How do you monitor process improvements?

A small contribution to the topic may be to assess whether the project KPI or KPIs are well balanced and if they align with the overall objectives and cascading indicatorsof the area. To better explain, it is important to have leading indicators that will immediately indicate whether the performed actions had any impact on the process. Additionally, it is important to understand if the leading measures are resulting in improvements and contributions to the lagging measures, determining if the expected overall result is being achieved or if any additional effort is necessary.

Choose metrics that are directly related to the goals and objectives of your improvement projects, if these metrics should align with key performance indicators (KPIs) that reflect the desired outcomes and impact of the changes being implemented. Ensure that the metrics you select can be measured accurately and consistently using reliable data sources and measurement methods, then this may involve establishing standard operating procedures for data collection, validation, and analysis to ensure reliability and consistency over time. Set realistic targets or benchmarks for each metric based on historical performance, industry standards, best practices, and stakeholder expectations, if these targets should be challenging yet achievable...

Defining metrics helps in measuring the performance of the process and its standing, whether it is below par, at par, or above par. Further helps in deep diving in these data metrics to evaluate the improvement needed by listening to the VOC (Voice of Customer), and implementing the same to improve the processes at site level or team level or individual level.

A way to ensure KPIs are monitored is by employing dashboards for real-time data visualization and analytics. Conduct regular audits to ensure adherence to new processes and engage your teams in a Continuous Improvement (CI) culture. Solicit feedback for ongoing optimization and utilize PDCA (Plan-Do-Check-Act) cycles to iterate on implemented changes. PDCA ensures sustained enhancement and alignment with organizational objectives. Regularly review outcomes against set benchmarks to gauge success and identify areas for further improvement.

Regularly assess the performance of a process, comparing it to defined objectives and key performance indicators (KPIs). This continuous assessment helps identify areas where improvements are needed.

Use key performance indicators that are clear and relevant KPIs related to the improvement tactic. Monitor these indicators regularly to assess the impact and effectiveness of the implemented changes. Adjust the strategy based on KPI insights for continuous enhancement. Visuals are always helpful with grounding yourself and the team in the progress. Utilize control charts to see process stability and variations. Tracking data over time helps distinguish between common cause variations (expected) and special cause variations (unexpected). This aids in maintaining the gains achieved and making data-driven decisions for further refinements. It also engages the team in understanding their impact and roles in the improvement process.

I would recommend not only using KPIs but also PPIs (Process Performance Indicators) to monitor the processes in scope. Sometimes, the impact of actions on KPIs takes time to materialize, as seen in consumer-related processes, for example. In such cases, it's important to ascertain whether the process has improved and then relate it to the KPI later.

I love feedbacks on process improvements, users are the best source of real insights. Put in place a structured cadence to get frequent feedback and work on the feedback. Share the insights with broader group to bring visibility.

The best way to ensure valuable feedback for your improvement project is through inputs from those who work directly within the process. Make sure to obtain continuous feedback from all relevant stakeholders, starting from defining the problem to sustaining the improvement results.??

During the Control phase of your Six Sigma Project you have to consider the following in your control plan: 1. Identify the critical process X's and Y's that need to be monitored and controlled. 2. Specify the control methods and tools that will be used to monitor and maintain the process within the desired control limits as SPC and Poke-Yoke. 3. Develop specific, pre-defined actions to be taken when the process performance falls outside the control limits. 4. Provide training to the POs and operators on the control methods, data collection, and response plans. 5. Establish a regular review process to assess the effectiveness of the control plan and make necessary adjustments over time.

To implement a control plan based on Lean Six Sigma methodology, I follow these steps: 1. Identify the key process characteristics (KPCs). 2. Establish control limits for each KPC. 3. Determine the frequency of monitoring. 4. Identify the person(s) responsible for monitoring the process. 5. Develop a process for taking corrective action. In addition I usually include as well: a) Engage the process owners and operators. b) Use visual management tool (a specially interactive visual)

The control plan is crucial for handing over actions and standards to the area. It is also a critical phase in which the sponsor and the overall area need to step up and take full accountability for the implemented standards, eventual corrective actions, and achieved results.

Usually I'm focussing on these steps: 1. Identify the key performance indicators (KPIs) 2. Collect data on the KPIs. 3. Analyze the data. 4. Compare the results to the baseline. 5. Identify areas for further improvement. 6. Report the results to stakeholders. - The KPIs that you monitored - The results of your analysis - A comparison of the results to the baseline - Any areas for further improvement - Recommendations for future action

In this context of monitoring process improvements it is worth mentioning that we have moved passed the era of only running around with a stop watch. Key word is Process Mining. Nowadays there are tools available (e.g. Celonis, QPR) that can help you in understanding your processes, detect suboptimal processes, deviations and bottleneck in an automated way. Of course the requirement is that relevant process data is logged in the systems.

Remember to display your data visually and coach people to see what you see. The more simple and easier the better to start. If possible do not use computer aid system for visualisation initially. Go for the white board and RGA conditions.