Applying Lean Six Sigma to Records Management
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Transcript Applying Lean Six Sigma to Records Management
Applying Lean Six Sigma to
Records Management
Charlotte Piedmont Chapter, September 18, 2008
Roger Hansen, CRM
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
Information as a Product
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
We are drowning in information and starved for knowledge. -Unknown
Why do Lean Six Sigma?
Improvement
Continuous, Incremental Improvement
Lean Six
Sigma Model
Small, Continuous,
Sustainable Changes
Large projects with big impact that lack
sustainment therefore backslide overtime
Time
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 Fundamentals
Reducing 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.
#2
#1
Set in
Sort
Order
#5
Sustain
#4
#3
Standardize
Shine
What is 5S?
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
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
Champion
Full time advisors, mentors, and coordinators of projects
Black Belts
Organizational mentor and problem solver
Master Black Belts
Define issues and request Six Sigma projects
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]