Quick Hits Refresher

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9 hours 53 minutes
Video Transcription
Hi, guys. Welcome back. I'm Katherine McKeever, and this is your lean six Sigma green belt course, and these module were actually going to do a really quick review of quick hits. So, um, a refresher for what was, I hope, one of your key takeaways from your yellow belt course.
And then I also want you to be able to understand quick hits within domestic projects.
so with that, let's let's hit on our quick. It's a quick hit. By definition is a process improvement that doesn't necessarily utilize the domestic methodology. So the defined measure analyze, improve and control linear progression. That is a lean six Sigma project.
In addition to not utilizing de NAIC,
they can be done within a month. So short time frames, as compared to our to make projects which are bigger. Um, as a greenbelt, your projects are probably gonna be between three and six months. So we're looking at something that can be done in less than a month,
not cross functional. So if this is something that involves your finance or your HR team and you don't work in finance or each are, then it's not gonna be a quake hit
and you are going to want the domestic methodology because there are certain tools in there that help teams work together. So this is really going to be for your intact department. But they are still measurable, and this is really important because that's still measurable. Is the difference between a quick hit
and it just do it. So, if you remember, are just do it or common sense. They are things that if we move the printer, people are going to spend the less time walking back and forth to the printer. Then just move the printer. I'm guess that example is measurable,
but just do it where, as your quick hits you want to measure, you want to quantify or documents that you did in fact make an impact on your organization's functioning.
My recommendation is that you use the PDC a model, so the plan do Check Act. It is one of our
problem solving or root cause tools. It's also a many model for process improvement as a whole. It was Demings contribution, one of Demings contributions to us so it can be called the Demian cycle. But where this is where we're doing kind of a mini Domecq
where when we plan,
we're making sure that we understand what the problem is and how we're going to measure it. When we do, we actually implement it. We're going to go back and check it and make sure that what we thought was the solution was, in fact a solution. And then when we act, we're going to do widespread implementation.
So we have the components of planning
where we're going to make sure we understand, which is a lot like our define, um are doing is gonna be a lot like our analyze and improve phases where we're actually gonna implement solutions. Going back and checking going to be some of our measure phase and a little bit of our control phase in a day make on Then acting
firmly in our
control phase were moving forward. So I do. I did in Yellow Belt recommend that you use PDC A for your quick hits. However, because you are within a dim AIC project, you don't need to do P. D. C. A.
Because you have already done this as part of your defined measure. Analyze improver control
steps. So that's why I wanted to map the relationship for you. Um, your planning is done within. Define you Know what your objectives are. You don't necessarily know what your solutions are because you're doing analyze and improve That being said
the things that you identify as quick hits. So things that can be done
within a month that are not Chris functional but are measurable can be done as part of your do make projects improve phase. So, as you were doing root cause analysis, you should have been capturing a parking lot for these items that are quick hits. You do want to make sure
that when you do your root cause analysis and brainstorming
that you do try to specifically know if this is going to be a quick hit solution or if this is going to be a domestic solution that you're going to want to pilot. You do sort of pilot, um, in that checking. But a pilot needs a formal pilot plan where the quick hits
something that you Condell a gate to your team members toe lead.
That being said, those guidelines still apply so can be implemented within a month. This is very important, not cross functional This is why I would recommend delegating it to the team members that the hit, um, impacts. This is an opportunity. Empower your team
to lead without you.
And then, of course, still measurable. You're gonna wanna count that towards your project benefits. So when you are calculating your benefits of your primary secondary or tertiary or hard, soft and intangible, you're gonna want to make sure you include
what you capture from your quick hits. In that calculation, in your final report out when you wrap up your project.
With that, we went through a really quick review of quick. It's brought them back to the forefront of our mind on we talked about how do we integrate them within our domestic projects and from that were actually going to go into developing effective pilots.
So we're gonna pull together our future state process, mab,
our design of experiment knowledge. Hopefully, some quick hits we capture through brainstorming and root cause analysis and develop some pilots so we can actually test these solutions that were designing. So I will see you guys there
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