Using System Diagrams to Define Solutions

It is important for teams assigned the task of defining process improvements to consider the full impact of any potential solution. Processes do not exist within a vacuum, rather each directly or indirectly has an affect on many areas within an organization. Without proper planning, unexpected consequences could result from an ill-conceived process. Maintaining an awareness of system dynamics, as a result, is critical to the team's success in defining a workable lean Six Sigma solution.

Considering a process from the perspective of system dynamics carries an additional benefit which yields better quality solutions. Teams are better able to identify leverage points within a system when considered within the context of an organization. This knowledge significantly improves the quality of process solutions defined by the team.

System Dynamics and Lean Six Sigma

The principles of System Dynamics mesh well with lean Six Sigma priorities. System Dynamics stresses shifting from a reactive, events-driven focus to a wider viewpoint that encompasses the inter-dependence of systems within a company. It challenges solution development teams to remain flexible in order to create a true solution that delivers quality.

To work within a System Dynamics viewpoint, teams must keep the following in mind:

  • There are many possible solutions to any process issue, but there is no single correct answer. Every solution includes trade-offs, the impact of which must be considered.
  • Time delays will muddy efforts to establish cause and effect when evaluating process solutions. This is especially true when analyzing more complex processes.
  • Strong efforts to alter the status quo will be met with equally strong resistance. This is known as a 'balancing loop' within a System Diagram.
  • Unanticipated consequences that extend beyond the process are the norm.
  • Process solutions can worsen performance before improvements are seen.
  • Reinforcing loops, or successes generated from process implementation, foster the development of bigger changes.

As is the case with lean Six Sigma thought, flexibility and adaptability are important aspects of the System Dynamics approach.

Working with System Diagrams

System Diagrams visually display forces acting upon a particular process as well as any interaction between these forces. These models include factors such as the manner of decision making, behaviors and perceptions. They can be extremely useful to solution definition teams by creating a common model for examining complex system function.

The creation of System Diagrams is a process. The first step is the identification of events, meaning the current process' shortcomings are defined. This could step could include the assertion that the number of defective units produced each month is too high, or that customer satisfaction ratings have fallen short of a company's target.

The development team must next consider behavior patterns associated with the current process. Examples could include a comparison of sales performance against costs. Illustrating these patterns on a graph can aid understanding of the dynamics involved.

This information must next be expanded upon, by identifying activities that occur as a result of current behaviors. For example, product price reductions introduced to off set poor sales can result in inconsistent demand. To draw out activities and their root causes, process development teams will find 5-Why Analysis particularly helpful at this stage.

The team must finally review perceptions and attitudes within the organization that perpetuate the system in its current state. These are the obstacles facing lean Six Sigma status. Any process solution the team creates must be tailored to withstand these forces, and implementation efforts must be directed at shifting the culture accordingly.