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Author Archive | René Visser

Translating Customer Needs into Key Process Measures

By on February 6, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Listening to the Voice of the Customer.

Do we really know the answer to these questions?

  1. How does the customer view my process?
  2. When it starts for them?
  3. When it is finished?
  4. What is the customer looking for when measuring the performance of my process ?
  5. How well does my process meet the customer’s expectation of what constitutes value ‘in their eyes’?

We must first understand who the Customer actually is.  We should then define how to listen to the Customer when he is expressing his opinions about the quality of our products or services.  There may already be an established process within your business to extract this valuable information on an ongoing basis (Market Research), however, it may also be the case that the business does not capture such information in a coherent and usable format.  This is often the case with internal customers.  Therefore, specific techniques and deeper analysis is required to understand what the customers requirements for the process output actually are.

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When the analysis is done; the scope and nature of your activity changes

By on February 3, 2012 in Allgemein @de, General, General @fr, General @it, General @nl, General @pl, Uncategorized

Shift from analysis and decision making to action, but the implementation is still a time for learning and improvement

  • Increase in task complexity
  • And a decrease in your control over the tasks

Greater numbers of people:

  • All those directly involved in the solution
  • All those indirectly involved in its impact

Review of team make-up may be useful and you will definitely need to re-plan (see Project Management). Resources (time, money, equipment, commitment) even more critical

All of this is about transferring responsibility from the improvement team to the process team (the people who run the process). This transfer must be explicitly clear.

  • Ensure that the organisation knows what is happening, when and how
  • Be clear whether it is a Big Bang, in Phases or ‘drip feeds’
  • Dealing with key people issues
  •  Managing ambiguity
  •  Managing personal exposure
  •  Dealing with the ‘survivors’
  • If you are doing a phased roll-out, must manage parallel operations
  • You must ensure that the customer will not feel the impact of your internal transitions
  • Building on wins, minimising losses and learning from “incomplete successes”

The basic tools that we use as Black Belt project managers are;

  • Project Plan
  • Process Map
  • RACI matrix
  • Skills Matrix
  • Dash Board (1 single sheet mgt report)

 

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Die Lösungen zu einem neuen Standard entwickeln mit Lean Six Sigma

By on January 26, 2012 in Allgemein @de, Uncategorized

Wenn die Lösungsprinzipien feststehen, müssen sie noch ausgearbeitet werden der Beschreibung des Prozesses

  • Verbindlichkeit = Standard
  • Einarbeitung zukünftiger Mitarbeiter
  • Auditierbarkeit

Wer hat im neuen Standard welche Aufgaben und Verantwortungen?

Alle Betroffenen müssen informiert oder auch geschult werden

  • Kommunikationsplan (wer, wann, wie)
  • Umsetzungsplan (wer, wann, was)

Alle Verfahren und Vorschriften im Umfeld (siehe MEASURE Phase) müssen ggf. aktualisiert werden

An dieser Stelle würde auch die Spezifikation einer IT Lösung (Einführung/Änderung) einsetzen

 

Für den neuen Standard sind dieselben Fragen relevant, die auch in der MEASURE Phase die Grundlage gebildet haben:

  • Reihenfolge,
  • Dauer,
  • Inhalt und
  • Ergebnis

der einzelnen Aktivitäten, sowie des Anfangs und Endes des Prozesses

 

Folgende weitere Fragen sind relevant:

  • Wie wird festgestellt, ob der Prozess seine Zwecke und Ziele dauerhaft erfüllt?
  • Wie wird die weitere, kontinuierliche Verbesserung geregelt?

Bei der Entwicklung des neuen Standards muss das Team, das ihn praktizieren wird, maßgeblich eingebunden sein.

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Lean Six Sigma in Veränderungsprozessen

By on January 26, 2012 in Allgemein @de, Uncategorized

In Veränderungsprozessen wird Führungskräften viel abverlangt. Altes soll nicht mehr gelten, Neues klappt noch nicht, Niemandsland. Wer hier Organisationen begleiten kann oder muss, braucht professionelles Wissen über den Ablauf von Veränderungsprozessen, Strategien und Instrumentarien für die gezielte Planung und Umsetzung.  Unsere kompetenten Trainer vermitteln Ihnen in diesem Green Belt and Black belt Seminar das notwendige Wissen, um diesen Herausforderungen zielsicher zu begegnen.

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Process Improvement requires ‘solution thinking’

By on January 26, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Solution thinking often means being “creative”

It is useful to think about looking elsewhere for ideas as Benchmarking and looking within the team for ideas as Creativity

Many people, technical thinkers in particular, but others as well, often view all kinds of “creativity” on projects negatively; we want hard facts and analysis, “Creativity” has the reputation for being wild, uncontrolled, undisciplined; the generation of new ideas that were of limited (or no!) practical use

But remember, you have not improved something until you have created something new.

Green and Black Belts will learn that creativity can be managed. It can be focused. It can be the reason that the Lean Six Sigma project succeeds.

Creativity is a skill which anyone can learn to do better, the creative process can be accelerated and directed.

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Don’t get stuck in ‘methodology wars’

By on January 25, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

It is easy to get stuck in deciding what methodology to use.

Yet the underlying activities are very similar.

The real work is in using the DMAIC methodology and LSS Black belts should always be able to use any sensible methodology;

  • If you try to make improvements or solve problems without a methodology, you will probably jump to conclusions or you may become lost.
  • All improvement methodologies cover the same basic sequence of events, see also PDCA
  • Methodologies designed to react to new problems, such as DMAIC, include containment actions to quickly stop the customer being affected.
  • Use the Lean Six Sigma methodology, it will lead to innovation.
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DMAIC is a team-based problem solving methodology.

By on January 24, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Teamwork divides the task, but doubles the success.

It is imperative that the project team comprises of the necessary cross-functional members that may have an influence on the problem solving process

  • Recommended team size is between 6-8 members
  • The team can evolve over time. Only invite those who are needed to specific meetings
  • The team must be supported and empowered by Senior Management

The team roles must be clearly defined:

  •  Project Sponsor
  •  Team Leader – Black Belt or Green Belt
  •  Team Members – Yellow Belt or Green Belt
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Green Belt Training Sessions in Krakow and Warsaw

By on January 23, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

the next green belts sessions have been booked in March and May for the Polish participants. the green belt weeks can be used at the same time as the 1st week for the future black belt trainees. all sessions will be conducted in the Novotel Conference Centres in Krakow and Warsaw. starting Mondays at noon and ending Fridays’ at noon, after the Green Belt examination. Polish candidates can book for special prices. all material and training is in english. coaching in polish is available. pls look for the details on the site.

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