Posts tagged "Agile Lean Six Sigma"
Jay Arthur was the featured speaker for the 10/22/20 ASQ Boulder Section Web Meeting. His topic was “Agile Approach to Lean Six Sigma.” You may view the video of Jay’s webinar below:
If you’re interested in learning more about QI Macros for Excel (the software Jay wrote and developed), click HERE and view the demo video in the yellow box. You may also sign up for a free 30 day trial of the software by filling out the form on that page next to the video, or by signing up at THIS link.
If you’re interested in learning more about Jay’s ideas on Agile Lean Six Sigma, you can download a free brief summary of Jay’s ideas in his “Agile Lean Six Sigma Manifesto,” available at THIS link.
Continue Reading "ASQ Boulder 2020-10-22 Section Web Meeting"
Leaders, managers and programmers sometimes get frustrated with software systems and try to rewrite them. This usually fails. It is possible to use Six Sigma and the 4-50 rule to find and fix the few code modules that have the most bugs and require the most enhancements. This delivers software quality without the high cost and risk. Here’s how:
“Hi, I’m Jay Arthur, author of “Lean Six Sigma Demystified” and the QI Macros [software].
“Today I want to talk to you about software. Now, some of you may work in software, some of you may use software… (If you have a phone, you’re using software) There’s lots of software around, and sometimes there’s bugs and stuff like that, and sometimes we’re enhancing things.
Continue Reading "Accelerating Software Quality Using the 4-50 Rule"
Yankee Spirit (50% reduction in delay, defects and deviation) is easy to achieve. It’s imperative. Here’s why:
“Hi, I’m Jay Arthur, author of “Lean Six Sigma for Hospitals” and QI Macros [software].
“When I first got started in Quality Improvement, our training folks talked about Yankee Spirit as a method of setting a goal. What’s Yankee Spirit? Well, Yankee Spirit is simply a 50% reduction in delay, defects and deviation.
“Well, that just sounds like we’re just taking a dartboard throwing a thing at it, but it was years later that I realized that this is actually scientifically doable. As I started to look at it, Pareto’s rule says 20% of what you do produces 80% of the waste, rework, lost profit, patient harm… whatever you want to call it.
Continue Reading "Yankee Spirit Goal Setting"
Predators are lazy. So are humans. Here’s why that’s a problem:
“I was out in Hawaii and I saw these people doing shore fishing. I thought, “That might look fun.” I went to this one store that sells sporting goods stuff and I said, “Is there anybody who has a class or anything on shore fishing?” He said, “No, no; nobody does that,” he said. “But all you have to understand is that predators are lazy.”
“I think I’ve talked about this before, but essentially, the predatory fish come in on the tide and then they go out on the tide.
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Gut feel often leads to wasteful solutions to almost everything. Here’s why:
“Hi, I’m Jay Arthur author of “Lean Six Sigma for Hospitals” and the QI Macros [software].
“When I was working at U.S. West in the phone company we had a little problem in Iowa. We were doing about 12,000 repair appointments a month; that’s where they would come out and fix your landline phone. (I know you don’t have those any more but we used to have landline problems.) Anyway, customers were complaining because we would tell them we would fix their phone four days from now, so on Monday we’d tell them Thursday and so on.
Continue Reading "Punishing the Masses for the Sins of the Few"
At the ASQ Lean Six Sigma Conference in Phoenix, keynoter Gregory Watson asked: “Is it time to rethink and simplify quality improvement?” I believe Agile is the answer:
“I was out at the ASQ Lean Six Sigma conference in Phoenix [earlier this year]. Dr. Gregory Watson, the keynote [speaker], was also the keynote [speaker] at the very first conference back in 2000. He said, “Is it time to start to rethink what we’re doing in Quality? Can we simplify what we’re doing?”
“I say the answer to that question is yes, obviously, because I’ve been talking about Agile Lean Six Sigma: How do we take the skills of Agile and apply them to Lean and Six Sigma so we can get results in a day or two; not in weeks and months and years.
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Traditional Lean Six Sigma Training takes weeks when it’s possible to train people and get results in one day. Here’s why it costs so much to train people using last century strategies:
“I want to talk to you about the economics of a Six Sigma class. All right, so as much as I hate pie charts, I’m going to use one to demonstrate this. Let’s say you have a classroom and let’s say you have 20 odd people or something go in there. Now, I can tell you in advance every class is filled with three types of people: Prisoners, Vacationers and Learners.
Continue Reading "The Cost of Lean Six Sigma Training"
Are you skipping Six Sigma stones across the surface of your business or are you finding people who take to it like a duck to water. People who can dive beneath the surface to find the invisible low-hanging fruit?
“Have you ever skipped a rock across a lake? Maybe the first time you threw it out there it just went “sploosh.” Then you figured out that flatter rocks skip better, so you started throwing them out and they’d go “skip-skip-sploosh,” or maybe get three or four or five “skip-skips” and “sploosh.”
“Then a duck came flying in, put out its landing gear and just kind of eased into the water.
Continue Reading "Are You Skipping Stones or Diving Beneath the Surface of Your Business?"
If COVID-19 has taught us anything, it’s that we can’t keep doing things the same old way. The status quo isn’t working for us anymore. We have to stop projecting the past (the way we’ve always done it) into the future. The future doesn’t have to be an endless rerun of the past.
“Hi, I’m Jay Arthur, author of “Agile Process Innovation” and QI Macros [software]. Here’s my Improvement Insight for this week: Stop projecting your past into your future.
“Way too many people do this, right? We start thinking, “Well, we’ve always done it that way so we have to always do it that way.”
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Should a project take 4-16 months or 4-16 hours? Should you measure projects with a calendar or a stopwatch? I think the answer is obvious, but here’s my take on it.
“Hi, I’m Jay Arthur. Every year, we exhibit at lots of conferences with QI Macros so I get to go to presentations by all kinds of folks. Now, last year I saw a presentation by some consultants who said they’d done some research into how long Six Sigma projects take. They found Six Sigma projects take anywhere from four months to 16 months.
“I [thought], “What? How’s that possible?” That makes no sense to me, because I’ve done multimillion-dollar projects in between 4 and 16 hours.
Continue Reading "How Long Should Lean Six Sigma Projects Take?"