How do you foster a culture of continuous improvement and innovation using Six Sigma?

How to define project scope and project goal within Six Sigma: First step is to ensure that the problem that you aim to solve is relevant to your business - this helps you to allocate resources and knowledge in the right place. To support this relevant analysis you can consider using Pareto Analysis. (This will avoid work in the wrong projects) For each project that makes sense to keep, run a simple business case considering ROI. This financial step will help you to figure it out projects that needs to have the scope reduced and how - usually related to some kind of investment (time or money). By filtering projects that make sense (Pareto) and know what you can afford (BSC) you can better define goals and scope.

Clearly define the problem to solve and expected outcomes. Create a project charter outlining scope, objectives, timeline, resources, and roles. Ensure alignment with business priorities and customer needs. Use Pareto analysis to identify high-impact issues. Develop a business case considering ROI to determine appropriate scope and goals. Break the scope into manageable parts to increase success. Gather data to understand current performance and improvement opportunities.

O escopo de um projeto, assim como a sua meta deve se basear em dados, assumindo que atingiremos um requisito necessário ou desejado por um ou mais clientes. Além disso, é essencial identificar os componentes que contribuem para o resultado, buscando abordar o escopo em partes, o que aumenta significativamente a chance de sucesso. Por exemplo: se temos diferentes servi?os sendo oferecidos pela empresa, precisamos entender qual deles agrega mais valor, o que mais impacta em volume de entregas ou representa o maior faturamento. Em seguida, ao verificarmos o processo, identificamos os contribuidores que geram os maiores desvios. Por último estabelecemos causas para eles e a??es s?o direcionadas para resolver o problema, melhorando o resultado.

-> Educa??o corporativa Certifique-se de que seu time conhece a metodologia Six Sigma, domina a ferramenta DMAIC (Definir, Medir, Analisar, Melhorar, Controlar), além do diagrama de Ishikawa, gráficos de controle, análise de causa raiz, entre outros. -> Defina Metas Claras: Estabele?a metas específicas de melhoria e inova??o alinhadas com os objetivos estratégicos da empresa. -> Mindset de Melhoria Contínua: Integre o Six Sigma na cultura da empresa, destacando a importancia da busca constante pela excelência e elimina??o de desperdícios. Reconhe?a e recompense as contribui??es dos colaboradores para a melhoria contínua. -> Avalie e Ajuste: Monitore o progresso e ajuste as estratégias com base nos resultados e feedbacks recebidos.

To foster continuous improvement and innovation on a digital platform using Six Sigma and Power BI, integrate Six Sigma principles into workflows, using Power BI to visualize and track key metrics in real-time. Encourage cross-functional collaboration by sharing insights through Power BI dashboards, enabling data-driven decision-making. Provide training on both Six Sigma and Power BI, empowering teams to identify and drive improvements. Use Power BI to analyze user feedback, guide DMAIC-based enhancements, and share success stories to reinforce a culture of continuous improvement.

Utilize the Define, Measure, Analyze, Improve, Control framework for a systematic, data-driven approach. Define the problem and requirements. Measure key process metrics and gather data. Analyze data to determine root causes and sources of variation. Improve the process by developing, testing and implementing solutions. Control the improved process to sustain gains. Document findings and results at each phase.

Vale lembrar que este é apenas um dos métodos. Há outras formas de se desenvolver ciclos de melhoria. Sem dúvidas, um dos maiores desafios é fazer com que o aprendizado fique documentado para o uso do conhecimento por outros profissionais. A principal informa??o que precisa estar presente nos arquivos de um projeto deste modelo é o "como" controlar características de entrada, que geram resultados estáveis e/ou previsíveis na entrega de um processo, de um produto ou de um servi?o. Ao mudarmos o patamar de uma saída específica, também é necessário deixar claro a sequência de trabalho e as ferramentas utilizadas. Isso vai facilitar a explica??o do projeto, a clareza do uso de raciocínio sequencial e outros ter?o como reutilizar o conteúdo.

DMAIC:- Define the problem, Measure key aspects, Analyze data, Improve the process, and Control changes. It's a step-by-step way to solve issues by finding root causes and making lasting solutions with data. Document each stage to ensure effectiveness and sustainability. (I have done a basic Lean Six Sigma white belt and a few others just read about it that all do correct me if my answer is wrong.)

Para implementar Six Sigma, sigo el ciclo DMAIC (Definir, Medir, Analizar, Mejorar, Controlar). En cada fase, abordo problemas específicos, como reducir tiempos de inactividad, utilizando datos reales. Por ejemplo, en la fase de “Medir”, puedo calcular el OEE de las máquinas, mientras que en “Mejorar”, aplico soluciones Lean para aumentar la disponibilidad de los equipos en un 10%.

In my perspective and something that I learned from Lean Six Sigma it's the DMAIC methodology, I always suggest to asking following questions: Define- Customer expectations of the process? Masure - What is the frequency of defects? Analyze - Why, when, and where do defects occur? Improve - How ca we fix the process? Control - How can we make the process stay fixed?

Leverage Six Sigma tools based on the problem and phase. Use process mapping to visualize steps, inputs, outputs and identify issues. Create Pareto charts to prioritize key factors based on impact. Develop fishbone diagrams to identify potential root causes. Perform FMEA to assess failure modes and risks. Utilize DOE to test effects of variables on outputs and optimize. Choose tools that enable data collection, root cause analysis, solution generation and process control. Provide training on proper tool usage.

Las herramientas como Pareto, diagramas de Ishikawa y análisis de regresión me permiten identificar y abordar las causas raíz de problemas en los procesos. Por ejemplo, al utilizar un diagrama de Pareto, puedo descubrir que el 80% de los defectos provienen de una sola fase del proceso, y enfocar mis esfuerzos en corregir esa área específica, mejorando la calidad en un 12%.

The right mindset is more important than the tools. My experience shows that the great part of problem-solving starts with an open mind to recognize that there are multiple pathways for improvement implementation. In other words: different approaches, tools, and techniques can support different people to get similar results. Additionally, consider that most problems can be solved with a straightforward scientific method. Finally, the last thing you worry about is the tool or technique you will use. If you have a good problem description with a clear strategy about how to solve it, tools and techniques will be just the consequence of the problem-solving process.

Using the right tools and techniques of DMAIC has changed over the years. When we first introduced Six Sigma to healthcare we taught the BB course in 3 weeks. Now we teach the course in 3-4 days. As consultants the more time on site the more money you make. We taught every tool in the book. Tools that would never be used, We used the Book of Knowledge and thought if everyone knew all these tools they could solve world hunger! Now organizations can not afford to have people away from the workplace for weeks. We also learned that you will never use all the tools. Each situation varies you could use a process/value stream/SIPOC map, pre and post data in SPC chart, and action plan. The tools are good to know for the certification exam.

Assemble a diverse, cross-functional team with relevant skills and knowledge. Provide Six Sigma training, coaching and resources. Encourage open communication and idea sharing. Involve the team in problem solving and recognize their contributions. Celebrate successes to maintain motivation. Give the team authority to implement improvements. Develop a shared mindset of viewing change as an opportunity.

One of the best advice I've received in my career was to "look at the problems as opportunities for improvement". If you share this culture with your team and support them to solve problems, in a systematic way (A3, PDCA, DMAIC, etc), they will probably feel like part of he solution and will engage on continuous improvement actions. That's the key behavior for this transformation to happens. Surface the problems and do not accept they happening again.

1. Identify the "waste" in the process ( Poor recruitment and retention, improper study design ) 2. Team building- Transition of I ( Individual) to We (Team member) 3. Empower the team with ideas, strategies, and resources to overcome the shortfall (broader perspective) 3. Time bound responses to requests 4. Cut down the "repeat cycle"( contradicts project expedition principle) 5. Appreciate the efforts "loudly"

A cria??o de um programa constituído por projetos e processos dedicados aos passos dentro da melhoria contínua é a melhor forma de evoluir. Isso é fundamentado por capacita??es de profissionais vinculados diretamente a iniciativas de interesse de suas áreas em um nível inicial. Em níveis avan?ados é recomendado que os participantes estejam envolvidos em fluxos de valor, o que se torna mais complexo e é a fun??o de Black Belts na maioria dos casos. Em uma outra perspectiva desenvolver regras de como será a evolu??o dos profissionais capacitados após a entrega de resultados específicos é essencial. Como chave para a continuidade é vital que os objetivos atingidos sejam mostrados a todos como incentivo para mais participantes no futuro.

Engage and empower a diverse team with skills and authority. Offer training, support, and encourage sharing ideas. Recognize and celebrate their contributions and successes to boost motivation and collaboration.

Develop a control plan specifying standards, metrics and procedures to monitor the improved process. Conduct regular audits and utilize control charts to detect deviations or trends. Strive to further optimize the process over time. Apply Six Sigma to other areas of the organization for broader impact. Embed DMAIC thinking and data-based decisions into the company culture. Promote ongoing learning from both successes and failures. Maintain leadership engagement and communicate how improvements benefit customers and the business. Continuously assess progress and adjust as needed.

Una vez implementadas las mejoras, el monitoreo constante es clave. Utilizo dashboards para seguir KPIs como la reducción de desperdicio o la mejora en la eficiencia del proceso. Por ejemplo, en un proyecto reciente, tras aumentar la productividad en un 18%, establecí revisiones trimestrales para asegurar que los resultados se mantuvieran y pudieran mejorarse aún más, generando un aumento adicional del 5

Monitoring is difficult for organizations that do not have it tied to strategic and operational planning and reviewed on a monthly basis by leadership. Secondly, monitoring the metrics in excel is challenging and requires so much manual work. Operational definitions are critical. Newer software systems can collect the data from the EMR or other systems not in EMR. The other issue is the age of the data. Making changes that are sustainable needs to be real time data and not months old. The monitoring needs to be visible and coded in a way that those who are being monitored know where they stand and what their peers are achieving. Monitoring requires a skilled team of improvement advisors to assist in knowing how, when, and what to change.

Importante monitorear métricas como DPMO, Yield, Six sigma y para los casos que aplique un OEE. Son metricas relevantes para asegurarse de que no solo se depende de los KPIs, que esten definidos por la oragnización para el aseguramiento de cumplimiento de objetivos. He visto organizaciones donde existe bastante conformidad con metas que son facilmente alcanzables.