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LEAN | 3 Nevers for a Perfect Process | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
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- čas přidán 31. 01. 2019
- A perfect process is one that is continually improving itself, so it's not a destination but a journey worth starting. (Timestamps below)
3 key behaviors are key to achieve a process that produces near-perfect outcomes based on continual process improvement:
1) Never make a defect
2) Never pass a defect
3) Never accept a defect
These behaviors help avoid the risk of unawareness of poor quality meant by Taiichi Ohno when we used to say "no problems is a problem."
Timestamps:
0:28 - What is a Perfect Process?
1:05 - How to get to Perfection
1:21 - First of the 3 Nevers - Never Make a Defect
1:48 - Never Make a Defect Slide
2:02 - Jidoka Definition
2:23 - Trust is Key
2:54 - Second of the 3 Nevers - Never Pass a Defect
3:14 - The Cost of Letting a Defect Through
3:57 - Third of the 3 Nevers - Never Accept a Defect
5:08 - Never Accept a Defect Slide
5:53 - "No Problems is a Problem" - Taichi Ono
6:25 - 3 Nevers Summary
The 3 Nevers for a Perfect Process really explains the saying " a stich in time saves nine".
This tells me that there needs to be open an honest communcation at all levels of the process and trust. If we are to get to the root of the problem we have to be able to speak up without worrying about hurting feelings. In the end the customer and the company lose if we cannot communicate.
The 3 Nevers for a Perfect Process is such a simple concept, and the biggest challenge is when you have someone in the team who doesn't take personal responsibility either out of fear or laziness.
Three Nevers does a good job of emphasizing the importance of setting a work standard and taking ownership of a process.
The Jidoka reference was very easy to understand, especially on the second "Never". A level of trust and empowerment is crucial.
I appreciate the 3 nevers because it really is something that we have control over. Whatever step you have with the process isn't a mindless step, it's one that has a lot of power in determining the outcome of the line. I also appreciated how each step creates a standard.
I liked the initial point made when it was said the perfect process is a process continuously being improved by the process's owner. The perfect process is not always operating perfectly, but one which keeps working towards perfection. Worker trust and empowerment is important. It allows the worker to immediately take care of defects and take full ownership of the process.
I think it’s important to remember you started by saying that for this step to work, people have to be receptive to change, not fearing consequences or retribution. It’s a very difficult thing because it means you have to trust and respect your up and downstream partners.
Problems aren’t a bad thing, it’s problematic when there aren’t any ironically. The bad thing is when communication or standards are broken.
thank you for sharing the quote "lack of awareness is a problem. lack of problem is lack of feedback". We should seek feedbacks to continuously improve.
These are great rules to abide by never make a defect, never pass on a defect, never accept a defect. I like what Donna says about each employees responsibility
What a simple way of breaking down achieving a perfect process. Really ties together how one process effects the other.
I like the observation that each step protects its work standard. This is the prime learning of being proactive instead of reactive. It's always best to stop, quit while you may be ahead and fix the issue, otherwise you're only spreading it and making it worse.
I really like the way the "3 Nevers [...]" can be summarized to creating a high level of trust, teamwork and cooperation both upstream and downstream. When a defect is created, passed on or accepted the consequences will most likely be far-reaching and unless a sense of awareness is established, at all points of the process, defects will continue. I like what Donna says about each employees responsibility, but I like to add to that by clarifying "why" each employee is important and making sure they are all aware of exactly the importance of their role plays.
I have often heard statements like "how did it get so bad" or "how did we get here" I think this video illustrates why we need to speak up and address problems when they happen rather than pass them along to the next person. We lose important data and information the farther we get away from the original error.
Love the aspect of personal responsibility and accountability with passing on or accepting a defect. Personal pride and integrity in one's work is at stake....something greatly lacking in many facets of manufacturing that I have seen first hand. Good video.
The 3 Nevers provide a great set of rules to live by. Whether you are an operator on the floor or a member of the sales team, the 3 nevers provide a great mindset from which to work. If an organization is able to instill these ideas in its workforce success should follow.
Makes perfect sense! You could never be continuously improving if you are making, accepting or passing defects.
This is a great standard to live and work by! I truly believe in fostering a work environment/culture of personal responsibility. Hold employees accountable. If employees are not held accountable for their work than the environment that is fostered is one of being less than mediocre. Clients/customers want high quality work and standards so that is what we should live up to each and every day and take pride in our own work.
The video showed me the importance of clear communication between departments to create an understanding between departments about the different roles within the entire operation. By having this understanding and responsiveness to change, theses 3 nevers can definitely be prevented.
I will definitely use the 3 nevers in my continuous improvement role.The 3 things that really stood out to me was 1)Communication- clear communication between each operation2)Understanding others jobs- Understanding others jobs and working together to improve all sides of the operation.3)Responsiveness to changing conditions in the work place- All of these are key to avoid these Nevers.
The first "Never" stands out to me. It is key that we create SOP for all employees to follow. this will ensure the job is done the same every time and its easier to trace defects.
This is particularly important as we often are blind-sighted and have an individualistic mindset, later creating problems for the rest of the operation/team.
Communication is key because without communication there is no feedback loop to drive continuous improvement
Steve Jacobs said it so well!!! The 3 Nevers: Never make a defect (the aspiration), Never pass a defect on to the next step, Never accept a defect from the previous step. Those who own the step that created the defect need to be aware of the defect so they can continuously improve their process. The concept of quotas may undermine quality output if quality is not the priority.
Making sure the individual feels safe or comfortable to stop and ask for assistance when there is a potential defect or issue is an important company value to allow for effective teamwork. This can foster a team that encourage them to feel responsible for their tasks or process.
This is a very useful practice to incorporate in my production processes. It will make my team more aware of that each worker has an equally important part in the overall outcome of the products we make.
I am often told to implement unfinished and unrefined processes because I thought it was confusing to the workers and not a good idea in general. However, this video has taught me the downstream affects that I had not considered.
As it has been highlighted in this video again, one aspect very important within any organizations is the importance of trust and so feedback. An environment of fear creates lack of awareness.
This is very aspirational. Using with my team today. I really like the idea of not accepting defects. I think we have a tendency of making do to not hurt feelings or making waves.
I like the discussion of the first never where it discusses that each step knows its standard and you meet those standards to realize what the other steps need
Jennifer, it's great that you caught on to that ... not many viewers do. The need for standards or some form of target or expectation is key because it represents something to shoot for. In supervisory or managerial work it is often assumed that "you'll figure it out" and no targets are defined or communicated.
Having a standard makes life easier too, because you reach a sense of accomplishment which is impossible without clear goals.
Interesting concept of the 3 "Nevers" and how continuous improvement can be used to create a perfect process and help people understand impact of their part of the process on previous and next steps.
I agree with Kari. Fostering a team that cares about their work, each other and the customer is needed to implement this type of system. It is frustrating and time consuming to continually receive incorrect information and have to send it back for corrections.
I believe that it is critical to have a clear description of the specs required for each unit before passing it to the next process down the line. It is the responsibility of production managers to provide proper tools and proper training to employees to achieve "a perfect process".
That really helps that knowing from the beginning to the end of a process the nevers. So do not start the process with a never or let it pass down the line.
Everyone has an important role and value in this process and being responsible. Working together and having communication.
Brigitte Dickey That is right, this reinforces the concept that we are all connected in our actions, because our results and outcomes impact others in the organization.
This video made me want to hire consultants to help me (and perhaps a dedicated team of trusted individuals) reorganize my department so badly! Which is funny, as I'm in no position to do so. But boy do I suffer the ill effects of a poor departmental layout with upstream and downstream issues. My team (the QA/training team) wants to get their QA program going this year (which is funny since we don't even have a complete training program, nor do we have our hundreds of processes documented/updated) and I want to tell them, "THAT'S AN INEFFICIENT USE OF TIME AND ENERGY!" Perhaps they'll listen to me when I have my Greenbelt certification?
Wow, simple yet so complex - NEVER make, pass, accept a defect. Goals for employees should revolve around this one key principle, and not on quotas or other objectives which have unintended consequence of decreasing quality.
Communication being key! Lack of awareness lack of feedback.
As I have watched all the fkiQuality videos they are all so relevant to where I am at in my career. This video has given me an action item for today. There is a dumping ground of defects that I will discuss with my team and see what can we do to correct and also communicate upstream the impact we are experiencing as a result. Thanks!
A great video showing off some key behaviors that everyone should have during the process of achieving a perfect process. I will definitely be able to use this 3 behaviors in my work to help strive for a more and more perfect process.
The perfect process approach can be applied in all that we do, in production, service, and communication when trust is present.
Good to know about 3 nevers.
The feedback loop is the real winner in this scenario, you need to have your employees feel empowered enough to provide feedback. Too often you can encounter a situation where someone will say, "well it's happened before" or "I normally just do this instead". If you promote that sense of team like suggested, you can go back and correct these issues to prevent them from happening again.
Excellent remark, Hillary. In this sense, these rules support and reinforce the feedback loops discussed in the other video about Toyota's inverted pyramid for rapid awareness and response. Watch that video here: czcams.com/video/z30EWLlsb04/video.html
This should be an eye opener for people who think "good enough" and pass it down...
This feels like the mentality you need to implement to begin to change the culture at the sight towards continuous improvement
Ryan, yes; the first time i heard of the three nevers I also thought that it could be used as a shorthand for a cultural move towards the Lean mentality.
I think the first two nevers' are relatively easy to fix. Most of it can be fixed internally and only requires minor interdepartmental work. However, the third never looks like the hardest. There has to be a feedback-providing entity, and accepting an entity that receives the feedback. This gets challenged when interdepartmental work happens because each department has its own goal. But as a higher-level concept, I agree that no problem is a problem and needs continuous improvement from feedback.
It is very important to create a strong culture of “trust, awareness, honest feedback, better communication & alignment of goals” within any work environment in order to never make, pass or accept defects.
Kahina Zanoune Yes, trust is earned in every action that we take, especially when it impacts the ability of others to do a good job.
A perfect Process is one is that continually being improved by the personnel
Very informative.
A key point is to “continually” improve a process, at times we only improve once and then just move on
Minimal variation, no defects-don’t settle for low quality, empower people to see-stop-fix, ethics-mutual accountability, acknowledge-learn-improve-ALIGNMENT AND COMMUNICATION
These are great rules to follow to remember you are part of a much bigger system. By never making a defect you hold yourself to a standard that will not effect anyone else negatively. You try not to make the possibility of waste come up. However if a defect does happen it is important to catch them inside your own department instead of pushing them through and putting the responsibility to catch or rework onto the next department. This is selfish because you only think "I got my work done" and dangerous if the defect is not caught. And by not accepting defects you put pressure back onto the original producer to hold them to the first rule. It is a cycle.
Yes, "forgiving" or "looking away" from defects does not help anybody, but hurts the effectiveness of the system of production.
Never pass a defect is extremely important in my line of work. With different processes requiring different tooling, it is always assumed that if the part is on your sequence it is to spec.
Adam, do you work in production cells with all the processes in sequence, or are the parts moved from department to department?
By following this "Three Nevers", an organization can increase its FPY, and avoid unfavorable situation such as "90%, 90%, 90% equals 73%".
I think the "3 Never's" can be summed up as "Never settle for mediocrity!" A company should always strive for excellence in their teams and processes.
To achieve a "Perfect Process" it all comes down to company culture. Companies must create a team atmosphere and empower/trust it's employees to take action, to avoid the 3 Nevers (never make, pass, or accept a defect).
when you work with a 0.0004 of tolerance it needs to be perfect! If I make an imperfect part, my customer, which in my case in my coworker setting the machine is going to have problems.
3 simple steps to enhance the overall quality of your process. These are 3 different places where you can check your process. Are you making a defect? If you are, it can be stopped at two different points so it will not affect the rest of the system. While it is next to impossible to achieve, it is a great goal to aim for and will result in an overall better product and more efficient system
Powerful!
The third "Never" highlights the need for an organization-wide commitment to Lean. Otherwise, people may pass on defects and say "not my problem anymore" when the issue is raised.
That's right! The third "never" rule balances responsibilities across the organization.
The 3 Nevers describe a Perfect Process 100%. Where everyone has to carry their work load.
Aaron Crenshaw yes, and though it seems an ideal situation part of our work is to try to achieve it , so that we may work with less friction and serve our customers more easily.
The 3 never’s paint a picture of the prior video, while there was a 9% decrease in the workflow of VA and LT, but the outcome of more paper consumption is something that is tangible and needs to be assessed sooner than later. The 3rd never of not passing a defect is clear in this scenario as the cost of more paper, the amount of patients using the paper, if mistakes are made, if the paper(s) is lost would defeat the purpose.
This would need to be refined and progress iteratively as the 5 why is in this scenario does not appear to have been asked before the work flow to mitigate was never asked. This needs to be reviewed from all key parties and stake holders’ aspect, and reference the change opens the issue of user error, and a more costly work around with the requirement of paper from the external doctor’s office and for the doctor’s office to do the same steps, without human error considering.
Yee-Haw!!!
Homero Cardoso: Wow this in one area in which some companies should take a look at how the poor quality of a product is affecting not only the main customer, but also all of the internal customers down the line. I wish the department where I work will be able to just reject defected parts and send them back to the responsible department.
That is a great insight, Homero, poor quality impacts the internal customers who have to work with poor in-process product or documents.
i definitely agree with this
It is the responsibility of each department to not pass a defect on the departments down the line. Communication between departments is key in catching defects when they occur and working as a team to correct them. Do not be afraid to point out defects or to ask for help to correct them.
Jeff Maes Great comments, it is key to get the defects as early as possible, and management must create an environment of trust and not of fear.
The three never appears simple but requires team work in order to be effective. If the team who is responsible for the prior step do not make corrections it will affect the next step and this can cause waste and unhappy customers.
I agree with some other comments that personal accountability makes a huge difference in trust and teamwork, which impacts the entire process. If a perfect process is continually being improved, is this more like an ideal state or Utopia where it's never attainable?
Hi Nicole, a perfect process is one that is continually improved by those who are responsible for it ... this means that you are always trying to do things a liitle better, but with a long-term view that gives you enthusiasm, a sense of control over your job -- never a hopelessness that it can't be achieved. I always like to say that Green Belts never get depressed because they (we) know that a better way is always out there, and we have the methods and tools to discover it. Francisco
Easy philosophy to abide by.
I unfortunately see this in various operations roles where they rely too much on a rerouting defects or going back to fix them after the defect has been made....
This is process that must be enforced. If the process is not enforced from the First Never, your gonna continue to have people passing though the system and then customer would then be the recipients of a defected product due to lack of care and lack of people following procedure.
Hi Kyle, "enforce" may be too strong an action ... especially when you want to change ways of thinking. I would suggest seeking to undertand together the need to do things differently -- understanding leads to buy-in and adoption, which make enforcement unnecessary or makes it a tool of last resort. Francisco
Ideally if we never make a defect will we need the other two nevers?
Never accepting a defect will also change the culture dramatically
Never look past poor performance or poor quality. Looking past such things makes it acceptable and repeatable.
Jaime, excellent point. A Green Belt never takes the status quo as acceptable, but rather knows that a better way is always out there, and applies the methods and tools to discover it
Sometimes we accepted off specifications products from our internal supplier because we think it is part of their process capability which is low and just move on
Domingo, good observation, this is what happened in the Red Beads experiment too, where the problem wasn't the workers "ability" to pick fewer reds, but the poor incoming product quality that allowed too many red beads in the mix.
Realize too, that the need to work closely with suppliers is a direct outcome from Deming's notion that all companies are systems of production that include suppliers and customers. As a refresher, here's the article www.linkedin.com/pulse/20141024051927-971239-deming-s-system-of-profound-knowledge-part-one/
people are not always aware how defects flow down and can lead to longer lead times due to defects having to be reprocessed or just have extra work done in order to pass which should of been stopped from the beginning
That's right, we should always work in a way that "makes the next step/person successful."
Perfect process is determined by how many defects. If no defects than there is a lack of awareness of the process
Hi Nathan, having a low number of defects is clearly desirable in a process but there are also other characteristics such as stability, predictability, and adaptability to changes. Watch this video on the fallacy of pursuing "zero defects" czcams.com/video/IbDwIrLvm28/video.html
The 3 nevers are: never make a defect, never pass a defect, never accept a defect.
Never make a defect, never pass on a defect, never accept a defect. Identify the defect and call it out, do not pass or accept this defect. Ask for help or research the issue and process.