Skip to content

Author name: Brianna Herman

Blog image.

Use the Rule of Thirds to Set Realistic Expectations for Lean Six Sigma Projects

In professional baseball, getting on base one-third of the time is considered a solid average. Nobody expects every hit to be a home run. Some hits will be singles, some doubles, and others may be walks. But more at bats means more chances to score, and every hit helps put the team on top.  Lean Six Sigma continuous improvement projects work the same way. The projects follow a “rule of thirds,” with roughly one-third of projects producing the most return on investment (ROI) and total benefits. Does this imply that fewer projects would be better? No, because more projects means more chances for success—just like more at bats gives baseball players more chances of getting on base or hitting a home run. With the rule of thirds, it’s the big picture that matters. In baseball, the overall score determines whether the team wins or loses—not the result of each hit. In continuous improvement, looking at all the projects collectively is a better measure of success than judging each project’s individual results. Keeping the rule of thirds in minds also helps in setting realistic expectations. Again, in baseball, every hit is not going to be a home run, and every home run is not going to score the same number of points. Carefully consider the possible benefits of each project but evaluate success by looking at all projects. Rule of Thirds in Lean Six Sigma Project Outcomes The following example illustrates how launching more projects can produce higher overall benefits: A Lean Six Sigma deployment team identifies projects with expected benefits of $750,000. To get there, 10 people are trained in Lean Six Sigma Green Belt, and each heads up his or her own project. Here’s what happens: This is the rule of thirds in action—one-third of the projects produced the most results. But as the example shows, the remaining two-thirds of the projects were still beneficial in their own ways. ROI and Total Benefits for 10 Projects vs. 5 Projects With limited resources, would it be better to focus resources on the projects with the highest benefits? Yes, but…even though Lean Six Sigma projects rely on data, results are not always predictable and unintended consequences can arise. As a result, increasing the number of projects—from say 5 to 10—increases the likelihood of success. What if the organization launches 10 Lean Six Sigma Green Belt projects with a target of $750,000 in benefits? Even if 4 projects produce no financial benefits and 3 only meet expectations, the organization can still exceed the goal with 3 successful projects. In this case, thanks to the one-third that far exceeded expectations, the overall program produced $850,000 in total benefits. 10 Projects ROI Total Benefit 4 no hard benefit $0 3 $75,000 $225,000 3 $200,000 $600,000 Total   $825,000 What if the organization, instead, decided to launch only 5 projects. To reach a benefit of $750,000, each project’s average target is $150,000. With fewer chances for success, the total benefit for the 5 projects was only $650,000. No. of Projects ROI Total Benefit 2 no hard benefit $0 2 $150,000 $300,000 1 $350,000 $350,000 Total   $650,000 More Projects = More Coaching According to the rule of thirds, tackling more projects means higher benefits. But it also means more Lean Six Sigma leaders for the projects and more coaching for those leaders. Acuity Institute is here to help with expert training, coaching, and consulting designed to accelerate continuous improvement efforts and produce ROI. To learn more about how Acuity Institute can drive continuous improvement and help meet organizational goals, reach out today.

Use the Rule of Thirds to Set Realistic Expectations for Lean Six Sigma Projects Read More »

Blog image.

Setting Up a Project Team for Success

Teamwork plays a vital role in the success of any organization. Specifically, being able to work as a team contributes to the success of Lean Six Sigma projects and continuous improvement efforts. Team performance is about reaching the potential of each individual as well as the team as a whole. Keys to Operating a Successful Lean Six Sigma Project Team When creating the team for the organization’s next project, it is important to provide the team as much clarity as possible about both the project they will be working on and the roles that everyone on the team will be playing. This is especially important in today’s environment in which many project teams are operating virtually. Things to Consider When Defining the Project The project charter is a great tool for introducing the project to the team. SMART criteria ensure that everyone knows the target and how to measure the success of the project. Things to Consider When Defining the Team Team members work more effectively when they know what is expected of them and understand the strengths of their fellow team members. Once this is established, the team can avoid the “too many cooks in the kitchen” syndrome and institute a culture of accountability. Roles and responsibilities should be well-defined and shared with the entire team so that everyone knows who does what. In addition to defining the roles and responsibilities with your team members, it is helpful to establish ground rules about how the team will function: Defining the Team’s Profile Many factors influence team dynamics, such as the skill sets, personalities, and behaviors of team members. It is beneficial to assess challenges, strengths, and opportunities for improvement among the members as well as the team as a whole. The ultimate goal of team building is to enable the members to use their different cognitive and behavioral tendencies and strengths. When developing the team’s profile, consider how each individual: Eight Common Individual Behaviors to Consider When Assessing a Team Type Behaviors Driver Often takes control of situationsConstantly pushing for resultsSometimes individual goals dominate situations Tactician Skilled at planningLinear in thought processEnjoys the role of gatekeeperOften completes deliverables ahead of schedule Analyzer Requires information and data to make decisionsFocuses on detailsOften overanalyzes things Optimist Often positive about thingsUsually expects a favorable outcome Creative Seeks alternative ideasDoes not pay much attention to detailCharacterized by originality and expressiveness Procrastinator Often waits until the last minute to complete deliverables/tasksHesitates in diving in due to fear of failureWorks well under pressure Cautious Risk adverseCalls for caution and is often criticalTentative or restrained Avoider Stays clear of confrontationAvoids difficult or challenging discussions This work in assessing members may feel like an extra step in the team building process, but it is actually a critical part of establishing a solid foundation for the project. A complete assessment can help the team to avoid overlaps and gaps, resulting in unintentional work duplication or catchup efforts, which in turn can cause decreased moral and increased conflict amongst the team. Developing your team’s profile is a proven tool for successfully managing a continuous improvement project. For any questions about the the team building process, or Lean Six Sigma training, please contact Acuity to set up a call.

Setting Up a Project Team for Success Read More »

Blog image.

10 Improvement Opportunities for Lean Six Sigma

Organizations big and small, for profit and not, benefit from the continuous improvement tools and techniques of Lean Six Sigma. No matter the challenges an organization faces—from customer service to manufacturing to cost overruns—Lean Six Sigma projects are highly likely to solve those challenges. Ten improvement opportunities that are well-suited for Lean Six Sigma projects are outlined below. Consider the Lean Six Sigma opportunities here (and more!) to accelerate Operational Excellence and reach business goals. Acuity Institute is ready to help with a full-suite of Lean Six Sigma training programs, coaching services, and toolkits that guide projects from start to finish. Contact Acuity Institute today to learn more about how Acuity Institute and Lean Six Sigma drive continuous improvement to achieve business results.

10 Improvement Opportunities for Lean Six Sigma Read More »

Blog image.

Choosing the Right Lean Six Sigma Provider for YOU

Lean Six Sigma can benefit almost any business, but if you are looking to become Lean Six Sigma certified, it is important that you select a training provider that fits your needs. What is the best Lean Six Sigma certification program?  The following questions are designed for YOU to ask a prospective program provider to help you decide if they are right for you. In addition, be EXTREMELY clear about your needs. For example, you may need: Asking these questions BEFORE you enroll helps you feel confident allowing you to move forward with the business of building trust and realizing your objectives. Ask the following questions of yourself: Is this the right provider for me? Does this program have the support that will help me? Will we work well together? – Education– Training– Experience– International Accessibility – Instructor Support– Student Support– Student Community – Format– Learning Platform– Training Method Choosing the right Training Provider for YOU PDF download.

Choosing the Right Lean Six Sigma Provider for YOU Read More »

Blog image.

The Change Curve for Business

Beyond their initial hiring and eventual retirement, employees of prior generations faced little change in their work lives. In today’s global economy, however, employees face continual change to achieve business results. For changes to be successful, businesses must manage attitudes and emotions about the change. Change is often met with resistance. A key part to managing change is understanding that resistance is a normal, predictable response that we can proactively navigate. The Change Curve explains the predictable pattern of how people react to change. It generally involves the following stages: Note that people will not move through the stages of the Change Curve at the same pace. It is important to identify where key stakeholders are at in the change curve and manage accordingly. Watch the video for more detail on the Change Curve, the importance of being prepared for a difficult time, and how to ultimately achieve success.

The Change Curve for Business Read More »

Guide to the 8 wastes of Lean

What is waste? Waste exists as two major categories: There are 8 basic categories of waste: The idea of 8 wastes is useful because it allows a company to categorize problems and then focus attention in the appropriate areas once they have been identified. It is important to always strive to minimize the amount of resources utilized to create products and services. Identification and elimination of all types of waste is imperative to succeed. If you are interested in learning more about how to apply 8 Wastes in your workplace, a great place to start is Acuity’s Lean Foundations course. In this course you will learn how to apply 8 Wastes along with a few other common Lean tools.

Guide to the 8 wastes of Lean Read More »

Blog image.

Operational Excellence vs. Continuous Improvement

In operations, the word improvement means different things to different people. Some define improvement as lower operating cost or reduced inventory while others describe it in terms of increased efficiency or better quality. The process of achieving improvement in an organization often involves management setting a goal, employees making changes in their areas to achieve it, then management setting a new goal. If everything goes right, the best this cycle will yield is continuous improvement year after year. This approach becomes a never-ending cycle of getting better but with no specific destination. Operational Excellence A more holistic approach than continuous improvement is operational excellence. This approach begins with a strategic design for operational performance to make the organization consistently the best amongst the competition. Rather than focusing solely on continuous improvement (adjusting processes to reduce waste, improve quality, and maximize human potential), operational excellence goes further. Operational excellence involves setting up the organization for growth by understanding what the market wants and creating an uninterrupted value stream that always feeds the need, even if it changes. Operational excellence is not confined to the executive suite or the factory floor; it involves every person at every level of the organization because every role is doing something that brings value to the customer. The 8 key components of a successful Operational Excellence Program are: Operational excellence, problem solving, teamwork, and leadership drive continuous improvement. The process involves keeping the focus on customer needs, positive attitudes, and empowered employees. Achieving Operational Excellence Achieving operational excellence requires a clear plan of action and a good partner to help with implementing the key elements of an Operational Excellence Program. Methodologies such as Lean Six Sigma, Lean, Kaizen, and Change Management are critical components for equipping a team and driving Operational Excellence. Acuity Institute offers proven training, toolkits, and know-how to help organizations of all types and sizes reach long-term goals through operational excellence. Reach out today to see how Acuity can help.

Operational Excellence vs. Continuous Improvement Read More »

Blog image.

Looking to Champion a Lean Implementation?

The practice of eliminating waste in products or processes is something that many organizations are looking to implement. Commonly known as Lean, when you “lean” or eliminate waste in a product or service, you are not only making the product or service better, you are helping the organization save time and money, and you are also helping to better meet your customer’s needs. Lean is a win for everyone involved. A Lean initiative within an organization can drastically improve a company’s bottom line, and a well-run initiative can achieve far greater results than most people anticipate. This is why it is essential that any organization looking to implement a Continuous Improvement strategy such as Lean, also sets aside time and resources to adequately train their staff. While it is important for organizations to ensure they are training their employees who will be working on Lean projects, it is equally important to ensure that the senior leaders that will be supporting these project leaders are also sufficiently trained. When executives and senior leaders serve in the capacity of supporting project leaders, they are known as a Champion – which is a vital role in any Lean Implementation, however this group is often overlooked when it comes to training. When training for this group does occur, it often focuses solely on managing people, however it is important to remember that it is necessary for Champions to also have a solid understanding of Lean, and equip Champions with the ability to select the best projects while also including direction on managing project leaders. To help fill this vital need, Acuity Institute has developed a new course specifically designed to train Lean Champions. Acuity has designed its Lean Champion course to encompass all of these training needs, in the same easy and friendly format as our other courses. If your organization is implementing a Lean initiative, be sure to ask those who are sponsoring the initiative if they are ready to become Champions. By ensuring these key figures are well versed in the Lean methodology and equipped to sponsor and champion projects, you will find that your Continuous Improvement initiative will be much more significant and produce truly amazing results. Enroll today to join global leaders like you in strengthening your foundations in Lean and earn your Lean Champion certification with Acuity Institute.

Looking to Champion a Lean Implementation? Read More »

Blog image.

Assessing Your Response to Change

You have probably experienced some level of change (personally or professionally) in the not-so-distant past. In fact, most of us experience change every day, maybe there is construction on your regular route to work so you have to drive on unfamiliar roads. Maybe it is a positive change, like getting the latest and greatest new smartphone you’ve been anticipating for months. How do you typically respond to change? Acuity Institute’s Change Resilience Assessment is a tool that you can use to gauge your own or your team members’ change resiliency. This assessment is included in Acuity Institute’s Change Management Professional course. As leaders, it’s our job to actively develop change resiliency and actively assist in helping others to develop their change resiliency as well. Here are some suggestions for developing change resiliency: Change is a process that takes energy and involves pain, but if you have hope and belief in your ability to adapt, not only will you manage change for yourself, you will also have the empathy for the range of emotions people go through to lead change in others. Are you looking for an additional toolkit to help you manage others through change? Acuity Institute’s Change Management Professional course has been designed to provide Change Leaders with the tools and skills to initiate change in a project environment. It delivers best practices for both tactical and behavioral elements of change from leading experts in a practical and simple way.

Assessing Your Response to Change Read More »

Blog image.

Bloom’s Taxonomy and Learning Objectives

Bloom’s Taxonomy is a classification of the different objectives that educators set for its students. It divides the objectives into 3 levels of learning: Cognitive, Affective and Psychomotor. These levels are further divided into 6 categories: Knowledge, Comprehension, Application, Analysis, Evaluation and Synthesis. One of the goals of Bloom’s Taxonomy is to encourage educators to incorporate all 3 levels into their courses, creating a more holistic form of education. Bloom’s uses verbs rather than nouns to describe the objectives and the verbs are intended to be feasible and measurable. Depending on the verb the educator must identify the best learning strategy to aid the student in reaching the objective. Example You are a student that is enrolled in a French Cooking course. Your goal for the course is to learn to cook French meals. Let’s look a few possible learning objectives. Upon completion of this French Cooking Course you will be able to: As a learner, do you think this course will ensure you reach your goal? Probably not. Why not? Because the course is offering cognitive (Level 1) understanding but the learning objectives don’t include application (Level 2). So what if we add: How about now? We are getting closer. You definitely want to prepare a French recipe in the course, but we are still missing a vital component of a course like this: Now this is a course that can help you reach your goal. Upon completion you should be able to understand how to cook French cuisine (cognitive), be prepared to cook French cuisine (affective) and have the tools to assess the quality of the food you prepare (psychomotor). The 6 Categories of Blooms Taxonomy KnowledgeMemory of learned materials. ComprehensionDemonstrate understanding of facts and ideas. ApplicationUsing acquired knowledge to solve problems in new situations. AnalysisExamine and breaking information into parts by identifying motives and causes. EvaluationPresent and defend opinions by making judgments. SynthesisCompile the information in new ways or proposing alternative solutions. Bloom’s Taxonomy and Learning Objectives Published by Acuity Institute

Bloom’s Taxonomy and Learning Objectives Read More »