Page 295 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Theory of Inventive Problem Solving (TRIZ) 263

• Dialog with employees before embarking on change management
activities.
• Use story-boarding to facilitate creative problem solving (i.e., gathering
the data before the creativity session).

B. Prearrange Objects Such That they can Come into Action from the Most
Convenient Place and Without Losing Time for Their Delivery
• Kanban arrangements in a just-in-time factory.
• Cell-based manufacturing.
• Publish an agenda before meetings.
• “If I had 8 hours to chop down a tree, I’d spend 6 hours sharpening my
axe”—Abraham Lincoln.
• Benetton “retarded differentiation”—clothing is knitted before it is
dyed; color only applied when the season’s popular colors emerge.
• Dealer-fit car accessories—CD player, alloy wheels, air-conditioning, etc.

Principle 11. Beforehand Cushioning
A. Prepare Emergency Means Beforehand to Compensate for the Relatively
Low Reliability of an Object
• Contingency planning.
• Establish a worst-case, fall-back position prior to negotiation—“best
alternative to a negotiated agreement.”
• Back up computer data.
• Run antivirus software frequently (and update it frequently).
• Encourage short, effective meetings by removing the chairs.
• Put clauses in contracts requiring arbitration or mediation to avoid
litigation.
• “Eighty percent of a successful production is in the casting”—Lindsay
Anderson

Principle 12. Remove Tension
A. In a Potential Field, Limit Position Changes (e.g., Change Operating
Conditions to Eliminate the Need to Raise or Lower Objects in a Gravity Field)
• Make horizontal career changes to broaden skills.
• Team members distribute their own merit award money (rather than
often divisive management dictating distribution of money).