Quick Wins
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Steven Bonacorsi
Aug 17, 2011, 12:48:32 AM8/17/11
to Lean Six Sigma
A Quick Win (QW) is an already developed solution idea linked to a
known root cause. i.e., it allows your team to jump into the Improve
Phase of Lean Six Sigma project. The only major determination left is
how to implement, assuming the team has been granted the authority to
make the change.
These Quick Wins are often identified in the Define or Measure phase.
There is still a requirement to complete Define and Measure of the
Lean Six Sigma project, to clarify scope and to be able to measure a
change, but there is no need to go through Analyze Phase for this root
cause and solution as they are already known.
When a small area, step, area, or section of a process has a known
root cause and the solution is unknown, then it is best to apply the
Japanese developed methods of continuous improvement called Kaizen. A
Kaizen Event is essentially an accelerated DMAIC Define-Measure-
Analyze-Improve-Control Project. A Kaizen focuses on specific
improvement objectives such as Setup Reduction, 5S, Process
Improvement, Line Balancing, etc... Although the Vision of the Future
State may be in place, there is still a requirement to go through the
Analyze Phase to determine HOW to make it happen as opposed to just
how to implement a developed idea, as in the case of the Quick Win.
Benefits of Quick Improvement
They provide momentum for the project by driving value, measured in
dollars early, thus improving ROI (Return on Investment). They also
provide confidence to the broader organization that Lean Six Sigma is
a viable approach to process improvement. Just-do-it projects also
reduces stress on project team to Get Something Done!
When we find these opportunities there is no need to wait months for
implementation. We should implement change as soon as possible to
begin reaping the benefits. When we have a Quick Win, we by-pass the
Analyze phase and move straight to Improve.
Quick Win Improvement Criteria
- Quick Wins have a minimal or no capital expenditure
- Low Risk
- Narrow and focused scope (they are not trying to fix the whole
process, just a small piece)
- Buy-in to solutions by all Stakeholders
- Certainty (approximately 70-80% confidence) that the change will
generate a positive impact
- Improvements may be Implemented Quickly (within 1-2 weeks, usually
1-3 days)
- The project team has the authority to implement the desired changes
- Root cause is known and solution obvious to all
Quick Win Examples
- Process Step Elimination
- Procedure Change
- Safety Stock Elimination (Just in Case Inventory)
- Communication Improvement
- Supplier Price Reduction
- Part Substitution
- Training on Best Practices
- Error Proof a Process Step
- Process Balancing or Layout
Quick Wins Cautions
Risk assessment must be an essential part of the Quick Win decision
process. Communication with other process stakeholders should be done
quickly to gain buy-in and approval. There is no need for surprises
for anyone in the process. Everyone can help assess what are the
potential Quick Win impacts on the Customers or Suppliers, Other
functional areas, Cost and Benefit analysis, or other teams efforts.
Quick Improvement Control Plans
Quick Improvements, whether Quick Wins or Kaizen improvements, must
have implemented Control Plans in place before being considered
complete. It is desirable to implement improvements as soon as
possible but implementation without control can be worse than no
implementation at all.
Steven Bonacorsi is a Certified Lean Six Sigma Master Black Belt
instructor and coach. He has trained thousands of Master Black Belts,
Black Belts, Green Belts, Project Sponsors and Executive Leaders in
Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement
methodologies.
Author for the Process Excellence Network (PEX Network / IQPC)
Process Excellence Network
Steven Bonacorsi, President of International Standard for Lean Six
Sigma (ISLSS)
Certified Lean Six Sigma Master Black Belt
47 Seasons Lane
Londonderry, NH 03053
Phone: +(1) (603) 401-7047
E-mail: sbona...@islss.com
Process Excellence Network: http://bit.ly/n4hBwu
Article Source: http://EzineArticles.com/?expert=Steven_Bonacorsi
known root cause. i.e., it allows your team to jump into the Improve
Phase of Lean Six Sigma project. The only major determination left is
how to implement, assuming the team has been granted the authority to
make the change.
These Quick Wins are often identified in the Define or Measure phase.
There is still a requirement to complete Define and Measure of the
Lean Six Sigma project, to clarify scope and to be able to measure a
change, but there is no need to go through Analyze Phase for this root
cause and solution as they are already known.
When a small area, step, area, or section of a process has a known
root cause and the solution is unknown, then it is best to apply the
Japanese developed methods of continuous improvement called Kaizen. A
Kaizen Event is essentially an accelerated DMAIC Define-Measure-
Analyze-Improve-Control Project. A Kaizen focuses on specific
improvement objectives such as Setup Reduction, 5S, Process
Improvement, Line Balancing, etc... Although the Vision of the Future
State may be in place, there is still a requirement to go through the
Analyze Phase to determine HOW to make it happen as opposed to just
how to implement a developed idea, as in the case of the Quick Win.
Benefits of Quick Improvement
They provide momentum for the project by driving value, measured in
dollars early, thus improving ROI (Return on Investment). They also
provide confidence to the broader organization that Lean Six Sigma is
a viable approach to process improvement. Just-do-it projects also
reduces stress on project team to Get Something Done!
When we find these opportunities there is no need to wait months for
implementation. We should implement change as soon as possible to
begin reaping the benefits. When we have a Quick Win, we by-pass the
Analyze phase and move straight to Improve.
Quick Win Improvement Criteria
- Quick Wins have a minimal or no capital expenditure
- Low Risk
- Narrow and focused scope (they are not trying to fix the whole
process, just a small piece)
- Buy-in to solutions by all Stakeholders
- Certainty (approximately 70-80% confidence) that the change will
generate a positive impact
- Improvements may be Implemented Quickly (within 1-2 weeks, usually
1-3 days)
- The project team has the authority to implement the desired changes
- Root cause is known and solution obvious to all
Quick Win Examples
- Process Step Elimination
- Procedure Change
- Safety Stock Elimination (Just in Case Inventory)
- Communication Improvement
- Supplier Price Reduction
- Part Substitution
- Training on Best Practices
- Error Proof a Process Step
- Process Balancing or Layout
Quick Wins Cautions
Risk assessment must be an essential part of the Quick Win decision
process. Communication with other process stakeholders should be done
quickly to gain buy-in and approval. There is no need for surprises
for anyone in the process. Everyone can help assess what are the
potential Quick Win impacts on the Customers or Suppliers, Other
functional areas, Cost and Benefit analysis, or other teams efforts.
Quick Improvement Control Plans
Quick Improvements, whether Quick Wins or Kaizen improvements, must
have implemented Control Plans in place before being considered
complete. It is desirable to implement improvements as soon as
possible but implementation without control can be worse than no
implementation at all.
Steven Bonacorsi is a Certified Lean Six Sigma Master Black Belt
instructor and coach. He has trained thousands of Master Black Belts,
Black Belts, Green Belts, Project Sponsors and Executive Leaders in
Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement
methodologies.
Author for the Process Excellence Network (PEX Network / IQPC)
Process Excellence Network
Steven Bonacorsi, President of International Standard for Lean Six
Sigma (ISLSS)
Certified Lean Six Sigma Master Black Belt
47 Seasons Lane
Londonderry, NH 03053
Phone: +(1) (603) 401-7047
E-mail: sbona...@islss.com
Process Excellence Network: http://bit.ly/n4hBwu
Article Source: http://EzineArticles.com/?expert=Steven_Bonacorsi
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