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LEVERAGE SIX SIGMA
DMAIC – LEVERAGE Together, we have taken a dive into each step of the DMAIC Cycle for Six Sigma in order to address the value and form, fit and application in your environment. In the last publication, we focused on the “C” in the DMAIC Cycle. We discussed the processes and tools used to CONTROL the new process. In this issue, we will focus on the value of LEVERAGING our success. When LEVERAGING our improvements, we should consider many different aspects of the business. Don’t limit yourself to just your area. Below is a list of most commonly seen areas that may benefit from LEVERAGE: 1.
Material Lots 6. Products 2.
Part Types 7. Departments 3.
Areas within a Department 8. Product Families 4.
Machines 9. Divisions 5.
Processes 10. Regions
11. Plants We have seen too many times where a good idea in one part of the plant will be an equal or greater savings in another part of the plant, but there was no process to share between areas. If we are missing the “in plant” leverage, can you image what we are missing plant to plant within the same company? Figure 1: Leverage Matrix
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Figure 1 is a simple manual checklist that is used by each team at the end of each project to ensure we consider there leverage items from the project.
There are many different methods for sharing data between plants for capturing “read-across” potential. The system that works for your plant may vary.
By Haro
ld Chapman
LEVERAGE TODAY
However, you shouldn’t wait for a perfect system to begin the process. Manual systems are just as effective as expensive automated systems, so start something TODAY.
In the Leverage Matrix shown, we consider other areas of leverage. If there are possibilities identified by the team, we assign someone to investigate, determine possible results and recommend next steps to the team. The DMAIC project can’t be closed until this list is completed.
Another critical step in the LEVERAGE phase is to REFLECT on the project and consider the SYSTEMIC breakdown that may have lead to the failure addressed by the project. Many times, there is a system issue that is manifested as a problem issue. By attacking the systemic issue, there are savings seen by improving the current condition and avoiding problems in the future.
The LEVERAGE phase of Six Sigma helps us multiply our success across the organization. At this point in the process, the information is clear in our minds, so now is the perfect time to apply what we have learned. If too much time is allowed to pass after the completion of the project without LEVERAGING the lessons learned, one will miss out on the read-across potential. Challenge your teams today to make their improvements “MULTIPLIABLE.” Give them a LEVERAGE system that makes it easy to do the right thing.
We at LMSPI have enjoyed sharing the DMAIC-L process with our readers. If your company would like to begin solving problems that have anniversaries, just click here to schedule a no-cost introduction meeting or learn more and discuss with our Director of New Business Development at 865.323.3491