Lean Six Sigma (LSS) Tools
Featured below in various categories are specific tools to help you enhance efficiency and reduce waste. Explore the process improvement tools, templates and examples included.
Tools for Planning for Process Improvement
Part of DFA’s strategic plan is to cultivate a culture of continuous improvement and innovation, driving efficiencies and enhancements across various operational processes to ensure ongoing organizational success. When planning for process improvement, it is important to consider the various roles and their responsibilities:
- Project sponsor (champion): Provides leadership support, validates project objectives and approach, ensures availability of appropriate resources and support, and helps to remove cross-functional barriers. It is important for a project sponsor to:
- Articulate the business needs and set clear expectations.
- Collaborate with the project manager and use a tool for Evaluating Process Improvement Ideas to assess the costs, benefits, and risks associated with different process improvement ideas and decide which one to pursue.
- Act as a visible and engaged sponsor throughout the whole project, demonstrating support in words and actions.
- Project manager (lead): Provides overall management of the effort, including planning and development of deliverables, managing team members, and the overall implementation. It is important for project managers to:
- Use the A3 PDCA methodology to manage mid- to large-scale process improvement projects.
- Evaluate the readiness of the organization to take on a mid- to large-scale project by conducting A3 Readiness Assessment.
- Use project management and change management tools and methodologies to manage process improvement projects effectively.
- Team members: Participate as requested by the project manager, including completing assigned work, tracking of issues, scope changes, risk and quality concerns, communicating changes to peers, etc. It is important for team members to:
- Take initiative and responsibility for identifying, initiating, and taking part in process improvement projects.
- Take the time to learn about the various Lean Six Sigma tools and methodologies to create a solid foundation for implementing process improvement.
- Apply tools such as Eight Wastes, Five Whys, or Basic Flowchart to daily work and projects to realize process improvement gains.
A3 (PDCA)
Plan, Do, Check, Act (PDCA) is a methodology for continuous process improvement which provides guidance to managing and communicating process improvement projects. It is also referred to A3 since the template is typically printed on A3 size paper. DFA recommends A3 (PDCA) methodology for managing mid- to large-scale process improvement projects.
Instructions:
- Plan is the first phase of the PDCA cycle. Start with identifying the problem, mapping the current state, defining the goal, uncovering the root causes for the gap, and planning for solutions.
- Do is the second phase of the PDCA cycle. Testing the solution(s), observing, and collecting data occur in this phase.
- Check is the third phase and is when evaluating the results occurs.
- Act is the phase where the proposed solution is adopted and the new process is standardized.
- Start a new PDCA to sustain the continuous process improvement cycle.
Tips:
- Start by clearly defining the problem or opportunity for improvement:
- Describe the problem (when/what/where).
- Quantify the gap between the problem and the ideal (how much) and for what period (time).
- Describe the effect/impact of the problem (severity).
- Use numbers and data whenever possible.
- Observe and document the current process:
- Do a process map: Basic Flowchart, SIPOC Diagram, Value Stream Map, Spaghetti Diagram, Swim Lane.
- Collect and analyze data: select metrics, measure and quantify the data, analyze trends using tools like Basic Check Sheet and Time Series Plot (Run Chart).
- Get the voice of the customer (VOC): interviews, surveys, and focus groups.
- Research best practices: literature review, competitor analysis, benchmarking.
- Define a clear goal for improvement:
- Ask what the ideal outcome is (often the inverse of the problem statement).
- Establish measurable and achievable goals for improvement, such as targets for cost reduction, defect elimination, reduction in time, etc.
- Use the following goal elements: DO - action verb (e.g., increase, reduce, etc.), TO – what/who, BY – how much and when.
- Utilize a structured approach to uncover the root causes:
- Examine underlying, not “surface” causes.
- Ask “Why” as many times as necessary to make the impactful solution clear and eliminate the problem permanently.
- Utilize LSS tools, such as Fishbone Diagram, Five Whys, Eight Wastes.
- Transfer root causes to solutions and prioritize solutions into an action plan, using Impact Effort Matrix.
- Implement the planned changes on a small scale as a pilot or trial and check the results of the “solutions” and the “goal.”
- Was target achieved?
- Was the root cause eliminated?
- What worked? What didn’t?
- Are there additional supporting metrics that need to be tracked?
- Consider what actions to take based on the results of the check:
- Did it improve? If so, communicate with stakeholders, continue tracking, raise target.
- Did it not change at all? If so, continue monitoring, wait for solution uptake, involve process owners and refine solutions.
- Did it get worse? If so, continue monitoring, wait for solution uptake, involve process owners and refine solutions, conduct another mini PDCA.
- Use project management and change management tools and methodologies when implementing the chosen solutions.
A3 Readiness Assessment
A tool to assess organizational preparedness to take on a sizable improvement project or undergo major change. It includes evaluation of goal alignment, management support, sponsor support, staff attitude to change, resource availability, previous organizational experience with similar types of projects, and any other relevant information or issues.
Instructions:
- Complete the A3 readiness assessment before taking on any sizable project or major change in the organization.
- Identify and gather input from the various stakeholders, including project sponsor, management, staff, and any other groups affected by the change.
- Review the prior history of organizational successes and challenges with similar types of projects or changes.
- Determine if the organization has the capacity and resources to undertake the project at this time.
- Evaluate the state of the workplace organization and processes in place to support the project or change.
- Record the observations and any challenges and opportunities uncovered for the various areas of the assessment.
Tips:
- Utilize the readiness assessment to gain knowledge and assurance about project success or foresight to avoid failure if the organization is not ready to implement the change.
- Use the results from the readiness assessment to address potential problems before they become big issues.
- Carefully evaluate the resources needed to support the project success and compare them to the resources available. Consider what additional support mechanisms can be deployed.
- Use the results from the assessment as an input for your change management planning.
Evaluating Process Improvement Ideas
This tool assists in evaluating a process improvement idea by assessing the benefits, costs, feasibility, and risks associated with the proposal as well as recommended immediate next steps to move the proposal along towards implementation.
Instructions:
- Evaluate the potential benefits from implementing the proposed process improvement idea. What value does the idea offer?
- Quantify any potential cost savings (e.g., time, product savings, etc.).
- Assess the costs required for implementation and maintenance.
- Consider any organizational or legal policies and procedures related to the problem or potential solution.
- Examine any potential risks associated with the project.
- Consider where process control resides and how difficult or easy it will be to affect change in the process.
- Determine whether it can be combined with another process improvement idea, and what additional information is needed to make a decision.
- Consider which department or role can champion this project and what immediate next steps can be taken to move it to implementation.
Tips
- Evaluate process improvement ideas as a team activity and include different functional roles for a well-rounded assessment.
- Consult subject matter experts, experienced project managers, and budget and finance specialists during your analysis, if possible.
- Consider how the proposed process improvement aligns with DFA’s strategic priorities.
- Analyze the process improvement ideas one at a time, using the guide, and then prioritize them based on the results.