lean model problem solving

How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Elisabeth Swan is the co-author of “The Problem-Solver’s Toolkit” and co-host of “The Just-in-Time Cafe Podcast.” She’s been a process improvement consultant, speaker, and innovator for over 30 years. She’s the Chief Learning Experience Officer for GoLeanSixSigma.com, a former cast member of ImprovBoston, and – if asked – may still be able to ride a unicycle.

Surgeon Atul Gawande made headlines when he told the world that a simple checklist could drastically reduce unnecessary deaths in The Checklist Manifesto .

Yet, checklists conjure images of forklift drivers on loading docks with clipboards counting boxes. How could they transform healthcare?

“ He has… produced a 90-second checklist which reduced deaths and complications by more than one-third in eight hospitals around the world – at virtually no cost and for almost any operation. ” – James Clarke, reviewing The Checklist Manifesto, Ulster Med J. 2011 Jan; 80(1): 54.

Aviation was transformed decades earlier when management and engineers at Boeing Corporation created the pre-flight checklist after the 1935 crash of the prototype Boeing B-17 at Wright Field in Dayton, Ohio. Checklists have become so essential to the airline industry that most crashes can be traced to the misuse or failure to complete a checklist.

A New York Times reviewer noted, “no matter how expert you may be, well-designed checklists can improve outcomes”. Since the purpose of process improvement is improving outcomes, Lean Six Sigma and checklists are natural companions.

To prove that, this Process Street blog post will show the relationship between checklists and lean six sigma, and provide you with a free DMAIC Improvement Project Tollgate Checklist that you can use right now.

Use the links below to jump to that section of the post:

Lean Six Sigma and the role of problem-solving

Lean six sigma & the checklist, introduction phase, define phase, measure phase, analyze phase, improve phase, control phase, checklists and lean six sigma, use process street to reduce error.

Or, if you just want the checklist, check it out below!

Let’s get started.

For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.

It’s a customer-focused, 5-step problem-solving model that engages entire workforces to constantly seek a better way of doing things.

Proof of Lean Six Sigma’s influence is evident in today’s hiring practices. A poll by GoLeanSixSigma highlights that hiring managers prefer a person who is “ Green Belt Certified ” – having substantial Lean Six Sigma skills – by an almost 80% margin. In an interview with the former head of Twitter, problem-solving emerged as the top skill sought by today’s most influential hiring managers.

In other words, problem-solving (especially via Lean Six Sigma) is an absolutely vital skill.

If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense.

DMAIC – Define, Measure, Analyze, Improve & Control – is the 5-Step model for Lean Six Sigma and there’s a set of required tollgates at the end of each phase. These tollgates outline what has to be done in order to move the problem-solving process forward.

Using the tollgates as an outline, we created a dynamic Process Street template that you can use for free and run checklists from to track your progress!

Before you can start solving problems, you need a problem to solve.

Picking a process issue – and finding someone in leadership to support you – are two required tasks in this first tollgate. Scoping the project is important (bigger than a “just-do-it” and smaller than “solving world hunger”) but even more critical is finding a Sponsor.

Finding a Sponsor

In a poll asking Lean Six Sigma practitioners what they considered the biggest obstacle to process improvement success, “Getting Leadership Support” accounted for almost a third.

When we coach team leads who tell us they can’t find someone to back their project, we let them know, “No Sponsor, no project”. If nobody in charge has any skin in the game, there’s no point in attempting the process fix. Find a different project that leadership supports.

One thing that helps when searching for leadership backing is being able to explain what Lean Six Sigma is and why it makes a difference. Since the checklist template is dynamic we inserted a video in the Define Phase within the checklist item, “Enlist a Project Champion/Sponsor who will support you and the project”. The team lead can share the video with managers or directors who they consider Sponsor candidates.

lean six sigma dmaic checklist - project champion

There’s also a Project Selection Guide Template embedded in the checklist so users can take a project idea and put it through a few screening questions. Is it a repeating problem? Is there a way to measure it? The checklist serves as a reminder, a source of templates, supporting videos and other just-in-time guidance.

The next set of tollgate tasks cover the Define Phase of DMAIC. This is where problem-solvers clarify the problem, the process impacted and customers of the process.

There is a journey of discovery during this phase as everyone agrees on the issue to solve. One of the big challenges is the tendency of ambitious team leads—or equally ambitious Sponsors—to try to “shoot the moon.”

Shooting the moon

They might want to reduce cycle time, reduce defects , improve margins, and increase customer satisfaction all by next Tuesday. But a project that focuses on everything accomplishes nothing. It’s okay to measure the cost reduction that results from reducing defects. But pick one of those to be the goal. Success is more possible if you focus on one goal at a time .

It takes practice and discipline to develop a manageable goal statement. Another moon shot is aiming for perfection out of the starting gate. When we see a goal statement that claims the team will, “reduce defects from 25% to 0%” then we know there is a sizable risk of failure and disappointment.

That’s why the Define Phase of the checklist includes a Goal Builder Template along with a blog providing tips on how to create well-crafted goal statements.

lean six sigma dmaic checklist - goal statement

The primary focus of the Measure Phase is to baseline the process. If you’re trying to reduce defects, you need to know how you’re doing at that now. What’s your track record? You need to know the baseline of the process in order to measure whether or not you made a difference with your improvement when you get to the Improve Phase.

You need to know the gap, so you can close the gap.

The data’s in the system, somewhere…

One of the issues we run into in this phase is problem solvers assuming that data is sitting in a system somewhere waiting to be accessed. If they simply run a report, they’ll have the baseline. Check that off the list. But that rarely goes according to plan.

Maybe there’s system data, but was it entered with care? Is it reliable? We’ve seen teams struggle to use data that didn’t make sense. They could access cycle time data, but it didn’t take into account that the workday ended at 5:00. I had another team looking at why healthcare invoices had to be manually adjusted. They looked up the defect codes and the biggest category was “Other”. System data existed, but it was useless.

Most of the time, it helps to collect some data manually. In order to think through your approach, you need a Data Collection Plan. That involves listing the data you want and considering things like stratification factors—the “who, what, when, where” of data. If you’re looking at defects, should you collect data on defects by product? Defects by the fields on a form? Defects by customer type?

Within the task: “Develop a Data Collection Plan with Operational Definitions and create Check Sheets as Needed”, we’ve embedded a template (The Data Collection Plan) and a video to guide the process.

You’ll learn a lot by collecting the data firsthand, so if the perfect data set is not magically sitting in the system, it helps to have a plan.

Analyze is the crux of the DMAIC method. This is where learners drill down and discover the root cause of the process problem they’ve been chasing. Once you do that, you can solve the problem for good.

But if you have not determined the root cause then you might be solving a “symptom,” putting a bandaid on the problem or implementing a change based on a hunch. All of this means there’s a high likelihood the problem will remain and the efforts will have been in vain.

Finding the smoking gun

If you’ve always been told, “don’t bring me a problem, bring me a solution,” that’s an encouragement to jump right past this step into the fun of solutions. I’ve seen teams go with their assumptions regardless of what the data says or the process analysis reveals. I’ve seen Sponsors who tell teams what solutions they want to be implemented right from the get-go.

How do you stick with analysis long enough to find the smoking gun? The trick is to keep collecting the clues in the Cause & Effect Diagram , aka The “Fishbone Diagram”. It’s an aptly named tool, popularized by Dr. Ishikawa , which resembles a fish skeleton. Its construction allows teams to develop root cause theories around a problem as they build their knowledge of the process.

Each time they collect data, interview process participants on a Gemba Walk or map the process steps, they uncover potential reasons for defects. Making the most of the Fishbone Diagram is key but, during a poll, users reported where they fell short.

Solutions masquerading as problems

Over a third of respondents reported the issues of “listing solutions” on the Fishbone instead of causes. What we hear are phrases like, “the root cause is a lack of training”.

The problem with “lack of” anything is that it’s a sneaky way of putting a solution on the Fishbone.

The question is, “what is the training addressing?” Is it lack of user knowledge? If that’s the problem, could it be solved with helpful visuals, a simpler process? There are a lot of ways to address user knowledge before jumping to more employee training.

This is when you want to behave like the persistent detective – think Columbo, the classic 70’s TV icon. Every question helps you accumulate clues. People working through the process may have the answer without knowing it. The trick is to keep looking upstream until you find potential culprits. Dig past the symptoms.

To help with this phase, the checklist includes both a Fishbone Diagram Template as well as a video on how to get the most out of the Fishbone.

The Improve Phase is a long-anticipated step in the journey. It’s the step teams generally want to jump to from the start. Testing countermeasures, piloting solutions, watching the problem disappear, that’s the fun of process improvement. If you’ve done a proper job of Define, Measure, and Analyze, this phase falls nicely into place.

The ripple effect

The catch? Unintended consequences.

If you toss a stone into a lake you can see the ripples flow out from the center. The same principle holds true for process change. If you remove a step, change a form, skip an approval , will things fall apart? For that, we look to the Failure Modes & Effects Analysis or FMEA for short.

It’s a methodical way of assessing the potential for things to go wrong. It Involves deciding the potential severity and frequency of future problems and then mistake-proofing the process to prevent them. The technique originated at NASA since they couldn’t risk trial and error when sending men to the moon. By thinking through the risks of change they developed the kind of contingency plans you saw on display in movies like Apollo 13.

That’s why there’s an FMEA Template and a video on how to use it tucked into the main checklist from this post.

It’s okay to make changes. It’s simply key to think through the impact of those changes on other parts of the business.

Process Improvement can happen quickly and have a dramatic impact, but it’s critical to “stick the landing.” The Control Phase exists to see the improvement through to stability.

If teams move on and everyone takes their eyes off the ball, things may start to slip. What they need is the ability to continuously see the performance of the new process.

Sticking the landing

Have you ever tried to watch a game without a scoreboard? How would you know who was winning? Or how much time was left?

It’s the same with process work.

How does your team know how they’re doing? How do you stay aware of how the new process is performing?

By making the data visible.

Keeping an eye on Process Performance can be done with a single metric — you need to focus on one thing. If the goal was to reduce defects, then the single metric would be tracking the daily percentage of defects. A great way to measure success is with a Control Chart.

Control Charts are time charts. You might know them as Line Charts or Run Charts. They include a measure of variation so they are often referred to as “Run Charts that went to college”. They can be created in Excel , but they can also be drawn by hand.

Teams often set up whiteboards in the shared workspace to track things like defects. People can rotate responsibility for updating the chart. If people can see the measure and are responsible for it—they pay attention to it. What gets measured gets managed.

The Control Chart Template is embedded in the checklist for the Control Phase.

Process Improvement is a mainstay of Operational Excellence and checklists are simple but effective ways to make sure you get the outcomes you want. The following quote comes from the interim CEO/President of the Association for Manufacturing Excellence ( AME ).

“ I am a big fan of checklists for ensuring quality at the source. They serve an important purpose in reminding us of all that’s needed in a particular process or project. Without checklists, we risk missing or overlooking something by mistake. Checklists work best when ticking off items as they are completed, not en masse once the entire project is done. The key point is to use and follow them, not “pencil-whip” them from memory after the fact. While not foolproof, checklists can help us cover the details and result in more thorough, successful improvement efforts. ” – Jerry Wright , President, AME

Checklists have transformed healthcare, aviation, and countless other industries. Run this Process Street DMAIC Tollgate Checklist and make sure your next improvement effort gets great results.

Process Street is a powerful piece of workflow software that lets you crush the human error in your organization.

By creating process templates (like the free DMAIC checklist in this post) you can give your whole team a central location for them to see what they have to do, and how exactly they should do it.

No more confusion, no more errors.

Take advantage of our powerful feature set to create superpowered checklists, including:

Form fields
Conditional logic
Variable user permission levels
Exporting and printing templates
And much, much more!

Check out our intro webinar to see the app in action!

Stop leaving the success of your processes up to chance. Get started with a free trial of Process Street today!

How do you manage quality control in your business? Let us know in the comments!

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Ben Mulholland

Ben Mulholland is an Editor at Process Street , and winds down with a casual article or two on Mulholland Writing . Find him on Twitter here .

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DMAIC Model | The 5 Phase DMAIC Process to Problem-Solving

5 mins to read
July 1, 2020
By Reagan Pannell

Summary: An Introduction to DMAIC

Dmaic – the dmaic model.

The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found.

A note about the structure and the approach used in this article.

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the Green Belt Course and the Black Belt Course .

What is the dmaic model.

DMAIC is short for: Define, Measure, Analyse, Improve and Control. These are the key phases that each project must go through to find the right solution. This flow is the concept behind DMAIC Analysis of an issue and its the DMAIC cycle all projects must go through.

As you can quickly see from the 5 DMAIC phases they follow a logical sequence as we will go through in more detail below. But they also make sure you do not try to jump to implementing a solution before you have properly, defined and measured what you are going to be an improvement.

We all love to jump to solutions, but the DMAIC problem-solving structure helps us have a more rigorous approach so that we do not short cut the process and perhaps miss the best solution or perhaps implement the wrong solution as well. It can help companies better structure their problem-solving approaches and be more robust in their approach.

DMAIC – The 5 DMAIC Process Phases

The phases throughout the DMAIC model have and can be broken down in many different ways. One of the best approaches we have found is from Opex Resources which shows how to examine the existing processes, and with a project team, and the sigma improvement process, we can solve complex issues.

DMAIC Define Phase

The purpose of the Define phase is ultimately to describe the problems that need to be solved and for the key business decision-makers to be aligned on the goal of the project. Its about creating and agreeing the project charter .

All too often, teams have identified solutions without actually defining what it is they will actually be trying to do or perhaps not do. This can lead to internal confusion and often solutions which completely miss the business requirements and needs.

Define the Business Case
Understand the Consumer
Define The Process
Manage the Project
Gain Project Approval

DMAIC Measure Phase

In the measure phase, the goal is to collect the relevant information to baseline the current performance of the product or the process. In this stage, we want to identify the level of “defects” or the errors that go wrong and use the baseline to measure our progress throughout the project.

The key goal of this phase is to have a very strong and clear measure/baseline of how things are performing today so that we can always monitor our progress towards our goals. We need to understand our cycle times , process times, quality metrics.

Many projects are delivered without clear benefits being shown because the team never fully baseline the current status before making changes.

The Measure phase can be broken down into 5 key areas:

Develop Process Measures
Collect Process Data
Check the Data Quality
Understand Process Behaviour
Baseline Process Capability and Potential

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We can’t solve problems by using the same kind of thinking we used when we created them” Albert Einstein Tweet

DMAIC Analyse Phase

The goal of the DMAIC Analyse phase with the lean six sigma improvement process is to identify which process inputs or parameters have the most critical effect on the outputs. In other words, we want to identify the root cause(s) so that we know what critical elements we need to fix.

During this phase, the teams need to explore all potential root causes using both analytical approaches, statistical approaches or even graphical tools such as VSM’s and Process maps to uncover the most important elements which need to be changed/fixed.

The Analyse phase can be broken down into:

Analyse the Process
Develop Theories and Ideas
Analyse the Data
and finally, Verify Root Causes

DMAIC Improve Phase

The goal of the improvement phase is to identify a wide range of potential solutions before identifying the critical solutions which will give us the maximum return for our investment and directly fix the root cause we identified.

During this phase, the team brainstorm, pilot, test and validate potential improvement ideas before finally implementing the right solutions. With each pilot, the team can validate how well it improves the key measures they identified back in Define and Measure. When the team finally roll out the solution, the results should be seen if the right solution has been found and implemented correctly.

The Improve phase can be broken down into:

Generate Potential Solutions
Select the Best Solution
Assess the Risks
Pilot and Implement

DMAIC Control Phase

The final part of the DMAIC Model is the Control phase where we need to ensure that the new changes become business as normal and we do not revert to the same way of working as before.

During this phase, we want to ensure that we close the project off by validating the project savings and ensuring the new process is correctly documented. We also need to make sure that new measures and process KPI’s are in place and, finally that we get the business champion to sign off on both the project and the savings. We may need to redesign the workplace following the 5S principles .

The Control phase can be broken down into:

Implement Ongoing Measurements
Standardise Solutions
Quantify the Improvement
Close The Project

The key closing documents of the Control Phase is a Control Plan that documents all the changes and process steps with key risks, standard work instructions and the Project Close-Out document signed by the business owners to accept the change and the validated benefits.

The DMAIC Model vs. A3 Management vs. 8D Problem Solving

The DMAIC model is not the only project management roadmap. Two others which are important is the A3 format which originally comes from Toyota and is very Lean focused and the 8D which draws more of the DMAIC structure but with the 1-page idea of the A3.

Everyone has their own preference but each method is interchangeable. The DMAIC Structure lends its self naturally to a multi-slide Powerpoint presentation. Whereas the A3 is a single-page document which is perfect for internal communication and adding into War Rooms and Control Towers.

What’s important is that every problem-solving approach follows the PDCA (Plan, Do, Check and Act) Scientific Problem Solving format. The reset is just a preference or using the right tool in the right circumstances.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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Tuesday, May 15, 2012

The Six-Step Problem-Solving Process

Select the problem to be analyzed
Clearly define the problem and establish aprecise problem statement
Set a measurable goal for the problem solving effort
Establish a process for coordinating with and gaining approval of leadership
Identify the processes that impact the problem and select one
List the steps in the process as it currently exists
Map the Process
Validate the map of the process
Identify potential cause of the problem
Collect and analyze data related to the problem
Verify or revise the original problem statement
Identify root causes of the problem
Collect additional data if needed to verify root causes
Establish criteria for selecting a solution
Generate potential solutions that will address the root causes of the problem
Select a solution
Gain approval and supporter the chosen solution
Plan the solution
Implement the chosen solution on a trial or pilot basis
If the Problem Solving Process is being used in conjunction with the Continuous Improvement Process, return to Step 6 of the Continuous Improvement Process
If the Problem Solving Process is being used as a standalone, continue to Step 5
Gather data on the solution
Analyze the data on the solution
Achive the desired results?
If YES, go to Step 6.
If NO, go back to Step 1.
Identify systemic changes and training needs for full implementation
Adopt the solution
Plan ongoing monitoring of the solution
Continue to look for incremental improvements to refine the solution
Look for another improvement opportunity

4 comments:

Tim, This is a good guideline for any practitioner to follow. I wish I had this a few weeks ago. A client liked a training deck I prepared but didn't want to confuse anyone with terms like Deming Cycle and such. The final version of PDCA was a 6 step process improvement method that's very similar to yours. Thanks for sharing. Cheers, Chris

Thank you for you brief and easy to understand on each step problem solving above.

Wonderful. Well Explained. Thank you for sharing

I mapped this to PDCA and observed that the first 3 steps correspond to P, the next 3 to D, C and A respectively. This Show that indeed planning is the most important step in PDCA.

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The five principles of lean.

by Doanh Do

5th August 2017

Lean was born out of manufacturing practices but in recent time has transformed the world of knowledge work and management. It encourages the practice of continuous improvement and is based on the fundamental idea of respect for people. Womack and Jones defined the five principles of Lean manufacturing in their book “The Machine That Changed the World”. The five principles are considered a recipe for improving workplace efficiency and include: 1) defining value, 2) mapping the value stream, 3) creating flow, 4) using a pull system, and 5) pursuing perfection. The next sections provides a detailed overview of each principle.

The Five Lean Principles Explained:

Figure 1. The Five Lean Principles

1. Define Value

To better understand the first principle of defining customer value, it is important to understand what value is. Value is what the customer is willing to pay for. It is paramount to discover the actual or latent needs of the customer. Sometimes customers may not know what they want or are unable to articulate it. This is especially common when it comes to novel products or technologies. There are many techniques such as interviews, surveys, demographic information, and web analytics that can help you decipher and discover what customers find valuable. By using these qualitative and quantitative techniques you can uncover what customers want, how they want the product or service to be delivered, and the price that they afford.

2. Map the Value Stream

The second Lean principle is identifying and mapping the value stream. In this step, the goal is to use the customer’s value as a reference point and identify all the activities that contribute to these values. Activities that do not add value to the end customer are considered waste. The waste can be broken into two categories: non-valued added but necessary and non-value & unnecessary. The later is pure waste and should be eliminated while the former should be reduced as much as possible. By reducing and eliminating unnecessary processes or steps, you can ensure that customers are getting exactly what they want while at the same time reducing the cost of producing that product or service.

3. Create Flow

After removing the wastes from the value stream, the following action is to ensure that the flow of the remaining steps run smoothly without interruptions or delays. Some strategies for ensuring that value-adding activities flow smoothly include: breaking down steps, reconfiguring the production steps, leveling out the workload, creating cross-functional departments, and training employees to be multi-skilled and adaptive.

4. Establish Pull

Inventory is considered one of the biggest wastes in any production system. The goal of a pull-based system is to limit inventory and work in process (WIP) items while ensuring that the requisite materials and information are available for a smooth flow of work. In other words, a pull-based system allows for Just-in-time delivery and manufacturing where products are created at the time that they are needed and in just the quantities needed. Pull-based systems are always created from the needs of the end customers. By following the value stream and working backwards through the production system, you can ensure that the products produced will be able to satisfy the needs of customers.

5. Pursue Perfection

Wastes are prevented through the achievement of the first four steps: 1) identifying value, 2) mapping value stream, 3) creating flow, and 4) adopting a pull system. However, the fifth step of pursuing perfection is the most important among them all. It makes Lean thinking and continuous process improvement a part of the organizational culture. Every employee should strive towards perfection while delivering products based on the customer needs. The company should be a learning organization and always find ways to get a little better each and every day.

Applying the Principles

The five Lean principles provide a framework for creating an efficient and effective organization. Lean allows managers to discover inefficiencies in their organization and deliver better value to customers. The principles encourage creating better flow in work processes and developing a continuous improvement culture . By practicing all 5 principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. Use The Lean Way to enable teams of all types and across all levels of your organization to apply Lean principles to their work. Get started with a free 14 day trial.

ABOUT THE AUTHOR

Doanh Do is graduate of UC Berkeley. He is a co-founder of Paramount Decisions, Inc. and The Lean Way, Inc. Through his research and software companies, Doanh's goal is to help the AEC industry be more innovative and lower the barrier to applying the best practices in Lean Construction. Paramount Decisions helps companies make better design decisions through Choosing By Advantages. The Lean Way helps companies start and sustain their lean and continuous improvement efforts.

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6.4 Lean Processes

Portions of the material in this section are based on original work by Geoffrey Graybeal and produced with support from the Rebus Community. The original is freely available under the terms of the CC BY 4.0 license at https://press.rebus.community/media-innovation-and-entrepreneurship/.

Learning Objectives

By the end of this section, you will be able to:

Discuss the lean process methodology
Understand the phases of the lean problem-solving process.

You have learned about different problem-solving approaches that entrepreneurs take to lead their startups and work with others. Most of these approaches have had to do with the entrepreneur’s cognitive or creative mindsets. Now we will learn about an approach that is more rooted in process, called lean process . Lean problem solving has been used as an entrepreneurial methodology in new and emerging ventures, and it’s interesting that it comes from a large corporate, manufacturing background that focuses on efficiencies. The Six Sigma methodology, pioneered at Motorola in the 1970s and 1980s, and adopted by many companies, is a disciplined, data-driven approach that provides companies tools to improve the capability of their business processes. According to the American Society for Quality, “Six Sigma views all work as processes that can be defined, measured, analyzed, improved and controlled. A set of qualitative and quantitative tools is used to drive process improvement. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.” 26 GE copied it and created the “ Process Excellence ” programs that millions of managers and others have taken to get certified at various “belts.” Although Six Sigma and Process Excellence do not fit strictly in terms of entrepreneurship, as they are used mainly by large, mature companies, many of the methods fit in the lean model.

Toyota pioneered the lean process in the 1980s. The term “ lean manufacturing ” is the most common, but it is much more than manufacturing. The lean process is a systematic method for the maximizing of continuous improvement and the minimization of surplus or unused material in the production of a process. The entrepreneur begins the startup with a sense the original product will be the product carrying the organization to success in the long term. In most cases, the good or service will require modification to maintain a process, technology, or up-to-date product offering. Lean problem solving means the entrepreneur’s entire team scans both the company’s internal and external environments for continuous improvement and methods for bringing additional revenue to the startup by cost improvement processes that promote sustainable value. The external environment encompasses customers, industry trends, and competition. The internal environment comprises the factors inside the enterprise, such as employees, and internal practices and processes. In lean manufacturing, for example, improving efficiencies in the internal environment should lead to advantages in the external environment (whether that be cost savings to customers, competitive advantage from more output/superior product, etc.).

For example, every mile saved per day per UPS truck driver results in approximately $50 million in savings per year, according to Juan Perez, the company’s chief information and engineering officer. Using customer data and artificial intelligence, the company created a system dubbed ORION, which is an acronym for On-Road Integrated Optimization and Navigation. 27 To date, the system has resulted in $400 million in savings to UPS. By applying the lean process, everything that UPS saves on the input (by reducing mileage) leads to savings on the output, which leads faster deliveries, lower costs for consumers, and more profit for UPS.

Lean Problem-Solving Process

The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. As shown in Table 6.1 , this cycle typically involves eight specific steps.

Are You Ready?

Too much too late.

Many entrepreneurs create a startup with an idea that they develop without any feedback from potential customers, relying on their own knowledge or assumptions about the market. Consider the story of Rapid SOS: https://hbr.org/2018/05/do-entrepreneurs-need-a-strategy. What would most likely happen when they decided to go forward with their product? Will it be a fit to the customer’s needs or solve their problems? How is lean process different from this?

Lean Problem-Solving Phases

Observation is the phase in which the entrepreneur studies the challenge and notes all facets of the challenge requiring solution. In this phase, the entrepreneur asks questions and conducts research about the change needed for a successful product, outcome, or service. The entrepreneurs must determine why the change is needed. What is the purpose of the endeavor? Feedback is extremely important in this phase.

For example, a community asked a group of entrepreneurs to help address the youth obesity problem in a middle school. The entrepreneurs began to study the intake of food by the children and determined that both the content of the school lunch menu and the lifestyle of the majority of the children were affecting the obesity rate in the community. They then defined the purpose of the project as finding a low-cost, low-risk method of changing the lunch menu and agreed that the primary outcome would be a 30 percent reduction in the obesity rate of the children. The entrepreneurs began to assess the cost of changing the lunch menu and observing what else the kids ate. The entrepreneurs discovered that the lunch menu change required to reduce the obesity rate was beyond the financial capability of the school district. Research also showed that many of the children, products of single-parent homes, were eating high-calorie, high-fat, take-out foods for dinner. Further observation revealed that the children did not engage in physical activity after hours because the local surroundings were not safe. The community needed a process to transform the wellness of the children, and the entrepreneurs recommended using a lean process approach to help the children as quickly as possible.

After the observation of the problem comes assessment , the phase in which the entrepreneur experiments and analyzes the potential process and its capabilities. The entrepreneur leverages creative tools and resources to arrive at a solution and assesses each step of a possible solution. Each step must add value to the solution, or that step in the solution is unnecessary. In addition, the step must be capable of solving the issue and add flexibility to the solution. How is the process or product being improved? In this phase, a prototype of the product is developed and delivered. The entrepreneur must ask the customer if all needs and wants are satisfied with the prototype. If the prototype is being developed for mass production, surveying customers about potential sales is essential. In the school lunch example, the school system would have been the customer of the new food menu (prototype) in the assessment phase.

Evaluation is the phase in which behaviors are analyzed to assess success. The entrepreneur continually studies each phase of the solution to observe the effectiveness of outcomes desired by the client. The entrepreneur ensures that transformation is built into the habits of the school to obtain, maintain, and develop the desired outcomes.

In a real-world example of a company applying lean processes, the New Balance Company , which designs and manufactures both athletic and casual shoes, used a batching approach in the early 2000s that organized production by departments, so that all of the cutting took place in one department, all of the stitching took place in another, and so forth. While it seems that batching tasks would improve efficiency, at New Balance, it meant that production of one pair of shoes took nine days. Executives observed piles of inventory sitting between floors and departments, and noticed employees waiting while there were delays in the production line. They also noticed that the pay structure contributed to the piles of works in process because employees were paid by the piece, which encouraged them to produce as much as possible.

The company applied lean principles to rearrange the production floor by value streams, or the making of a product by sharing similar processing steps. On one side was “cut and stitch” products using US materials of leather and mesh, while another side used premade products from overseas for soles, inserts, and kits. This change cut the time to make a pair of shoes down to four hours, meaning that domestic plants could ship some orders in twenty-four hours, while competitors may need as much as 121 days to ship when they outsourced manufacturing to Asia.

An often-used lean problem-solving tool is whiteboarding ( Figure 6.16 ). Whiteboarding is a type of graphing that permits the entrepreneur to plot each step in a process to build comprehension and detailing of the process. The entrepreneur draws each step on the whiteboard using a linking-type diagram, and draws arrows to show how processes affect other processes. Seeing the flow of the process allows the entrepreneur to note where functions in the process are duplicated or inconsistent.

For example, in a community garden, storing tools, such as hoes and hand trowels for weeding, in different sheds wastes time when preparing to begin the process of weeding. These tools should be stored collectively to eliminate multiple trips and wasted time. Seeing the process on a whiteboard or other medium brings awareness to how processes can be improved. After the process is changed, it is graphed again for further scrutiny.

Entrepreneur In Action

The origin of lean.

Would it surprise you to know the origin of lean, in modern times, is considered to be Henry Ford’s production line? Although we don’t necessarily think of the creation of automobiles as an entrepreneurial venture in today’s world, Henry Ford was truly an entrepreneur for his time when the manufacture of automobiles was just beginning. Not only did he recognize the opportunity inherent in the sale of automobiles, he recognized the need to create an efficient process for automobile production that could decrease costs and, consequently, the selling price of the vehicle. As the first entrepreneur to join the use of interchangeable parts with moving conveyance to develop fabrication processes, Ford was able to turn over inventory in a very short time; however, Ford’s process could not deliver variety. In fact, Ford was quoted as saying of the Model T’s color, “You can have any color as long as it's black.” 29 It had the fastest drying time; hence, it was the only color he used for a number of years.

The Ford system was built around one static product. In the 1930s, when the market demanded product variety, the company was not set up to address this challenge. Kiichiro Toyoda ( Figure 6.17 ), the second president of Toyota Motor Corporation , visited the Ford plant in Michigan to learn more about their application of the assembly line concept. After observing, he proposed a new production system that would strive to “right size” equipment to better match tasks and the volume of work, as well as introducing quality assurance steps in each sequence of the work process. Toyoda’s approach shifted the focus from machinery to process, optimizing efficiency while maintaining quality.

26 American Society for Quality. “What Is Six Sigma?” n.d. https://asq.org/quality-resources/six-sigma
27 Juan Perez. “UPS’ Approach to Innovation and Technology.” Presentation sponsored by J. Mack Robinson College of Business, Georgia State University, Atlanta, GA. March 28, 2019.
28 “Genchi Genbutsu.” Lean HE Glossary . n.d. http://www.leanhe.org/lean-he/glossary#TOC-Genchi-Genbutsu
29 Diana T. Kurylko. “Model T Had Many Shades; Black Dried Fastest.” Automotive News . June 16, 2003. http://www.autonews.com/article/20030616/SUB/306160713/model-t-had-many-shades%3B-black-dried-fastest

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6.4: Lean Processes

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Michael Laverty and Chris Littel et al.

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Learning Objectives

By the end of this section, you will be able to:

Discuss the lean process methodology
Understand the phases of the lean problem-solving process.

You have learned about different problem-solving approaches that entrepreneurs take to lead their startups and work with others. Most of these approaches have had to do with the entrepreneur’s cognitive or creative mindsets. Now we will learn about an approach that is more rooted in process, called lean process . Lean problem solving has been used as an entrepreneurial methodology in new and emerging ventures, and it’s interesting that it comes from a large corporate, manufacturing background that focuses on efficiencies. The Six Sigma methodology, pioneered at Motorola in the 1970s and 1980s, and adopted by many companies, is a disciplined, data-driven approach that provides companies tools to improve the capability of their business processes. According to the American Society for Quality, “Six Sigma views all work as processes that can be defined, measured, analyzed, improved and controlled. A set of qualitative and quantitative tools is used to drive process improvement. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.” 26 GE copied it and created the “Process Excellence” programs that millions of managers and others have taken to get certified at various “belts.” Although Six Sigma and Process Excellence do not fit strictly in terms of entrepreneurship, as they are used mainly by large, mature companies, many of the methods fit in the lean model.

Toyota pioneered the lean process in the 1980s. The term “lean manufacturing” is the most common, but it is much more than manufacturing. The lean process is a systematic method for the maximizing of continuous improvement and the minimization of surplus or unused material in the production of a process. The entrepreneur begins the startup with a sense the original product will be the product carrying the organization to success in the long term. In most cases, the good or service will require modification to maintain a process, technology, or up-to-date product offering. Lean problem solving means the entrepreneur’s entire team scans both the company’s internal and external environments for continuous improvement and methods for bringing additional revenue to the startup by cost improvement processes that promote sustainable value. The external environment encompasses customers, industry trends, and competition. The internal environment comprises the factors inside the enterprise, such as employees, and internal practices and processes. In lean manufacturing, for example, improving efficiencies in the internal environment should lead to advantages in the external environment (whether that be cost savings to customers, competitive advantage from more output/superior product, etc.).

Lean Problem-Solving Process

The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. As shown in Table 6.4.1, this cycle typically involves eight specific steps.

The lean problem-solving, step-wise process allows the business to observe, assess, and continually evaluate.

ARE YOU READY?

Too much too late.

Many entrepreneurs create a startup with an idea that they develop without any feedback from potential customers, relying on their own knowledge or assumptions about the market. Consider the story of Rapid SOS: https://hbr.org/2018/05/do-entrepren...eed-a-strategy . What would most likely happen when they decided to go forward with their product? Will it be a fit to the customer’s needs or solve their problems? How is lean process different from this?

Lean Problem-Solving Phases

In a real-world example of a company applying lean processes, the New Balance Company, which designs and manufactures both athletic and casual shoes, used a batching approach in the early 2000s that organized production by departments, so that all of the cutting took place in one department, all of the stitching took place in another, and so forth. While it seems that batching tasks would improve efficiency, at New Balance, it meant that production of one pair of shoes took nine days. Executives observed piles of inventory sitting between floors and departments, and noticed employees waiting while there were delays in the production line. They also noticed that the pay structure contributed to the piles of works in process because employees were paid by the piece, which encouraged them to produce as much as possible.

Photo of a person writing on a whiteboard.

ENTREPRENEUR IN ACTION

The origin of lean.

The Ford system was built around one static product. In the 1930s, when the market demanded product variety, the company was not set up to address this challenge. Kiichiro Toyoda (Figure $\PageIndex{2}$), the second president of Toyota Motor Corporation, visited the Ford plant in Michigan to learn more about their application of the assembly line concept. After observing, he proposed a new production system that would strive to “right size” equipment to better match tasks and the volume of work, as well as introducing quality assurance steps in each sequence of the work process. Toyoda’s approach shifted the focus from machinery to process, optimizing efficiency while maintaining quality.

The Lean Post / Articles / Art of Lean on Problem-Solving, Part 7: Dreyfus Model and the Stages of Learning

Art of Lean on Problem-Solving, Part 7: Dreyfus Model and the Stages of Learning

By Art Smalley

July 8, 2021

Art looks at another external framework in an effort to help shorten your lead times of learning, development, and problem-solving.

From the beginner stages to the expert roles, there is always room for improvement in the ways that we develop, learn, and coach. Art is back with the Dreyfus Model and the stages of learning acquisition, providing more ways to lead with purpose. Find a lightly edited transcript below.

Part seven of eight. Watch the others:

Part one, Coaching Problem-Solving

Part two, Lessons from NBA Coaches

Part three, Lessons from Martial Arts

Part four, Military Science and Leadership

Part five, Tuckman’s Model of Team Formation

Part six, Team-Building Tools and Practices

Part eight, Toyota Coaching Practices

Hi everyone. This is Art Smalley, president of Art of Lean, Incorporated. Today, in conjunction with the Lean Enterprise Institute, I have another short video for you. We are continuing on our theme of coaching and problem-solving, along with how to shorten that lead time to learn, shorten the lead time to solve a problem, and how to shorten that lead time to develop experts.

Today, we’re going to use another external framework. Last time I talked a little about the Tuckman model and the storming phases and things that go on within it. I also shared some Toyota guides with you. But, I also want to use another external framework called Stages of Learning Acquisition.

Stages of Learning Acquisition: Dreyfus Model

It’s called the Dreyfus model, and it’s very similar to something we also had in Toyota, at least during my career there. I think it will help you think about the topic of coaching and problem-solving in general.

For background, the Dreyfus model of skill acquisition activity goes back quite a bit. It’s a model of how learners acquire skills through formal instruction and practicing and comes from a couple of brothers who were PhD-level researchers and instructors at the University of California, Berkeley.

Back in 1980, they published an 18-page report on some research they had done with the United States Air Force about how to learn skills, how to develop talent more quickly and things like that. The model proposes that a student passes through five distinct stages in their learning journey.

Depending upon what time you look at it, there are different terms involved with this. There’s the early paper out there you can find on the internet, the PDF file, which has the initial five words they used. Later on, they did author a book called Mind Over Machine, and talked about it more clearly in there in some of the early chapters. I’ll use the verbiage from the later book they wrote, since it represents their later work .

In the Dreyfus model, you go through the stages of being a novice beginner. You go on to an advanced beginner, second stage, then a third stage of having competence, and being able to do things to some extent. Then there’s a fourth stage of being proficient. You’re doing it, and you get quite good at it. The fifth stage is where you become the expert, the instructor, and things like that.

Benefits of the Model

The reason why I like this model, number one, is that it makes sense to me and fits with my own learning journey in sports, martial arts, Lean, and everything. It also mirrors what I was taught in Toyota. Now when I was working for Toyota in Japan, there was a theory of, again, five stages for learning that they used in Japanese. I don’t know the origins of the Japanese framework. To be honest with you, it actually might come from the Dreyfus research. There could be a direct connection there. That’s unknown to me. But the Japanese used five words in Japanese about learning.

The first was shiru. Just passive knowledge. And you think about it all the time, people around the world say, “I know, I know. I know.” Okay, that’s great. But it doesn’t mean you understand or have any ability just because you know something in your head.

A level up from that was the Japanese verb wakaru; to actually comprehend and understand. I just don’t know it, I understand it. A level up from that was the verb for ability, dekiru, meaning I can actually do something. I know it, I understand it, and I can do it at least to some level of ability. Not mastery, of course, but some basic level.

A level up from that was to be able to do it continuously. Different words were used in Toyota versus the graphic I actually have on the page here that I found in Japanese, but it means you have ability and you can continuously do it over time and add some skill as you do it.

Beyond that was the fifth level of mastery. Being the sensei , being able to teach it to others. So kind of a staircase. And of course it’s not linear there’s ups and downs in the real world as you go through it. But it ties in very nicely with problem solving , coaching, I think, and my experiences with Toyota.

Context for the Dreyfus Model

Now, going back to the Dreyfus model of skill acquisition, I’m going to specifically talk about it in the context of teaching problem-solving and coaching people to become better problem-solvers. At the beginning phase of the Dreyfus model, you have the novice. That’s where most of the population is in many institutions.

It’s our job to try and take those people in that category and move them over towards the expert stage, or higher levels of ability as fast as we can. Also, I don’t want to have this distribution that they’re depicting at the bottom. I’d much rather have a narrow or tighter distribution, of course, more centered in the middle or to the right.

But that’s one of the things you have to think about as a coach. How are we going to accomplish that? According to the Dreyfus model, in the skill acquisition stage at the beginning, things like rules are useful because they don’t know what to do. You can’t ask them open-ended questions. What do they think the problem is? What to do? They need some initial skill and instruction. This is right in line with situational leadership, directive situational leadership, or Toyota-style teaching methods for job instruction, and standardized work . You have to give them something to do in the beginning. But that’s best for beginners.

A level up from that are advanced beginners. People who understand the rules, but can also start to think more critically about the situation. So it’s just not passively following rules. They’re engaging their brain and starting to understand that all problems are not equal.

Some things are more important than others in the problem background, the problem definition, or in the root cause section. Those multiple causes, one is bigger than the others. That sort of thinking begins to come in and take effect and you have to coach accordingly.

A level up from that is competence. Here’s the stage where they really start to break away from the passive rules. They think on their own. They realize all problems aren’t equal. They have to be challenged in multiple directions.

You might teach them that, “Okay, safety problem might follow this pattern. Now, try it on a quality pattern and see what’s different. Now, try it on a productivity pattern and see what’s different. Now do it on a profit-loss cost problem and see what’s different,” etc. They begin to develop competency by taking on different tasks and different types of problems, different environments. And of course, different roles within the team in a team scenario.

A level up from that are the proficiency and the expert, the fourth and fifth stages. I’ll talk about them together, because here they’re truly past the rules. They know the rules, but they also know when to follow them, when to not follow them, and how to break them accordingly and invent something better.

That’s why if you actually go in the Toyota books that deal with problem solving that are translated from Japan and show things from the last decade what’s really going on. They’re not doing the eight-step method solely. They’re not just relying upon seven QC tools, five-whys, fishbone. Those are things more in the beginner, more in the novice category.

The important thing as a coach is that you can’t have this one-size-fits-all answer

You get to the expert stage, and this gentleman, Yoshimoto Tatzahico, and he invented something called GD Cubed, and lays out how to do a better FMEA, focusing on very certain critical points and things like that. But that’s more of an expert understanding of problem solving, pre-occurrence prevention. If you look at some of the stuff by Kakuro Amasaka, again, none of his follow the template or textbook pattern that you might think they would, and yet he solves, or was a participant in solving, some of the harder problems that Toyota’s faced in the last couple decades.

He developed people, okay? He broke it up into six categories of expertise in how he coached the specialists in Toyota, who tackled problem solving accordingly.

The Point of it all

My point in sharing this is that most models agree universally, inside and outside of Toyota, there are stages to learning and ability. The important thing as a coach is that you can’t have this one-size-fits-all answer. It works for a class of beginners, but doesn’t work so well when you’ve got intermediate and advanced people in a class.

If we want to succeed at this coaching thing, I think the next level we need to think about in coaching is five levels of coaching, five types of coaching. And ways to go after things in a way that makes sense for the person you’re trying to work with and deal and instruct, and build more ability throughout the levels of the organization.

So, I hope that helps you think about this. In summary, Dreyfus model of skill acquisition, touched upon that. I compared it to my experiences at Toyota and the concepts of stages of mastery that they had. I’d like you to be very aware of the learner’s ability when you’re coaching and how you coach them accordingly to get the best result for yourself, for the team, the organization, and just in the spirit of respect for people as well. Have a great day.

Related book

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by Art Smalley

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About Art Smalley

Art is the author of the LEI workbook Creating Level Pull: a lean production-system improvement guide for production control, operations, and engineering professionals, which received a 2005 Shingo Research Award. He was inducted into the Shingo Prize Academy in 2006. Art learned about lean manufacturing while living, studying, and working in Japan…

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8D Problem Solving

Are you grappling with recurring problems in your organization and searching for a structured way to resolve them once and for all? Look no further than the 8D Problem-Solving Methodology —a comprehensive eight-step approach initially developed in the automotive industry but widely applicable across various sectors.

This systematic method not only aids in diagnosing the root cause of a problem but also offers a roadmap for effective solutions. However, maximizing the potential of the 8D process involves more than just following its steps. It requires the strategic application of specific tools and techniques at each stage. In this educational blog post, we will guide you through the tools and techniques best suited for each of the 8 Disciplines, empowering you to turn challenges into opportunities for improvement. So, let’s delve into this toolkit and make your problem-solving journey as efficient and effective as possible.

D1: form a team.

The first step in the 8D Problem-Solving Methodology is to form a cross-functional team. A well-assembled team is the backbone of any successful problem-solving initiative. While it may be tempting to rush through this step, investing time and effort here can pay dividends later. Let’s explore some of the key tools that can assist you in forming an effective team.

Suggested Tools:

1. raci matrix.

The RACI Matrix is an invaluable tool for defining roles and responsibilities within the team. The acronym stands for Responsible, Accountable, Consulted, and Informed. By using this matrix, you can clearly specify:

Responsible : Who is doing the task?
Accountable : Who is ensuring the task gets completed?
Consulted : Who needs to provide input?
Informed : Who needs to know the outcome?

Clear delineation of roles prevents overlap, ensures accountability, and minimizes confusion later in the process.

2. Skills Matrix

Selecting team members with the right set of skills is crucial. A Skills Matrix can help you in this aspect by providing a visual representation of each potential team member’s skills and competencies. You can rate skills on a scale (e.g., 1 to 5) and identify gaps that need to be filled. The matrix can include both technical and soft skills like communication, leadership, and domain expertise.

Key Takeaway:

An effective problem-solving team is not just a group of people; it’s a carefully chosen set of individuals with complementary skills and clearly defined roles. Utilizing tools like the RACI Matrix and Skills Matrix can immensely help in this phase, setting the stage for a successful problem-solving endeavor.

By taking the time to carefully form your team and define everyone’s roles and responsibilities, you lay a strong foundation for the rest of the 8D process. Remember, a well-prepared team is more likely to find sustainable solutions and less likely to encounter roadblocks down the line.

D2: Define the Problem

After assembling a competent team, the next critical step in the 8D Problem-Solving Methodology is defining the problem. A well-defined problem serves as a clear roadmap, guiding your team in the right direction from the start. Ambiguity at this stage can lead to misdirection and wasted resources. So what tools can help you clearly and concisely articulate the problem?

1. 5W2H Method

The 5W2H method is a powerful tool for problem definition. It involves asking a series of questions to gain a comprehensive understanding of the issue at hand. These questions include:

Who is involved or affected?
What exactly is the problem?
When did it occur?
Where did it occur?
Why is it a problem?
How did it happen?
How much is it affecting?

By systematically answering these questions, you define the problem in a manner that is both comprehensive and easily understandable for everyone involved.

Problem Definition - is / is not template

2. SMART Criteria

The SMART criteria focus on setting specific, measurable, achievable, relevant, and time-bound goals for the problem-solving effort. This approach helps ensure that the problem is clearly defined and that the team has a focused, achievable objective to aim for.

Specific : Clearly define what needs to be achieved.
Measurable : Set criteria for measuring progress and success.
Achievable : Ensure the goals are realistic given the resources.
Relevant : Align the goals with broader organizational objectives.
Time-bound : Establish a timeline for solving the problem.

Defining the problem is not a mere formality; it is a necessity for effective problem-solving. A well-defined problem ensures that everyone is on the same page and focused on the right issues. Tools like the 5W2H method and SMART criteria offer invaluable frameworks for achieving this clarity. They help dissect the problem into manageable parts, setting the stage for focused root cause analysis.

D3: Contain the Problem

Once you have a team in place and a well-defined problem, the next step in the 8D Problem-Solving Methodology is containment. This stage is often overlooked but is crucial for limiting the damage and preventing the problem from exacerbating. Containment actions are essentially short-term solutions aimed at halting the spread of the issue while you work on finding a permanent fix. Let’s delve into some tools that can guide you in this phase.

1. Check Sheet

A Check Sheet is a simple yet effective tool for collecting and organizing data. It’s often a paper-and-pencil tool that allows for quick data collection in real-time. For example, if the problem is a high rate of defects in a manufacturing line, a Check Sheet could be used to tally the number of defects by type or time of occurrence. This provides valuable insights into the scope and pattern of the problem, aiding in containment.

2. SWIFT Checklist

The SWIFT (Short Window Immediate Fix Technique) Checklist is a tool designed for rapid assessment. It outlines immediate actions that should be taken to contain the issue. The checklist could include questions like:

Are there safety issues that need immediate attention?
Can the affected products be quarantined?
Do stakeholders need to be informed?

By quickly going through the SWIFT Checklist, you can prioritize the most critical containment actions and implement them without delay.

Containment is not just about putting a temporary fix; it’s about preventing the problem from causing further harm or affecting other processes. Tools like the Check Sheet and SWIFT Checklist can be instrumental in quickly assessing the situation and implementing immediate containment actions.

Utilizing these tools allows you to create a rapid response mechanism, thereby minimizing the impact and scope of the problem. As you transition to finding a long-term solution, these containment measures ensure that the situation remains under control.

D4: Root Cause Analysis

Reaching the root cause analysis stage in the 8D Problem-Solving Methodology signifies a pivotal moment. Here, you transition from understanding and containing the problem to actually solving it. Identifying the root cause(s) is fundamental to ensuring that the issue doesn’t recur. While containment measures provide short-term relief, it’s the root cause analysis that offers a long-term solution. Let’s examine some essential tools that can assist in uncovering the underlying issues.

The “ 5 Whys ” is a powerful questioning technique that helps you drill down into the root cause of a problem by asking “Why?” repeatedly. Often, the apparent issue is just a symptom of a deeper problem. The 5 Whys technique encourages you to move beyond the symptoms and discover the underlying cause.

For instance, if the issue is frequent machine breakdowns, asking “Why?” might reveal:

Why is the machine breaking down? Because of excessive wear and tear.
Why is there excessive wear and tear? Because maintenance isn’t performed regularly.
Why isn’t maintenance regular? Because there’s no schedule.
Why is there no schedule? Because it was never made a priority.
Why was it never a priority? Because of a lack of awareness about its importance.

2. Pareto Analysis

Pareto Analysis is based on the Pareto Principle, which states that 80% of problems are often due to 20% of causes. By identifying and focusing on these significant causes, you can resolve the majority of issues with minimum effort. Pareto Analysis typically involves collecting data and creating a Pareto Chart to visualize which factors are most impactful.

3. Fishbone Diagram (Ishikawa)

Though also used in problem definition, the Fishbone Diagram is invaluable for root cause analysis as well. It allows you to categorize potential causes and delve deeper into each, often in combination with other tools like the 5 Whys or Pareto Analysis.

Identifying the root cause is not merely a step in the process; it’s the cornerstone for effective corrective action. Tools like the 5 Whys, Pareto Analysis, and Fishbone Diagram provide a structured approach to dig deep into the problem and unearth its roots. Only by understanding the root cause can you implement solutions that are not just quick fixes but long-lasting remedies.

D5: Choose and Verify Corrective Actions

After identifying the root cause of the problem, the next logical step in the 8D Problem-Solving Methodology is to choose and verify corrective actions. It’s crucial to remember that not all solutions are created equal. Some may offer a quick fix but not a long-lasting one, while others could inadvertently introduce new issues. Therefore, this stage involves a delicate balance of selecting an effective solution and ensuring it doesn’t have unintended consequences. Let’s explore some of the tools that can guide you in making informed decisions.

1. FMEA (Failure Mode and Effects Analysis)

FMEA is a structured approach for evaluating the potential failure modes of a proposed solution and their impact. By predicting how things could go wrong, you can proactively address these issues before they occur. The FMEA process involves the identification of failure modes, assessment of their effects, and prioritization based on their severity, occurrence, and detectability. This prioritization helps you focus your resources where they’ll be most effective.

2. Pilot Testing

Before implementing a corrective action on a full scale, it’s prudent to test it on a smaller scale to verify its effectiveness. Pilot testing allows you to:

Evaluate the impact of the solution without large-scale commitment.
Identify any adjustments or optimizations needed.
Collect data to validate the solution’s efficacy.

Pilot tests should be carefully designed to mimic the conditions under which the full-scale implementation will occur. This way, the results are indicative of what you can expect in the broader application.

Choosing a corrective action is a significant milestone, but verifying its effectiveness is equally crucial. Tools like FMEA and Pilot Testing enable you to rigorously evaluate your chosen solutions, mitigating risks and ensuring that the corrective actions will address the root cause without creating new problems.

By diligently applying these tools, you not only select the right corrective action but also build a robust verification mechanism. This two-pronged approach ensures that your solution is not just theoretically sound but practically effective as well.

D6: Implement Corrective Actions

Reaching the implementation phase of the 8D Problem-Solving Methodology is a big step. You’ve formed a team, defined the problem, contained it, identified its root cause, and chosen and verified corrective actions. Now, it’s time to put those actions into play. However, effective implementation is easier said than done. It requires meticulous planning, execution, and monitoring to ensure the corrective actions yield the desired results. Let’s look at some of the tools that can help you master this crucial stage.

1. Gantt Chart

A Gantt Chart is an excellent tool for project planning and tracking. It provides a visual timeline for the tasks involved in implementing the corrective actions. The chart specifies:

Start and end dates
Responsible parties
Dependencies between tasks

This visual representation makes it easier to manage resources and timelines, ensuring that implementation stays on track.

2. PDCA (Plan-Do-Check-Act)

The PDCA cycle is a four-step approach for implementing changes in a controlled manner. Each step serves a specific purpose:

Plan : Establish the objectives, processes, and metrics for the corrective action.
Do : Execute the plan on a small scale initially.
Check : Measure the outcomes against the planned objectives and analyze the results.
Act : Make adjustments based on the analysis and either scale the implementation or revisit the plan.

By cycling through these steps, you can continually refine your implementation approach, ensuring it aligns with your objectives.

Implementation is the stage where your problem-solving efforts come to fruition, but it’s not a one-and-done deal. Effective implementation requires continuous monitoring and adjustment. Tools like the Gantt Chart and PDCA cycle provide you with the means to implement corrective actions in a structured, controlled, and measurable way.

Remember, a well-planned implementation not only solves the current problem but also equips your organization with the knowledge and experience to tackle future challenges more effectively.

D7: Prevent Recurrence

Successfully implementing corrective actions is an accomplishment, but the 8D Problem-Solving journey doesn’t end there. The next crucial step is to ensure that the problem doesn’t recur. This phase focuses on institutionalizing the improvements you’ve made, ensuring they are sustainable over the long term. It involves both documentation of new best practices and ongoing monitoring. Let’s explore the tools that can help solidify these new standards.

1. Standard Work

Standard Work refers to the documentation of the new best practices that led to the resolution of the problem. These could be new procedures, guidelines, or checklists that need to be followed. Standard Work serves multiple purposes:

It provides a clear and easy-to-follow guide for team members.
It ensures that the successful corrective actions are repeated, thereby making the improvements sustainable.
It serves as a training resource for new employees or for refresher training for existing staff.

Standard Work Instructions (SWI) Example Excel Template - Free to download

2. Control Charts

Control Charts are used to monitor process performance over time. These charts can help you:

Identify any variations in the process.
Distinguish between normal variations and those that need attention.
Trigger corrective actions if the process goes out of the defined control limits.

Regularly updating and reviewing the Control Charts ensures that you catch any deviations before they turn into bigger problems.

Statistical Process Control SPC Control Chart

Prevention is indeed better than cure. The most effective problem-solving initiatives are those that not only solve the immediate issue but also prevent its recurrence. Tools like Standard Work and Control Charts offer a structured way to document and monitor the improvements, making them a part of your organizational culture.

By diligently using these tools, you not only secure the gains made but also create a proactive environment where potential issues are identified and addressed before they escalate.

D8: Congratulate the Team

The final step in the 8D Problem-Solving Methodology is often the most overlooked but is crucial for long-term success: congratulating the team. After navigating through a complex problem-solving journey, taking a moment to acknowledge and celebrate the hard work is vital. It not only boosts morale but also encourages a culture of continuous improvement. Let’s delve into some tools and practices that can help you effectively close out your problem-solving initiative.

1. Recognition and Rewards

Acknowledging the hard work and dedication of the team is essential for maintaining a motivated and engaged workforce. Recognition can take various forms:

Public acknowledgment in team meetings or company-wide announcements.
Certificates or plaques to commemorate the achievement.
Small rewards or bonuses, where appropriate.

This recognition serves as a reminder that efforts are appreciated, which in turn fosters a positive work environment.

2. Lessons Learned Document

Closing out a problem-solving initiative offers a prime opportunity to capture what worked and what didn’t. A Lessons Learned Document serves this purpose:

It details the challenges faced, how they were overcome, and any roadblocks encountered.
It captures best practices for future reference.
It identifies areas for improvement, offering a starting point for future problem-solving endeavors.

Sharing this document organization-wide can serve as a valuable resource for other teams facing similar challenges.

A job well done indeed deserves recognition, but it also lays the groundwork for future improvements. Tools like Recognition and Rewards and the Lessons Learned Document not only celebrate success but also institutionalize the knowledge gained. This twofold approach not only marks the successful completion of one problem-solving initiative but sets the stage for ongoing improvements and future successes.

By taking the time to celebrate and reflect, you not only acknowledge the efforts made but also capture valuable insights that can guide your organization’s continuous improvement journey.

Successfully navigating the 8D Problem-Solving Methodology is a commendable achievement, but the journey doesn’t end with implementing a solution. Each step, from forming a team to congratulating them, is a building block in your organization’s culture of continuous improvement.

Employing specific tools like RACI Matrix, 5 Whys, FMEA, and Control Charts at different stages ensures that your problem-solving efforts are not just effective but also sustainable. These tools offer more than just a way to tackle issues; they provide a structured approach to learning from them. Remember, the goal isn’t just to solve a single problem but to refine a system that becomes increasingly resilient and efficient over time. So, take a moment to celebrate your achievements, and then gear up for your next challenge, armed with the knowledge and tools that will make your problem-solving journey even more impactful.

Sharma, M., Sharma, S. and Sahni, S., 2020. Structured Problem Solving: combined approach using 8D and Six Sigma case study. Engineering Management in Production and Services , 12 (1), pp.57-69.
Broday, E.E. and Júnior, P.P.A., 2013. Application of a quality management tool (8D) for solving industrial problems. Independent Journal of Management & Production , 4 (2), pp.377-390.
Engineer, A.T.D., 2016. Managing project using 8D technique. Management , 7 (6), p.67œ76.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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What Is Lean Six Sigma?

Understanding lean six sigma.

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Lean Six Sigma: Definition, Principles, and Benefits

Katrina Ávila Munichiello is an experienced editor, writer, fact-checker, and proofreader with more than fourteen years of experience working with print and online publications.

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Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating resource waste and defects.

It combines Six Sigma methods and tools with the lean manufacturing/ lean enterprise philosophy. It strives to eliminate the waste of physical resources, time, effort, and talent while assuring quality in production and organizational processes.

Simply put, Lean Six Sigma teaches that any use of resources that doesn't create value for the end customer is considered a waste and should be eliminated.

Key Takeaways

Lean Six Sigma seeks to improve employee and company performance by eliminating the waste of resources and process/product defects.
It combines the process improvement methods of Six Sigma and lean enterprise.
Lean Six Sigma helps to establish a clear path to achieving improvement objectives.
The Lean strategy was established by Toyota in the 1940s and attempts to streamline operational processes, from manufacturing to transactions.
Six Sigma originated in the 1980s and seeks to improve output quality by reducing defects.

Lean Six Sigma is a combination of Lean methodology and Six Sigma strategy. Lean methodology was established by Japanese automaker Toyota in the 1940s. Its purpose was to remove non-value-adding activities from the production process.

Six Sigma, on the other hand, was established in the 1980s by an engineer at U.S. telecommunications company Motorola who was inspired by Japan's Kaizen model. It was trademarked by the company in 1993. Its method seeks to identify and reduce defects in the production process. It also strives to streamline the variability of the production process.

Lean Six Sigma emerged in the 1990s as large U.S. manufacturers attempted to compete with Japan's better-made products. The combination strategy was introduced by Michael George and Robert Lawrence Jr. in their 2002 book Lean Six Sigma: Combining Six Sigma with Lean Speed.

Companies can arrange for Lean Six Sigma training and certification from a wide selection of organizations that specialize in the approaches of Lean Six Sigma and Six Sigma.

The Lean Six Sigma Concept

The lean concept of management focuses on the reduction and elimination of eight kinds of waste known as DOWNTIME, an acronym formed by the words defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra-processing. Lean refers to any method, measure, or tool that helps in the identification and elimination of waste.

The term Six Sigma refers to tools and techniques that are used to improve manufacturing processes. The strategy attempts to identify and eliminate the causes of defects and variations in business and manufacturing processes.

Six Sigma's DMAIC phases are utilized in Lean Six Sigma. The acronym stands for define, measure, analyze, improve, and control. It refers to the data-driven five-step method for improving, optimizing, and stabilizing business and manufacturing processes.

A Lean Six Sigma approach that combines Lean strategy and Six Sigma's tools and techniques highlights processes that are prone to waste, defects, and variation and then reduces them to ensure improvement in a company's operational processes.

Lean Six Sigma Techniques

The techniques and tools used to accomplish essential goals of the Lean Six Sigma strategy include:

Kanban : Workflow management practices, such as work visualization and limited work in progress, which maximize efficiency and promote continuous improvement.
Kaizen : Practices that engage employees and promote a work environment that emphasizes self-development and ongoing improvement.
Value stream mapping : Analyze places to eliminate waste and optimize process steps.
5S tool : Method to ensure that the workplace is efficient, productive, safe, and successful.

Lean Six Sigma Just-In-Time (JIT) training allows employees to focus resources on what customers need, when they need it, rather than building up unnecessary inventory.

Lean Six Sigma Phases

The DMAIC phases of Lean Six Sigma are Define, Measure, Analyze, Improve, and Control. They are used to identify and improve existing process problems with unknown root causes.

Define the problem from a company perspective, stakeholder perspective, and customer perspective. Figure out the quality expectations that customers have and the extent of the problem.

Examine the current process and how it contributes to the problem. Determine whether the process can meet the previously defined quality expectations of customers. Match each process step to your quality criteria. Support your measurements with actual performance data.

Examine all information gathered thus far to finalize the exact nature of the problem, its scope, and its cause.

Solve the problem and verify the improvement. Collaborate to structure a solution that eliminates both the problem and its cause. Use your data to ensure that the solution fits the issue at hand. Test the solution and derive performance data to support it.

Monitor improvement and continue to improve where possible. Finalize acceptable performance criteria. Establish a plan that can deal with variations that occur, sustain improvements, and prevent a reoccurrence of the original problem.

DMAIC works best when used to solve a problem relating to a process, quality, or waste issue in an organization.

Lean Six Sigma Belt Levels

Lean Six Sigma training uses Belts to denote Lean Six Sigma expertise. The exact specifications for each Belt may differ depending on what organization provides the certification.

Benefits of Lean Six Sigma

There are a number of established benefits to Lean Six Sigma methods for employees, customers, vendors, and the company.

By increasing the efficiency of important processes, companies can improve the work experience for employees and the customer experience for buyers. This can build loyalty inside and outside of a company.

Streamlined, simplified processes can increase control and a company's ability to capitalize on new opportunities quickly. They can also lead to more sales and revenue, lower costs, and more successful business results.

Involving employees in a group or a company-wide efficiency effort can improve their skills (e.g., analytical thinking and project management), improve their growth opportunities, and boost camaraderie. By preventing defects, companies save on the time, money, and human effort previously required to identify and eliminate them.

Lean Six Sigma and Six Sigma are two related strategies that can solve process problems. Both can help companies make noteworthy improvements in quality, efficiency, and use of time by analyzing the way their processes function. Both use the DMAIC phases/method. Both are based on creating a problem-solving workplace culture.

However, Six Sigma is focused on reducing defects and process variability to improve process output and quality to meet customer expectations. Lean Six Sigma is focused on reducing or eliminating the wasteful use of resources and defects to improve workflow and create more value for customers.

Lean Six Sigma combines aspects of Six Sigma (such as data analysis) and aspects of the Lean methodology (such as waste-eliminating tools) to improve process flow, maintain continuous improvement, and achieve business goals.

What Is the Meaning of Lean Six Sigma?

Lean Six Sigma is a process improvement strategy that seeks to eliminate inefficiencies in a company's process flow by identifying the causes of waste or redundancy and developing solutions to address them.

What Are the 5 Principles of Lean Six Sigma?

Define, measure, analyze, improve, and control are the five principles and phases of Lean Six Sigma. They're the steps practitioners take to create more efficient processes and a workplace culture that's focused on continuous improvement.

Why Is Lean Six Sigma Important?

Many consider it important for the measurable and consistent improvements in operations and business results that companies achieve using it. It also might be considered important because it combines the significant process streamlining of the Lean methodology of the 1940s with the Six Sigma data-driven approach of the 1980s.

What Is Lean Six Sigma Training?

Lean Six Sigma training instructs students in the basics of Six Sigma methodology, as well as the Six Sigma DMAIC roadmap. Students also learn how to apply the concepts in practical scenarios as they go through the courses.

How Much Does It Cost to Get Lean Six Sigma Training?

The cost of Lean Six Sigma Training varies depending on whether you take courses online, taught by a virtual instructor, or in-person, as well as the level of belt you are pursuing. A one-day White Belt training can range from $99 to $499. An eight-day Master Black Belt training costs $4975 for both in-person and live virtual training. A three- to four-day course in Lean Fundamentals ranges from $1300 to $2000 or $399 to $774 for an online training.

Lean Six Sigma is a management approach and method that endeavors to eliminate any wasteful use of resources plus defects in production processes so as to improve employee and company performance.

It draws on the Lean concept of the 1940s established by Japan's Toyota to reduce waste and the Six Sigma strategy of the 1980s established by U.S. company Motorola to reduce defects.

By combining these teachings, Lean Six Sigma puts the best of both to work to streamline efficient operations and financial outcomes for all kinds of organizations.

Six Sigma. " Lean Six Sigma Certification and Training - Overview ."

Six Sigma. " DMAIC: Approach to Continuous Improvement ."

Six Sigma. " Know How to Pick a Right Project for DMAIC ."

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Six Sigma. " Six Sigma Master Black Belt ."

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Lean Problem Solving
The Four Types of Problems. Type 1: Troubleshooting: reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause. Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the ...
DMAIC
DMAIC is the problem-solving approach that drives Lean Six Sigma. It's a five-phase method—Define, Measure, Analyze, Improve and Control—for improving existing process problems with unknown causes. DMAIC is based on the Scientific Method and it's pronounced "duh-may-ik.". Originally published on August 24th, 2017, this article was ...
Guide: Problem Solving
Step 2: Defining the Problem. Once the problem is identified, the next step is to define it clearly and precisely. This is a critical phase because a well-defined problem often suggests its solution. Defining the problem involves breaking it down into smaller, more manageable parts.
A Step-by-Step Guide to A3 Problem Solving Methodology
The following are the key principles of A3 Problem Solving: Define the problem clearly and concisely. Gather and analyze data to gain a deep understanding of the problem. Identify the root causes of the problem. Develop and implement effective solutions.
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Lean Six Sigma & the checklist. If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense. DMAIC - Define, Measure, Analyze, Improve & Control - is the 5-Step model for Lean Six Sigma and there's a set of required tollgates at the end of each phase. These tollgates outline what has ...
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The Lean Transformation Framework is a proven, systematic approach to resolving problems at every level of the enterprise, from executive-level strategy to frontline operations. Whether you lead an established organization or a startup, you can use the Framework to address any troubling issue by answering its five questions.
Lean Six Sigma: Step by Step (DMAIC Infographic)
Lean Six Sigma: Step by Step (DMAIC Infographic) Lean Six Sigma is simply a process for solving a problem. It consists of five phases: Define, Measure, Analyze, Improve, & Control. This process is also known as DMAIC ("duh-may-ik"), its acronym. DMAIC is a five-step method for improving existing process problems with unknown causes.
DMAIC Model
The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found. A note about the structure and the approach used in this article.
The Most Popular Lean Six Sigma Tools and Techniques
The 5 Whys technique is one of the most commonly used Lean Six Sigma tools for problem-solving. It involves asking "why" at least five times to get to the root cause of a particular issue or problem. By repeatedly asking "why," teams can uncover the underlying reasons behind issues rather than just addressing the symptoms.
Guide: DMAIC
The DMAIC methodology is a popular problem-solving framework that is used to drive process improvements and achieve measurable results. Businesses can improve efficiency, quality, and customer satisfaction by using a structured and data-driven approach to identify, analyze, and address issues.
The Art Of Effective Problem Solving: A Step-by-Step Guide
Step 1 - Define the Problem. The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause.
What is Lean?
Lean is a way of thinking about creating needed value with fewer resources and less waste. And lean is a practice consisting of continuous experimentation to achieve perfect value with zero waste. Lean thinking and practice occur together. Lean thinking always starts with the customer. What does the customer value?
A3 Problem-Solving
The Many Facets of A3. A standard paper size: At its most fundamental, "A3" is the international term for a sheet of paper 297 millimeters wide and 420 millimeters long.The closest U.S. paper size is the 11-by-17-inch tabloid sheet. A template: Many companies and individuals use an A3-sized document pre-printed with the steps needed to conduct lean problem-solving or improvement efforts ...
Guide: A3 Problem Solving
A3 Problem solving or A3 Structured Problem Solving as it is often referred to, is a systematic approach to identifying, analyzing, and solving complex business problems. It was originally developed by Toyota as part of its lean methodology. The A3 is a problem-solving tool that encourages a collaborative and systematic approach to problem-solving.
The Deeper Purpose of Problem-Solving
This model can then be taught, discussed, and extended because it's a standard: a collection of knowledge points that serve as a basis for training and reflection. Ultimately, the goal of problem-solving is not just to fix tools and processes. By creating standards, a company can deliberately build expertise in any domain.
PDF 4 Step Rapid Problem Solving
2. Remain Competitive. Solving problems helps us to be better which helps us to grow and will keep us competitive in our value driven purpose (Dimension 1 of the LTF). Problem solving is at the heart of continuous improvement. Improvement is the key to being better than our competitors and remaining in business.
A Lean Journey: The Six-Step Problem-Solving Process
Step 1: Identify The Problem. Select the problem to be analyzed. Clearly define the problem and establish aprecise problem statement. Set a measurable goal for the problem solving effort. Establish a process for coordinating with and gaining approval of leadership. Step 2: Analyze The Problem.
The Five Principles of Lean
The five principles are considered a recipe for improving workplace efficiency and include: 1) defining value, 2) mapping the value stream, 3) creating flow, 4) using a pull system, and 5) pursuing perfection. The next sections provides a detailed overview of each principle. The Five Lean Principles Explained: Figure 1. The Five Lean Principles.
6.4 Lean Processes
Lean Problem-Solving Phases. Observation is the phase in which the entrepreneur studies the challenge and notes all facets of the challenge requiring solution. In this phase, the entrepreneur asks questions and conducts research about the change needed for a successful product, outcome, or service.
6.4: Lean Processes
Table 6.4.1: Steps in the Toyota Lean Problem-Solving Process; Step Action; Step 1: Clarify the problem. Step 2: Analyze the problem (genchi genbutsu is the Toyota practice of thoroughly understanding a condition by confirming information or data through personal observation at the source of the condition; the Japanese phrase essentially means "go and see"). 28
Art of Lean on Problem-Solving, Part 7: Dreyfus Model and the Stages of
But it ties in very nicely with problem solving, coaching, I think, and my experiences with Toyota. Context for the Dreyfus Model. Now, going back to the Dreyfus model of skill acquisition, I'm going to specifically talk about it in the context of teaching problem-solving and coaching people to become better problem-solvers.
8D: Tools And Techniques
D1: Form a Team. The first step in the 8D Problem-Solving Methodology is to form a cross-functional team. A well-assembled team is the backbone of any successful problem-solving initiative. While it may be tempting to rush through this step, investing time and effort here can pay dividends later.
Practical Problem Solving
Practical Problem Solving is both a process and a skill that you develop over time to solve problems quickly and achieve goals. This process provides teams with a framework for solving problems, allowing them to quickly define, diagnose, and resolve issues. Additionally, because this process involves root cause analysis, follow-up, and ...
Lean Six Sigma: Definition, Principles, and Benefits
Lean Six Sigma is a managerial approach that combines Six Sigma methods and tools and the lean manufacturing/lean enterprise philosophy, striving to eliminate waste of physical resources, time ...

How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Lean Six Sigma and the role of problem-solving

Finding a Sponsor

Shooting the moon

The data’s in the system, somewhere…

Finding the smoking gun

Solutions masquerading as problems

The ripple effect

Sticking the landing

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DMAIC Model | The 5 Phase DMAIC Process to Problem-Solving

Summary: An Introduction to DMAIC

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the Green Belt Course and the Black Belt Course .

DMAIC – The 5 DMAIC Process Phases

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Tuesday, May 15, 2012

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The Five Lean Principles Explained:

1. Define Value

2. Map the Value Stream

3. Create Flow

4. Establish Pull

5. Pursue Perfection

Applying the Principles

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6.4 Lean Processes

Learning Objectives

Lean Problem-Solving Process

Are You Ready?

Lean Problem-Solving Phases

Entrepreneur In Action

Margin Size

6.4: Lean Processes

Learning Objectives

Lean Problem-Solving Process

ARE YOU READY?

Lean Problem-Solving Phases

ENTREPRENEUR IN ACTION

Art of Lean on Problem-Solving, Part 7: Dreyfus Model and the Stages of Learning

Stages of Learning Acquisition: Dreyfus Model

Benefits of the Model

Context for the Dreyfus Model

The Point of it all

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8D: Tools and Techniques