Q. How could a company apply LEAN Six Sigma
metrics and benefit from client opportunities?
- Collect leading data about the voice of the
“customer, supplier, regulatory agencies, employees and
business/technology leaders” through proactive and reactive means.
-
Fundamentally understand your
client’s critical to quality attributes/ characteristics.
- Translate these “voices” into critical-to-quality
attributes/characteristics.
- Tailor metrics so they align with core processes and their
critical-to-quality attributes/characteristics.
- Understand the difference between leading vs. lagging measures and
the cause-and-effect relationship between them. Leading measures focus on the
process, its various inputs and suppliers whereas lagging measures focus on
results and outcomes. Product lot release by in process statistical process
control instead of final product inspection is a classic example of
“leading” vs. “lagging” measures.
- Make sure measures are “leading” instead of “lagging.”
- Add value by prioritizing the most important critical-to-quality
attributes / attributes.
- Formulate
and continuously improve on a framework that has a laser-beam focus on the
client, supplier, regulatory agencies, employees and business/technology leaders
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