1. A new way to achieve process excellence C P CHANDRASEKARAN NOV 2011
SMILE
A new way to achieve process excellence
C P CHANDRASEKARAN
NOV 2011

2. Current improvement paths
Kaizen
5S/TPM
TBEM
ISO 9001
7 QC tools
DWM (Japanese way)
suited for small shops.
Suited only for manufacturing.
One year cycle
Emphasis on conformance
Not appealing to executives –a view that it is too simplistic
Not caught on in India except with Deming prize applicants.
Six sigma (DMAIC) is popular
Lot of interest but there are issues

3. Difficulties in six sigma-DMAIC
Team spends too long a time in analysis and loses steam when it comes to improvement.
Team leaders do not gain the required expertise in statistical tools in spite of the training.
Teams unable to hold back some initial ideas which they want to try but the method does not allow them.
Faculty seem to be more attached to methodology and not interested in customising it for the teams.

4. DMAIC distribution of time –current experience
Define
Measurement
Analysis
Improve
control
20%
40%
10%
Poor show
Improvement gets 10% of the cycle !! (real value addition)

5. Cycle time 6 months is too long
In today’s organisational priorities, a six month cycle is just too long because-
People get transferred
Their roles get changed
Members get other assignments.
Management loses interest.

6. Need of the day
Spirit of PDCA and Cause and effect diagram should be kept alive.
Complex tools to evaluate results should be handled by experts.
Improvement and innovation should be brought to the fore.
Leading the change should be given due importance.
In short, we need a LIVE and VIBRANT methodology not a PROSAIC one.
After all, We need to SMILE !!!!!! at the end of the day.

7. SMILE is a shorter and pruned DMAIC for busy executives
S= Set Goal.
M= map the process.
I=Identify key factors for improvement.
L= Lead the change.
E=Evaluate the effect of change.

8. S= Set the goal S= Set the goal.
You need to set a goal which is important to you , your area and the organisation.
Tools used: Nil
Time taken = 1 week

9. M=Map the process
Map the process which you think you need to focus for removing the bottleneck and the pain.
Tools used : Process flow chart.
Time taken= 1 week

10. I=Identify the key factors
Which factors do you think are very much responsible for the situation in which we are in?
Cause and effect diagram/pareto/correlation
Time taken= 2 weeks

11. L=Lead the change Take a decision to change the factors
Tools used: Brainstorming, solution mapping, six thinking hats, affinity diagram, Force field analysis
Time taken= 6 weeks

12. E=Evaluate
Use the techniques to evaluate the effect of the change on the output.
If the evaluations shows there is improvement, go ahead and replicate in other places.
If not, repeat the identification and change management
Tools used: Pareto/hypothesis testing etc
Time taken= 2 weeks

13. Distribution of time in SMILE
Set the goal= 1 week
Map the process= 1 week
Identify key factors= 2 weeks
Lead the change= 6 weeks
Evaluate= 2 weeks
8 %
17 %
50%
Improvement takes
50% of the cycle

14. SMILE addresses the needs
The need is to
Have a shorter cycle time
More emphasis on realising improvements and less on analysis.
Less dependence on statistical part of the tools or taking it to a separate group.
Grooming the leaders in change management.
12 weeks
50 % for leading the change
BIG facilitators to apply statistical tools and evaluate the projects.
Change management and sustaining is given more importance
SMILE
You are there!

15. The team focuses on improvement BI auditors focus on evaluation
The team should focus on identifying the factors which are needed to improve and implement suggestions for improving them.
Evaluation of the extent of improvement is taken out of the team’s purview and put in the hands of the trained group of facilitators.
We will have a group of experts trained in statistical tools and software who will validate the improvements. They will also perform the required audits to sustain the improvements achieved.

16. Resources mobilisation
Focus on improvement
Focus on evaluation of effect of the improvements
Focus on training and helping the facilitators with a (GB methodology) certification
Team leader + members
Top management led facilitators
External consultant
Speed in driving the change
Consistency in evaluation

17. Thank you
Confidentiality and usage of the content: SMILE * is currently under development by C P Chandrasekaran and its use either as a methodology or otherwise by anyone is not allowed without the express permission of the above named consultant. Contact for permission:
C P Chandrasekaran, C2 505 shubhashree Residential, Jai ganesh Vision Phase 1, Pune. Maharashtra. India.