Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, guys. Welcome to quick hits. Quick Hits vs DM AIC. I'm Catherine Nick Iver, and today we're going to understand the difference between a quick hit in a domestic project. So you may have been asking yourself in the last module, If we're in the quick hit section of the course, why are we going over the domestic framework? And it's because
00:19
I was at a very high level.
00:21
You need to understand the D make framework toe help you decide whether or not your project or your work is going to be a quick hitter a domestic, so the rest of this section will be focused on true quick hits. But I wanted to make sure that you had the information you needed to be prepared to make a decision. Whether or not
00:39
the work you want to do is a quick hit or a domestic project.
00:43
So
00:44
from the beginning, what is a quick hit? So if you remember way, way back at the beginning of the course, we were talking about the differences between the lean and Six Sigma and that one of the strengths that Six Sigma brings to Lena's structure and then one of the strengths that lean brings to six Sigma
01:00
its flexibility. Ah, quick. It is the most tangible evidence of that flexibility. It is a process improvement project that doesn't utilize
01:07
the domestic methodology. So we talked about it is a very lean concept rather than a six segments concept, as you are doing a quick it. Or as you were trying to decide if the work that you want to do is a quick it, there are some general guidelines to keep in mind. Um,
01:25
if this is going to be work that we can be completed in less than a month,
01:29
Um, if your project is going to be what you anticipate to be a 6 to 8 week project, this is going to be a good candidate for a domestic project because you do want that structure to help keep you on track and keep you working towards milestones and deliver Bols or as they call them and lean six Sigma toll gates.
01:47
Um, it's not gonna be cross functional. So if you need
01:51
someone from human resource is and finance of stakeholders, you're not gonna want to do a quick it quick hit projects don't have stick holder analysis, and they don't usually usually do a sigh pock model at the beginning. So identifying your suppliers in your customers. If you think you're going to need a representative
02:08
from your supplier in either your internal or your external customer,
02:13
you need to do it to make project. And the reason why is because of the more robust communication structure and reporting structure. When you start pulling people from other departments, you're going to want to be accountable to those departments for what is the benefit for them. Lending them. Your resource is
02:29
the last aspect is measurable, so there are going to be a couple of aspects with in lean or within lean six Sigma that you don't have tohave measures for. But because this is a very quantitative discipline, we do want to have a baseline
02:46
and an improved state to show what was the benefit in doing this work.
02:50
Ideally, when you do this work, you're going tohave a benefit, and if you don't have a benefit, you're going to go back to the drawing board and try and figure out a solution that will. So you do wanna have a baseline and an improved measure for these. If you don't, this is either something to consider. Is it just do it
03:08
or potentially. This isn't a good candidate for a process improvement project or process improvement work as a whole.
03:15
A couple of things that are really important. We're talking about the differences between quick hits and Jamaica. Really, really fast Run through this quick. It can be done without a formal project, so we mean not necessarily Chartered
03:30
doesn't necessarily have ongoing meetings with set delivery bols and time frames. It can be done informally and when I say
03:38
can be done informally. This can be something that can happen at your regular staff meetings or a group of water coolers. You want to make sure that you do have some structure still, so there's some tools that will teach you specifically P. D. C. A. Which is two modules from now. If you're antsy to know,
03:55
Um, but really, what
03:58
a quick hit looks at is a low hanging fruit, something that you can look at. You can see the waist which will go through the eight waist shortly, um, and identify if I do this, this should happen. This is going to be one of your major key takeaways from yellow Belt.
04:15
When you are finished with this course,
04:17
you, the participant will or you the student will be able to do quick hit projects independently without a lean six Sigma coach or facilitator.
04:27
Um, now, if we look at DM, AIC projects their chartered by a sponsor and we use the phrase charter. When we get to the defining phase of the pores will go into more depth about what is a charter and what does that mean? But basically, for today, chartered by a sponsor means that somebody in some level of leadership
04:46
I told you,
04:47
you need to work on this project.
04:49
Don't make project has clear objectives. So if you think about a quick hit being and formally we want Thio, decrease our cycle time or how long it takes us to get work done, a domestic
05:02
goal would be we're going to decrease our cycle time by 10% by the end of Q three. So much more prescribed and what it is. The outcomes of the projects are.
05:13
And then, of course, Domenic follows that prescribed methodology we talked about in the last module. The defying measure, Analyze, improve and control phases.
05:24
When we're talking about quick hits, they still need to be documented. Ideally, they used the P. D. C A cycle. So a couple of modules coming up quick hits junior tohave the minimum details documented. They need a problem statement or business case in a current state.
05:43
These can be used interchangeably for this coat for the scope of a quick hit. But what you really want is
05:48
why am I working on this? And what is the beginning measured? But that's where you want to come from. With your problem statement, you're gonna want to document your intervention. So how did you respond to this problem statement in a way that you think that improved it, and then you're gonna wanna document your outcomes. So I have this problem statement. I did these activities,
06:09
and this is how it's improved or maybe hasn't improved. And we go back to the drawing board and we look for another solution.
06:15
One of the things that I tell organizations that I'm coaching on developing performance improvement or process improvement Continuous improvement up operational excellence up X. Moving forward is to set up a library
06:30
In this case, it's better to over document than under document because you want to know
06:35
the historical context. So six months from now, you don't go back to doing it the way you were, because nobody knew what the problem statement wasn't what the benefit was from doing your intervention. So having a repositories where you can keep track of your quick hits and your project charters is going to be very helpful for your organization to evolve.
06:56
And if we think back to your organizational maturity model,
06:59
pushing into more projects, structured work and towards that seeking perfection that level five
07:08
All right. So when we think about the difference between a quick hit and a DM AIC, quick hits are very important to this idea of kaizen or this culture of continuous improvement, where employees are empowered to identify ways or non value, add in their workplace
07:26
and react to it and respond and
07:29
improve upon it. It does need to be recorded and celebrated for the contribution. So remember, you're gonna wanna have your problem statement your interventions and your outcomes and store it somewhere where people can view them. One of the things that I recommend for companies that are trying to get excitement
07:47
about their performance improvement program
07:49
is circulating the quick hit documents so you can show that you are empowering your employees to react and respond to their workplace by saying, Look, this is what I did. This is how it improved. All right, guys, thank you so much. And I look forward to seeing you in our next module standard work.

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Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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