DEFINE the problem before starting your improvement journey

I recently came across a client who had been on an improvement journey for a while with some degree of success but with the potential to really make some monumental strides forward. When we discussed the journey so far, one thing became really obvious and I thought it was worth sharing.

You see, this company had set out to ‘make improvements’ to the way they operated, which sounds like a noble aspiration and one that most businesses should indeed be embracing. The problem was, they had never fully defined the problem they were trying to solve.  Now you may think that this isn’t such a great issue but imagine if you went to the doctor and told him you didn’t feel well and that was all you told him.  How long do you think it would take him to diagnose you correctly? He would end up guessing as to the solution to fix your ailments, without knowing  EXACTLY what part of you wasn’t right and the background to this.

It’s exactly the same for improvement initiatives. Define precisely what problem you are trying to solve. It’s like a journey;

Beginning the journey... Define the problem

What is this problem costing us? Are we likely to lose business as a result? Look at all the potential problems and classify or rank in terms of financial impact (increased costs, revenue lost or at risk etc.) Recast this, referencing stakeholders’ requirements - for example, cost reduction, improved customer satisfaction, and market share implications.

Looking at the Problem Statement

• If you’re tackling a problem, what’s wrong? 
• What’s not meeting our customer’s requirements?
• When and where does the problem occur?
• How big is it?
• What’s the impact on the business?

Without the data we need, the issue statement and the description of what’s wrong may be our best guess perception.

Some Questions to Consider About Your Problem Description;

• Is it based on fact or gut feel?
• Does it already suggest the root cause?
• Can the team collect data to verify it?
• Is the description too narrow or too vague?
• Is the solution already implied?
• Would your customers be pleased you’re planning to work on this?

In Summary, the better we can define the problem, the faster we can identify a root cause, which in turn will allow us to generate a solution.

Next time, we’ll look at the flip side of this, the goal statement. Another essential element of the Define stage.

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don't be fooled by what people say...

Effectively managing stakeholders is one of the most skilled and difficult parts of any improvement project and this subject is absolutely massive and only covered in our Master Black Belt Course however, I think it is so important, I decided to pull out some of the key aspects, hints and tips that I think you can put to use straight away.  Almost always, the degree that you master this skill is the defining factor in whether any project is a success or a failure and here is the first useful thing to watch out for in your stakeholders – the different behavioural modes:

There are two types of Behavioural Mode:

• Default – This is the one you may have to look hard to see.  The Default Mode contains all deep seated beliefs and prejudices, goals and drivers of the person and basic intentions, be they good or bad.  The way to assess and spot the Default Behavioural Mode, or DBM of a person is not by listening to what they say but by analysis of how they say it and the behaviour that they exhibit. Once you know what you’re looking for, you will be able to spot a person’s DBM, which is the key to knowing exactly how to deal with them 

• Assumed – This is the mode that the person wants you to believe is their ‘Default’ mode and quite often hides the intentions, beliefs and goals that they don’t want you to see.  The old saying “Take people as you find them”, isn’t always the best to follow.  Of course, some people are completely open and only ever display their default mode but you need to be able to know the difference.  The Assumed Behavioural Mode, or ABM tends to be used by people adjusting to their ‘audience’ or prior to trust being firmly established.  (This is the one shown to you by ‘Two faced’ people prior to stabbing you in the back!) 

Always remember, the eyes ARE the window to the soul.

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A little knowledge is dangerous

Patience is very important when developing a proper infrastructure to support the change.

Consider this, two gardeners each plant a seed in some fertile soil. After six months, each seed has sprouted above the ground to a length of only four inches.

One of the gardeners is concerned because the plant is not growing fast enough, so he removes the sprout along with its root and plants a new seed. The other gardener is more patient and understands that the sprout is still developing its foundations and has great potential, even though the growth hasn't been that great.

Another six months passes and the patient gardener now has a plant that sprouted to a height of two feet! This flower was able to grow so rapidly because it was nurtured early on and allowed to develop at its own pace.

On the other hand, the new seed for the impatient gardener has only grown four inches again.

Get the foundation in place first and your Lean Six Sigma efforts will soar!

Take what you find useful, discard what you don't.

It amazes me how many companies go about their Lean Six Sigma journey, many with good intentions and many more who have sent their employees on courses, who come back with their shiny new Lean Sigma toolbox and go about implementing kanban systems for the stationery that no one uses and value stream mapping a large unwieldy process that no one cares about anyway. Then they wonder why it didn't work.

You can give a ferret a toolbox but that doesn't make it a mechanic! A little knowledge IS dangerous.

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I have also recently launched a new range of Lean Six Sigma on-line training courses which you can read about here, http://www.beyondlean6sigma.com/

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Get the foundation in place first

A while ago a client of asked how I was so successful at implementing change in organisations where other consultants had failed so many times. I told him the answer was simple, I’m not a consultant, I’m a coach and there is a world of difference in this small point. Consultants are interested in getting their deliverables and benefits realised, whereas I’m interested in the client getting the results that they want and it is from this perspective that everything should be approached. But there is a basic formula that needs to be followed in line with the DMAIC or PDCA process, which if neglected, will inevitably lead to failure to a greater or lesser degree.

Here it is; get your foundations in place FIRST. Get good management practices embedded. Implement standardised processes and ensure adherence to them. Manage your performance and get your quality nailed down. Hold daily production meetings in every team and tell your people exactly what is expected of them (they will really appreciate it).

In short, stabilise your operation. Get really, really good at the basics of operations management.

Then and only then start thinking about improvement using whichever methodology best fits you particular business. The good news is, during the stabilisation phase, if you've done it well, you'll realise around 20% productivity and quality uplift straight away, just from standardisation.

Get the foundation in place first and your Lean Six Sigma efforts will soar!



If you enjoy reading my blogs, please take a look at my many other on-line resources,
Facebook, https://www.facebook.com/leansixsigmacert
Follow me on twitter, https://twitter.com/DrLeanSigma
I have also recently launched a new range of Lean Six Sigma on-line training courses which you can read about here, http://www.beyondlean6sigma.com/



#leansixsigma, #beyondlean, #leansixsigmacertification, #leansixsigmatraining