11.2 Monitoring and Response Plan

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9 hours 3 minutes
Video Transcription
Hi, guys. Welcome to control phase monitoring and response plan. I'm Catherine MacGyver, and today you'll have an understanding of the purpose of a process monitoring and response plan.
So if you remember in our previous module, we did our process control plan and we transitioned our new and improved process to the process owner, we develop some technical writing and documentation as faras policies and procedures and some training for our new process users. So before we jump to too far into
monitoring plan, I want to give you some context as to why
process monitoring and response is so very important.
So within Lean and six Sigma, there is this idea of regression towards the mean. It's a little bit cheeky of an answer because Nina's statistical for average, but it has to do with this idea that people like to go back to doing things the way they did it before, and usually that happens it about six months, so
it's lean. Six Sigma projects are not considered or not declared
successes or failures until six months or a year passed the project team wrapping up. So we're working on wrapping up right now. There is a little bit of a depressing statistic associated with it. So there is
a prevalent belief that 70 or so percent of lean six Sigma programs
Also, remember, there are two aspects to lean. Six Sigma program. There is this culture of continuous improvement where your employees are empowered to do their quick hits. Identify waste in their own area, implement five s as it's appropriate for them. And then there are your domestic projects or your higher level, um Six Sigma Work your
organization of maturity level three when you start working on
data and you four when you start working on projects. But as a broad generality
lean, six Sigma projects are considered to be not successful. Um,
as likely is not so about 70% of the time. Doesn't the sustainability of the projects doesn't hold? That's why a process monitoring and response plan is so important. So in the previous module I talked about how we need a control plan
to effectively transition from the project team, owning this to the process owner owning it, we need a process monitoring plan
to make sure that all of the good work that was done throughout the project to this point, sticks or stays so that in six months or nine months or a year from now, when we go back and we re measure it, we didn't find that all of the great improvements that we have done are still there.
So a process monitoring in response plan is it data collection plan that measures the ongoing health of the new process? I know that this is going to surprise you,
lots of lots of linearity between these projects. You're measurements for your process. Monitoring a response plan should be the same measurements you determined in your measure phase and what you used in your improv phase to test your pilots. So we want to make sure that we're continuing to measure apples to apples
as the process
settles for matures. Eso in your process monitoring in response plan, you're going to want to have data collection details, including instructions, because remember, the project team was there when we developed the methodology to measure this. But now we're giving this to someone else who may or may not have been on the project team,
so we want to be very detailed. And what is the data that we're looking for.
How do you collect that data? And how frequently do you measure that? And that's gonna be your process. Monitoring.
You want to compare it against both your baseline, which is where you started with your problem statement and your pilot results, which is where you said this is how effective these solutions are. So then the next part of that is the response piece. So when you develop a response plan, you're going to establish
a trigger level. So this is where we're going to say
if our values get to this level, we need toe act very quickly. So remember back to her and on boards module, where we said if there's something wrong with the process,
we need to raise our hand and have a rapid root cause analysis so that we can start determining what is happening and get back on track.
So ah, good response plan is also going toe have not only your trigger level, but what you do. If you see this going over and above this threshold and when you say what you do, you both want, you want both of you
and long term plan so immediately we're going to stop the process, We're going to convene a root cause analysis and then long term, we're going to re measure or
we're going thio have a P D. C a around it or we're going to convene a d make project if this is a sustainable So, um,
something other than an exception or special cause variation. But you want to continue using your newly improved process to meet your process objectives. Otherwise
you're going to go back to the way that it was always done. Which means that all of the work and all of the investment in the brain power and the time that went into your domestic project will not yield the results that your organization is looking for
if you go back to the way it was always done. So we want to make sure that not only do we know how we're gonna make sure the process is on track, but also what are we going to do if it gets off track? Which is why I wanted to specifically talk about an onboard and having the ability to raise your hand as soon as you realize
that something is off track in your process.
when you're talking about you're monitoring and response plan summaries. You want to do this because you want to make sure that the benefits that you gain are sustainable, that they stick around, that you don't go back to waiting to doing it the way you did before, which means you're going to want to have a monitoring plan, which has, How are you going to collect your data?
How What are you measuring it against? How frequently are you going to do it? And some instructions for people who maybe weren't there when you developed your data collection plan
on the outset, we're going to talk about We want linearity throughout the process. So that time bound measurement that I keep talking about that shows up everywhere. You're gonna want your measurement to be time bound here because we want to make sure there were always comparing apples to apples and then you want to have a response plan. You want to say
if we're off track, what are we going to do to get back on track? And you want to make sure that your process owner
knows how to do it so that they can train their employees so that all of the work that you've gone into improving this process and identifying that there is in fact a problem doesn't fall by the wayside, which is what the point of our monitoring and response plan is.
So our next modules, we're going to start getting more until logistics and we're gonna start talking about documenting and formally wrapping up our projects, so I will see you guys there.
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