The first tool I use may not be considered a tool at all, it is a mind set, This is NOT WHAT to DO. I keep this diagram around and embed it in most of things that are printed. It is very simple but the key to making a successful Poka-Yoke campaign.

The Fishbone Diagram is a graphical compilation used to identify and explore the possible causes which lead to a given mistake. The ultimate aim is to work down through the causes to identify basic root causes of a problem. Related Blog Post.

Organize your mistakes(errors) and group them according to the Matrix. This will simplify the selection process on what mistake to tackle first.

I also have a list of Common Red Flag Conditions. These are quick places to look to assist you in finding the reason for the defect. You could maybe determine these to be your first “WHY” in your search for the root cause. The only thing I would warn you is not to jump to a conclusion. Insert a few these into your fishbone and go through the steps. Use at a brainstorming session to get those ideas flowing.

1. Frequent changes to a job
2. Complex processes
3. Lack of Standards
4. Lack of measurement systems
5. Lack of training
6. Long cycle times
7. Infrequent jobs
8. High output
9. Environmental conditions
10. Attitude ( Motivation)

The one tool that I left is the project sheet. We will start completing the components of this in the next blog and start creating a Poka-Yoke process in it’s entirety.

Technorati : Lean, Lean Six Sigma, Marketing, Poka-Yoke, Six Sigma

Lean Six Sigma and Duct Tape Marketing- Original Comparison

Other Blog Posts on Lean Six Sigma

Technorati : duct-tape-marketing, lean-six-sigma, six-sigma, six-sigma certification, six-sigma training

Some may have been thinking that we have been wasting our time. But changing the process without the data is cause for failure. You have heard it time and time again, JUST DO IT! We have been trained that way, action is accomplishment. But the wrong action may accomplish little or drive you deeper into a hole. Without the data from the previous steps, you will not be able to make as effective and dramatic improvements that you desire. Seek 200% procees improvements and cost reductions of half!

If you have Defined, Measured and Analyzed, if nothing else you are one smart cookie. More importantly, if your team has survived, this is the stage they will come back together and the excitement can be re-kindled. Let’s put it all into action: In the Improved stage, we must find and implement solutions that will eliminate the cause of problems. We typically go through a five step process.

1. Generate ideas.

2. Refine ideas.

3. Select a solution

4. Test.

5. Implement

I have a tendency to use two different tools at this point: One being an impact/effort matrix and the other being a tree diagram. As we are generating ideas are refining ideas. If we can place the ideas in impact/effort matrix it simplifies the solution process. So, after we are done brainstorming using the famous posted notes method, just post the notes into their appropriate squares, as we see fit. You may even segment them in the squares themselves as your reviewing them. Ask yourself is this easier to do than this? Or will this have minimum impact from a customer standpoint. It is even great to have an online focus group of customers, operations, sales, etc., that are willing to participate and pick which solutions will have the greatest impact.

So let’s say we have narrowed our solutions but we have 2 or 3 really good ideas but have difficulty deciding on which one to test. A tree diagram is what I use. The reason I wait to this stage is that I did not want to limit any ideas at the beginning. Using the tree diagram allows me to expand on each idea and drill down on how difficult it will be to implement and the exact strategies and tactics and even resources that may be needed.

Testing follows a project planning guideline that is somewhat beyond the scope of this blog post, but what it is a mini-project in itself with one more important ingredient. Ask yourself two questions: Did we get the results we wanted and did we follow the procedures outline? Don’t fall in love with your idea that you compromise the results.

After the testing, we are actually ready to implement, except we have to put some controls in for stability of the process! Don’t settle for routine improvements. If you want your creative juices to flow, push yourself to eliminate and make radical improvement of 200% or more. Seek cost reductions of half or more. Go for it!

Technorati : DMAIC, Improve, lean, lean-six-sigma, marketing, six sigma

When building a house you follow the same steps and principles as building a Lean Organization. The first step is building a strong foundation. I have changed the starting point by defining the Marketing vision first, which will encompasses all the rest of the structure.

Secondly, I use the Lean diagram to determine the customer’s need and the philosophy we need to develop the plan, through the use of Marketing Plan Pro that is depicted directly below the Lean Flow diagram. This helps us build the plan for each market segment which is depicted by the 7 pillars. It does not matter how many pillars you have, just that each marketing channel(ideal client and target market) is well defined.

The Lean House’s foundation that the pillars stand on is the work we do each day and it is what insures the marketing vision is implemented. In accordance to Lean house philosophy, it doesn’t necessarily matter which tools the organizations uses but which tools are effective with the customer or the particular customer segment, represented by the pillars. The number of blocks and the depth will differ with each organization but what is important is that they are all considered and that the foundation is strong enough to support the pillars.

Below the foundation is a substructure of Six Sigma that will be the measurement practice that is implemented through out the foundation. This allows us constant feedback and and will heighten our awareness that a weakness of measurement is what will allow the foundation to start crumbling.

She was talking about the waste in supply change management practices. But when I read it, the correlation to Lean Marketing is very apparent.

1. Clarity: How many times have you looked at a marketing piece and questioned the meaning, the reason for it or maybe you just tossed it. We encourage marketing pieces to be educational or a call to action that ultimately has a benefit for the customer as a result of a response.

2. Agility: I do not mean responding to the marketing idea of the week but having a process in place that allows you to have active content. This can be easily done with a company blog and with joint participation the excuse of a time factor is completely removed. The only factor that matters now is the accountability factor.

3. Unity: This is the most neglected attribute. Your marketing to be effective is not a one-way street anymore. It is about communication. Building platforms that your organization can increase the communication with your customer is the actions we take by monitoring news about our customers, building social sites that allow our customers to post, blog and add videos on their own. Being transparent and mixing it up in front of your customers is maybe the largest selling feature you can have.

Technorati : Industry Week, Lean Market, Lean Marketing, Lean Six Sigma, Manufacturer Marketing, QAD