9 hours 53 minutes
Hi, guys. Welcome back to lean six Sigma Green Belt. I'm Catherine. Like I ever. And today we're gonna go over the last of our root cause analysis tools that we introduced in Yellow Belt on. We're gonna facilitate affinity diagrams.
Same guidelines is before we introduced this in Yellow Belt. So conceptual e how it works. If you need a refresher, go back and take a peek at this module. This particular lesson is going to be focused on facilitating affinity diagrams.
So I was so excited, I actually found an affinity diagram focused on cyber technology or cyber security, which is super cool. So what you are looking at right here, even though you can't read it is an affinity diagram from a, um
read penetration attack. So what you will see is if you look on the right and read backwards, you have all of the different ways that this attack could have happened on. And then, as you move towards the left,
they are clumped into more logical groupings.
To which, where we end with these blue arrows, I expanded the words on this to things like fine creds from the outside on network, with no creds. So what you are seeing here is all of the brainstorming for how an attack could have happened, pulled into
an affinity diagram or logical groupings. So then what you're going to want to do from here
is Jews which topic you're going to focus your energy on. So, for example, may be gained. Access to initial host is where your project or where your team is going to test your hypotheses, developed some hot pilots and implement some of the changes that you're identifying during your improved
So when that you create an affinity diagram, you are going to record all of your team members ideas, and that is everything that the team can think of. This is actually my favorite for being done a synchronously. I'm going to show off how old I am.
So one of the things that I did, um, was a word Aled.
Once upon a time where I would have everybody through their ideas in, and then we could kind of see how they populate together based off of the size of that. I know that that's not cool anymore, but what you're looking for here is let's grab everything that anybody can think of.
And then we're gonna review these as a group toe, identify relationships or themes.
So what topics are similar or the same that because
hopefully, while you don't have group, think you guys have come to very similar ideas for what your root causes that makes it easier as you are looking to improve. If you have wildly divergent ideas, this is where we might start talking about multi voting again because at the end of the day, you have to make a decision.
Tangent? No, on that. One of the best things that my professional men's or told me early on is that the road to life is paved with flatten squirrels who couldn't make a decision. So especially as we're looking at Lean and Six Sigma doing something you can always learn.
Do a pilot failed? Go back to the drawing board.
You have learned what doesn't work, so even if it's not necessarily where you want to be when you have vastly divergent opinions getting out there, getting more data will always help you make more informed decisions in the future
because you guys are all excellent practitioners and were trained by me and you understand that documentation is the key to future projects. Successes.
We talked about Project documentation and Yellow Belt for those of you who don't remember. So
I wanted to show you a real life example of, um, a affinity diagram session. So this is one of mine. It was in person. But what I did is to minimize groupthink. Everybody got a post it note pad and literally right down
every single idea,
no matter how wacky or outlandish. Or if you think your neighbor next to you like we can see a person in the middle reading each other's notes had the same idea. Just write them all down, and then we will start clustering them in similar ideas.
We're gonna pause for a minute and do some learning. So for those of you who paid very close attention
and our team management lessons, the first thing I want to call out is This is too large of a team. So this was a very difficult team to facilitate, which is why we ended up doing a lot of silent brainstorming because we found with a dynamic this large
team members were talking over each other. We saw quite a bit of groupthink
eso for this particular group, we did as much silently or a synchronously as possible to try and manage the team from the rest of the project perspective. This was a very rocky project. We spent a lot of time in storming
from a team development perspective. So
a little bit of a narrative on this picture tying together some of our other modules. But what you see here for an affinity diagram, capture all of the ideas and then group them into logical groupings or themes. If you need a tiebreaker, you can certainly multi vote or tiebreak
or it's not unheard of to have a couple of orphan ideas
that don't really fit in with anybody else.
Um, make sure you try and do this as structured as possible. So the thing about unstructured affinity diagram, um, is that you don't have a focal point. So in five wise, we know that we're talking about why did the system go down?
So all of our ideas you're going to be around this
foran infinity diagram. We're out there into everything so you can see some really crazy ideas, but you want to make sure that people don't start when you have a free form. People like to group,
which is where groupthink comes in. We're like, Oh, that's a really good idea. Let's continue down that have
and you lose the strength of the tool. Another thing is, is don't try to force this into an ideal number of categories. This isn't the issue, Kao a diagram, and you can have a parking lot where those orphan ideas were like, Oh, this came up But it's not specifically related to this. But let's go ahead and keep it in mind because
it may be a great project. It might be a quick hit,
but let's not forget about it. Um,
one of the weaknesses of the affinity diagram is that it can be superficial. So, um, one of the things that one of my colleagues did really, really well on by envy him for thinking of this was he started his group with affinity diagrams
so that he could get kind of the major themes and then flipped over to the five Wise.
Once we got those major themes so captured the strength of all of your creative thinking. But at the same time came back to structure it toe where we could get actionable hypotheses. So I thought that that was a really brilliant blending of the tools. If you guys think of great ways to do this, please let me know
I will not steal them. I will attribute them,
but propagate as much as possible because I think that that's is the creativity and the power in the discipline.
So with that, today, we win over creating affinity diagrams. I'm just so excited to find one for cybersecurity. We did go over the keys to success. So you do know that this one needs to be more silent, restructured because it has the ability
to be very divergent and go down tangents or bunny trails
that don't relate to the project very easily. On Ben, you do. You did hear about my very dear colleague who figured out a way to make this a more powerful tool by blending them on. And you know that you don't need to force these into a preset conceived notion off boxes. So with that,
we're moving over to
a tool that I think is a really great root cause analysis tool. But doesn't pop up very often. I think that you guys, a cyber people are going to be more familiar with it than kind of the general population. So I am hoping your is excited about it as I am. I'll see you guys in Bethany A or failure modes and effects analysis.