Change Concepts* Eliminate things that are not used Give people access to information Reduce wait time Eliminate multiple entry Use proper measurements Standardization (create a formal Reduce or eliminate overkill Take care of basics process) Reduce controls on the system Reduce demotivating aspects of Stop tampering Recycle or reuse the pay system Develop operational definitions Use substitution Conduct training Improve predictions Reduce classifications Implement cross-training Develop contingency plans Remove intermediaries Invest more resources in Sort produce into grades Match the amount to the need improvement Desensitize Use sampling Focus on core process and Exploit variation Change targets or set points purpose Use reminders Synchronize Share risks Use differentiation Schedule into multiple processes Emphasize natural and logical Use constraints Minimize handoffs consequences Use affordances Move steps in the process close Develop alliances and cooperative Mass customize together relationships Offer product/service anytime Find and remove bottlenecks Listen to customers Offer product/service anyplace Use automation Coach customers to use a Emphasize intangibles Smooth workflow product/service Influence or take advantage of Do tasks in parallel Focus on the outcome to a fashion trends Consider people as in the same customer Reduce the number of components system Use a coordinator Disguise defects or problems Use multiple processing units Reach agreement on expectations Differentiate product using quality Adjust to peak demand Outsource for dimensions “free” Match inventory to predicted Optimize level of inspection Change the order of process steps demand Work with suppliers Manage uncertainty, not tasks Use pull systems Reduce setup or startup time Reduce choice of features Set up timing to use discounts Reduce multiple brands of same Optimize maintenance *Langley, G. J. et al: The Improvement Guide. item time 2nd edition. San Francisco: Jossey-Bass, 2009 Extend specialist’s
Change Concepts* Eliminate things that are not used Eliminate multiple entry Reduce or eliminate overkill Reduce controls on the system Recycle or reuse Use substitution Reduce classifications Remove intermediaries Match the amount to the need Use sampling Change targets or set points Synchronize Schedule into multiple processes Minimize handoffs Move steps in the process close together Find and remove bottlenecks Use automation Smooth workflow Do tasks in parallel Consider people as in the same system Use multiple processing units Adjust to peak demand Match inventory to predicted demand Use pull systems Reduce choice of features Reduce multiple brands of same item Give people access to information Use proper measurements Take care of basics Reduce demotivating aspects of the pay system Conduct training Implement cross-training Invest more resources in improvement Focus on core process and purpose Share risks Emphasize natural and logical consequences Develop alliances and cooperative relationships Listen to customers Coach customers to use a product/service Focus on the outcome to a customer Use a coordinator Reach agreement on expectations Outsource for “free” Optimize level of inspection Work with suppliers Reduce setup or startup time Set up timing to use discounts Optimize maintenance Extend specialist’s time Reduce wait time Standardization (create a formal process) Stop tampering Develop operational definitions Improve predictions Develop contingency plans Sort produce into grades Desensitize Exploit variation Use reminders Use differentiation Use constraints Use affordances Mass customize Offer product/service anytime Offer product/service anyplace Emphasize intangibles Influence or take advantage of fashion trends Reduce the number of components Disguise defects or problems Differentiate product using quality dimensions Change the order of process steps Manage uncertainty, not tasks *Langley, G. J. et al: The Improvement Guide. 2nd edition. San Francisco: Jossey-Bass, 2009
pe_btb_mod6_handouts_final_06162014.docx