| A Quick Win is an already developed solution idea | | | | change as soon as possible to begin reaping the |
| linked to a known root cause. i.e., it allows your team to | | | | benefits. When we have a Quick Win, we by-pass the |
| jump into the Improve Phase of Lean Six Sigma | | | | Analyze phase and move straight to Improve. |
| project. The only major determination left is how to | | | | Quick Win Improvement Criteria |
| implement, assuming the team has been granted the | | | | - Quick Wins have a minimal or no capital expenditure |
| authority to make the change. | | | | - Low Risk |
| These Quick Wins are often identified in the Define or | | | | - Narrow and focused scope (they are not trying to fix |
| Measure phase. There is still a requirement to | | | | the whole process, just a small piece) |
| complete Define and Measure of the Lean Six Sigma | | | | - Buy-in to solutions by all Stakeholders |
| project, to clarify scope and to be able to measure a | | | | - Certainty (approximately 70-80% confidence) that |
| change, but there is no need to go through Analyze | | | | the change will generate a positive impact |
| Phase for this root cause and solution as they are | | | | - Improvements may be Implemented Quickly (within |
| already known. | | | | 1-2 weeks, usually 1-3 days) |
| When a small area, step, area, or section of a process | | | | - The project team has the authority to implement the |
| has a known root cause and the solution is unknown, | | | | desired changes |
| then it is best to apply the Japanese developed | | | | - Root cause is known and solution obvious to all |
| methods of continuous improvement called Kaizen. A | | | | Quick Win Examples |
| Kaizen Event is essentially an accelerated DMAIC | | | | - Process Step Elimination |
| Define-Measure-Analyze-Improve-Control Project. A | | | | - Procedure Change |
| Kaizen focuses on specific improvement objectives | | | | - Safety Stock Elimination (Just in Case Inventory) |
| such as Setup Reduction, 5S, Process Improvement, | | | | - Communication Improvement |
| Line Balancing, etc... Although the Vision of the Future | | | | - Supplier Price Reduction |
| State may be in place, there is still a requirement to go | | | | - Part Substitution |
| through the Analyze Phase to determine HOW to | | | | - Training on Best Practices |
| make it happen as opposed to just how to implement | | | | - Error Proof a Process Step |
| a developed idea, as in the case of the Quick Win. | | | | - Process Balancing or Layout |
| Benefits of Quick Improvement | | | | Quick Wins Cautions |
| Quick Wins provide momentum for the project by | | | | Risk assessment must be an essential part of the |
| driving value, measured in dollars early, thus improving | | | | Quick Win decision process. Communication with other |
| ROI (Return on Investment). Quick Wins also provide | | | | process stakeholders should be done quickly to gain |
| confidence to the broader organization that Lean Six | | | | buy-in and approval. There is no need for surprises for |
| Sigma is a viable approach to process improvement. | | | | anyone in the process. Everyone can help assess |
| Quick Wins also reduces stress on project team to | | | | what are the potential Quick Win impacts on the |
| Get Something Done! | | | | Customers or Suppliers, Other functional areas, Cost |
| When we find these opportunities there is no need to | | | | and Benefit analysis, or other teams efforts. |
| wait months for implementation. We should implement | | | | |