black belt - path to excellence

Welcome To…

The Lean Six Sigma Black Belt

Presented by e-Zsigma (Canada) Inc.

Canada’s Leader in Lean, Six Sigma and Innovative Practices

ABUNDANT CHALLENGES...Healthcare

� Wait times; rapid access to quality care

� Cost-effective, sustainable delivery platforms

� Increased demand and aging population

� Surge/capacity management & integration

� Integration of emerging technologies

Manufacturing

Telecommunications

� Meeting changing customer expectation

� Increased competition

� Asset and infrastructure management

� Speed to market: New technology & services

� Increased revenue & reduced cost

ServicesManufacturing

� Global competition

� Changes in exchange rates

� Margin erosion

� Changes in customer demand patterns

� Bringing new product to market

� Availability of skilled labour

Services

� Cost management

� Information management

� Security & privacy

� Sarbanes-Oxley and equivalents

� E-Service

� Outsourcing & Off-shoring

� Bringing new services to market

� A “Balanced Scorecard” – transparency and accountability

What are your challenges?

EVER-INCREASING CUSTOMER FOCUS

� Organizations provide goods and services for customers – they

define needs, quality and price

� Customer focus drives such questions as:

� Why are we in business?

� Where do we need to be in the future?

What is the source of our “Competitive Advantage”?

Lean Six Sigma; Deconstructing the Black Belt


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� What is the source of our “Competitive Advantage”?

� Customers bring alignment to cross-functional organizations:

� What drives purchasing behaviour?

� What is a defect; what constitutes value for the customer?

September 10, 2010

UNDERSTANDING CUSTOMER NEEDS

� The “Voice of the Customer” (VOC) is the qualitative or

quantitative expression of the things that drive customer

satisfaction

� In a commercial setting, VOC are all those things that drive

intent to purchase or repurchase (commitment)

� VOC is the true customer voice – in the words of the customer



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� VOC is the true customer voice – in the words of the customer

� VOC needs to be constantly and accurately understood to

create Value

September 10, 2010

QUANTIFYING NEEDS

I hope I don’t have

to wait too long to

see the doctor!

Subjective: “Too Long”

Quantitative: “total

minutes lapsed until

meeting the doctor”

5 September 10, 2010

MEETING TARGETS BASED ON CT’S?... � Capability to meet/exceed customer

expectation?

� Reliability and stability of key

(process) inputs resulting in

predictable outcomes for

customers?



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customers?

� Need to “shift” the average?� Increase production rate/capacity

� Reduce cycle time and cost

� Need to reduce variation?� More “robust” processes

� Less non-conforming results (eliminate defects)


TWO POWERFUL APPROACHES…Six Sigma & Process Variation

• Describe variation!

• Analyze it! Y = f(x)

• Reduce it!

• Control it!

Lean & Process Efficiency

• Define customer value!

• Identify waste!

• Eliminate waste!

• Increase flow of value!

Reduced

Example

• wait times



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Before 6S After 6S

Predictable, Controlled, Capable

Before Lean

Efficient, High-Value, Low Cost

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

After Lean

Reduced

variation

Reduced

average

• wait times

• cost

• handling

• minutes, hours,

days…

Breakthrough Improvement!


MAXIMUM VALUE

� In the past quality programs focused on meeting the

customer needs at virtually any cost, despite poor

internal processes. Although companies managed to

produce higher quality, costs escalated.

� The result...hard to be competitive when costs are



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� The result...hard to be competitive when costs are

too high!

� The Lean Six Sigma Approach: Yielding higher profits

and maximizing value to the consumer, with high

quality products and services at the lowest possible

cost.

September 10, 2010

LEAN & SIX SIGMA

LEAN

� Patient/Customer Focused

� A Paradigm Shift in the Way Value is Defined

� 5 Key Principles & Eight Associated Sources of Waste

� A Value-Stream Based Approach: The “Flow” of Value (velocity)

� Tools & Techniques to Improve Value Creation

� Turn everyone’s “waste radar” on

� Reduce or Eliminate the Inhibitors to Value Creation

� Extremely Participative Problem-Solving , Event Driven, & Culturally Transforming



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� Extremely Participative Problem-Solving , Event Driven, & Culturally Transforming

SIX SIGMA

� Focus on process “problems”: Errors, Quality, Robust Process Design

� Key to Success: Focus on Understanding Process Variation

� Emphasis on data and analysis: Profound Knowledge!

� Project-Centric: Well Defined Goals & Measurable Results

� Rich & Diverse “Tool Box” for Analysis and Problem-Solving

“At e-Zsigma, we teach people to do Six Sigma and we CHANGE people to do Lean”

September 10, 2010

WHAT IS LEAN?� It is an approach that shortens the lead-time from customer orders to

delivery of parts or service, using the least amount of resources (people, equipment, money, materials, time, facilities, etc.) by focusing on eliminating all forms of waste.

� Lean is Customer Focused and Customer Driven. Every person in the supply chain, both internal and external to the organization is the customer of their upstream supplier. This creates a Pull System from the ultimate customer all the way back through all of the linked processes in the supply chain of products and services.



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chain of products and services.

� Lean is a way of thinking – not just the application of a series of techniques. It is a whole systems approach that creates an environment where everyone is encouraged to continuously improve processes, products and services leading to higher levels of value-added activities.

� Lean helps organizations reduce costs, inventory, defects and scrap, cycle times and non-value-added activities, resulting in a more competitive, profitable, agile and market-responsive organization.

September 10, 2010

LEAN PRINCIPLES?

1. Define value

from the customer’s

2. Identify & map

the Value Stream

3. Reduce waste

and improve



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from the customer’s

perspectiveand improve

flow

4. Move from

“push” to “pull”

from customer

5. Pursue

perfection

September 10, 2010

LEAN 101: DEFINING VALUE

Lean Thinking: Any process step, activity or task that transforms the deliverables of a

process such that the customer is aware of it AND is willing to pay for it is considered

value added. Value is always stated in the eyes of the customer.

© 1996 “Lean Thinking”, Womack & Jones

Healthcare? Any activity or task that moves the patient through the diagnosis,

treatment and prevention process, is performed correctly the first time, and the

customer and/or community is willing to pay/fund for that activity or task since it does



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customer and/or community is willing to pay/fund for that activity or task since it does

create value.

Public Service? Any process step, activity or task that transforms the deliverables of a

process such that the customer and the community is aware of it and is willing to fund

and/or pay for it is considered value added.

How do you or your organization define value? Because… If it is not value-added, then it

is waste (aka “Muda”)

September 10, 2010

NON-VALUE ADDED: WASTE

Waste is defined as anything that does not add value

for the customer.

“Lean Thinking” requires an organizational



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“Lean Thinking” requires an organizational

culture that is intolerant of all forms of

waste.

The goal of Lean is to banish waste.


LEAN 101: THE EIGHT SOURCES OF WASTE� Inventory & Storage: Brochures/booklets printed, stored and perhaps becoming obsolete

(scrapped)

� Waiting or Delays: Delay in getting security clearance for a new hire

� Over-producing:

� Transportation: The movement of people, equipment, materials etc between building, cities, regions, provinces, etc

� Motion: Poor office layout (departments) resulting in people having to move around to get their regular work done



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regular work done

� Errors/Mistakes: Missing or incorrect information on a form or application resulting in rework and delays or even lost opportunity

� Over-processing: Producing reports in advance of when the information is needed, or information that may not be needed at all

� Underutilized human capability: People working on non-value added (see above) and not leveraging their talent and capability

� 9th Waste? Reprioritization

September 10, 2010

LEAN 101: MAKING WASTE MORE VISIBLE

� Process Flow Maps

� Spaghetti Diagrams

� Value Stream Maps

� Cause and Effect Diagrams

� Five “Whys?”



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� Pareto Charts

� Workplace Organization

� 5S (Sort, Set, Shine, Standardize, Sustain)

� Visual Workplace

� Process Reports, Audits and Assessments

September 10, 201015

LEAN 101: VALUE STREAM MAPS

Current State Value Stream Future State VSM



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� Kaizen events linked to (future state) VSM plan

� Moving process towards the future state

� Focus on optimizing customer value

September 10, 2010

LEAN 101: THE KAIZEN EVENT

� Planning � Execution � Follow-up

September 10, 2010

LEAN 101: WHAT IS KAIZEN?

� Kaizen: “Change for the better”

� Kaizen event: A focused, localized, intense, short-

term (rapid) project to improve a process

� aka “Kaizen Blitz”

� “Kaizen Bursts” are opportunities



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� “Kaizen Bursts” are opportunities

identified on a Value Stream Map

� Small-scale improvements are easier and faster

� Risks are lower - typically have limited effect

� The accumulated effect of many Kaizens can often be

greater than a single large improvement

September 10, 2010

LEAN 101: THE 5S EVENT

1. Sort: Separate what is needed in the work area from what is not. Then…

get rid of what isn’t needed!

2. Set in order: Organize what remains – in the order that it is required for

the process or task

3. Shine: Clean and inspect the work area/workplace

Standardize: Standardize the cleaning, inspection,



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4. Standardize: Standardize the cleaning, inspection,

and safety practices – make it part of the job

5. Sustain: Establish an environment, including audits and visual cues, that

ensure the culture of 5S “sticks”

Note: Lean organizations have a standard that any “tool” must be able to be found within X

seconds (example: 60 seconds). A tool can be a piece of equipment, a document, a file, etc.

necessary for the work to proceed and value to be created.

September 10, 2010

EXAMPLE: THE 5S EVENT



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LEAN 101: VISUAL WORKPLACE

The Challenge: People not having access to the knowledge they need to do

their jobs effectively and efficiently. What tasks? What priority? What

target? The “correct” way? Which tools and where can I find them?

Waste: Searching, asking, waiting, retrieving, reworking!

Visual workplace: Providing vital information when and where it is needed.

� Easily understood & unambiguous work instructions on what to do,

when, and how.



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when, and how.

� Tools and methods to easily and reliably identify process errors ad

omissions as quickly as possible - at the source.

� Real-time performance feedback so employees know where they stand in

terms of meeting goals or targets.

� Encourage alignment of activities across and up and down the

organization so that they congruent with strategic goals and objectives.

� Promote and communicate cultural change in the organization,

specifically the lean evolution.

September 10, 2010

EXAMPLE: VISUAL WORKPLACE



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“Access to information and tools to do the job”

September 10, 2010

LEAN 101: ASSESSMENTS & AUDITS

� Creates accountability & encourages shared commitment for

performance

� Tracking trends and (lean) improvement activities

� “We measure our performance”: a part of our culture

� “You can’t manage what you don’t measure”� Measures help control the processes



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� Measures help control the processes

� Metrics aligned to corporate goals and strategy

� Ex. Customer survey data

� Using & reporting the “wrong” metric can be more damaging than having no metric at all!

September 10, 2010

LEAN 101: ELIMINATE WASTE BY…

• Reduction/elimination of batches

• Single piece flow

• Continuous flow

• Improved process control

• Reduced process variation

• Faster reaction to problems

• Five S – Visual Workplace

• Quick Changeover

• Standardized Work

• Andon System, Pitch

• Materials replenishment

• Kanban, FIFO

• Shorter lead times

• Reduced forecasts

• Takt time and demand leveling

• Just in Time

• Touch once principle

• “Pull” systems design

• Supermarket Pull System

• Total Productive Maintenance

• Cellular Design/Layout

• Work cells

• Error Proofing

• Kaizen improvement events


YOUR EXPECTATIONS FOR LEAN� Improved customer experience and satisfaction

� Faster response to client needs

� Increased job satisfaction & reduced stress for staff

� Improved, standardized & repeatable processes that are more predictable

� Reduction in Process Cycle Time

� Ability to focus resources on more value-added activities

� Improved asset utilization: people, equipment & technology



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� Improved flow through elimination of bottlenecks (delays) and constraints

(limiters)

� Dramatic improvement in scheduling predictability – better process

management

� Participative problem-solving

� Engaging the people who know and do the work… the team

� Recognition of the “human” side of lean and the need to manage change


WHAT IS SIX SIGMA?

Six Sigma is a improvement approach that:

� Focuses on issues that are critical to customers

� Systematically identifies, reduces and eliminates causes of variation, errors and defects that occur in key business processes

� By doing this, profitability is dramatically improved



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� By doing this, profitability is dramatically improved

Six Sigma is several things:

� a measure of performance

� a strategy for business improvement

� a methodology for managing projects

� a philosophy of eliminating defects

September 10, 2010

SIX SIGMA: A FOCUS ON VARIATION� While Lean focuses on eliminating waste (NVA), Six Sigma tools

and methods focus on dramatic understanding andmanagement of process variation.

Eliminate errors & defects…

Minimize variation…

Eliminate errors & defects…

Minimize variation…



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� A Paradigm Shift…

“We are going to shift the paradigm from fixing products to fixing and developing processes, so that they produce nothing

but perfection or close to it!”

Jack Welch, CEO, General ElectricGE’s launch of the Six Sigma Management System, 1995

September 10, 2010

SIX SIGMA 101: “Y IS A FUNCTION OF X”

� The heart of “Six Sigma” thinking

� The phrase “Y is a function of X" means that the value of Y (process

outcome) depends upon the value of x (process inputs), so Y can be

written in terms of X.



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written in terms of X.

� This philosophy has evolved into a robust, powerful problem-solving and

process improvement methodology used by hundreds of thousands of

organizations world-wide� Automotive, aerospace and manufacturing

� Banking, insurance and financial services

� Hospitality and service industries

� Government and public sector

� Healthcare

What sectors, if any, have not

leveraged in some shape or form, Six

Sigma thinking and methods?

September 10, 2010

SIX SIGMA 101: CAUSE & EFFECT




SIX SIGMA 101: THE IMPORTANT QUESTIONS

1. Do I fully understand the customer requirements?

(Target and Tolerance)

2. How much variation is in the process I use to meet

my customer’s needs?

3. How well does my process meet my customer’s

needs? How often? What is the impact on Cycle

1

2

3



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needs? How often? What is the impact on Cycle

time? Safety? Customer Satisfaction?

4. What are the root cause(s) of the process variation?

5. Can I reduce variation within the process to reduce

the defects? (If not, get a new process.)

6. Can I center the current process on target?

Y = F(X1..Xi)

3

4

5

6

September 10, 2010

SIX SIGMA 101: DMAIC APPROACH� Define… process improvement goals that are consistent with customer

demands and the enterprise strategy.

� Measure… key aspects of the current process and collect relevant data.

� Analyze… the data to verify cause-and-effect relationships. Determine

what the relationships are, and attempt to ensure that all factors have

been considered.



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� Improve… or optimize the process based upon data analysis using

techniques like Design of Experiments.

� Control… to ensure that any deviations from target are corrected before

they result in defects. Set up pilot runs to establish process capability,

move on to production, set up control mechanisms and continuously

monitor the process.

Source: www.isixsigma.com

September 10, 201031

LEAN SIX SIGMA 101: ROBUST “TOOL BOX”

Define

Measure

•VOC (Voice Of the Customer)

•Project scoping and problem statement

•Team identification

•Cost of poor quality

•Change management

•Project contract

Define Phase – Key Tools

•“Critical To” Tree (CT Tree)

•High level process map

•Process Mapping (including SIPOC)

•Rolled Throughput Yield (RTY)

•Basic Statistics

•Central Limit Theorem (CLT)

•Cause and Effect (C&E) Matrix

•Control Charts Basics

•Measurement System Analysis

(MSA)

•Process Capability

•Cause and Effect (C&E) Diagram

Measure Phase – Key Tools

•Binomial Distribution Statistics

•Graphical Analysis and Techniques

•Data Collection Plan

•Failure Mode & Effects Analysis (FMEA)

Analyze Phase - Key Tools



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Analyze

Improve

Control

•Advanced Graphical Analysis

oMulti-Vari Studies

oMain Effects Plots

oInteraction Plots

oCorrelation

oRegression

•Statistical Analysis

oHypothesis Testing

�Means

�Variation

�Proportion

�Counts

•Confidence Intervals

•Power and Sample Size

�Chi Square

�Non-normal data

�Analysis of Variance

�Analysis of Means

•Modeling Designs of Experiments

•Response Surface Design of

Experiments

•Robust Design of Experiments

•Survey Design of Experiments

Improve Phase - Key Tools

•Screening Design of Experiments

•Multiple Regression

• Process Control Plans

• Gage Control Plans

• Preventative Maintenance Control Plans

Control Phase – Key Tools

• Mistake Proofing

• 5S

• Standard Operating Procedure

• Statistical Process Control

• Business Case Simulation Exercise

September 10, 2010

PROCESS MANAGEMENT

� All processes exist for the purpose of creating value for the organization and its customers

� How can something be of value if you don’t measure it?

� You Can`t...



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� manage what you don’t measure

� control the outcomes of the things you value when you don’t manage them

� improve what you don’t measure

September 10, 2010

PROCESS METRICS

� Establish the difference between perception, intuition and reality

� Gather the facts for good decision making that will provide the basis for sound implementation

� Identify undetected problem areas/bottlenecks

� Understand process- which ones are important and which are not



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� Understand process- which ones are important and which are not

� Evaluate customer satisfaction and the link to key processes

� Process and cost correlation

“Translate a practical problem into a statistical problem, find a statistical solution and then translate into a practical solution!”

September 10, 2010

LINKAGE TO CORPORATE OBJECTIVES

� High-level Strategic Planning: Review Service Levels, back office process

and Voice of the Customer (VOC)

� Business Priorities

� High customer impact

� Fastest or largest return

� Critical to business success

� Identify Key business issues – Where do opportunities exist?



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� Identify Key business issues – Where do opportunities exist?

� Recognize operational processes affect profitability

� Define what the critical to business processes are and technology driven

opportunities

� Define the purpose and scope of everything that needs to get done:

� Establish financial targets, customer impact, key milestones timelines

� Create deployment plans for metrics, communications, team setting,

funding, training, facilitation, program management. Fill the gaps and

supply the tactical pieces only on areas you can’t supply yourselves.

September 10, 2010

DEFINING A BLACK BELT

� A Black Belt is a fully trained Lean Six Sigma expert who leads improvement teams, works projects, and mentors trainees

� Accept and validate project mandate

� Coordinate and improvement projects

� Applying the Lean Six Sigma “Breakaway” project methodology

� Train project team members

� Provide analytical summaries and interpretations to project team

� Assist Champions in identification of � Assist Champions in identification of projects and preparation of appropriate project mandates

� Ensure project completion

� Ensure projects are successfully transferred to process owners

� Coach and mentor Green Belts

� Providing feedback to senior management on project progress and results

Lean Six Sigma

Project

� September 10, 2010

BECOMING A LEAN SIX SIGMA BLACK BELT

Black Belt



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Black Belt

September 10, 2010

COURSE OUTLINE: GB/BB BLENDEDSession 1 Objectives: Define, Measure & Analyze

� Explain Lean & Six Sigma fundamentals (program and concepts)

� Establish & manage a project team

� Constructing a SIPOC and CTQ tree

� Complete a process flow map

� The eight sources of waste in lean organizations



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� The eight sources of waste in lean organizations

� Construct a Cause & Effect diagram

� Use forced ranking tools prioritize information

� Prepare a Pareto analysis

� Design and execute a data collection plan

� Perform a measurement system analysis

� Apply basic statistics to describe process under review

� Prepare & interpret a histogram

� Complete process variability, capability and yield studies

September 10, 2010

COURSE OUTLINE

Session 2 Objectives: Analyze, Improve & Control

� Complete a Risk Analysis (FMEA, FTA)

� Value stream mapping and value-added analysis

� Process rationalization

� Mistake-proofing

� Rapid change-over (SMED)

� Kaizen, 5S, standardized work and cellular design



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� Kaizen, 5S, standardized work and cellular design

� Visual workplace and visual controls

� Perform basic Hypothesis Tests (“t-Test”, “F-Test”, Chi-Square, etc)

� Correlation & regression analysis

� Perform basic Analysis of Variance (ANOVA)

� Conduct a Simple Designed Experiment

� Create and interpret basic Control Charts

� Create and execute a process control plan

� Successfully close a project

September 10, 2010

Note: Green Belt Program

is now completed! Black Belts

continue to Session 3.

COURSE OUTLINE

Session 3 Objectives: Analysis (advanced)

Having completed the equivalent of Green Belt training in the first two sessions, participants will further explore the analytical tools that are the earmark of Lean Six Sigma Black Belts. Students will have spent a significant portion of this week exploring the advanced statistical and analytical tools that will be leveraged for the breakthrough process improvements they are looking for in their



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breakthrough process improvements they are looking for in their projects.

� Hypothesis testing (level II)

� Managing non-normal data and data transformation

� Probability models including Binomial & Poisson

� Non-parametric studies

� ANOVA & ANOM

September 10, 2010

COURSE OUTLINE

Session 4 Objectives: Improve & Control (Advanced)

� Design of Experiments (DOE)

� Conducting Historical DOE's

� Update process maps and associated metrics

� Design control plans and supporting control charts

� Prepare project recommendations & closing reports

Additional Topics Covered in Green Belt and Black Belt Programs



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Additional Topics Covered in Green Belt and Black Belt Programs

� Roles & Responsibilities

� Project Team Selection

� Customer Focus

� Project Management

� Team Leadership

� Change Management

� Interviewing Techniques

� Customer Surveys

� Benchmarking

� Successful Project Closure

September 10, 2010

WHY ENROLL?� Expand your knowledge and skills in Lean Six Sigma

� Look at opportunities, problems, root cause and solutions from a strategic level.

� Leverage your desire to help create an organization dedicated to process improvement and the voice of the customer.

� Become a change agent within your organization

� Enhance your personal academic and business credentials and further



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� Enhance your personal academic and business credentials and further elevate your career

� Comfortable and stimulating adult learning environment and facilities.

� High quality instruction by world class practitioners.

� Interactive learning environment, real life case studies, bonding with peers, establishing friendships.

September 10, 2010

COURSE DATES

16-Day Lean Six Sigma Black Belt

TORONTO SESSION:

Session 1: October 18 – 21, 2010

Session 2: November 15 - 18, 2010

Session 3: December 13 – 16, 2010



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Session 3: December 13 – 16, 2010

Session 4: January 17 - 20, 2011

Register Online: www.e-zsigma.com/s_34.asp

Register in person: 416.593.8026 or [email protected]

September 10, 2010

WHY E-ZSIGMA (CANADA) INC.? � Canada’s Pioneer in Lean Six Sigma for Training and Development

� Industry Leader most widely accepted Canadian Certification

� Lean Six Sigma BB Program considered among the highest

� PDU's accredited by PMI



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� PDU's accredited by PMI

� Recognized and highly-respected e-Zsigma brand.

� Seasoned Lean Six Sigma instructors and professionals that have hands-on project experience across a wide range of industry sectors, spanning health care, government, manufacturing, information technologies, telecommunications, financial services, consumer goods and more.

September 10, 2010

SUMMARY

A Lean Six Sigma approach has proven itself over and

over again, yielding high-impact, high-value benefits for

organizations.

The methods and tools establish a discipline for process

improvements that drive measurable financial results.



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improvements that drive measurable financial results.

Most importantly, Lean Six Sigma helps create a

winning culture that is hungry for operational

excellence, and it creates leaders who are empowered

to align their business processes to the voice of the

customer.

September 10, 2010

E-ZSIGMA SERVICESPUBLIC SECTOR SPECIFIC TRAINING PROGRAMS

� E-Zsigma has designed an 5-day Blended Lean Six Sigma for Public Sector program tailored specifically for the Canadian Public Service industry. This program is the first of its kind in Canada.

CUSTOMIZED SOLUTIONS

� Our training programs can be customized to suit your needs and be delivered at your location.



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delivered at your location.

PROJECT MANAGEMENT & LEADERSHIP

� Allowing our senior Master Black Belts to help you lead rapid and highly successful lean six sigma improvement projects

E-LEARNING SOLUTIONS

� We understand the hectic schedule of the healthcare professional. Therefore we offer a comprehensive eLearning program designed to meet your needs on your schedule.

September 10, 2010

QUALITY CAMPUS




YOUR EXPECTATIONS FOR LEAN SIX SIGMA� Improved patient experience and satisfaction

� Faster response to patient needs

� Increased job satisfaction & reduced stress for caregivers

� Improved, standardized & repeatable processes that are more predictable

� Between 20% and 60% reduction in Process Cycle Time

� Ability to focus resources on more value-added activities

� Greater than 50% Improvement in resource utilization



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� Reduced unit costs through increased capability

� Improved flow through elimination of bottlenecks (delays) and constraints (limiters)

� Greater than 30% gain in process capability

� Dramatic improvement in scheduling predictability – better process management

� Participative problem-solving

� Engaging the people who know and do the work… the team

� Recognition of the “human” side of lean and the need to manage change


SO... WHAT’S KEEPING YOU UP AT NIGHT?




Ask 5W questions & 2H questions to ensure you have

covered all the key information:

1. What is the problem?

2. Why is it a problem? Highlight the “pain”

3. Where do we observe the problem? (location, products)

THE 5W2H TOOL

5W3. Where do we observe the problem? (location, products)

4. Who is impacted? (customers, businesses, functions)

5. When did we first observe the problem?

1. How did we observe the problem? Symptoms

2. How often do we observe the problem? How many defects do we

observe? Magnitude and trend.

50

5W

2H

September 10, 2010

CLOSING REMARKS & DISCUSSION



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Thank you for joining us today for this webinar and

we look forward to working with you in the future!

September 10, 2010

black belt - path to excellence

Business

customer value

customer voc

customer needs

sigma black beltpresented

understanding customer

ezsigma canada

customer orders

customer satisfaction