Mistake Proofing Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Six Sigma Simplicity

Key Learning Points  What Can Go Wrong, WILL !!  Aka: Murfee’s Law  What Can Go Wrong, WILL !!  Aka: Murfee’s Law

Mistake Proofing  To help your team find ways of avoiding process mistakes, consider the following categories  Strong and weak controls (i.e. how effective the controls are)  Physical and Psychological Controls  Unfortunately, telling someone not to do something is different from making it impossible

Strong controls  The controls immediately available to you are dictated by your team members  The stronger controls are usually available via senior managers. These include – changing employee terms and conditions, changing staff levels, changing capital equipment, issuing new procedures, reassigning resources – tooling, space, budget, employees  If the team wants or needs to use them, you should work with your champion. Help senior managers by rigorously applying the CAP and DMAIC tools. Especially the charter, benefits model, y=f(x) and brown paper.  The controls immediately available to you are dictated by your team members  The stronger controls are usually available via senior managers. These include – changing employee terms and conditions, changing staff levels, changing capital equipment, issuing new procedures, reassigning resources – tooling, space, budget, employees  If the team wants or needs to use them, you should work with your champion. Help senior managers by rigorously applying the CAP and DMAIC tools. Especially the charter, benefits model, y=f(x) and brown paper.

Strong controls & Physical controls  Strong controls are often, but not necessarily physical. Categorize each control as strong / weak and physical or psychological  Car speed:  speed limit, road signs, speed bump, tachs, engine size  Overtime:  Exhaustion, overtime budgets, 35 hour week, review meetings, process improvement, tax  On time delivery:  Schedule, reviews, penalties, potential orders, expediting  Strong controls are often, but not necessarily physical. Categorize each control as strong / weak and physical or psychological  Car speed:  speed limit, road signs, speed bump, tachs, engine size  Overtime:  Exhaustion, overtime budgets, 35 hour week, review meetings, process improvement, tax  On time delivery:  Schedule, reviews, penalties, potential orders, expediting

Weak controls  Procedures  Targets  Reports  Meetings  Training without assessment  Decide & announce  Actions without metrics  Local  Without accountability  Procedures  Targets  Reports  Meetings  Training without assessment  Decide & announce  Actions without metrics  Local  Without accountability  All of these need constant effort to sustain  If there is a lack of consensus on the need or effectiveness of these changes, then they will be temporary

Strengthening Psychological controls  Involvement/ Consultation  Storytelling  Build on existing practice  Binding to shared values  Support with changes to terms & conditions  Maintained accountability  Training to include – attitudes, practice, assessment, retraining  Consistent, involved leadership  Explicit goals and feedback  Involvement/ Consultation  Storytelling  Build on existing practice  Binding to shared values  Support with changes to terms & conditions  Maintained accountability  Training to include – attitudes, practice, assessment, retraining  Consistent, involved leadership  Explicit goals and feedback

BESTBEST WORSTWORST Ranking Control Methods  Eliminate the variable: Eliminate it by understanding variable interactions or by mistake proofing.  Automate the variable: Implement automated controls that require little or no operator intervention.  SPC on the Xs: Implement statistical process control on the input variable (or X) that controls Y. This form of SPC requires that Y=F(X) be understood.  SPC on the Ys: Implement statistical process control on the output variable or Y. This form of SPC is most frequently used by industry.  S.O.P.: This is the standard operating procedure implemented to detect defects. The action is not sustainable in short term or long term.  Eliminate the variable: Eliminate it by understanding variable interactions or by mistake proofing.  Automate the variable: Implement automated controls that require little or no operator intervention.  SPC on the Xs: Implement statistical process control on the input variable (or X) that controls Y. This form of SPC requires that Y=F(X) be understood.  SPC on the Ys: Implement statistical process control on the output variable or Y. This form of SPC is most frequently used by industry.  S.O.P.: This is the standard operating procedure implemented to detect defects. The action is not sustainable in short term or long term.

Poka-Yoke Challenge - Exercise Mistake proofing techniques are strong physical controls designed to prevent process errors. Look at the sheets provided. For each example, how are errors prevented? Mistake proofing techniques are strong physical controls designed to prevent process errors. Look at the sheets provided. For each example, how are errors prevented?

Computer Disc

Fuel Cap

Car park entrance

SinkSink

Windowed envelope

Review - Exercise  Which of the following controls would you use to ensure that internal mail is delivered before lunch each day? 1. Double the existing number of mail staff 2. Issue a procedure which says that mail is to be delivered by 9am each day 3. Hold a meeting each week to review on time performance of the mail department 4. Tell everyone to collect their own mail 5. Start the mail room shift at 6am each day 6. Don’t let the mailroom staff go home until they have delivered all the mail for tomorrow 7. Deliver the Managing Directors mail last 8. Move the mail room to the staff restaurant  Which of the following controls would you use to ensure that internal mail is delivered before lunch each day? 1. Double the existing number of mail staff 2. Issue a procedure which says that mail is to be delivered by 9am each day 3. Hold a meeting each week to review on time performance of the mail department 4. Tell everyone to collect their own mail 5. Start the mail room shift at 6am each day 6. Don’t let the mailroom staff go home until they have delivered all the mail for tomorrow 7. Deliver the Managing Directors mail last 8. Move the mail room to the staff restaurant

Mistake Proofing Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training