Hi, guys. Welcome to lean six Sigma Green Belt. This is our second episode Lean six Sigma ideology and I'm Catherine my Cairo.
So from this module, what we're going to do is build upon our lean six Sigma ideology that we learned in our yellow belt. So when we talk about what we learned in our yellow but we remember that we have lean and six Sigma are two different disciplines that marry well because they're so complimentary.
So we borrow from tool sets and ideology and both of them lean is more experiential. So it's the people that are involved in the process,
how they feel the process, how they perceive it where six Sigma tins to be more quantitative. So what can we measure? How can we re measure? How can we build our hypotheses from this? But if you think back to yellow Belt when I talked about look culture of Kai's, then kaizen being the Japanese word
for continuous improvement or ongoing improvement, we talked about it having three unique facets,
the 1st 1 being data driven. So we make our decisions in a lean and six Sigma based off of data and observations. It can either be qualitative or quantitative, but we take data, not good instinct or, you know, the dog told me. So
the next aspect is employed a collaboration or employee engagement. So we want all of the employees to participate in this culture of kaizen or this ongoing improvement. We want to hear from our employees. We want their observations. We want to know what they know about our customers.
So if you think back to when we talked about domestic in the Yellow Belt, we talked about how we have teams of people who actually participate in the project
and how we want to hear from them. And we want their insights as well a Z even in four doing pdc A's or just do it or as some something a simple as a waste identification or downtime exercise in our workplace. We want the people who do the work, not the external observers,
to help us drive this culture.
And then the last part is it is all built on the foundation of customer requirements. So our customers are the ones that dictate value to us on, and then we produce value, So an easy way to keep this in mind is happy customers equal happy businesses? That phrase should sound familiar, but remember,
this is ultimately want. If you don't have happy customers,
you don't have a business. Eso the definition of lean six sigma is that it is a business philosophy that advocates developing a culture of continuous improvement. So this is kaizen, that culture of case. I'm in organizations that utilize a systematic process of collaboration.
So as you hear this, you're going to think
pdc a. You're going to think dm a it where we come together and we work together as a team and data. So remember our measurement systems how we define data to drive results in value for the customer. So happy customers equal happy companies. So that is our lean six sigma. So
building upon what we learned in Yellow Belt, we're going to start talking about lean six Sigma. In a larger perspective,
it is lean. Six Sigma is considered a methodology for improvement, so we have our tools that give us a structure so that we know that we're creating solutions that relate to the root cause of our problems. It's also management philosophy, so this this ties back into If you think about how you manage your organization.
If you prefer to be data driven, you're going to want to have some information to substantiate.
Data driven is maybe not the best example because it's been in vogue for a while. But if you think prefer to be a collaborative organization where you draw upon the collective knowledge of your employees, you would use Lean six Sigma where you can use lean six Sigma Muslim. Any management philosophy,
a strategy for running of business? So we talked. We hinted around at it in Yellow Boat, where we talked about Lean six Sigma gives us the opportunity for a competitive advantage will go through some of the tools that helps us really tease out. What is that competitive advantage?
It is also a method to chance form ah, culture, and we'll talk about that a little bit in our modern history of module. As far as what does it mean to go from a culture that doesn't rely on that culture of lean six sigma? So employee collaboration data driven that's really focused on our customer outcomes.
So what does it mean to be that because we know that organizations that work for a common goal
or towards a common outcome tend to be more cohesive, and then the last one is creating a common language throughout the organization. So this gives us the opportunity to start talking about things in the same terms with the same operational definitions.
So we all know what the heck were talking about. So when I talk about how long it takes to get something done,
this cycle, time or the throughput time, you're going to be able to hear that and say, OK, this is what it is rather than having the disconnect between Well, it means this for this organization, and it means that for that organization, so it helps us create that common language.
So when we talk about our goals for lean six Sigma, you should remember from yellow about lean decrease wastes six Sigma decreased variation. That's why they got married because they were very similar. And then we're going to kind of make it a little bit more complicated, and we're gonna say also increase
customer satisfaction so we can have the least ways in the least variation in the world. But if it's
not something that satisfies our customers. We have not been effective in our goals, so we can actually summarize that in increase efficiency and effectiveness. So that's what the high high level goal for lean six sigma eyes is. We want to increase efficiency and effectiveness
on. Do you have some different definitions around that? But if you remember waste, you remember downtime.
This is going to be something that's going to come to mind for you. We're gonna talk quite a bit more about variation here in Greenbelt because that tends to be more data oriented.
So I like to ask all of my students these four questions is kind of an awareness is we start out through their course. So the 1st 1 is what person of your day it's been reworking something that someone else started. So I have to work on this because Bob in sales messes it up.
my students tended to tell me that it's 25 to 35% of their day, so if you work in eight hour day, you spend three hours redoing what someone else did.
Um, so, conversely, what percent of your day is spent doing something that someone else will have to redo. So I I always think of the TPS reports in office space because that's like the classic rework. It's no one's fault, but we just have to keep redoing it.
Um, my students tell me it's 5 to 10% of their day,
so here's where it gets interesting if it's 25 to 35% that we're having to rework. But the person next to them who also works in their department says it's only 5 to 10% of the day where it is that extra 15 to 20% of rework come from.
So when we talked about our common language and how lean Six Sigma provides that
this is an example of why we need a common language because there's probably a difference in the definition of rework. The last one is what will the next one is, what percent of your day spent on non value add activities so
yellow belt value add customers willing to pay for it, transforms the product in some way and is not rework.
Most of our my students tell me that they spend 25 to 30% of their day on non value add activities. When we actually do our first project together, it tends to be closer to 50 to 75%. I've actually had an organization
that went up to 90% of the employees Day was non value add.
So if you think about it in the terms of I'm an executive and this is my company, I have my employees spending 75% of their day doing stuff that our customers don't care about. This is not how we want to use our resource is,
And then the last one is How would your customers rate you in terms of how will you meet their needs and requirements? And the answer that I've gotten through the organizations that I've worked with is six out of 10. So if you think about it in the
only 60% of the time, my organization is meeting my customer needs and requirements. Is that really happy? Customers equal happy, cos
so keep that in mind. As we're going through our greenbelt course. Um, these are the types of things I want you to start thinking about and expanding as you make your observations throughout your organization. So today we went through the culture of kaizen. We talked about efficiency and effectiveness
and we also talked about some introspection in our roles and our work
specifically our workplace. So our next module, we will go over a modern history of quality and continuous improvement. So I will see you guys there.