Old habits die hard

Most people I meet or work with are from the Quality field and almost all of them hate Microsoft Office 2007. Even though office 2007 is available on their computers, everyone continues to use Microsoft Office 2003 because 2003 is so easy to use.

Initially, my reaction to Office 2007 was the same...it is different and too difficult to use. Using the online help I slowly I started using Office 2007.
The online help was helpful to find out how to use a particular feature, or where it is located at. It took sometime to figure out the new GUI and new features. Once I was comfortable with the menus and tool bar, I liked Office 2007. Now I use Office 2007 to create all my documents/presentations.

The saying "Old habits die hard" is so true.
If one takes the time to learn something new, down the road it helps. Learning something new is time consuming and challenging as it requires one to come out of the comfort zone. But if one has the will to change, old habits can die!

A new way of looking at Six Sigma...

I was talking with my one of my coworkers from the technology field about Six Sigma and 3.4DPMO. He was excited about Six Sigma and how it has a revolutionary impact in the quality field. He followed the concept very well and was happy that he now knew why Six Sigma was so popular.

However, he observed that Six Sigma focused on the number of defects. According to him, this was a negative focus...where the Six Sigma method focuses on the number of quality problems found.
My technology coworker thought it would be nice to change the focus on the positive.
For example at Six Sigma, in a million parts produced, 999996.6 parts are good.
This was an interesting way of looking at Six Sigma and changing focus to the positive side.

Do you know why Six Sigma focuses on defects per million opportunities?

What is Continuous Improvement?

How one company successfully sustained 5S?

It is well known that most companies struggle sustaining 5S. The last S stands for sustain in 5S is the hardest of all because it requires discipline and commitment to sustain 5S.

I always hear people complaining about how difficult it is to discipline their work force.

This company I visited few months ago was using 5S for years and was able to sustain it. Their plant floor was clean, full of light and equipment was within the markings on the floor, tools in their place and product flowing smoothly.
I discovered their secret to sustaining 5S by observing their process.

The layout of this plant was such that production was on the first floor and offices on the second floor.
Operators had 15 minutes to clean up their station before leaving for the day. Just before the end of every shift, the line leaders would go the second floor to observe the operators working on the first floor. They were specifically observing whether operators were following 5S that involved cleaning the station, removing unwanted material/product, putting tools in their respective places.

This simple action ensured that operators followed 5S everyday. Using the power of observation, this company was able to sustain 5S.

Choosing the shortest path

When I explain the importance of the "go and see" principle in lean training, most of the participants nod in agreement about its use. Many participants understand that no matter how much documentation (instructions, manuals) is available at the point where the task is being performed, people will figure out a different way to do the task.
Why?
Because most human beings will find the most convenient way of doing work. This is "their" way and may be the shortest path of doing the job.

That is why it is important to go and see what's happening in the process. In order to improve a process, we must know how is work being done everyday by direct observation.

Though most lean implementers realize the benefit of the go and see principle, I have seen very few actually practicing it.
Many lean implementers I have talked with say...
- we don't have time to stand around and watch people what they are doing
- our folks follow what is written on the instruction sheet
- it is time consuming and boring to watch people do the same task over and over again

In theory most lean implementers realize the benefit of using go and see principle.
However, applying this principle in practice is another story.

Have you used the "go and see" principle in your lean journey?
Would you like to share a story or an experience about the use of "go and see" principle?