How to Use DFLSS to Evaluate a New Loan Referral Process

The question: “How great would it be to have the means to evaluate the feasibility of an idea before going too far down the road?”

This is the kind of question that Design for Lean Six Sigma (DFLSS) is capable of answering. As a subset of Lean Six Sigma tools,  DFLSS encompasses customer needs, design specifications for products and services, and alternative solutions.

So, how do you use DFLSS to evaluate a new loan referral process?

An article on iSixSigma has the answer. View it here.

Filed under: DFLSS, Finance, Lean Six Sigma, Six Sigma

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Looking Into Six Sigma’s DMAIC

This is the first time that I read about DMAIC’s use as only for reactive solutions. Because all along I though that DMAIC is a tool to use for any problem or solution be it reactive or proactive.

I think the view of DMAIC as only for reactive solutions stems from the fact that you do DMAIC when there is already a problem at hand. But then again, am thinking that whatever solutions you come up after the DMAIC will help you become proactive. That is where the Control part comes in. You sustain the initiative and makes sure similar problems won’t crop up in the future.

In any case, iSixSigma Software has a good discussion going about the future of DMAIC, and that because of its flexibility it will still be useful in the future. The article presents a background of DMAIC, its use/function, and its flexibility to be incorporated with other tools.

Read the article: With Flexibility, DMAIC Has Long Future Ahead

Filed under: DFLSS, DMAIC, Six Sigma, Tools/Toolkits

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Improving IT Processes the Lean Six Sigma Way

Many IT processes only use IT management software. Only a few have ventured into other management methodologies such as Six Sigma or Lean Six Sigma.

So far, the only T organizations and CIOs that have applied Lean Six Sigma to their IT processes include those at Bank of America Corp., Sara Lee Corp., National City Corp., Xerox Corp., GE, and Seagate Technology LLC.

These organiziations have shown that IT processes can be defined, measured, analyzed, improved and controlled in a way that helps align projects and assures business results – the Lean Six Sigma way.

What’s the difference when you have Lean Six Sigma way your IT processes?

The following are traits of poor IT portfolio management practices:

• Poorly defined processes
• More projects than capacity
• Poor visibility of what is being worked on
• Poor or no alignment to strategic objectives

With Lean Six Sigma:

• Focus on facts and data to prioritize and select projects and resources.
• Establish roles, responsibilities and accountabilities driven by performance data.
• Link and align business goals to project goals (driving the businesses closer to software and IT functions).
• Require frequent review of performance data and supporting analysis.
• Refuse to accept redundancy, overlap and poorly prioritized projects and resources.

Read the whole discussion here.

Filed under: DFLSS, DFSS, IT, Lean Six Sigma, Six Sigma

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