Applying Lean Six Sigma to Records Management

Charlotte Piedmont Chapter, September 18, 2008

Roger Hansen, CRM

Agenda

Introduction to Lean Six Sigma Lean Six Sigma Practical application

Lean Six Sigma

A business improvement methodology Designed to make rapid improvements in production processes and procedures Improvements to both quality and speed Customer satisfaction is a driving force

What does this have to do with Records?

Information is THE vital asset of an enterprise

The institutional memory Evidence of work done Foundation of good decision making

Records and information are produced assets They should be managed as a corporate asset Lifecycle management is the key

Key elements of Lean Six Sigma for RIM

Customer focused Operationally based Value driven Waste reduction Muda Terms to know

5S Kaizen DMAIC

Information as a Product

Volume of information maintained is doubling every 18 months 40% of professionals time is spent trying to manage or repurpose unstructured data
Gartner 6/24/2005

80% of this information is created and managed by individuals at the desktop Gartner Group

We are drowning in information and starved for knowledge. -Unknown

Why do Lean Six Sigma?

Continuous, Incremental Improvement Lean Six Sigma Model
Small, Continuous, Sustainable Changes

Improvement

Large projects with big impact that lack sustainment therefore backslide overtime

Time

Lean

Lean

Term coined by James P. Womack and Daniel T. Jones in their book, Lean Thinking Toyota is well known for their version of Lean Manufacturing

Lean Fundamentals:
Increasing value

Specify value in the eyes of the customer Identify the value stream and eliminate
waste Make value flow at the pull of the customer Involve and empower employees Continuously improve in pursuit of perfection

Lean Fundamentals
Reducing Waste (Muda)
Transportation Inventory Motion Waiting Over Production Over Processing Defects Unused Creativity
Maintaining unneeded records or documents is a 100% wasted expense.

2005 Cohasset ERM survey

Lean Information Lifecycle Mgmt

Review each element Creation of information Maintenance (Active) Use Storage and retrieval (Inactive) Disposition

Lean Opportunities
80% of this information is created and managed by individuals at the desktop
Gartner Group

This largely represents the intellectual knowledge of the company There is no systematic management of this information

Advantages of Lean
For the individual
Spend less time looking for your documents Reduce the clutter Improved teamwork

For the team

Reduce training time for new employees Everybody organized the same way Documents available to everyone who needs them

For the company

Making sure information useable and available Legal and regulatory compliance Protect information from loss or disaster

Lean Tools

5S Kaizen

What does 5S stand for?

Sort - Eliminate what is not needed Set - A place for everything and everything in its place Shine - Cleaning and looking for ways to keep it clean Standardize - Systemize the maintenance of the first 3 Ss Sustain - Stick to the rules. Show real progress.
#2

#1

Sort #5

Set in
Order

Sustain
#4 Standardize #3 Shine

What is 5S?
A process to create and maintain organized, clean and safe workplaces. Tools and processes allow team members to leverage their knowledge and creativity to design an efficient workplace Right tools for the job Organized systematically and consistently 5S will provide monitoring and measurement tools to maintain the improvements that you make

Kaizen

Kaizen is a Japanese word for continuous improvement Kaizen seeks to eliminate waste Kaizen is about immediate improvement, not optimizing long term Dont let best get in the way of better

Kaizens Focus

Customer

Improving customer service Reducing lead-times to customers Enhancing quality (CTQ)

Operations

Reducing cost Eliminating waste Improving productivity

Why do Kaizen events?

Kaizen events enable groups to quickly drive improvement in all areas of the business. Kaizen events can obtain significant and measurable results in just a short amount of time Kaizen events involve the knowledge and experience of all associates to drive excellence

Six Sigma

Six Sigma

Developed by Motorola Eliminate defects Reduce variation Data and statistically driven DMAIC methodology

Define, Measure, Analyze, Improve, Control

The Statistics

Sigma is a Greek letter used in statistics to measure standard deviation

The Six Sigma goal is to develop a process results of 6 standard deviations from the mean This would mean no more than 3.4 defects (those products outside the customers specifications) per million

Six Sigma roles

Customers

Define issues and request Six Sigma projects Organizational mentor and problem solver

Champion

Master Black Belts

Full time advisors, mentors, and coordinators of projects

Full time project facilitators Employees that implement Six Sigma along with their regular job activities

Black Belts

Green Belts

DMAIC - Define

The define segment is critical to the success of any Six Sigma project It is an agreement between the project team and the sponsors of the project as to what the project is and what is to be accomplished Scope creep is a very real enemy Definition should include:

Clear statement of intended improvement High level process map A Voice of the Customer understanding Project link to overall corporate strategy

DMAIC - Measure

Six Sigma is fact based and data driven The Measure step is designed to ascertain the problem point and factually document that conclusion Data collection and determination of the current baseline capability

DMAIC - Analyze

The Analyze stage of DMAIC involves review of the data from baseline activities to help identify the location or cause of defects to the process Common tools used during Analyze are

5 Whys Brainstorming Pareto Charts Cause and effect diagrams

This allows for a more focused plan during the improvement Stage

DMAIC - Improve

The purpose of the Improve stage is to prove that the proposed solution will bring about the desired result Tools used during the Improve stage include

Brainstorming Flow charts Kaizens 5S

Pilots are conducted to test solutions

DMAIC - Control

The control phase is often the most important It is designed to put in place systems to ensure no reoccurrence of the problem Regular monitoring of the process Standardized documentation for review and training

DMAIC - Leverage

Leverage is not found in all Six Sigma programs Leverage is the concept that the lessons learned during a project be shared

Other parts of the organization may be able to take those lessons and apply to their own processes

Lean Six Sigma in Practice

Replace the Office Clean-up Day

Replace the annual Clean-up Day or Office Purge with a 5S program Team oriented versus individual Analyze how you work to be more efficient

Workstation layouts Team/departmental flows Standardization

Positives of an Office 5S Program

Creation of a cleaner, more efficient, less stressful work environment

A work place that you can take pride in A workplace that says We are a world class company Less time spent finding the information and tools you need to do your job Fewer lost documents Safer workplace
More efficient.value added

It is vital to document the work done and create a plan to monitor, sustain, and continue to improve

Kaizen

Example: Review storage of unstructured Team/Department e-documents on individual and shared resources

Hard drive, Shared file servers, E-messaging systems, collaborative sights Team Kaizen using 5S methodology to develop standardized systems for lifecycle management of unstructured information

Six Sigma Black Belt Projects for RIM

Not many known DuPont project on discovery processing

Questions

Thank You

Roger Hansen, CRM

hansenrw62@yahoo.com