In the journey toward operational excellence, organisations often face a critical challenge: ensuring that multiple processes work together seamlessly to deliver value to customers. The Improve phase of the Lean Six Sigma DMAIC methodology provides a structured approach to creating and implementing process synchronisation methods that eliminate bottlenecks, reduce waste, and enhance overall efficiency. This comprehensive guide explores how businesses can leverage synchronisation techniques to transform their operations and achieve sustainable results.
Understanding Process Synchronisation in the Improve Phase
Process synchronisation refers to the coordination of multiple activities, resources, and workflows to ensure they operate in harmony toward a common goal. Within the Lean Six Sigma framework, the Improve phase focuses on developing and testing solutions that address root causes identified during the Analyse phase. Process synchronisation emerges as a powerful tool when dealing with complex systems where multiple departments, machines, or teams must collaborate efficiently. You might also enjoy reading about How to Conduct a DOE Study: Step-by-Step Guide for Six Sigma Projects.
When processes are not synchronised, organisations experience delays, inventory buildups, quality issues, and frustrated customers. Consider a manufacturing facility where the production line operates at 100 units per hour, but the packaging department can only handle 75 units per hour. This mismatch creates a bottleneck that ripples throughout the entire operation, increasing work-in-process inventory and extending lead times. You might also enjoy reading about Improve Phase: Creating Visual Management Systems to Transform Your Workplace Efficiency.
The Foundation of Effective Process Synchronisation
Identifying Process Dependencies
Before implementing synchronisation methods, teams must thoroughly understand how processes relate to one another. This involves mapping out dependencies, constraints, and information flows. During a recent improvement project at a regional distribution centre, analysts discovered that their order fulfillment process involved seven distinct handoffs between departments. Each handoff introduced variation and potential delays.
The team documented the following cycle times for each process step:
- Order receipt and validation: 15 minutes average, 8 minutes standard deviation
- Inventory allocation: 22 minutes average, 12 minutes standard deviation
- Pick list generation: 5 minutes average, 2 minutes standard deviation
- Warehouse picking: 45 minutes average, 18 minutes standard deviation
- Quality verification: 12 minutes average, 5 minutes standard deviation
- Packing: 18 minutes average, 7 minutes standard deviation
- Shipping label creation: 8 minutes average, 3 minutes standard deviation
This data revealed significant variation in several process steps, particularly in inventory allocation and warehouse picking. The high standard deviation indicated these processes lacked standardisation and were prime candidates for synchronisation improvements.
Establishing Takt Time
Takt time represents the rate at which products or services must be completed to meet customer demand. This metric serves as the heartbeat of synchronised processes, ensuring all steps operate at a pace aligned with market requirements. The formula for calculating takt time is straightforward: available production time divided by customer demand.
In the distribution centre example, the facility operated 480 minutes per day with a customer demand of 120 orders daily. This yielded a takt time of 4 minutes per order. However, the total cycle time for order fulfillment was 125 minutes, clearly indicating a misalignment that required synchronisation solutions.
Key Process Synchronisation Methods
Pull Systems and Kanban Implementation
Pull systems ensure that work moves through processes based on actual demand rather than forecasts or arbitrary schedules. Implementing a kanban system creates visual signals that coordinate activities across multiple workstations or departments. Each process step only produces or processes items when the downstream customer signals readiness to receive them.
A healthcare clinic implemented a patient flow synchronisation system using visual management boards. They divided their treatment process into four stations: intake, preliminary assessment, physician consultation, and checkout. By limiting work-in-process to three patients per station and using coloured cards to signal capacity, they reduced patient wait times by 42 percent within six weeks. Total clinic throughput increased from 48 to 68 patients per day without adding staff or extending hours.
Workload Balancing and Line Balancing
Workload balancing distributes tasks across resources to minimise idle time and bottlenecks. This synchronisation method proves particularly effective in assembly operations, service centres, and administrative processes where multiple steps must occur in sequence.
An electronics manufacturer producing circuit boards faced severe imbalances in their assembly line. Three workstations had cycle times of 42 seconds, 68 seconds, and 51 seconds respectively, while the fourth station required 89 seconds. This created a bottleneck that limited the entire line to 89 seconds per unit, leaving the other stations idle for significant portions of each cycle.
The improvement team redistributed tasks across stations, resulting in balanced cycle times of 62, 64, 61, and 63 seconds. While the individual tasks at three stations took slightly longer, the overall line output increased by 29 percent because the bottleneck was eliminated and all operators worked continuously.
Buffer Management and Constraint Elevation
Strategic placement of buffers protects critical processes from variation while maintaining flow. Rather than allowing inventory or work to accumulate randomly, buffer management positions controlled amounts of work-in-process at specific points to absorb variation without disrupting downstream activities.
A software development team applied buffer management principles to their project delivery process. They identified code review as their primary constraint, with senior developers able to review only 15 items per day while developers produced 28 items daily. Rather than allowing a massive backlog to accumulate, they implemented a time buffer system where code sat for a maximum of 24 hours before automatic reassignment to another reviewer or escalation for additional resources.
This synchronisation method reduced code review cycle time from 4.2 days to 1.3 days, accelerated feature deployment, and provided early warning signals when the constraint needed elevation through additional training or resource allocation.
Implementing Synchronisation Solutions: A Structured Approach
Pilot Testing and Validation
The Improve phase emphasises testing solutions on a small scale before full implementation. Pilot testing allows teams to validate that synchronisation methods produce the expected results and identify unforeseen issues in a controlled environment. A pharmaceutical packaging facility piloted their new synchronisation approach on one production line for two weeks before expanding to all six lines.
During the pilot, they collected data on cycle time, defect rates, changeover time, and operator satisfaction. The results showed a 34 percent reduction in cycle time variation and a 22 percent increase in overall equipment effectiveness. Equally important, they discovered that operators needed additional training on the visual management system, an insight that prevented confusion during full-scale rollout.
Establishing Standard Operating Procedures
Synchronisation methods only deliver sustained results when codified into standard operating procedures. These documents capture the specific steps, timing, quality checks, and escalation procedures that maintain coordination across processes. Effective standard operating procedures include visual aids, decision trees, and clear accountability assignments.
Creating Feedback Mechanisms
Synchronised processes require real-time information sharing so participants can adjust their activities in response to changing conditions. Digital dashboards, andon systems, and regular huddle meetings provide feedback mechanisms that keep processes aligned. A logistics company implemented hourly performance boards showing actual versus planned shipments at each dock door, enabling supervisors to rebalance workloads dynamically and maintain synchronisation throughout the shift.
Measuring Synchronisation Success
Effective process synchronisation generates measurable improvements across multiple dimensions. Key performance indicators should include cycle time reduction, variation reduction, throughput improvement, inventory level changes, and quality metrics. The distribution centre mentioned earlier tracked their improvement journey over 12 weeks, documenting the following results:
- Average order fulfillment time decreased from 125 to 78 minutes
- Standard deviation of fulfillment time reduced from 31 to 12 minutes
- Daily order capacity increased from 120 to 185 orders
- Work-in-process inventory dropped by 58 percent
- Order accuracy improved from 94.2 to 98.7 percent
These results demonstrate the powerful impact that well-designed synchronisation methods deliver when implemented systematically through the Lean Six Sigma methodology.
Common Challenges and Solutions
Organisations implementing process synchronisation often encounter resistance from team members accustomed to working independently. Addressing this challenge requires clear communication about the benefits, involvement of frontline workers in solution design, and visible leadership support. Additionally, synchronisation may initially expose problems that were previously hidden by excess inventory or long lead times, requiring courage and commitment to work through these revelations.
Technology integration presents another common challenge, particularly when systems from different eras or vendors must exchange information in real-time. Successful implementations often begin with manual synchronisation methods that prove the concept before investing in automated solutions.
Transform Your Organisation Through Process Excellence
Process synchronisation represents one of the most powerful tools available in the Lean Six Sigma Improve phase, delivering substantial improvements in efficiency, quality, and customer satisfaction. The structured methodology, data-driven approach, and proven techniques provide a roadmap for organisations seeking to coordinate complex processes and eliminate waste.
Mastering these synchronisation methods requires understanding both the technical tools and the change management principles that enable successful implementation. Whether you are leading improvement projects, managing operations, or seeking to advance your career in process excellence, comprehensive training provides the knowledge and skills necessary to drive meaningful results.
Enrol in Lean Six Sigma Training Today and gain the expertise to design, implement, and sustain process synchronisation methods that transform organisational performance. Our comprehensive certification programmes cover the complete DMAIC methodology with hands-on projects, real-world case studies, and expert instruction. From Yellow Belt fundamentals to Black Belt mastery, we offer training paths suited to your career goals and organisational needs. Do not let inefficient processes limit your potential. Take the first step toward becoming a certified process improvement professional and join thousands of successful graduates who are leading transformation initiatives worldwide. Visit our website to explore course options, review upcoming schedules, and start your journey toward operational excellence today.
