5 Process Improvement Steps From A Lean Six Sigma Black Belt

By Rob Wright, Chief Editor, Life Science Leader
Follow Me On Twitter @RfwrightLSL

By Rob Wright

Not long ago I received a copy of the book Pay Attention To The Obvious with a note attached stating, “This is the best leadership book you will ever read.” You would have to know the author, Eric Shaffer, to get the humor of the note. As it happens, I do know Eric. He was my first manager when I joined Organon Pharmaceuticals in May of 2000.  Today, Eric is a certified Lean Six Sigma Black Belt, leading cross functional executive teams at Teva Pharmaceuticals. In his book, Shaffer provides a quick tutorial on the five steps to improving a process based on his Lean Six Sigma training. I think you will find his insights useful.

5 Steps To Process Improvement
Step 1 – Define the problem. According to Shaffer, the definition is extremely important, and must be specific and precise. To guide this process, he suggest you use the following questions.

a.What is the problem?

b.When did it start?

c.Who owns it?

d.What is the goal and objective? These are typically referred to as SMART objectives — Specific, Measurable, Achievable, Realistic, and Timely.

e.What are the financial benefits if improved?

f.Who are the customers of the problem?

g.What are the customer’s expectations?

Though this seems simplistic, I am sure you would agree, in the hustle and bustle of life we sometimes skip ahead and try to solve problems without taking the time to up front to gain a better understanding of how the problem started in the first place. During my time in working with Eric, we discussed SMART objective setting, and believe I even provided him with a copy of an article I had written, Strategies For Avoiding The Micro Management Trap, which discusses SMARTER objectives, with the “ER” standing for “Easily Remembered.” When defining the problem, as Shaffer suggests, be precise, and I would add, it should be so precise as to be easily remembered.

Step 2 – Measure the problem. Without data to measure, you cannot fix a problem. The problem must be measurable.

Step 3 – Analyze the data. Based on the data, where is the root of the problem?

Step 4 – Improve the problem. Shaffer suggests using a team of experts on the problem to develop measurable solutions and then test the solution and assess the data for 95% confidence of statistical improvement. Data must tell you that the improvement is the solution.

Step 5 – Control the improvement. Shaffer advises you put SOPs in place to make sure the improvement stays in place. According to Shaffer, too many times a problem is solved with a new improvement but people go back to their old ways, and the improvement is negated.

Pay Attention To The Obvious
Throughout Shaffer’s book he draws on his years of pharmaceutical industry experience and real world examples to point out the importance of paying attention to the obvious to be a great leader. He points out that star athletes are star athletes because they have natural talent, drive, and practice more than others. If you want to be a great leader, try working at it more than others. Perhaps you should employ the process improvement approach Shaffer outlines so succinctly as a starting point.