A Box and Whisker plot can bring clarity and highlights to your statistical data. We know that statistics assumes data points are clustered around a central value. When using a box and whisker plot, the ‘box’ contains and accents the middle half of these data points. It is a great way to graphically display variations in your data set. Because they are so easy to read, you can summarize data from multiple sources and display the results in a single graph. The box and whisker plot also allows for a better comparison of data from different categories.

Growing a Box and Whisker Plot

Understanding and creating a Box and Whisker plot is fairly straightforward. Start the process by organizing your data in numerical order (smallest to largest). Once the data is in proper order, find the median point of your data. The median point should divide the data into two halves. To divide the data into quarters, you then find the medians of these two halves.

Calculating Median Value

It is important to note that if you have an even number of values (so the first median was the average of the two middle values), then you include the middle values in your sub-median computations. If you have an odd number of values (so the first median was an actual data point), then you do not include that value in your sub-median computations. That is, to find the sub-medians, you’re only looking at the values that haven’t yet been used.

Example #1 (odd count of numbers): 2, 3, 5, 7, 9, 10, 15 (median is middle number 7)

Example #2 (even count of numbers): 2, 3, 5, 7, 9, 10 (median is halfway point between 5 and 7, which is 6)

Calculating Quartiles

Now, you have three points: the first middle point (the median), and the middle points of the two halves, or the ‘sub-medians’. These three points divide the entire data set into quarters, called quartiles. Then you name the top point of each quartile a ‘Q’ followed by the number of the quarter. As an example, the top point of the first quarter of the data points is “Q1”, and so forth. Note that Q1 is also the middle number for the first half of the list, Q2 is also the middle number for the whole list, and Q3 is the middle number for the second half of the list. You have created the “box” which contains the middle 50% of the data.

Next, we need to calculate the Interquartile Range (IQR), which defines the “whiskers” around the box. The whiskers extend 50% beyond the width of the box (1.5 x (Q3-Q1)) from the median on each side.

Any points in your data set that fall outside of the whiskers is considered an outlier, and is denoted with an asterick (*).

Let’s take a look at an example

Click image to access free download of this image from BPI

Take Advantage of the Tool

The Box and Whisker plot is an effective and easy to read tool. It can summarize data from multiple sources and display them in a single graph! You can also use the Box and Whisker plot to compare data from different categories and thus, understand their relationships. This allows for a simpler decision making process.

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The Balanced Scorecard (BSC) is a report card for your business.  It is a strategic management tool that allows you to view the organization from different perspectives. The Balanced Scorecard allows a leader to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The tool was created by Robert Kaplan and David Norton in the 1990’s.

Earn Your Grades With a Balanced Scorecard

This tool is truly a management system! It brings together all measures around both internal processes and external outcomes. A BSC supports continuous improvement at the level of strategic performance. The following attributes are the four elements of a BSC:

• Financial – Performance as seen by shareholders.
• Growth & Development – How well do you foster ongoing change and continuous improvement?
• Business Process – Key processes you use to meet or exceed customer and financial requirements.
• Customer Service – What the customers are perceiving or experiencing.

The BSC prompts a leader to develop meaningful metric, targets, then collect and analyze the relevant data. This allows a leader to effectively review strategic implementation based on measurement, not perception.

Moving Forward With Confidence

For many business leaders, measuring the success of strategic objectives typically falls back on financial performance. It is all about the bottom line! The advantage of a BSC broadens strategic measures and gives a much broader and more accurate picture of the performance of the organization. Financials are part of the BSC, but measures what’s happened in the past. In today’s environment, organizations must create value and invest in the future of all portions of the business. Organizations must invest in customers, suppliers, employees, processes, technology, sustainability, community, education, and innovation. That is the forward thinking required to be successful and compete in today’s environment. Thus the distinct advantage of utilizing the Balanced Scorecard (BSC).

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We absolutely love cars! From American brands to global legends like Maserati, our love for the car transcends all boundaries. There is something about the fit, finish and performance of an automobile. Nothing compares to walking around a new car and taking in this marvel of manufacturing expertise. Letting your fingers trace the sleek lines of the design and taking in the visual beauty of the final product. Then, opening the door and catching the wonderful fragrance of new car smell, and feeling the seat take you in when you settle down behind the wheel. It truly is an American passion … the love of an automobile.

The true fascination is not just what energizes the senses, but the science and methodology behind manufacturing a passion.

Building a Maserati

Maserati is an Italian luxury vehicle manufacturer established on December 1, 1914, in Bologna. The brand’s tagline is “Luxury, sports and style cast in exclusive cars,” and the brand’s mission statement is to “Build ultra-luxury performance automobiles with timeless Italian style, accommodating bespoke interiors, and effortless, signature sounding power.” The Maserati brothers, Alfieri, Bindo, Carlo, Ettore, and Ernesto were all involved with automobiles from the beginning of the 20th century. Alfieri, Bindo and Ernesto built 2-litre Grand Prix cars for Diatto. In 1926, Diatto suspended the production of race cars, leading to the creation of the first Maserati and the founding of the Maserati marque. One of the first Maseratis, driven by Alfieri, won the 1926 Targa Florio. The company began making race cars with 4, 6, 8 and 16 cylinders.

The video is an excellent description of the process involved in manufacturing high-end luxury vehicles, in a modern mass production environment, without losing the exacting standards demanded by the customer. Maserati has incorporated numerous quality processes into their production line, to include the partnership with Siemens. Continuous quality improvement strategies are clearly evident in the Maserati business model.

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Lean Optimization using the 5S

1. Sort – Removing unnecessary items, simplifying to keep value-add items only.
2. Set – Organize items in the right order to maximize efficiency and minimize wasted time.
3. Shine – Make the workspace clean and appealing to the eye.
4. Standardize – Implement best practices for all individuals, maintain standards, and consistency.
5. Sustain – Create and develop practices that are ongoing and encourage compliance.

Changing the Landscape

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If you are car fanatics like we are, you cannot help but drool when the name Tesla is mentioned. When you think of the brand, you think of a powerful machine that masters any road surface while providing the driver with understated luxury and a strong eco footprint. Tesla Motors leads the industry in both the design and technology of their product. When you see a Tesla on the road, it automatically ignites the American passion for amazing automobiles.

Building a Tesla

Tesla first grabbed our attention following the production of the Roadster model, the first fully electric sports car. Their second vehicle was the Model S, which is a fully electric luxury sedan. Those models were soon followed by the Model X crossover. The next vehicle in the family is the Model 3. Global Model S sales passed the 100,000 unit milestone in December 2015, three and a half years after its introduction. It also was the world’s best selling plug-in electric vehicle in 2015. CEO Elon Musk envisions his motor company as a fully independent operation. His passion and goal is to offer affordable electric cars at affordable prices to the average consumer.

Tesla and Elon Musk are true innovators! They see what is possible and drive relentlessly towards that goal. Their factory and manufacturing process are setting the standard in the industry. Their success requires not only vision and innovation, but a steadfast focus on quality and customer satisfaction.

Watch the factory tour video and let the innovation of inspire you!

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Can EHR expose quality opportunities in our current FMEA mapping process? A recent study shows that EHR information can provide significant opportunities to improve FMEA mapping in the quality process. Failure Mode and Effects Analysis (FMEA) mapping simply outlines steps in any given process, then identifies and prioritizes the potential opportunities for failure. By using this systematic and prioritized method, teams can make consistent and continuous improvement. Conversely, when information is left unidentified in the FMEA, can real improvement be made?

Quality Opportunities Missed in FMEA

To understand this potential opportunity, researchers recently conducted a study where actual patient data was utilized and provided to a mock quality committee. As with any other FMEA, the committee put together their FMEA mapping based on the information provided to them. The research team then compared the information in the committee’s FMEA mapping the actual data identified in the EHR. The results were enlightening. The study showed that 35% of the processes completed were not identified in the committees FMEA mapping. More illuminating was the fact that people from 12 different categories or positions were involved in the discharge process and not in the original FMEA mapping. Further, what the original FMEA mapping identified as one activity in their map, EHR data showed it was actually a multi-stepped process, involving completely different people.

EHR Strengthens FMEA Mapping

This study clearly shows the potential EHR has to strengthen and extend the reach of current FMEA mapping processes. Significant amounts of data previously undiscovered in EHR could have a dramatic effect on the success of FMEA mapping. Lean Six Sigma professionals should look to EHR as an untapped resource that could expose significant opportunities for success in your quality improvement opportunities. Use the EHR to drill down to any quality improvement opportunities that are truly hidden gems of quality.

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Healthcare runs on clean laundry! No matter what the scenario … whether treating a patient in the ER, on a Med-Surg unit or in an outpatient clinic, the patient care cannot be delivered without clean linen. From washcloths, sheets, or blankets, to surgical scrubs or patient gowns, the healthcare environment runs on clean linen.

Wash, Dry and Fold

The United Hospital Services laundry is one of the 10 largest healthcare laundry plants in the United States. The plant processes over 36 million pounds of clean linen for healthcare facilities in the state of Indiana. The cleaning and processing of linen for healthcare is a combination of science and production. It is the science of how to clean and process various articles of linen to ensure they are germ free, sparkly clean in appearance, comfortable to the touch guaranteeing the maximum life of the item. The production is like the production of any other factory with linen being the product being manufactured. Almost every step in the manufacturing process is automated, with a few processes remaining a ‘by hand’ operation. Employees are measured on the quality of their product, along with the quantity produced by the hour.

This Ain’t Your Mom’s Laundry

Commercial healthcare laundry operations are not your mom’s laundry! The science involved, along with the production manufacturing, require absolute focus on efficiency and quality. The industry is extremely competitive, and even 1/4 of a cent per pound cost could make the difference in a contract for the plant.

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Innovation. What is the value? That is a tough question! Asking the definition of ‘value’ becomes a loaded question. Depending on who you ask…depends on the question you will get. It is elusive!

The True Value of Innovation

Creating value from innovation is a crucial step for your organization. Value, actual or perceived, creates buy-in. If they believe, they will follow! Of course, when launching an initiative, a tangible value will not be realized right way. It takes time, focus and perseverance. Start out with measures that go beyond efficiency gains. It takes vision to strike a spark. It is a fire that burns deep in the heart of an organization. Measurement is crucial to the process. Measure every step of progress. Compare quarter to quarter and benchmark against accepted performance standards. Over time, as you grow in the initiative, results will go from being perceived to tangible. Tangible results will inspire and fan the flame of innovation. The energy created during this innovation process will inspire more creativity.

Reaping the Benefits

Your project is gaining momentum. You are seeing tangible, measurable results which are producing true value. As momentum builds, always screen and evaluate your initiatives. Find, fund and launch initiatives that align squarely with the values and mission of your organization. Give them time to build, strengthen and gain traction. Finding ways to grow and build your business is solely based on innovation. The hidden result will be that the culture of the organization will change. Encourage the idea of intrapreneurship in building and changing an organization. This will create a forward momentum in the organization that is hard to beat. Gain a competitive edge through innovation and creativity. Never stop moving forward!

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Amazon is like Frank Sinatra … they do it their way! If you live in 27 cities that offer the Prime Now service, you will get a rare opportunity to see how they do it!

Amazon Does It Their Way

Amazon is an electronic commerce and cloud computing company with headquarters in Seattle, Washington. It is the largest Internet-based retailer in the world by total sales and market capitalization. In 2015, they surpassed Walmart as the most valuable retailer in the United States by market capitalization. Amazon Prime Now offers household items and essentials delivered within 2 hours of your order. The service offers more than 25,000 items, across 25 categories of products. Delivery availability is 7 days a week, from early morning to late evening. You can even schedule a window for your delivery in the checkout process.

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Are you a believer in continuous improvement? Do you believe that a state of continuous improvement can exist harmoniously in any business environment and succeed? Well, if you are so confident, then what are you willing to risk to achieve your dreams? You just took on a new leadership role, in a new organization. You were hired to be a change agent. You have the skill sets and history to establish your authority as an expert. Once you get settled in to the organization, you see that making the changes you envisioned are going to be a real battle. Even worse, your boss specifically wanted you to be a ‘change agent’ in the organization and start making a difference. However, there is a big difference in words and deeds with leadership. They say they want change and continuous improvement, but their actions don’t back up their ideas. Now, for all the reasons you were attracted to the new organization and new job, you feel like you are a sole survivor on a desert island. Stranded!

What Will You Risk for Continuous Improvement?

Now that you feel the world is against you … it is time to go to work! Set out on your journey with purpose and determination. Leave the bravado behind! Quickly identify and work with your new boss to identify quick opportunities for change. Use your skills and Lean Six Sigma practices to establish process and document progress. Learn to effectively communicate your goals and vision not only up the chain of command, but equally, down the chain of command. When people understand your purpose and see tangible results, they are more than likely willing to change. Be a great leader, coach and mentor throughout all aspects of your process. Be willing to embrace slow progress just as much as you cheer for the success. It will be a trying time for you. When you have a successful project completed and new processes in place that work, it’s time to take on something bigger and harder! Keep in place your focused leadership and professional skills.

Risk vs. Reward

Belief is equally balanced with risk. The bigger your beliefs, the more you are willing to risk. Your vision for the future should be greater than anyone around you and your willingness to risk everything should match that. Your confidence in your professional skills and abilities will go a long way to gaining the trust and confidence of those around you. The benefits of continuous improvement outweigh the risk of change. Be bold, be confident and use the tools of your practice that are proven tried and true!

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Rockwell Collins understands that access to information is crucial to mission effectiveness. Whether flying from Los Angeles to Paris for a well deserved vacation, or flying a dangerous mission over the skies of the Middle East, Rockwell Collins ensures that mission is completed safely.

Rockwell Collins Displays Quality

Rockwell Collins, Inc. is an American multinational company headquartered in Cedar Rapids, Iowa, providing avionics and information technology systems and services to governmental agencies and aircraft manufacturers. The Advanced Technology Center is a large department that focuses on research and development. It has several sub areas, namely Embedded Information Systems, Advanced Radio Systems, as well as Communications and Navigation Systems. Other prominent divisions in the company include display systems, flight controls, aircraft simulation, and navigation systems.

From start to finish, the video shows how these displays are produced for both civilian and military applications. These are the ‘next generation’ displays that keep the organization rated as the leading manufacturer of highly advanced avionics systems.

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The capability analysis is a valuable tool for Lean Six Sigma professionals. Every process has performance limits and variables. There is power in understanding those variables and variances that customers will tolerate. It offers a method of understanding these variables or limitations, and aligns them with customer expectations.

Understanding the Value of Capability Analysis

Understanding the true value of the variables in a process can be defined by the capability analysis. The capabilities and value of a process can be determined by comparing the width of the process spread to the width of the specification spread. When a process is capable, the process spread is smaller than the specification spread. When the process is centered and within the specifications, it is more capable of consistently producing product that meets customer expectations. The benefits, of course, is that it offers a key measure of performance that is easily translated in a visual representation that is applicable across all industries. Further value of the capability analysis is that it estimates the proportion of product that does not meet specifications. It summarizes a significant amount of information simply, showing the capability of a process and the extent of improvement needed.

Finding Value for Customers

Statistically speaking, you are assessing the capability to make this highest quality product by comparing the width of the variation in your process with the width of the specification limits. The capability analysis is crucial to achieve this with your project. By using this tool, you will be able turn your efforts from just meeting established requirements to applying change that reaps true quality improvements that are consistent. Ultimately, you will be able to offer the highest amount of quality and customer satisfaction from your process with the lowest amount of variations.

Capability Analysis is a valuable tool across the Lean Six Sigma practice. One can find the tool on various platforms such as Minitab.

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Airbus has ended the debate about who rules the skies! The Airbus A380 has become the indisputable ‘King of the Skies,’ relegating the Boeing 747 to her role as the ‘Queen of the Skies.’ Some argue that size doesn’t matter. In the case of air transport, size does matter, and it is changing the dynamics of the airline industry in big ways.

Airbus A380 Ascends To The Throne

The Airbus A380 is a double-deck, wide-body, four-engine jet airliner manufactured by European Union manufacturer Airbus. It is the world’s largest passenger airliner, and the airports at which it operates have upgraded facilities to accommodate it. It was initially named Airbus A3XX and designed to challenge Boeing’s monopoly in the large-aircraft market. The A380 made its first flight on April 27, 2005 and entered commercial service on October 25, 2007 with Singapore Airlines. As of September 2016, Airbus had received 319 firm orders and delivered 195 aircraft; Emirates is the biggest A380 customer, with 142 ordered of which 83 have been delivered. Thai Airways International, British Airways, Qantas, Asiana Airlines, Qatar Airways, Etihad Airways and Air France are other operators.

The Airbus A380 Story

Join us on this amazing adventure of creating the ‘King of the Skies.’ This feature is part 1 of a 5 part series which takes you through the process, from concept to manufacture to delivery of this jumbo jet. We encourage you to follow along and see the complete series below.

Giant of the Skies – Part 2

Giant of the Skies – Part 3

Giant of the Skies – Part 4

Giant of the Skies – Part 5

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As a Lean Six Sigma professional, we are fascinated with the question of “why” when we see failure in business practices. It is in our DNA to ask that question and drill down, to expose the facts. When you look at two recent business failures, our heads are filled with the question “why.” The failure of Takata and Samsung have been the best examples of business failure that you should understand and examine.

Quality Failure of Epic Proportion

The quality failure of Takata and Samsung have shaken their industries to the core. What is puzzling for Lean Six Sigma practitioners is the fact that both industries touted themselves as being fully immersed in the practice of Lean Six Sigma. Even more disturbing is the relationship of Takata with Toyota, who is often seen as the “gold standard” of quality improvement. Without the advantage of having intimate details of both organizations, one can only speculate on the causes of their epic failures. Those details will probably never be available outside of the highest levels of those organizations. However, a reasonable Lean Six Sigma professional can only speculate as to why these failures occurred. That speculation reasonably states that the failures can be linked directly to failures in the quality processes. Their commitment to the practices and philosophies of Lean Six Sigma practices slipped on a major scale.

Understanding the Important

As Lean Six Sigma professionals, you must take a look at at these two failures with the best detailed scrutiny available. The analysis will undoubtedly show that there were breaches in their systems and process. Their integrity and commitment to quality improvement practices were compromised to a point that there was no possibility of return. Their behavior not only damages their brand, but has shaken the confidence of their customers, which will not be short-lived. It will be a long hard climb for Takata and Samsung back to a point of respect in their industries.

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We go behind the scenes in a factory tour of the BMW Spartanburg, South Carolina plant, where they build the BMW X3 and BMW X4. These BMW models are built in the USA and distributed across the world from the port in Charleston, SC.

Factory Tour: The BMW Story

Bayerische Motoren Werke AG (German for Bavarian Motor Works), usually known under its abbreviation BMW, is a German luxury vehicle, motorcycle, and engine manufacturing company founded in 1916. Headquartered in Munich, Bavaria, Germany. BMW owns Mini cars and is the parent company of Rolls-Royce Motor Cars. BMW produces motorcycles under BMW Motorrad, and plug-in electric cars under the BMW i sub-brand and the “iPerformance” model designation within the regular BMW lineup. It is one of the best-selling luxury automakers in the world.

Check out this amazing factory tour in South Carolina with BMW.

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Gibson guitars go from raw product to one of the finest guitars in the world. This tour takes you step by step process on the production. The home of the best electric guitars today is Gibson USA. Built in 1974 in Nashville, specifically for the production of Les Paul guitars. The world headquarters moved to Nashville in 1984, with the closing of the Kalamazoo plant. The financially troubled company was rescued in January 1986 by Henry Juszkiewicz and David Berryman, and the new owners quickly restored the organization’s reputation for quality, as well as its profitability.

Gibson Brings Quality In Every Step

Join us for a fascinating tour of the factory and see how these historical American made guitars are produced with the highest quality standards, and a detailed focus on the end user.

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Many companies go down the road of quality improvement for the wrong reasons. The question is, what is your real motivation when implementing Lean and Lean Six Sigma practices in your organization? What are you really trying to achieve?

What Is Really Going On?

Your organization embarks on a grand adventure of quality improvement. Resources are allocated towards implementation of Lean Six Sigma and plans are put in place. Opportunities are identified for quality improvement. Senior leaders are energetic about the future opportunities and communicate their vision to the organization. After a period of success, the organization is optimistic about the opportunities achieved through their initiatives.

Then things begin to change.

Senior leaders are seeing the opportunities quality improvements being made, but they begin focusing on short term cost savings. Initiatives become an exercise in cost cutting in the organization, forgoing the strategy of long term quality improvement. As the tide starts to change in the organization, employees begin to feel the effects of the change. They see the focus subtly change from improving their process to rooting out every potential cost saving opportunity. Jobs start to be eliminated across the organization, while the demands of productivity are increased. Morale in the organization slips and employees begin to strategically plan their exit. Improvements gained in the early days of quality improvement initiatives quickly start slipping away, and the environment returns to the place it was before. The organization feels strongly they were deceived or tricked in the name of quality improvement and Lean Six Sigma initiatives, to achieve underlying cost cutting objectives. This leaves the workforce bitter and resentful. The bottom line is that the real goal of any organization is to make a profit. That is why they are in business. However, the focus of pure cost cutting typically results in operational failure.

Quality Improvement Creates Success

When starting down the journey of quality improvement, it is crucial that an organization clearly understand why they are starting the endeavor. The goals and motivations must be clear! Organizations must be steadfast and decimated to the goals of quality improvement. Leadership must be committed to processes that are long term in nature and focused. That is not to say that cost savings cannot be achieved along the way, but those savings will come organically with the dedicated practice of Lean Six Sigma initiatives, with a committed focus on customer satisfaction as the driver. Yielding to the temptation of short term cost cutting opportunities must be ignored. Quality is a process built over time through focused attention to detail and steadfast commitment to the long term health of the organization.

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No matter how organized you are, the classic task or to-do list is a monster that has a mind of its own, and grows at an alarming rate. Isn’t it time to quit working for the monster, and start making the monster work for you?

Make the Task List Monster Work for You

Making the task list monster work for you, instead of being a slave to the monster is really simple. It takes organization and mindset. Nothing more, nothing less. So how do you take simplistic steps and slay the monster?

First, get your self organized. Clean up your your workflow and make your practices habit. Do them everyday and without a thought. Habits are powerful when they are done as second nature. Some prefer the pen and paper written list, others go digital. Whatever you choose, make sure that the platform of choice is simple, clear and easy to use. There are multitudes of platforms in the digital space that sync across all of your platforms. Do your research and pick one that makes your comfortable, then stick with it. Stop jumping from solution to solution! Almost any solution will work if you stick with it, and are disciplined in following it for a month.

The next step is straightforward logic. You probably work through a task list that is greater than 20 items. Every evening, you refine and prioritize that list for the next day. However, this is where the monster grows out of control! Instead of reducing a task list during the work week, your list tends to grow. This is called “inventory” and it is one of the 7 forms of waste! This leaves you with a strong feeling of being overwhelmed and out of control, and you spend a lot of time sorting through the list to decide which tasks are most important.

Simply, take control of the list! The idea is to have a task list with three items on it. Yes, we said three! Take that monster list, dig in and critically prioritize where you end up with the Top 3 tasks on your list everyday. These tasks are of highest priority that align with your business goals. Now, you can start each day with a clear, manageable focus on just exactly what needs to happen every day. If you’re afraid of losing all the other ideas and tasks you need to complete, find a place to store them for later retrieval.

Another key is to break down each task into a manageable task to move it forward. Don’t put down items like “write a book” or “clean out garage.” Instead, put down tasks like “create book outline” or “clean out one container in garage.” These tasks should not be on your to-do list for days and weeks, otherwise they are too daunting and need to be more specific.

Embracing the Top 3

At first, this is just not going to seem either logical or practical. It takes time to make the practice a habit, and see the effectiveness. However, if you practice the Top 3, you will quickly fall into a habit that gets results. That monster to-do list reduces into a manageable form that works for you! Get up in the morning and attack the Top 3 with gusto. As you complete the Top 3, go straight to working on other items that are presenting as opportunities. Your day is not done when the Top 3 are complete. It simply means that you achieved a significant goal. You feel successful and accomplished, which changes your mindset. Working on other items in your realm will then feel like icing on the cake, with a cherry on top. It’s a great feeling to have the monster working for you and seeing success!

What tips and tricks are working for you? Add your comments below…

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