Time
9 hours 53 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Transcription

00:00
Welcome back, guys. Uncapher, MacGyver. And this is your lean six sigma green belt.
00:05
So we're still working on root cause analysis to remember distributions story wasn't one that we liked or is one that we want to change. So now we're trying to do root cause to figure out what is going on.
00:20
Same guidelines, as in our five wise module. We went over this conceptual e in yellow belt. If any of the concepts aren't ringing a bell for you,
00:30
go back reference Yellow Belt. We're going to focus on this module from the perspective of a lean six sigma practitioner and facilitator. So you're gonna learn how to complete a fish bone diagram, and we're gonna facilitate fishbone diagrams.
00:47
So if you need a quick refresher fishbone diagram is a structured root cause analysis. And what we mean by structured is the five wise has a process. You ask these five wise, but you can land on any of the different categories. Um,
01:06
the issue coward diagram where the strength and the issue kala diagram is called the six EMS. So man personnel, machine methods, measurement materials and mother nature is she Kala, through his research, decided that the majority of issues in organizations
01:25
can full into one of these categories
01:26
and, as such structured his root cause. Sue that you asked the question. What methods contributed to whatever your problem statement is.
01:38
So with that, I don't see the fish, but supposedly, this is a fish bone diagram. Your problem statement is going to be your head. You will have these six categories, and that's where the structured root cause analysis comes from. Thes do not change these categories.
01:57
If these categories don't match,
01:59
then you need to look at using a different tool, probably an affinity diagram, where you can create your own categories based off of the ideas that come up
02:08
so facilitating a fish bone diagram. Because it's structured, you do need to have some structure as you facilitate it. You're gonna wanna have a blank template. You can do this in person or a synchronously virtually, but either way you want to start with a blank template. It needs toe. Have those six categories,
02:29
and you need to be prepared to how to explain. What are those six categories
02:32
actually mean within the context of your organization and then your head is going to be your project objective or your problem statement. So this is going to be your primary effect. This is what do we want to change?
02:49
Then you're going to do your brain storming so you can either freeform a and have people cluster
02:54
or you can use it under. Let's go through each form each bone and work our way through what are all of the different factors within this bone that can cause the problem Statement where the primary effects
03:09
that we're looking for eso quite a bit of time as you go through your structure rain.
03:16
When you get done, it should look something like this. So this is an example of a bad burger fishbone diagrams. So you'll notice that the head we have bad burgers as our problems statement. As we go through materials we see not fresh, not at the quality we want
03:36
Unhygienic packing.
03:37
As we go through methods will see our recipe flawed, not followed. Our machines will see our poor hygiene, poor maintenance environment too hot, too humid, these sorts of things going on and on and on.
03:52
You'll notice that we call it personnel down here rather than man it is very common that it's the five m's and p.
03:59
I learned it is the six EMS, and there is some symmetry in that that I like. So what you are going to do once you have this completed
04:09
is much like in the five wise, where every root cause you identified in each layer became an opportunity for a hypothesis test or an intervention. Each one of these are going to become an opportunity for a hypothesis test or in intervention.
04:26
Um, my recommendation would be given the way that these work. You also do a little bit of multi voting
04:32
to identify where you want to focus. Your resource is so if you remember earlier in the course, we talked about multiple voting as a way to decide what we're going to do. The five Wise do not necessarily require this because
04:46
ideally, you're going to question enough that you're going to get way down to the bottom and know exactly what you want to work on.
04:54
Where is here? You have a lot of different directions. You could go, so you're gonna need to rely on your SMEs or your subject matter experts for some guidance on what direction you need to follow as the facilitator.
05:06
So in this particular lesson, we went over the fish bone diagram. You know that it's the six EMS. You know that your project objective or your problem statement is going to be the head of your fish. You know that because it is structured, it does require more prep for you is the facilitator. This isn't something that can happen in the break room.
05:27
You need to have a fishbone ahead of time.
05:30
You need to be able to describe how these categories relate to your project on Ben. You need to make sure that each one of those categories does receive attention from the group either freeform, brainstorming or structured where you look at each bone on Ben, you know that once you have your fishbone,
05:47
you do need to figure out what direction you're gonna go With all of that information,
05:53
my recommendation is multi voting. Just so everybody on the team gets an opportunity to weigh in on what would be the most significant potential root cause
06:02
our next module we're going to go over are last of our greenbelt root cause tools. We're gonna go over our affinity diagram, so I will see you guys there

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Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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