Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, guys. Welcome to quick hits. Just do it. I'm Catherine MacGyver. And today we're gonna understand Just do it from a lean six Sigma perspective. For those of you who are really excited about this module being P D c. A.
00:14
I can't count and it's actually the next module.
00:18
All right, so when we're talking about it, just do it. We know what a domestic project is. We know that it's highly structured, cross functional. Take some time
00:27
greater than a month. We know what a quick hit is. We know that it takes less than a month. It's within our department. It can be measured.
00:35
Um, and it still needs to be documented.
00:38
And I promised you that there was one other way to do things. Those are what we call just do. It's
00:45
These are common sense.
00:48
So when we talk about common sense actions, they still have to address low hanging fruit. But they're not projects. So we talk quite a bit about this culture of continuous improvement, or Kai's on this idea that we continuously improve ourselves. Just do It is one of the most powerful ways to empower your employees,
01:06
identify and solve waste for themselves.
01:08
So coming up in the next few modules, I'm never counting again because apparently I can't count coming up in the next few modules are we're going to go over the eight waste. What we want to do is have the ability as we walk through our workplace toe, identify these ways and then empower us to fix them.
01:27
So that's what it just do. It is
01:29
what's really powerful for you guys.
01:32
It doesn't have to be measured. I'm
01:34
gonna protect, have yet out there. Please.
01:38
If it can be done as a quick hit do it is a quick hit because the document, the documentation that comes from the help celebration, reinforces that empowerment. Because we can say, Look, Bob did this, and this is what the benefit was from it. And then it also the power in lean six sigma
01:57
is the metrics.
01:59
So having a baseline and having an improved outcome
02:02
is why you want to continue doing the work you want to show. We're making our company better. That being said, there are sometimes things that can't be measured or the investment in doing it as a quick hit and measuring it in doing the P d. A B p D. C. A cycle is way more,
02:22
then the perceived benefit
02:24
of just doing it. So we're gonna just do it.
02:28
There are a couple of cliches when we talk about what a just do it is. The most common one is a shared resource. Ah, printer. You have one printer for an entire floor.
02:42
That's gonna be an area where you're going to see bottle. Next, you're going to see waiting. You're going to see the waste of motion. And sometimes it's not as easy as, um,
02:53
buying another printer because there's a resource investment that goes along with that. But I worked in a telecom company once where they always shuffled people around in their cubicles. This was a cube farm like you can't even imagine, but they never shuffled the printers. So the group that I was working with was way on
03:14
the north side of the building, and this is like a standard size office building. But the printer was in the middle of the buildings. So anytime somebody printed a contract for a client to sign,
03:23
they had to get up, walk all the way to the printer, pick up their stuff and walk all the way back. That's totally cool, if that's the only printer in the building. But they were the only group that used it, so they just do it. That I gave them was
03:38
move the printer to where your cubicles are. You're going to save all of that time walking. Um, it comes up actually quite frequently where you see people rearranging office four plans, but they don't rearrange. Shared resource is another really cliche example of this Was Steve Jobs and Apple. So
03:57
one of the early on Apple manufacturing plants they only had one restroom, her floor
04:03
and Steve Jobs was a really smart guy, and he would walk around and see all of his employees working, and then he would see his employees get up
04:13
and go to the restroom.
04:15
I'll be gone for a while because it's a long hike to the restroom and come back. And Steve Jobs was also a very economical gentleman who figured out that it would be more cost effective for him to put in more restrooms on each floor in the factory than it would be to pay these employees tow, walk back and forth to the restroom.
04:32
So shared resource is generally are great examples of Just Do It.
04:38
Um,
04:39
my actually all time favorite example of it. Just do. It was I had an executive call me once and explained to me that one of the problems that he had in his organization is that they spent too much time on email and not enough time on actually doing their work.
04:56
Well, that's easy.
04:57
Sinless email.
04:59
There you have it. When we talk about the waste of overproduction, we'll talk about email and the use of CC lines and how it becomes a waste because people invest time into understanding what exactly it is that why they're looking at this email when you could just
05:15
send us email, these air really common examples of what I just do? It can look like
05:23
other examples can be things like,
05:26
Why do we have to get like, Why do we have to?
05:30
Why do we have to staple insurance documents that we later on unstable? So I worked in a health care company and this was still paper before M. R. Really became big on one of the things that was always fascinating to me is, you go in, you get your work done. They make copies of your insurance cards, they staple them all together, and they put them in a bend and they go to,
05:50
um, Billy.
05:53
Then the building department receives all of these papers, and they promptly remove all of the staples and unlikable.
06:00
Why are you stabling them then? And okay, what is the incidents of losing documents? Because they stapled because they were afraid of losing him like Okay, well, what's the incidents of losing them if you just stack them all on top of each other and slide them in an envelope
06:15
so common sense stuff
06:16
can be measured? The time that it takes to measure maybe not necessarily worth documenting is a quick hit, But share to be judicious with these,
06:25
um,
06:26
they just do it. Summaries of important to note
06:30
common sense reinforce that a lot
06:31
does not need leadership approval. So this is something that you're like. Look,
06:38
let's just just do it and they don't necessarily need to be documented. So you see benefits from these in employee empowerment. You see those tiny improvements, um, eliminations of waste. You also will see this a lot in employee satisfaction.
06:55
So if they recognize the problem and they're empowered to fix it, they're going to be happier. Employees.
07:00
Um,
07:00
that's just do it, guys. And our next module is in fact, P. D. C. A.

Up Next

Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

Instructor Profile Image
Kathryn McIver
Lead Instructor at Evidence-Based Management Association
Instructor