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Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 134, our final 10-10-10 FMEA explosion with part 5. "Lights, Camera," and most importantly, "Action!" Be sure to check out You-Tube for our original-ish FMEA song. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo in the artwork, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-134 Leave a Review! http://bit.ly/E6S-iTunes
***Lights, Camera, Action***
Objection 1: I'm getting push back on the actions
Counter 1: This is the first point where the majority of work shifts from you to the team (unless you kept it balanced early on.) Pushback here is natural, but it cannot win.
Objection 2: There are too many actions to tackle
Counter 2: Well, pick the top ones and ask yourselves why you have so many, and differentiate by how difficult they are.
Objection 3: Some of these actions are really big
Counter 3: Yup. Some may spin into completely new projects, capital programs, etc. FMEA doesn't care how big the solution requires, only how important it is. Again, small chunks, still work on what can be done now. Multi-generational plan, etc.
I The importance of the action step. You're in the home stretch.
a. This is the make/break point. Either you win and can say, "I told you so," or the naysayers win.
b. If you fail to execute, then you actually succeeded in creating pure bureaucracy.
c. It may be uncomfortable
i. You will get push-back.
ii. You will turn into an "action-cop"
II The typical different types of actions to take
a. Update or create a procedure
i. Operations & Supply chain
ii. Process SOPs, Signs, Labels (visual)
iii. Maintenance SOPs, schedules, spares inventory
b. Data collection (existing as-is process) - Look deeper. Maybe it’s not a big issue after all.
i. Capability analysis / Statistical Process Control
ii. Time studies
iii. Defect rate
c. Run an experiment
i. Design of Experiment (multi-factor)
1. If you have never run one, you may consider asking for assistance. They rarely go exactly as planned.
ii. Or other
d. Mistake proof / poka yoke,
i. Simple fixes (do it now)
1. Color coding
2. Lines & labels
4. Machine guards
ii. Process reengineering (long-term)
1. Capital equipment
3. Sensors and hardware
e. Do nothing - sometimes we forget this is an option
i. What are the risks and can we accept it?
Outro: Thanks for listening to episode 134 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! We love hearing from our listeners and learning about how you use Lean and Six Sigma. Feel free to email us, firstname.lastname@example.org, or contact us through our website, we reply to all messages. Reviews on iTunes are always appreciated and keeps us higher in the ranks and allows us to reach more superstars like you. Don't forget to you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down? Leave a Review! http://bit.ly/E6S-iTunes