Top Ten Real-Life Process Improvement Points

by Scott Laman

Throughout my own Black Belt experiences with process improvements at

Quadrant Engineering Plastic Products I have kept a top-ten list of tips that make
the most difference to project success. The specifics of the list change at times to
reflect lessons from my most current projects, but, taken as a whole, they always
encompass the combination of technical, leadership, and teamwork skills any
Black Belt needs to have.

Originally designed for small manufacturing companies trying to compete with the
resources of larger corporations, these tips also have more general applications
for any company that is systemizing process improvement.

1. Involve a team. Include the people actually working on the process.

Distinguish between core team members and stakeholders. Team members
solve the problem. Stakeholders need to be informed, but they can dominate and
squelch problem solving.

2. Identify the customers and their requirements. A SIPOC diagram can help
make this step more formal and thorough. Consider and address any conflicting
requirements up front. Ask customers what they want; then ask again in a
different way to be sure.

3. Look for possible causal relationships. Write down all relevant information
at the time the problem is introduced. Always look for possible cause and effect
relationships, or at least correlations that may serve as clues.

4. Do not confuse causes and solutions. Use discipline and think sequentially.
Once discussion of solutions begins, the door starts to close on brainstorming for
causes.

5. Be brave. Changing the course of a meeting by doing a fishbone diagram,

flow chart, or structured brainstorming takes courage. People generally want to
see solutions and closure, and it is challenging to take a step back first.

6. Use statistics to test assumptions. Show whether numbers that you assume
to be different really are. Be sure to distinguish between common cause and
assignable cause.

7. Stabilize a process first, then do a capability study, and then improve it. You
have to know where you are before you can get where you are going.

8. Use SPC to control the key process variables. In time, operators will see it
as a tool for them, to make their job easier.
9. Do not use SPC to control trivial process variables. Improper selection of
processes and variables for SPC can lead to damage to the implementation
program. There should be a clear purpose for SPC, with clear benefits.

10. Address out-of-control points right away. Don’t wait for bad product to
confirm a problem. The main cost benefit from SPC is prevention of defects. It
can be used in problem solving, but is better used in prevention.