1st Edition

Utilizing the 3Ms of Process Improvement A Step-by-Step Guide to Better Outcomes Leading to Performance Excellence

By Richard Morrow Copyright 2012
    322 Pages 80 B/W Illustrations
    by Productivity Press

    322 Pages
    by Productivity Press

    Why is it that some improvement efforts succeed while others fail despite robust change management programs and the often do-or-die pressure to improve? Quite simply, there are three elements that separate those that succeed from those that fail. They are the 3Ms—Measure, Manage to Measure, and Make-it-Easy.

    Complete with forms, templates, and case studies from the aviation and manufacturing industries, Utilizing the 3Ms of Process Improvement supplies step-by-step guidance on how to use the 3Ms to achieve performance excellence that lasts. Suitable for a wide audience—including suppliers, manufacturers, and those who work in service organizations, schools, healthcare, and government—it is as much about the science of process improvement as it is about how to lead process improvement utilizing the 3Ms.

    Illustrating applications of the 3Ms across a range of industries, the book weaves stories throughout about role models who have succeeded, as well as those who have failed. It identifies the specific elements that were missing or defective in the failed attempts to provide a clear understanding of how the three elements work together. Arming you with a culture change method based on changing behaviors, it provides a leadership and management guide to achieving your objectives.

    The 3Ms have worked for Ben Franklin, Abraham Lincoln, and the author’s teams across the globe. Now, with this book, you can put the power of the 3Ms to work for you in your quest towards improving processes and reducing costs.

    The author encourages reader interaction and feedback on his website: www.rpmexec.com. He also provides you with access to the forms and templates described in the book.

    Overview of Process Improvement and the 3Ms
    Outcomes Are the Result of Processes
    Performance Excellence
    3Ms for Process Improvement
         Measure
         Manage to the Measure
         Make it Easier
    Science of Process Improvement
    Change Leadership
    We Need All Three Ms to Sustain the Improvements
    Case Study in Process Improvement
    Utilizing the 3Ms for Process Improvement
    3Ms, Scientific Methodology, Change Leadership
    Key Points
    Endnotes

    Change Leadership
    What Is Change Leadership? Change Management? How Do TheyDiffer?
    The Need for Leadership in Change: A Case Study in Healthcare
    Too Many Examples of Not Leading Change Well
    Management and Leadership: Scientific Management
    Perfect Example of Scientific Management
    Definition of Manager and Leader
    What Happens When There Is no Leader?
    Leadership Principles
    Abraham Lincoln on Leading Change
    Leading Change to a Slave-Free America
    Industry’s Change Leaders
    Walking the Talk
    Definition of Common Terms across Methodologies
    Key Points
    Endnotes

    Resistance to Change and Process Improvement
    Forces against Change: Resistance, Time, Natural Laws
    A Quick Win against Resistance
    Role of the Change Leader
    A Policy of Change and Continuous Improvement
         Piloting Changes
         What Can Happen If Change Is Not Piloted First
         Balancing Change and Continuity
    The Emancipation Proclamation
    What Happens When One or More of the Ms Is Missing?
         Dr. Semmelweis and Washing Hands: The Right Change, but Why Is Change Needed In Healthcare?
         Semmelweis’s Improvement Dies with Him
         Forcing Doesn’t Always Work
    The Force of Resistance
    Benjamin Franklin, Electricity, and Change Leadership
         Principles of Electricity Explain Resistance to Change
         What You Can’t See Can Hurt You
    Using Resistance to Help Lead Change
         Electricity and Forcing Change Can Be Dangerous
         Getting Change to Flow
         Resistance to Change Can Vary within the Same Person
         Resistance between Two Bodies
         Resistance at Home
    Key Points
    Practicing Change Leadership
    Endnotes

    Process Improvement Methodologies
    Overview of the Most Popular Methodologies
    Work with Toyota and for Motorola
         Motorola and Toyota Use Lean and Six Sigma Tools
    PDSA and PDCA Compared to Six Sigma
         All Good Methods Analyze for Root Causes before Solutions
    Case Study of Late Shipments
    Cross Reference of PDSA, Six Sigma, Lean, Change Leadership
    Human Factors and Ergonomics in Process Improvement
         Case Study: Human Factors Added to Lean Six Sigma
              Hand Hygiene Change Leadership Issue
    Failure to Engage Others with the Measure
         Baseball and Managing to the Measure
         Measures for Research Purposes
         Measures for Process Improvement Purposes
         Cedars–Sinai Using Measure and Manage to the Measure
    Key Points
    Endnotes

    Roadmap for Process Improvement
    Introduction
    Start the Journey on Main Street
    Getting Started on Our Journey
    Possible Shortcut
    Prepare for Change
    Train
    Envision
         Articulating a Vision
         Elements in a Vision Statement
         Try Out Your Vision Statement
         How Does One Communicate the Vision?
    Abraham Lincoln’s Vision
         Advocate a Vision and Continually Reaffirm It
         For Whom the Bell Tolls
    Engage
    Enable
         Quality Circles
              Enabling during the Recession of the Early 1980s
         Assumptions and Decisions
    Empower
    Key Points
    Endnotes

    Chartering the Process Improvement Work
    The Charter
    No Charter? Big Problem
         Sharing Findings before Departing
         Clear Definition of the Issue and What Was to Be Measured Are Key
         The Final Report and Surprise
    The Issue Statement
         The Measures or Metrics
         Outcome and Process Measures
         Goals
         Progressive Goals and Successive Successful Approximations
    Measures and Goals to Build a Safer Culture
    Hold Off on Financial Metrics Until
    Scope the Work
    Charter "Signatories"
         Sponsor
         Chartering Is Iterative
         Sign the Charter
    Key Points
    Practicing Skills: Chartering
    Endnotes

    Stakeholder Analysis
    Purpose of Stakeholder Analysis
    Case Study in Stakeholder Analysis
    Mission and Values of the Organization
    Stakeholders
    Overview of the SHA
         Measuring the Gap: The Level of Resistance
         Three SHA Scenarios to Know Your Strategy Upfront
         Designing the "Circuit" to Achieve Flow and Manage Resistance
    Difficult to Be Perfect
    Them Is Us Eventually
    Let’s Learn Stakeholder Analysis by Doing
         Using the SHA Template
         Time to Assess Each Stakeholder’s Buy-In
    Key Points
    Endnotes

    Finding the Root Causes, Improving, and Controlling
    Explore Together
         Doctor Livingstone
         Explore Together with Empathy and Patience
         Building the Team
    Case Study
         Poor Service for a Major Customer and Its Customers
         Work-Arounds in the "Factory of Hidden Defects"
         Exploring Using the "Five Whys"
         Explain
         Experiment
         Explore: Builds on Experimentation
         Build Consensus
         Train, Enable, Empower, Hold Accountable
              Training in the Improvements
    Enable
    Empower
    Hold Accountable
    Key Points
    Endnotes

    Utilizing the 3Ms: Measure, Manage to the Measure, and Make It Easier
    Introduction
    Measure
         Practicing Measure
    Manage to the Measure
    Make It Easier
    Visual Management
    Measuring Example
    Managing to the Measure Example
    Make It Easier Example
         Takt Time: A Measure of the Pace Needed to Meet Customer Demand
    Measuring: The Most Important M
    Apply the First of the Three Ms and See the Value
         Setting Up Your Experiment
         Measuring the Baseline
    Statistical Process Control Charting: Turning Data into Information
         Sample Size
         Hand Hygiene and the 3Ms
         Ready to Observe
         Alternative Experiment
    The Hawthorne Effect
         Desire to Increase Productivity
    Utilizing the 3Ms by Changing the Measure
         Incentive Piecework as a Measure
         More on the Perverse Incentive Measure
    French Restaurant Dining
    The Hawthorne Effect Revisited
         Case Study in Timeliness in Sharing the Measure
    Key Points
    Endnotes

    What to Measure
    Hidden Factory of Rework and Swiss Cheese
    Getting Started: Preparing for Change, Chartering, and Stakeholder Analysis (SHA)
         Case Study: 3Ms Improving Surgical Safety
         The Measure Is Invented
         Measuring the Errors to Reduce the Risk of Wrong-Site Surgery
    Measuring the Quality of a Decision
    Practicing Measuring
         Setup
    A Change In One Area May Affect Other Areas
         Inventory Management
    Measure What the Customer Measures
    Base the Measure on Correlation with the Outcome
    High Reliability Organizations: What Do They Measure?
    A Safety Culture and How to Measure
    Measuring the Inputs versus Just the Outcomes
    Measuring the Culture
    President Franklin D. Roosevelt’s First Inaugural Address
    Key Points
    Endnotes

    Measure Risk to Achieve High Reliability
    Measuring Risk
    The FMEA Form
         The Process Step or Design Function
         Input, Failure Modes, Effects, Causes, and Scoring of Risk
         Existing Controls
         Risk Priority Number (RPN)
    FMEA for IT
         Data Can Be a Component In Today’s High Tech Equipment
    FMEAs Don’t Always Prevent Catastrophic Failure
    3Ms Lesson: Must Manage to the Measure, Not Just Measure
    Facilitating a FMEA
    Key Points
    Endnotes

    Measurement as a System
    Overview
    Measurement as a System
    Measurement System Analysis (MSA) Critical in Utilizing the 3Ms
    Analyzing a Measurement System
    Qualities of an Acceptable Measurement System
    Attributes of a Measurement System
         Accuracy
              Bias
         Precision
              Repeatability
              Reproducibility
    Designing a Measurement System
    Performing a Measurement System Analysis (MSA)
         MSAs Can Be Really Easy
         Inaccurate Measurement Systems Can Lose Customers
         A Measurement System Using Actual Data by Surgeon and by Procedure
         Drawdown
         Measurement Systems That Add No Value to the Client
         Calibrating a Measurement System
    Statistical MSA Methods
         Categories and Types of Data
         Checklists as Measurement Systems
         Granularity
         Discrimination
         Overview of Performing a Gage R&R
         MSA for Blood Pressure Reading
    MSA for Attribute Data
         Attribute Agreement Analysis
              Moderate Risk of Harm
         The Soft Drink Challenge with AAA
         Stability
         Linearity
    Overview of MSA for Continuous Data and High Granularity
         Gage Repeatability and Reproducibility (Gage R&R)
         Precision to Tolerance: (%P/T)
              Knowing Good from Bad
              Percent to Total Variation %P/TV
              % Contribution
         Using Minitab in Measurement System Analysis for Gage R&R
         Sampling
         Should I Measure 100% or Sample?
         Sampling Quality
    Key Points
    Endnotes

    How to Share and Communicate Measurements
    Charting
    Pareto Charts
         Pareto to Reduce Resistance
    Statistical Process Control Charts (SPC)
         First SPC Chart: May 1924
         High Reliability Organizations (HROs) and SPC
         The "Swiss Army Knife" for Process Improvement
         Components of the SPC Control Chart
         Control and Out of Control
         Case Study
              Call Center Wait Times
         Using a Simple Histogram to Create SPC Chart Parameters
         Reliability and SPC
         SPC Is Often Preferred in Managing to the Measure
         Prove Change Really Occurred
         Change Management without SPC?
         Frontline Workers Have Been Using SPC Since the 1920s
    Run Charts
    Key Points
    Endnotes

    3Ms: Manage to the Measure
    The Scoreboard
    Visual Management
    What to Expect Short Term and Long Term from Measuring
         Instructing and Coaching
         Training within Industry
              Job Instructions
              Job Methods
              Job Relations
              Program Development
    Standard Work to Manage to the Measure
    Coaching is Key in Managing to the Measure
         Coach’s Playbook
    Key Points
    Endnotes

    3Ms: Make It Easier
    Performance Improvement in Making It Easier to Change
    Case Study
         Store Staff Spending Time with Customers
         Job Satisfaction
    Making Change Easier Is What We Need to Do
    Prepare Stakeholders for the Change
         Train
         Envision
         Engage
         Enable
         Empower
         Explore Together
    Satisfaction and Loyalty Measurement
         Explain
         Experiment, Explore, Build Consensus
    Choosing the Best Countermeasures
    Piloting and Choosing the Best Countermeasures
    Piloting to See if the Measure Moves
         Train, Enable, Empower, and Hold Accountable
    Mindfulness and Control
         Mindfulness
    Commitment to Resilience
    Case Study
         University of Pennsylvania, Penn Medicine Utilizing the 3Ms
    SPC Making It Easier
    The 3Ms Are the Most Important Tool for Leadership and Process
    Improvement Leaders Including Change Leaders to Sustain the Gains
    Key Points
    Endnotes

    High Reliability
    Case Study: SKF
         High Reliability Program Number 1
         High Reliability Program Number 2
         The Products Surrounding the Variation
         Scrapping versus Inspecting
         Utilizing the 3Ms in Zero Defects and SWOC
         High Reliability Program Number 3: Building a Safety Culture
         A Story of a Seal and Its Grease
    Change Isn’t Always Easy, Except
    Stakeholder Analysis Revisited for Making It Easier
    Designing an Experiment Should Start with the People Doing the Work
    Key Points
    Endnotes

    Summary
    Mistake-Proofing?
    Mistake-Proofing Promotes Defect Prevention versus Detection
         Types and Levels of Mistake-Proofing Devices
    Human Error Drives Need for Mistake-Proofing
    Mistake-Proof Approaches
    Train, Engage, Enable, and Empower the People Doing the Work
    Reinforcing Continuous Process Improvement
    Key Points
    Endnotes

    Appendices:

    Roadmap for Performance Excellence™
    Process Improvement Foundational Tools
    The Emancipation Proclamation
    Charter Template
    Stakeholder Analysis Template
    Hand Hygiene Data Collection Sheet
    Hand Hygiene Compliance Chart for Posting
    Measure: Data Collection Tool
    FMEA Severity, Occurrence, Detection Tables
    Gage Repeatability and Reproducibility Measurement System Analysis

    Index

    Biography

    Richard Morrow

    In this book, Rick Morrow provides a clear, structured, and disciplined approach to improving processes and systems in any industry or organization in need of improvement. He gives readers great insight into how all the tools of improvement can indeed be used in an integrated approach to improve service or product reliability, quality, safety, utilization, and efficiency. He wraps this around straightforward steps and the management systems required to sustain improvements. A must read for all looking to improve an organization and delivery system.
    —Charles Hagood, Founder & Past President of The Access Group, International Industrial and Business Services Consulting

    As an international expert in quality and safety, Utilizing the 3Ms of Process Improvement is my go-to-guide for practical applications in process improvement. This is a must read for all professionals looking to create sustainable processes and improve outcomes.
    —David Jaimovich, MD, President of Quality Resources International