applying lean six sigma to records management roger hansen, crm charlotte piedmont chapter,...
TRANSCRIPT
Applying Lean Six Sigma to Records Management
Roger Hansen, CRM
Charlotte Piedmont Chapter, September 18, 2008
Agenda
Introduction to Lean Six Sigma Lean Six Sigma Practical application
Lean Six Sigma
A business improvement methodology Designed to make rapid improvements
in production processes and procedures
Improvements to both quality and speed
Customer satisfaction is a driving force
What does this have to do with Records?
Information is THE vital asset of an enterprise The institutional memory Evidence of work done Foundation of good decision making
Records and information are produced assets They should be managed as a corporate
asset Lifecycle management is the key
Key elements of Lean Six Sigma for RIM
Customer focused Operationally based Value driven Waste reduction – Muda Terms to know
5S Kaizen DMAIC
Volume of information maintained is doubling every 18 months
40% of professional’s time is spent trying to manage or repurpose unstructured data
– Gartner 6/24/2005
80% of this information is created and managed by individuals at the desktop – Gartner Group
Information as a Product
We are drowning in information and starved for knowledge. -Unknown
Lean Six Sigma Model
Large projects with big impact that lack sustainment therefore backslide overtime
Imp
rove
men
t
Continuous, Incremental Improvement
Small, Continuous, Sustainable Changes
Time
Why do Lean Six Sigma?
Lean
Lean
Term coined by James P. Womack and Daniel T. Jones in their book, “Lean Thinking”
Toyota is well known for their version of Lean Manufacturing
Lean Fundamentals:
Increasing value Specify value in the eyes of the customer Identify the value stream and eliminate
waste Make value flow at the pull of the customer Involve and empower employees Continuously improve in pursuit of
perfection
Lean FundamentalsReducing Waste (Muda) Transportation Inventory Motion Waiting Over Production Over Processing Defects Unused Creativity
Maintaining unneeded records or documents is a 100% wasted expense. 2005 Cohasset ERM survey
Lean Information Lifecycle Mgmt
Review each element Creation of information Maintenance (Active) Use Storage and retrieval (Inactive) Disposition
Lean Opportunities
80% of this information is created and managed by individuals at the desktop
– Gartner Group
This largely represents the intellectual knowledge of the company
There is no systematic management of this information
Advantages of Lean For the individual
Spend less time looking for your documents Reduce the clutter Improved teamwork
For the team Reduce training time for new employees Everybody organized the same way Documents available to everyone who needs them
For the company Making sure information useable and available Legal and regulatory compliance Protect information from loss or disaster
Lean Tools
5S Kaizen
What does 5S stand for? Sort - Eliminate what is
not needed Set - A place for
everything and everything in its place
Shine - Cleaning and looking for ways to keep it clean
Standardize - Systemize the maintenance of the first 3 S’s
Sustain - Stick to the rules. Show real progress.
#1
Sort
#2
Set in
Order
#3
Shine
#4
Standardize
#5
Sustain
A process to create and maintain organized, clean and safe workplaces.
Tools and processes allow team members to leverage their knowledge and creativity to design an efficient workplace Right tools for the job Organized systematically and consistently
5S will provide monitoring and measurement tools to maintain the improvements that you make
What is 5S?
Kaizen
Kaizen is a Japanese word for continuous improvement
Kaizen seeks to eliminate waste Kaizen is about immediate improvement,
not optimizing long term Don’t let best get in the way of better
Kaizen’s Focus
Customer Improving customer service Reducing lead-times to customers Enhancing quality (CTQ)
Operations Reducing cost Eliminating waste Improving productivity
Why do Kaizen events?
Kaizen events enable groups to quickly drive improvement in all areas of the business.
Kaizen events can obtain significant and measurable results in just a short amount of time
Kaizen events involve the knowledge and experience of all associates to drive excellence
Six Sigma
Six Sigma
Developed by Motorola Eliminate defects Reduce variation Data and statistically driven DMAIC methodology
Define, Measure, Analyze, Improve, Control
The Statistics
Sigma is a Greek letter used in statistics to measure standard deviation The Six Sigma goal is to develop a process
results of 6 standard deviations from the mean This would mean no more than 3.4 defects
(those products outside the customers specifications) per million
Six Sigma roles Customers
Define issues and request Six Sigma projects Champion
Organizational mentor and problem solver Master Black Belts
Full time advisors, mentors, and coordinators of projects Black Belts
Full time project facilitators Green Belts
Employees that implement Six Sigma along with their regular job activities
DMAIC - Define The define segment is critical to the success
of any Six Sigma project It is an agreement between the project team
and the sponsors of the project as to what the project is and what is to be accomplished
Scope creep is a very real enemy Definition should include:
Clear statement of intended improvement High level process map A “Voice of the Customer” understanding Project link to overall corporate strategy
DMAIC - Measure Six Sigma is fact based and data driven The Measure step is designed to ascertain
the problem point and factually document that conclusion
Data collection and determination of the current baseline capability
DMAIC - Analyze The Analyze stage of DMAIC involves review
of the data from baseline activities to help identify the location or cause of defects to the process
Common tools used during Analyze are 5 Whys Brainstorming Pareto Charts Cause and effect diagrams
This allows for a more focused plan during the improvement Stage
DMAIC - Improve The purpose of the Improve stage is to prove
that the proposed solution will bring about the desired result
Tools used during the Improve stage include Brainstorming Flow charts Kaizens 5S
Pilots are conducted to test solutions
DMAIC - Control
The control phase is often the most important It is designed to put in place systems to
ensure no reoccurrence of the problem Regular monitoring of the process Standardized documentation for review and
training
DMAIC - Leverage
Leverage is not found in all Six Sigma programs
Leverage is the concept that the lessons learned during a project be shared Other parts of the organization may be able to
take those lessons and apply to their own processes
Lean Six Sigma in Practice
Replace the Office Clean-up Day Replace the annual Clean-up Day or Office
Purge with a 5S program Team oriented versus individual Analyze how you work to be more efficient
Workstation layouts Team/departmental flows Standardization
Positives of an Office 5S Program Creation of a cleaner, more efficient, less stressful
work environment A work place that you can take pride in A workplace that says “We are a world class company” Less time spent finding the information and tools you need
to do your job Fewer lost documents Safer workplace More efficient….value added
It is vital to document the work done and create a plan to monitor, sustain, and continue to improve
Kaizen
Example: Review storage of unstructured Team/Department e-documents on individual and shared resources Hard drive, Shared file servers, E-messaging
systems, collaborative sights Team Kaizen using 5S methodology to develop
standardized systems for lifecycle management of unstructured information
Six Sigma Black Belt Projects for RIM
Not many known DuPont project on discovery processing
Questions
Thank You
Roger Hansen, CRM [email protected]