Time
9 hours 53 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Transcription

00:00
Hi, guys. Welcome back. I'm Katherine McKeever and the scissor lean six Sigma green belt.
00:05
So we have officially moved out of statistical process control and we are back in the control phase of your domestic project. So you know that statistical process control is very useful for helping with your control phase, but it can be done completely independent of your domestic project or your PDC A project. So with that
00:25
back into the control phase, I want you to understand the purpose of a control plan. I want you to understand the four types of control plans and the two factors that go into developing your control plan.
00:37
So in Yellow Bell, I said control plans exist. And don't worry about it because your project facilitators going to deal with it. So now you're the project facilitator, so you get to deal with it. So the reason why we do control plant is because we want to keep up the good work. So with that, what I need my that is
00:56
Lena. Six Sigma tends toe have a pretty high project failure rate,
01:00
so it's about 70%. And the way that we get that number is we go back and we re measure our benefits one year from the time that we do full implementation.
01:12
And generally speaking, 70% of those processes either are not seeing the benefits that they initially saw, or even worse, people have gone back to the way it used to be.
01:23
So we call that regression towards the mean, which simply means going back to the average. But it tends to happen in the 3 to 6 month range. So with that, we want you to have a really solid control plan because I don't want you to be one of the statistics. I want you to be one of the 30% that has this world or game changing
01:42
project.
01:44
We do it to maintain control of the process, which you know that control actually equates to process stability, which means consistency in your mean and your variants. So I know that it takes me 20 to 25 minutes to commute to work every single day so I can start making some predictions from the
02:02
but ultimately we also want to maintain our solutions.
02:06
So we want to do all of this good work in our project. We want to implement them and we want to maintain those objectives and the solutions that we set forth in the project because otherwise it's just kind of been a waste of everybody's time. So strong control plan for you is the facilitator.
02:23
To write a strong control plan, you need to understand standardization and throughput, these air going to be the two key factors and how you choose what control plan you're gonna right. So throughput as a refresher is the amount of products or services going through the process.
02:40
So this is not how long it takes, but how many we make in one process.
02:46
So bigger throughput means we're gonna have a bigger output. Standardization is the degree in which each of the steps are completed the same way. So remember, standardization is key. It's one of the core tenants from the are lean six Sigma program. We want the same people to do the same work the same way every time.
03:06
The higher your level of standardization.
03:07
It means that you will do different control plans.
03:12
So when we are looking at are types of control plans were going to go through the high low measurements so high standardization and low throughput. So these air things where we do it the same way every single time. But we really don't do with all that many times you're going to be sales.
03:31
Real estate
03:32
surgery is pretty high standardization, but really, in the grand scheme of things, we don't do that many surgeries as compared to all of the other medical procedures. Aviation very, very high standardization and, I would argue, is also becoming high through throughput.
03:50
Southwest Air's Love Him or hate him
03:53
is actually one of the leanest organizations in the world. It is one of our world class Visa is as well, which will go through in our high standardization, high throughput education. So this is kind of an interesting one, because if you think about what your population is
04:10
for people who could get educated, you tend to go through the same steps. You cover the same content, so every single person
04:16
who takes this green boat course will have standardization. You'll hear the same material, but we don't know how many people are going to go through it. So education is actually considered a low throughput.
04:28
So conversely, high soon ization high through high throughput. You're looking to manufacturing these air All those beer bottling plants that I was talking about with inherent variation. These air robotics, like you just turn them out like shoot, shoot, shoot. Your other one is gonna be financial institutions.
04:44
So we talked about Southwest Airlines being one of our world class organizations.
04:48
Visa is another one. So visa tends to consistently function at a six signal level. So financial institutions, when you think about high throughput, think about the number of credit card transactions that these organizations process low standardization and low throughput.
05:05
These were gonna be your craftsman. So these air people, when we make something new
05:10
every single time, these are gonna be your technical specialists. So this is actually a little bit. Where I categorize our cybersecurity is because it is a little bit of a different. It's a different enchilada every time you do it
05:26
on. These are also gonna be your researchers, so you tend to research different things, or you tend to research the same things looking for different things.
05:32
Um,
05:33
Melo Standardization, high throughput thesis. Your short order cooks, man, like I have sat in diners and watch these people make eggs like more ways than I can imagine. But they turn those out every three minutes. So think something like that where you have a really tight time constraint,
05:50
but you can have a lot of variation in it.
05:54
Eso even things if you think about like, custom made. Really, is it custom made or is it tailor made? So when I go through and I pick all of the different colors for my laptop, they have options for me to choose from. That is, in fact, still going to be pretty high standardization. So this is where I'm saying, I want egg whites only with cheese on the left side of the plate.
06:15
So now that you understand high standardization, low throughput now let's talk about how we control those. So if you are looking at high standardization with low throughput, you're going to be looking at checklists and audit schedules. So these are things we do work the same way every time.
06:31
So let's have a checklist yet. Check, check, check, check. So if we have a very low throughput and I only sell one house a month,
06:40
I know that I'm hitting all of those keys in my standardization auditing. This is where we're going to go and take a spot check. So we talked about gauge R and R and s, eh? So your measurement system analysis you can use those tools to come in and take a peek and make sure that your process is still running the way that it was designed.
06:59
High standardization, high throughput.
07:00
This is going to be your statistical process. Control eso. You want your controls that are already built into the process. You want to make sure that you have everybody reviewing your SPC in your control charts. That's where you're going to really see the most. The most bang for your buck.
07:17
Lo standardization, low throughput. So this one's a little bit challenging because this is going to be self reporting so self inspection or having your peers take a peek at it on and status reports. Where are you on this? It's very, very hard to have a control plan for those types of roles
07:35
those technical specialists, those craftsman,
07:39
because it's different every single time. So this is not where we want to do our lean six Sigma projects. Low standardization, high throughput, thes they're going to be your lagging measures. So if you remember, when we talked about leading and lagging measures, we said that lagging measures are going to be. When I look backwards, I see how I do
07:59
bar charts, pie charts, parade owes, hissed a grams, all of those.
08:03
That way, you can kind of get a sense of what it actually looks like. You can use those to make changes moving forward. So adjusting your processes say, if you were looking at a bar chart from the number of complaints that you received, maybe doing a PDC around a specific complaint type.
08:22
So that's what the how high, how standardization and throughput
08:26
relates to the types of control plans that you were going to draft as a lean six Sigma practitioner.
08:31
So with that today, we went over why we want control plants because we don't want to be a statistic on the four types of control plans. So you know that depending on your standardization and your throughput, there are different ways to draft those control plans, so they are effective.
08:48
So with that in our next video, we're gonna go over validating our project benefits.
08:52
So making sure that we did in fact, do what we said we were going to do. So I will see you guys there.

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Kathryn McIver
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