The Matrix is Real

A tool that I find extremely useful working in continuous improvement is the matrix.  The matrix can be used in many different situations to help discover relationships between various aspects of a process. There are numerous types of matrices to use depending upon your situation.  Do a web search for “Matrix” and see what’s out there.  But for now, here are a couple of my favorites. 

Cause & Effect Matrix

The first situation that I may use a matrix is in the measure phase of a Lean Six Sigma project. The matrix of choice is the Cause & Effect Matrix. The C&E Matrix helps determine the importance of key process inputs relative to the key customer requirements for the process.  The matrix allows for a less emotional and more consistent way to determine these relationships.

Developing a Cause and Effect Matrix

1. List the customer requirements
2. Determine the relative weight of each customer requirements
• 1 – less important
• 10 – more important
3. List high level process steps and inputs the inputs associated with each
• I typically acquire this information directly from a process SIPOC
4. Establish a scale to relate process inputs to the customer requirements
• Typically a 0, 1, 3, 9 stratification technique is used, where 0 is no relationship and 9 is a strong relationship
5. Relate each process step and associated input to each customer requirement
6. Calculate the score for each input
• For each individual input, multiply the relationship value in step 4 to the relative weight in step 2.  Add the multiplied values for each customer requirement for the input.
7. Order input score from high to low value
8. Establish a cutoff value
• Typically use a pareto for this.
• Above the value, the input remains for further analysis
• Below the value, it may go immediately unless there is a strong reason to keep the input

Figure 1 shows an example Cause & Effect Matrix

Solution Prioritization Matrix

Another situation I find a matrix to be useful is in solution selection during the improve phase of a project. The matrix I would use at this point is the Solution Prioritization Matrix. The Solution Prioritization Matrix can help prioritize potential solutions by determining how each potential solution may relate to the desired project outcomes.  I won’t go into the details of creation, as it is very similar to the creation of the Cause & Effect Matrix.  

Figure 2 contains an example Solution Prioritization Matrix.

Relative Weighting of Results	10	6	7	3	4
Desired Outcome	Operating Income	Impact on Cycle Time	Quality	Time to Implement	Ease to Implement	Total (Cross-Multiply)
Ideas
Idea A	3	9	1	0	9	127
Idea C	9	3	0	3	1	121
Idea B	9	0	1	3	3	118
Idea F	0	0	3	9	9	84
Idea D	1	3	1	9	1	66
Idea E	1	1	3	3	3	58

Let me know where you have used matrices to help make decisions.

SIPOC or COPIS

My last blog reviewed project charters and the part in helping plan the direction of your project.  The article also discussed some of the typical issues I have observed with charters.  Now it’s time to review probably my favorite tool in the Lean Six Sigma tool box.  The SIPOC, or as some prefer, the COPIS.

SIPOC is an acronym for Suppliers, Inputs, Process, Outputs, and Customers. The SIPOC helps a team document:

• Who supplies the process inputs?
• What are the process inputs?
• What does the high level process look like?
• What are the outputs of the process?
• Who are the customers of the process?

A well-developed SIPOC can assist the team in:

• Identifying the most critical elements of the process, providing focus.  We can’t solve world hunger all at once.  Let’s start where the most obvious pain is observed.
• Validating project scope.  Are the elements documented in the SIPOC related to the desired project goal?  Lack of alignment will most likely lead to failure.  Ensure the project goal can be impacted by the process being investigated.
• Providing a high level overview of the process to others unfamiliar with the process.  This is necessary especially with typical continuous improvement projects where a portion of the team does not work with the process on a daily basis.

How to Develop a SIPOC

1. Work as a team. The team should have members who operate the process plus others familiar with the process suppliers and customers. 
2. Use pen, paper, markers, flipcharts, post-it notes, to ensure that technology issues do not hinder the team in completing the SIPOC.  This only works if you can have the whole team located in the same location.  If you have a virtual team, you will most likely need to create the SIPOC online.  The main point here is do not worry about “making pretty” the SIPOC.  Worry about formatting, spelling errors, etc… later.  Use the team’s time wisely by focusing on the substance of the SIPOC.
3. Map the process at a very high level.  Usually 4 to 7 steps is appropriate.  One excellent consultant I worked with recommended the “Goldilocks” approach.  Not too few, not too many, but just the right amount of steps to provide a high level overview of the process.
4. Identify the outputs.  What results from the activity in this process?
5. Identify the customers.   Who receive the outputs from the process?
6. Identify all of the inputs.  What material or information is needed to operate the process?
7. Identify the suppliers.  Who supplies the inputs to the process?

SIPOC Variation

Many recommend that when creating a SIPOC it is best not to align inputs and outputs with the high level process steps.  This may be best practice, but I often find it beneficial to work with the team to align the inputs and outputs with the individual process steps they are consumed or created.  I use this alignment as an input to another tool for helping narrow down potential areas of focus.  This can be especially useful when initial process data is unavailable.  I’ll explain this tool, the “Matrix” at a later date.

What best practices do you use when creating a SIPOC/COPIS?

Chart(er) Your Destination

When planning a vacation to a destination we haven’t been before, what is the first things we do?  I would assume most of us go online and map out our destination.  We also plan the experiences we hope to gain during our time away from home.   Most of us have a limited amount of resources for our vacation.  This is a problem.  How do we pull off the vacation successfully within the constraints of time, budget, and needs/desires of our family?

Most of us when faced with planning a vacation go through the thought process above, but may not think that way at work.  We go about our business how we always have, doing what we do the way we know how to do it.  As a young fresh engineering graduate, that described me.  I did my job, but only gave a cursory thought to finances and other constraints of my employer.  It lead to a frustrating existence. Sometimes what I thought were great ideas were summarily dismissed because of implementation time, costs, etc… Discussing my frustration with a senior engineer, he asked me if I had a charter or a project plan.  When I said that I did not, he explained the basics to me and told me that the best way to be successful at work is to treat every decision you make as if you were spending your own money. You need to chart(er) your destination.

When I thought about it, it did seem that when we use our own resources, time, etc… we are more focused in using them wisely. From that point on, I began to think more deeply about how my decisions impact my employers.  But it did not sink it until I developed several six sigma project charters and managed the related projects.  Projects charters that were less well developed led to projects that were for the most part, less successful.  Clearly completing a charter was not enough.  It had to be a quality charter. 

While there are several key elements to a project charter, I thought I’d mention just a few elements that many project charters seem to be challenged by with.

Problem Statement: 

Often, the reasons for why the project is being considered is not well thought out.  Is it someone’s pet project? Is there any data or evidence that there is a real problem? There should be obvious pain to a customer, stakeholder, etc… If not, move on.

Project Goal: 

Once the problem statement is documented, ask “What does success would look like?”  Ask your customers/stakeholders questions. What needs to happen?  By when?  I like using the SMART framework (Specific, Measurable, Achievable, Realistic, Time-Bound) for developing goals.  I often see charters with goals that are not measurable or without a completion date in mind. While project goals and schedules can and do change for various reasons, not having an initial realistic goal and schedule based on the information at hand is a recipe for failure or sub-optimal performance.

Project Constraints:

Often there may be regulations, technology platforms, etc… that limit or constrain the direction of a project.  Constraints are something that must be known up front so that time is not wasted in a working toward a solution that will not be acceptable in the end.  The issues I normally see with constraints on project charters are that the constraints are not explored fully.  Were potential constraints discussed up front?  Were the constraints validated?  Constraints will, by definition, limit your avenues for success. They must be challenged to ensure that the constraints are truly lines in the sand that must not be crossed.  Often, constraints are documented based on the current situation and not discussed at a sufficient level of detail.  Understanding the details of the constraint may create additional opportunities for successfully completing your project.

Project Problem Statements, Goals, and Constraints are the elements that I see most often lacking in practice. What charter elements do you feel are potential detours or roadblocks to successful project completion?

It’s Cold! Let’s Heat Things Up with Some Change Management Discussion

Much of the USA has been extremely cold over the last few weeks.  I’ve lived in North Texas for 15 years and have never seen snow or ice remain on the ground longer than it has this time around.  I still have ice on my roof since the ice storm started 8 days ago.

The poor weather, business travel, newly assigned urgent projects, and the preparing for the holidays have minimized my desired level of focus on this blog. Right or wrong, I have observed over the years that most successful continuous improvement specialists do not let perfection get in the way of progress.  A bunch of base hits can be just as effective as a home run. So instead of waiting for the perfect time to focus on some of the topics I have plan for this blog, it seems best to get things moving.  Especially on a topic that we should surely revisit often:  Change Management.

My qualitative analysis, or more accurately my gut feel, is that the majority of Lean/Six Sigma/Lean Six Sigma training programs are extremely light on the topic of change management. My training class only discussed change management at a very high level.  We spent the majority of our class time on statistical analysis and other tools. While learning the tool set is extremely useful, if a black belt cannot effectively manage change then aren’t the other tools are useless?

Over the years I have improved my change management skills by self-study and practice.  The GE Change Acceleration Process has been a useful framework to follow, as well as the framework in the book Switch:  How to Change When Change is Hard.  I’ll be writing more about these later. What are your suggestions for improving the ability to manage change? 

Please comment!  Let’s Heat Things Up!  

What is Lean Sigma for Superior Service? An Introduction

So what is the purpose of this blog, Lean Sigma for Superior Service? Well there are two purposes. I've been told I have the ability to explain basic Lean and Six Sigma concepts in a way that is easy for those with little knowledge of these topics to easily grasp. I thought I would test that assumption and let you be the judge. I also have been looking for an opportunity to improve my writing skills, so I decided to begin two blogs and commit myself to sustaining them. The other blog, Duane Long's Blog will cover more general topics unrelated to continuous improvement.

Please allow me to introduce myself. I have been using Lean, Six Sigma, and other continuous improvement methodologies to improve processes for more than 17 years. I actually started using lean concepts while I practiced as a manufacturing engineer before I had even heard of these methodologies.  My early experiences included creating standard work at an instrumentation manufacturer and eliminating waste in electronic subassembly processes back in the mid 1990's.  Using these techniques was very successful in improving quality and productivity.  In addition, I found that I loved working with others to improve processes.

I received my first formal exposure to continuous improvement in 1999. My company at the time had a well defined lean program and a committed Lean Office.  I was selected to participate in several Kaizen events. Eventually, I led several successful events myself.

My obvious passion for continuous improvement eventually led to me being selected to receive six sigma black belt training, with a goal of certification. The training was completed, the final exam was passed with an excellent score, but the certification project was not completed. A few roadblocks, including the sudden death of one of our key team members, slowed our progress. We perservered through these events, but on the day our team was to receive formal tollgate approval for implementing change, it was announced that our facility was closing. The project was canceled.

Over the next several years I continued to use Lean and Six Sigma in process improvement roles in manufacturing, human resources, sales, and aircraft maintenance. I continued to lead projects that benefited my employers bottom line. I also gained additional experience in program deployment, training development, training delivery, and coaching of other Lean Sigma belts.  I didn't aggressively pursue certification for 9 years for numerous reasons, but at the suggestion of my manager at the time, I became a Certified Six Sigma Black Belt in 2012.

Since certification, I have continued my continuous improvement career in healthcare and financial services. My next goal is to become certified as a Master Black Belt soon by continuing to provide bottom line results for my employer focusing on productivity and quality improvements.

So, enough about me. Just a little level setting with my history. This blog will rely on my experiences, both good and bad, to hopefully provide the audience with my perspective of the world of continuous improvement. Hopefully this perspective can begin some great conversations, and that others will share freely their perspectives as well.

I can't wait!