How do you manage uncertainty in Lean Six Sigma change?

Lean Six Sigma is a powerful methodology for improving quality, efficiency, and customer satisfaction in any organization. However, implementing Lean Six Sigma changes can also involve uncertainty, risk, and resistance from various stakeholders. How can you manage these challenges and ensure a successful change process? Here are some tips based on the principles and tools of Lean Six Sigma.

1 Define the problem and the goal

The first step in any Lean Six Sigma project is to clearly define the problem you want to solve and the goal you want to achieve. This will help you scope the project, identify the key metrics, and communicate the value proposition to your sponsors and customers. You can use tools such as the SIPOC diagram, the project charter, and the voice of the customer to define the problem and the goal in a structured and measurable way.

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Jason Mroz

Education, Projects, & HR | MAT | PMP | SHRM-CP
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When implementing Lean Six Sigma practices in our Chick-fil-A franchise, our kitchen staff was particularly resistant. They had been operating with business as usual for close to a decade and had met with a lot of success, so why change it? We were able to conduct some informal audits that showed various examples of DOWNTIME waste, especially Overproduction, Waiting, Non-Utilized Talent, Inventory, and Movement. By seeing specific examples of waste and how that impacted our bottom line, the kitchen staff saw that there was actually lots of opportunity to grow. We set several goals to implement Lean principles in our kitchen. We also incentivized staff by offering bonuses in proportion to the profit gained from eliminating waste.

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2 Analyze the current state and the root causes

The next step is to analyze the current state of the process or system you want to improve and identify the root causes of the problem. This will help you understand the sources of variation, waste, and defects that affect the quality and performance of the process or system. You can use tools such as the process map, the fishbone diagram, and the Pareto chart to analyze the current state and the root causes in a data-driven and visual way.

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Scott Arterbury

Transformative Leader and Mechanical and Aerospace Engineer
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Root cause analysis are some of my favorite parts of the job. It's essentially like being a detective by piecing clues together. A thrilling mystery written by a technical Sherlock Holmes. The various techniques that Ive learned through school and experience and the act upon using this analysis has me excited to learn of how one can really dive into the good data, leaving the out the bad data. Finding holes in the nature of the thing you are looking for. Such as variations. Each type of problem will come with its own pieces of the puzzle and solutions.

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3 Design and test the solutions

The third step is to design and test the solutions that will address the root causes and achieve the goal. This will help you generate and evaluate different ideas, select the best ones, and verify their effectiveness and feasibility. You can use tools such as the brainstorming, the Pugh matrix, and the design of experiments to design and test the solutions in a creative and scientific way.

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4 Implement and sustain the changes

The final step is to implement and sustain the changes that will deliver the benefits of the solutions. This will help you plan and execute the change process, monitor and control the results, and ensure the long-term adoption and improvement of the new process or system. You can use tools such as the Gantt chart, the control chart, and the standard work to implement and sustain the changes in a systematic and continuous way.

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Kirk B.

Quality Assurance & Regulatory Affairs | Pharma/Biotech | Product Development Lifecycle Professional from Pre-clinical through Post-market Surveillance
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Sustaining process improvements and waste reduction efforts is key to maximizing the time cost savings obtained as a result. For example, if wasteful activities are identified after reviewing each step of a process map, standardizing those activities via a written procedure, 5S, training, or a combination of the 3 will help ensure consistent execution and make waste easier to spot in the future. The inability to sustain improvements will not only cost money in waste/defects, but will also include the time lost from the initial efforts which would need to be repeated if not implemented in a thoughtful and sustainable manner from the outset.

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5 Engage and empower the people

Throughout the Lean Six Sigma project, you need to engage and empower the people who are involved in or affected by the change process. This will help you build trust, collaboration, and commitment among your team members, sponsors, customers, and other stakeholders. You can use tools such as the stakeholder analysis, the RACI matrix, and the change management plan to engage and empower the people in a respectful and proactive way.

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Ryan Jezierski

Production Manager/Lean Six Sigma Green Belt
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In my experience, giving the people in the process ownership of what they do and input over change drives success! It helps build engagement, and drives process improvement.

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6 Learn and adapt to the uncertainty

Finally, you need to learn and adapt to the uncertainty that may arise during the Lean Six Sigma project. This will help you cope with unexpected events, challenges, or opportunities that may affect your assumptions, plans, or results. You can use tools such as the risk analysis, the PDCA cycle, and the lessons learned to learn and adapt to the uncertainty in a flexible and resilient way.

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