Finding Process Improvement Opportunities

Large organizations that employ process improvement departments and teams often have a list of process improvement projects (typically called the “1 to n list”). These potential projects are prioritized, and practitioners simply have to select the next project on the list.

However, not all businesses have a dedicated team of trained personnel just waiting for the next project. In fact, many times you need to find projects to work on. I see this challenge a lot with Green and Black Belt Lean Six Sigma candidates.

The common question I hear is, “How do I find a project?”

In a very structured, process-minded environment, a Master Black Belt is running a program. There are a few Black Belts aligned to strategic priorities and Green Belts are being handed project charters.

So much for the perfect world!

In reality, most people need to find process improvement opportunities on their own. So, how do you do this?

It boils down to looking at a combination of four things:

1. Strategy.
2. Data.
3. Steady Work.
4. Complaints.

Strategy
Many businesses have some sort of strategy. Some are more defined than others. But, for the most part, there are at least a few defined strategic priorities, or there is often some challenge to overcoming an impediment to success. Reviewing these and discussing them leads to identifying project opportunities that directly impact the company.

Data
Having data – especially a primary metric – is vital to successful process improvement projects. Data collection can also be one of the most time-consuming activities in a project. So, start by looking at what the business already measures and collects today. Perhaps, there exists an opportunity outlined in the existing data.

Steady Work
Steady Work are processes that happen all day long or at least several times a day, every day. These processes lend themselves to easy observation. When you can easily observe a process being performed over and over again, you can conduct a “Stand in the Circle” activity, like Gemba Academy describes in its Deadly Wastes training. By silently observing an ongoing process, you can easily identify disorganization and waste-related process improvement opportunities.

Complaints
If at all possible, you hope that you do not have complaints regarding your processes, but it happens. Complaints come from customers, employees, suppliers, and even partners. They often revolve around defects and pain points in a process. When you hear these complaints, consider them as an opportunity for process improvement.

Other Methods

In more structured process environments, there are two other tools to look for potential process improvement opportunities. Typically, the business is more mature in its process mindset. These tools are value stream maps (VSM) and Failure Modes Effects Analysis (FMEA).

A VSM is a very detailed process visualization tool that identifies opportunities in an end-to-end process. These issues easily point to known lean solutions, such as workload balancing, kanban systems, and one-piece flow. By examining existing VSMs, you can select potential projects.

FMEAs identify all the potential failure modes in a process. These failure modes have a number or wait assigned to them, called a Risk Priority Number (RPN). By focusing on the highest RPNs, you can quickly identify process improvement opportunities. Then, it is a simple matter of looking for ways to reduce the likelihood and impact of a failure mode or increase the detectability.

Using these methods, even some of the most immature process-minded organizations can easily identify project opportunities.

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