A3 and DMAIC – Improving the Problem Solving Culture at Lean-Six Sigma Deployment.

In my work experience there are times when you need mix Methods of Problem Solving ( A3 and DMAIC), it could be for many reasons.

Some years ago I joined at one company that had none knowledge about Lean Manufacturing, they where expose to Six sigma Deployment  (wrong deployed by the way),  I found several problem one of the most dangerous for Six sigma was the “Certification Hanged on the wall” ; this behavior is explained as follow ; “when the Black or Green Belt , are not continuing doing Six sigma projects; they finished  2 or 1 project  required to get the certification , updates their resumes and hanged the Certification on the wall”.

The Organization suffered of ; excess of Passive Talent or as we call in Lean the 8 waste (Lack of Talent People Utilization). 

This is a System Failure; as I have mentioned the Six sigma Deployment was wrong implemented, therefore as the Lean-Six sigma Director I had to create a new and effective System that promotes the Problem Solving as Culture or DNA of the organization.

However the main problem was “How to modify the old behaviors?,” there is not a perfect formula or answer for this, let me tell you already.

When I faced this situation, I introduced a new Belt Level “Yellow”, and it was mandatory for all the Salary Staff (Supervisors, Technicians, Engineering, Finance etc.) basically the rest of the people that had not certified as Green or Black, that was more than 90% of total population at that time. Yes of course I had the full support of management, otherwise I would have fired lol.  Don't try this if you don't have the full management support.!!!

Even that I followed the Standard for Six Sigma Yellow Belt training, I introduced the A3 problem Solving method (The method more used on Lean Manufacturing) , the idea was create the Problem Solving behaviors that be transform as Culture eventually, the A3 was mixed with DMAIC phases , this allowed easy introduction to that company that was more oriented to Six sigma.

I intentionally deviated of the old paradigms that they had about the Six sigma; “…DMAIC or Six sigma, takes many time and just the scientific-statistic people can do”; that was the old paradigm for Problem Solving or DMAIC of that organization, at that moment.

The Yellow Belt Finished their projects using the next Template, and the project will not take more than 1 week from D to C .

I have not to say that eventually the Green and the Black Belt used this report (Template) to document their projects and obviously they where prompted to do more projects.

A3-DMAIC Problem Solving Template

A3-DMAIC Problem Solving - Example

As I have mentioned this has the purpose to make the Problem Solving, as DNA of the company and the “Templates or formats” should be easy to review at any meeting - time,

I use the A3 problem solving because In Toyota, no problem is a problem!; Problems are seen as opportunities to improve their processes and, ultimately, their products.

 The people assigned to solve the problem, view the assignment as an opportunity to improve their problem-solving skills. They understand that they learn more and become a better problem-solver each time they perform the process. 

A3 is a structured and very useful problem-solving template. To be successful, this template must be supported by a lean culture that changes how we view problems. Otherwise, A3 Problem Solving will just join the list of “programs of the month”.

On the A3 template, the steps are typically laid out like this:

And as I always say on my post, you do not have to follow, copy or implement, what is here; its for your reference only, what worked for me, not necessary will work for you, however if you think that some of this tool or method may help you please don’t hesitate and try it immediately avoiding the procrastination.

PD: Obviously you can Mix DMAIC with 8D or others PS Methods templates.

Pull Production Systems 生産システムを引いて- The benefits and a brief description.

Push Production Systems: a forecast of future demand drives production

scheduling and material replenishment.  Planned orders are used to authorize

production or move materials – usually in batch mode

Push Production Systems are…

• Inherently complex and inflexible
• Usually computer based (no visible system)
• Labor intensive, requiring significant labor-hours to keep the system accurate and up-to-date
• Incapable of reacting quickly or accurately to the frequent, small demand changes common to production operations

A Pull Production System has three major tasks:

• Get materials to the shop floor based on actual consumption
• Move work-in-process (WIP) through the shop based on actual customer demand
• Provide a mechanism for continuously improving the production processes

If the meaning of production control is truly understood, inventory control is unnecessary.

                                              -- Taiichi Ohno

Safety Stock is WASTE

Safety stock is excess inventory in a system to account for variations

in:

• Demand
• Lead time
• Supplier performance
• Poor quality
• Differences between calendar days and work days
• E.g., Production works on Saturday, but suppliers don’t deliver on Saturday

Kanban:

Kanban is a Japanese word, which loosely translated means sign or card

We use Kanban signals to pull product through the process, AND to

replenish raw material

Use Kanban when processes are separated

• Lines with multiple back ends
• Outside suppliers
• Feeder cells
• Semi-finished goods
• Finished goods with our customers!

2-Bin Replenishment System

Goals of a 2-bin system:

• Ensure operator always has parts
• Ensure operator does not have to leave bench to find parts
• Ensure material availability status is VISIBLE
• Minimize the amount of raw material kept on the production floor

Kanban and Materials Management

Small parts: use the container/bin as Kanban signal

• It is the container that goes back and forth for replenishment

Large / expensive parts: use Kanban card Where possible raw

material should be removed from stores (warehouse) and put on the

production floor in point-of-use (POU) locations.  Strive to eliminate

stores.

• Appropriate quantities in POU depends on:
• physical size
• material cost
• frequency of usage
• frequency of replenishment

Material Handling Function

In a continuous flow cell, if operators abandon their stations to retrieve parts, the adjacent operations will quickly shut down.  A separate material handling role will need to be responsible for part retrieval, removal of empty part containers, and handling of part scrap/fallout

Principles:

Consumption is the signal for activity

Signal is located in the producing

area

Producing area is buffered from

extreme variation in demand

Benefits:

Simplifies planning and control system

Converts shop floor into an assembly line

Controls production through adherence to

pull rules

• standard containers
• standard quantities
• authorized production

KPO team Members and the Lean Implementation Change curve.

Many customers ask my help to define the KPO  (Kaizen Promotion Offices) or Lean Manufacturing Department, some concerns are related to People Characteristics, Aptitudes and Attitudes.

My first advice is in terms of Leadership, based on my experience; the KPO members, Lean Managers, Lean Leaders; all of them fit on Transformational Leadership style and the Emotional Intelligence.

Leadership and the Lean KPO.

Transformational leaders have Integrity and high emotional intelligence. They motivate people with a shared vision of the future, and they communicate well. They're also typically self-aware, authentic, empathetic and humble.

Transformational leaders inspire their team members because they expect the best from everyone, and they hold themselves accountable for their actions. They set clear goals, and they have good conflict-resolution skills. This leads to high productivity and engagement.

However, leadership is not a "one size fits all" thing; often, you must adapt your approach to fit the situation. This is why it's useful to develop a thorough understanding of other leadership frameworks and styles; after all, the more approaches you're familiar with, the more flexible you can be.

Emotional intelligence (EI) and the Lean KPO.

EI is the ability to understand and manage your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people.

For leaders, having emotional intelligence is essential for success. After all, who is more likely to succeed – a leader who shouts at his team when he's under stress, or a leader who stay in control, and calmly assesses the situation?

There are five main elements of emotional intelligence:

1  Self-awareness.

2  Self-regulation.

3  Motivation.

4  Empathy.

5  Social skills.

The more that you, as a leader, manage each of these areas, the higher your emotional intelligence.

So, the KPO members must adapt, their own behaviors to each situation, there is certain characteristics that must be applied unto the situation.

There is a desirable situation where the KPO team needs to take the organization and this situation is the called the Chaos, for many people this doesn't sound logic, however the Chaos is one step that every organization must face if they want to change for better.

Therefore the attitudes desired for the KPO team members or Lean Leaders are quite different unto the stage of the implementation.

The Lean Implementation Change Curve.

As we have described the Lean Implementation Change, starts with a Temporary Excitement (nobody wants to say they are against the change right ?  This is normal…) and High Management Expectations (Based on the Lean benefits  that Management have heard from others companies), however everybody who has implemented Lean Manufacturing know the real life and all the Resistance (Active and Passive) that exist when the Lean Tools are implemented, (just remember your last Kaizen event) ; the trick here is to reach the Chaos area , that is critical in your transformation process , if you delay the Chaos you delay the Benefits of Lean in terms of Time and Magnitude.

That’s why you need KPO resources committed with the Lean Philosophy and Lean Leaders not Cheer Leaders, with high Emotional Intelligence to manage the Change Process.

All this if you don’t want Lean Fake Implementation otherwise don’t follow these steps.

Lean Elements that must be present before Lean Deployment.

I hope this helps in your next Lean Deployment.