Page 209 - Lean six sigma demystified

Chapter 5 ReduCing defeC t S with Six Sigm a 187

Solution: Recognize that this member is operating on gut feel, not data.
Simply ask: “Okay, do you have better data?” (They don’t.) Then ask “How
do you know the data’s invalid? (I just know.) How do you know? (Instinct,
gut feel.) Well, unless you have better data that proves this is invalid, we’re
going to continue using this data. You’re welcome to go get your data, but
meanwhile, we’re moving forward.” If the person is unwilling to continue,
you should excuse him or her from the team, because he or she will con-
tinue to sabotage the progress.
Pitfall 4. Whalebone diagrams. When searching for root causes, if your fi sh-
bone diagram turns into a “whalebone” diagram that covers several walls,
then your original focus was too broad.
Solution: Go back to your Pareto chart. Take the biggest bar down a level
to get more specifi c. Write a new problem statement. Then go back to root
cause analysis.

Pitfall 5. Boiling the ocean. Teams have an unflinching urge to fi x big prob-

lems or all of the problems at once. If you’ve done a good job of laser focus-
ing your problem, you’ll have a specifi c type of defect in a specifi c area to
focus on. If you let the team expand its focus, you’ll end up whalebone dia-
gramming and have to go back to a specifi c problem.
Solution: Get the team to agree to solve just this one issue, because its solu-
tion will probably improve several other elements of the overall problem.
Assure them that you’ll come back to the other pieces of the problem, but
fi rst you have to nail this one down.
Pitfall 6. Measuring activity, not results. Companies count the number of Six
Sigma Black Belts trained and the number of teams started, but fail to mea-

sure the results achieved by these teams.
Here’s my point. Use data for illumination, not support. Let it be your guide.
The answers will surprise you and accelerate your journey to Lean Six Sigma.
? still struggling

Teams often fail from either a lack of focus or a widening of the focus. The tighter
the focus the more successful the team can be. Then pick off problems one by
one until they are resolved.