Lean Six Sigma is a powerful methodology for improving quality, efficiency, and customer satisfaction. However, it also requires careful planning, analysis, and execution to avoid common pitfalls and ensure optimal results. In this article, you will learn how to avoid some of the most frequent Lean Six Sigma design mistakes and how to apply best practices for successful projects.
One of the first steps in any Lean Six Sigma project is to define the problem you want to solve and the goal you want to achieve. This is crucial for setting the scope, direction, and expectations of your project. However, many teams make the mistake of jumping to solutions without fully understanding the root causes, the customer needs, and the current state of the process. This can lead to wasted resources, misaligned solutions, and poor outcomes. To avoid this mistake, you should use tools such as the SIPOC diagram, the voice of the customer, and the problem statement to clearly define the problem and the goal of your project.
One way defining the problem helped me was by asking questions to clearly define the problem. And I mean a lot of questions. Often, I find that when you talk to a Client their questions are linear or without context. Some of those I mentor normally skip to the next question without "fishboning" the first statement made by Client. I like to go from general to specific when asking questions until there is nothing left of the situation that you are forced to really move on to the next question. I know it sounds silly, especially when the Client thinks it is odd but you are the expert. Having that confidence to ask the same question but in a different manner is always helpful too.
Another common mistake in Lean Six Sigma design is to base your decisions on assumptions rather than data. Assumptions can be misleading, inaccurate, or outdated, and can result in suboptimal or ineffective solutions. To avoid this mistake, you should validate your assumptions with data and facts. You should use tools such as the data collection plan, the measurement system analysis, and the hypothesis testing to collect, analyze, and verify your data. You should also use tools such as the fishbone diagram, the 5 whys, and the Pareto chart to identify and prioritize the most significant factors affecting your problem.
Assumptions in most cases will be misleading and needs to verify data with Hypothesis Testing and Measurement System Analysis and Pareto chart to identify and prioritise the important factors affecting the problem in hand.
Once you have defined the problem and validated your assumptions, you should generate and evaluate alternative solutions for your Lean Six Sigma project. However, many teams make the mistake of settling for the first or the easiest solution, without considering other options or potential risks. This can result in suboptimal or ineffective solutions. To avoid this mistake, you should use tools such as the brainstorming, the affinity diagram, and the criteria matrix to generate and evaluate multiple solutions. You should also use tools such as the FMEA, the Pugh matrix, and the pilot test to assess and mitigate the risks of your solutions.
Another common mistake in Lean Six Sigma design is to focus on short-term results rather than long-term sustainability. Many teams fail to consider how their solutions will be implemented, maintained, and improved over time, and how they will affect the culture, the people, and the systems of the organization. This can result in solutions that are not adopted, supported, or sustained, and that lose their effectiveness over time. To avoid this mistake, you should design for sustainability by using tools such as the stakeholder analysis, the change management plan, and the control plan. You should also use tools such as the standard work, the visual management, and the continuous improvement cycle to ensure that your solutions are consistent, visible, and adaptable.
One of the most important but often overlooked aspects of Lean Six Sigma design is communication and collaboration. Many teams make the mistake of working in silos, without involving or informing other stakeholders, such as customers, suppliers, managers, or employees. This can result in misunderstandings, conflicts, resistance, or errors. To avoid this mistake, you should communicate and collaborate with all relevant stakeholders throughout your project. You should use tools such as the project charter, the RACI matrix, and the communication plan to define and share your project goals, roles, and activities. You should also use tools such as the feedback loop, the team charter, and the recognition plan to solicit and incorporate input, build trust, and reward performance.
This is probably one of the most challenging things to do. And I often find that it is not because the Lean Six Sigma expert wants to have control but because we as humans make assumptions quickly, especially when we think we have gathered all the information and then we begin to form conclusions that seem correct. Involving at least those leaders with direct knowledge of their departments in this "thinking and brainstorming" process will give you more perspective and insight.
Yes involving the respective stakeholders who are directly involved in decision making helps to arrive at a helpful solution.
Finally, one of the most valuable but often neglected aspects of Lean Six Sigma design is learning from your mistakes. Many teams make the mistake of ignoring or hiding their failures, without reflecting or learning from them. This can result in repeating the same mistakes, missing opportunities, or losing credibility. To avoid this mistake, you should learn from your mistakes by using tools such as the lessons learned, the after action review, and the PDCA cycle. You should also use tools such as the gap analysis, the benchmarking, and the best practices to identify and close your performance gaps, compare and learn from others, and adopt and share your successful practices.
At the macro level of this process, we need to have a vested interest in the company goals and culture. Then we can form a group of employees that will compliment the cycle of this particular problem that are in a setting that are seen as equal to each other. Each person will have their successes and failures but when you have set expectations that we have a common goal and lift each other up, individuals will be able talk about a failure. It's important that they feel seen and know that stating something that went wrong to others will begin the process of having the transparent knowledge of the team to ensure that the individual will learn from this. They gain knowledge and strength in their abilities and in turn learn.