The start of a failure investigation may involve brainstorming, but empirical methods will be required to actually identify a problem's cause. Implementing an improvement action without a confirmed root cause risks a reoccurrence of the issue because the true root cause has yet to be addressed.

The Ishikawa diagram, a cause-and-effect diagram created by Kaoru Ishikawa, is a common and useful tool for investigating failures and can be effective in facilitating brainstorming sessions. However, it may not be specific enough for a root-cause analysis team to identify evaluation methods for the hypothesized causes listed in the Ishikawa diagram (aka fishbone diagram). Additionally, once completed, the diagram contains great information, but isn't very useable or actionable by itself.

Fortunately, this weakness can be addressed easily by using a simple spreadsheet to translate brainstormed ideas into actionable hypotheses. I call such a spreadsheet a "Perkin tracker," named after the person who introduced me to the concept. Such a spreadsheet can be used to turn concepts in an Ishikawa diagram into hypotheses that can then be evaluated empirically.

Many of our most popular stories of discovery are portrayed as accidents or matters of luck. We love these stories because they make creativity seem easy and fun. Nevertheless, they are misleading.

In a recent New York Times opinion piece titled “How to Cultivate The Art of Serendipity,” author Pagan Kennedy wrote, “A surprising number of the conveniences of modern life were invented when someone stumbled upon a discovery or capitalized on an accident: the microwave oven, safety glass, smoke detectors, artificial sweeteners, X-ray imaging.”

What’s overlooked is that these accidents were earned. Each of these professionals committed themselves to years of work chasing hard problems, and then, when an accident happened, they chose not to ignore it, as most of us would. They chose to study the accident. Who among us studies our accidents? We mostly run and hide from them. Being curious about our own mistakes is a far more interesting attitude than merely chases serendipity. Capitalizing on so-called “accidents” is an excellent notion that Kennedy mentions, however briefly, and I wish it were the focus of the entire article.

Sponsored Content

I can tell you all about the California coast, its cultural and economic dynamics, my favorite hideaway beaches and eateries, and I can attest to the wisdom of never turning your back to the surf. I know these things because I've lived in The Golden State most of my life, but I've never ever been to Japan. All I know about its culture is what I’ve gleaned from the news, B movies about giant radioactive lizards, and books that espouse kaizen culture. Woefully inadequate insight when trying to understand and implement lean and kaizen training.

Of all the tools in the lean toolkit, 5S is the one that has proven to be the most effective—and also the most elusive. It’s effective because the actions needed to sort, set in order, shine, standardize, and sustain mirror the deeper, critically important philosophy of thinking about value, waste, and flow with a “big picture” mindset. Once an organization has adapted lean thinking and initiated 5S projects, improvement begins to accelerate in all operational phases.

However, lasting success with 5S can also be elusive because that last “S,” representing the sustainment of the effort, must constantly be nurtured. It has been said, by Quality Digest Daily contributor Mike Micklewright, among others, that the sustain step of 5S is extremely difficult; it is, in fact, probably the hardest step of all. Successful sustainment means the difference between continuous improvement and continual improvement. The former is preferable because it reflects a steady, ever-present attitude of finding ways to do things better. The latter implies a stuttering series of start-and-stop efforts, with lots of ongoing and unnecessary course corrections.

Reducing waste, implementing efficiency-promoting practices, and continuously improving operations are the main goals of lean manufacturing ideology. These tasks may seem daunting for a manufacturer at the start of an improvement program, but there are many concrete steps that can be taken to shift the culture at any company.

For many companies, all it takes to dramatically increase efficiency and reduce waste is a commitment to dive right in and a willingness to try new and creative ideas to find out what works best. If you are able to simplify your manufacturing tasks, increase spatial and workflow organization, take steps to reduce errors, and listen to employees on the manufacturing floor, your company will begin to see reduced waste, improved employee morale, improved efficiency, and a greater ability to manufacture products on a predictable timetable.

The following tips can help send you on your way toward all of these goals and change the way your company operates to be ready for improvement at all times.

The foundation of lean manufacturing is kaizen, or continuous improvement. Although this principle usually targets manufacturing processes, it can also extend to the people who plan and implement lean projects—individuals that grow professionally and personally as a result of new skills and experiences they acquire by leading or participating in a project.

The award-winning Manufacturing Process Optimization Program at Jabil Shanghai not only showcases how lean manufacturing can cut costs and save time but also highlights how employees benefit from lean projects. By working together on special projects, employees develop a stronger work ethic and an overall better work environment.

Chicago Public Schools (CPS), the third largest school district in the United States, decided to review the way it procures items and services throughout a school year with the goal of saving money. At the beginning of 2012, the district’s chief operating officer announced a “lean review” initiative with the goal to uncover wasteful practices and unnecessary complexity, and to suggest actions to rectify them.

There were two main outcomes desired from the project. First was to make doing business with the district’s central offices faster and less expensive for CPS and its suppliers by examining how the procurement process could be accelerated. Second was to enhance the procurement process to capture information to be used by the district when making budget decisions to reduce expenditures by $100 million during the next three fiscal years.

Chances are you are not fully satisfied with the results of your lean initiatives. It’s also likely that lean thinking is not used to improve your employees’ skills in working together. That’s because you are using only half, probably less, of the power of lean thinking.

In 2001, Toyota declared that its success rested on two pillars: continuous improvement and respect for people. However, people in association with waste have been essentially ignored.

It’s easy to observe an assembly worker’s operational processes. What about someone daydreaming during a meeting? Is daydreaming in a meeting a waste to eliminate?

Nonproduction activities use a different kind of lean component. One objective of production is to pass a defect-free output to the next process in the value stream. What is a defect-free output for knowledge work and interacting with other people? That output is not so clear.

By better understanding and employing the neglected half of lean, organizations can have more robust continuous improvement, enhanced lean sustainability, and more efficient employee interactions with clear communication.

One of the most challenging issues I hear from people within the lean Six Sigma community is how to ensure that a lean Six Sigma project is sustainable. If your lean Six Sigma project is highly dependent on top leadership support to keep it going, there’s a risk of losing the focus and support when that leadership changes.

I have compiled a list of 15 methods you can use to improve the sustainability of your lean Six Sigma efforts: