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is done ... you have decided: you start a project lean six sigma ...! You have completed your "project charter", you have defined your processes with "process map" of the "value stream map" ... etc.. And then you arrive at the crucial stage of your choice indicator. What is your Y? The value that you will follow in time, analyze, dissect in detail to see what it is, the phenomena that led him to change ... etc.. For projects of lean manufacturing this step is less critical because the indicator is often the number of defects found on the chain of production or productivity indicators. But in the services we will see that the choice is less easy. The fundamental
: Your Y must be your problem! (As would the other: it goes without saying but I feel better by saying it) That is to say that if your indicator is changing the way you want, the problem that you identified when you start your project must be eradicated . I followed the LSS project a key account manager. His problem was that its customers undertook six months in advance and that D-Day of the promotion there could be disruptions or delays in delivery that made his client did not have the goods he had ordered . The first reflex of the green belt was to watch the side of Rupture ease led them to choose the service level indicator. So we ask the question: what if I upgrade my service rate, I'm sure my client sent me his order six months in advance will be delivered? Well no! The service rate accounts for the fraction of the order is delivered. So there is no notion of time in this indicator. If the customer is delivered all of its order with 15 days late the rate of service of this order will be 100%. The reverse reaction may be to choose the time between required delivery date and the date of final delivery of the order. But there again if we rely on what comes late, it means that we reject what is never delivered ... This indicator is not indicative of our problem. Here the Y closest to the problem of our green belt is OTD (On Time Delivery) which represents the portion of the command that is delivered on time. So yes the number of days of delay and the number of breaks will play on our Y, but there may be many other indicators in conjunction with our problem. For example, if an order has not reached the minimum order, it will be nice to have the stock and shipping high-performance ... the command will not be delivered because ... this is not validated So a new indicator related to our problem: the number of blocked control. All these indicators that revolve around our issues will help in the analysis phase ... but let's face it: during the selection phase of our Y: they clutter up our mind and make it difficult to choose our main indicator .
To conclude: when you choose your there you have a question for you: If I improve this indicator is that I'm sure my problem goes away?
Feel free to submit issues to comment if you have any doubts in the your choice of indicator LSS! ;-)
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