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
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Introduction to Lean Six Sigma
Lean
Six Sigma
Practical application
Lean Six Sigma
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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?
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Information is THE vital asset of an enterprise
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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
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Customer focused
Operationally based
Value driven
Waste reduction – Muda
Terms to know
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5S
Kaizen
DMAIC
Information as a Product
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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
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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
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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
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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
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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
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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
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Customer
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Improving customer service
Reducing lead-times to customers
Enhancing quality (CTQ)
Operations
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Reducing cost
Eliminating waste
Improving productivity
Why do Kaizen events?
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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
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Developed by Motorola
Eliminate defects
Reduce variation
Data and statistically driven
DMAIC methodology
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Define, Measure, Analyze, Improve, Control
The Statistics
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Sigma is a Greek letter used in statistics to
measure standard deviation
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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
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Customers
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Champion
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Full time advisors, mentors, and coordinators of projects
Black Belts
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Organizational mentor and problem solver
Master Black Belts
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Define issues and request Six Sigma projects
Full time project facilitators
Green Belts
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Employees that implement Six Sigma along with their
regular job activities
DMAIC - Define
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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:
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Clear statement of intended improvement
High level process map
A “Voice of the Customer” understanding
Project link to overall corporate strategy
DMAIC - Measure
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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
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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
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5 Whys
Brainstorming
Pareto Charts
Cause and effect diagrams
This allows for a more focused plan during
the improvement Stage
DMAIC - Improve
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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
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Brainstorming
Flow charts
Kaizens
5S
Pilots are conducted to test solutions
DMAIC - Control
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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
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Leverage is not found in all Six Sigma
programs
Leverage is the concept that the lessons
learned during a project be shared
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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
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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
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Workstation layouts
Team/departmental flows
Standardization
Positives of an Office 5S Program
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Creation of a cleaner, more efficient, less stressful
work environment
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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
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More efficient….value added
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It is vital to document the work done and create a
plan to monitor, sustain, and continue to improve
Kaizen
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Example: Review storage of unstructured
Team/Department e-documents on individual
and shared resources
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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
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Not many known
DuPont project on discovery processing
Questions
Thank You
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Roger Hansen, CRM
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[email protected]