes continuous improvement. - Systematic problem-solving. - Data-driven decision-making. - Enhances overall efficiency. Implementation: Plan what to do, Do it, Check if it worked, and Act on what you have learned to improve. It's like a loop to keep making things better.

Lean thrives on constant evolution, and the PDCA cycle fuels that progress. This four-step loop empowers you to tackle problems and improve processes systematically. Plan: Define your goals and potential solutions. Do: Implement your chosen solution in a small-scale test. Check: Analyze the results and measure progress. Act: Standardize the improvement if it works, or adjust your plan and try again. This iterative approach minimizes risk, ensures data-driven decisions, and fosters a culture of continuous learning and improvement. Make PDCA your lean manufacturing companion for a journey towards excellence

For process control and repeatability PDCA tool has been really a brilliant tool. However, it expands beyond LEAN. I find it great to do process redesign.

The full power of PDCA is really when you apply the Act. This means your corrective action is now in your standard work. Here, no dream: this is the most difficult to achieve, as everything in the daily life will push you and your team to jump on the next fire to extinguish, instead of completing your Act. This is your daily work as a manager to get to the A.

The PDCA cycle essentially serves to plan and apply changes systematically. It can be applied in various areas and projects as a simple way to guide people and teams in the coordinated execution of actions for continuous improvement.

By integrating Value Stream Mapping with Six Sigma problem-solving methodologies, we can identify, prioritize, and implement improvements that drive measurable results, enhance customer satisfaction, and sustain long-term success in lean manufacturing environments. The "Emotional Intelligence" is essential for leaders and team members involved in Lean manufacturing problem-solving, as it enhances communication, collaboration, decision-making, and resilience, ultimately contributing to more successful outcomes and sustained improvement efforts.

Since the question is how to improve your Six Sigma, I'm going to assume you already have a myriad of tools at your disposal. Therefore, stop trying to add tools and start clearly defining each problem. Then pick the one or two tools that can help solve that problem. Repeat as necessary. It is said that Jazz Musicians are famous for the notes they don't play. Lean Six Sigma practitioners need a similar philosophy: Not every tool is applicable to every problem. Be a Jazz Musician, but rotate the notes (tools) you don't use.