Information Technology Reference
In-Depth Information
Big Y
(Supply Delivery Problem)
Why?
delivery
take too
long
Because
We don't have
the info
Why?
Level 1
Why?
Because the
supplier did
not provide
Level 2
Why?
Because the
instructions aren't
used correctly
Potential Project
Level
Level 3
Level 4
Because…
Level 5
FIGURE 9.5
The “five Why” scoping technique.
DFSS projects usually come from processes that reached their ultimate capability
(entitlement) and are still problematic or those targeting a new process design because
of their nonexistence.
In the case of retroactive sources, projects derive from problems that champions
agree need a solution. Project levels can be reached by applying the “five why”
technique (see Figure 9.5) to dig into root causes prior to the assignment of the
Black Belt.
A scoped project will always give the Black Belt a good starting ground and reduce
the Identify phase cycle time within the ICOV DFSS approach. They must prioritize
because the process of going from potential project to a properly scoped Black Belt
project requires significant work and commitment. There is no business advantage
in spending valuable time and resources on something with a low priority? Usually,
a typical company scorecard may include metrics relative to safety, quality, delivery,
cost, and environment. We accept these as big sources (buckets); yet each category
has a myriad of its own problems and opportunities to drain resources quickly if
champions do not prioritize. Fortunately, the Pareto principle applies so we can find
leverage in the significant few. It is important to assess each of the buckets to the
80-20 principles of Pareto. In this way, the many are reduced to a significant few
that still control more than 80% of the problem in question. These need review and
renewal by management routinely as the business year unfolds. The top project list
emerges from this as a living document.
From the individual bucket Pareto lists, champions again must give us their busi-
ness insight to plan an effective attack on the top issues. Given key business objectives,
they must look across the several Pareto diagrams, using the 80-20 principle, and sift
again until we have few top issues on the list with the biggest impact on the business.
If the champions identify their biggest problem elements well, based on manage-
ment business objectives and the Pareto principle, then how could any manager or
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