six sigma green belt project roadmap in 10 deliverables 2013 07

Six Sigma Project Roadmap for Green Belts

Job Aid created by Francisco Pulgar-Vidal, fkiQuality

[email protected]

7/18/2013 Copyright fkiQualityLLC 2012 1

The Need for a SSGB Route Map

• Many companies and programs teach six sigma but fail to coach.

• As a result, potential green belts do not complete a project, fail to practice the theory and do not become certified.

• This route map aims to provide direction one basic deliverable at a time.

• These 10 deliverables are the bare minimum to learn to use six sigma at the green belt level.


SSGB Project Route Map

•Quantified objective

•Team identified

•Signed by sponsor

1 Project Charter

•What you observed

•End to end

•With issues mapped

2 Current Process

Map

•Duration

•Errors

•Cost

•8 Wastes

3 Current Perfor-mance

•Ask 5-why’s

•Deliver quick wins

4 Fishbone

Potential root causes

quantified

5 Scatter-diagram

•Future process map

•Roles defined

•Forms & tools

6 Counter-measures

•Updated solution

•SOP

7 Pilot

•KPI’s

•Targets

8 Future metrics

•Communication plan

•Training plan

9 Sustain the

solution

Dollarize new performance

10 Financial impact


Define Measure Analyze

Improve Control

Continuously Improve

DMAIC Route map

• DMAIC is a route of discovery and improvement

• From an annoyance to a real business problem - Define

• From a worthwhile problem to a deep understanding of why it is happening – Measure and Analyze

• From understanding to finding a countermeasure

• From a tested countermeasure to a higher standard of work - Improve

• From a new standard to an established practice - Control


DMAIC Route map - Define

• Aim to solve a problem for which you do not know the solution

• If you know the solution already, go and implement it: – Apply project management

– Use organizational change management

– Six sigma is not the method of choice

• Still, you will benefit from using these six sigma tools: – Standards (SOP) to define the new procedures, targets, roles,

forms/tools and technology

– Metrics for key variables (KPI’s) and targets

– Control system to know how to respond to performance changes


Define – Project Charter

• Every problem impacts a customer – get them to express how they feel about outcomes – the customer pain

• Go see the process and ask those in charge of it what is not working – the process pain

• “Size the prize”: quantify, dollarize the opportunity – the business pain

• Assess how much of the opportunity you can address in this project: – Greenbelts seek a realistic goal for 90 days

– Blackbelts seek to fix the process end-to-end

• The scope is based on the goal

• The team is based on the scope – ensure complete coverage and adequate sponsorship


Business Case: Opportunity Statement (High Level Problem Statement):

Goal Statement: Project Scope:

Project Plan: Team:

Task/Phase Start Date End Date Actual End Name: Role: Commitment (%):

SigmaXL Copyright © 2006 - 2010

Defect Definition:

Process Start Point:

Process End Point:

Expected Savings/Benefits: In Scope:

Out of Scope:

Pro

ject

Ch

arte

r Te

mp

late


Define – SIPOC Diagram

• The way to understand the problem starts with identifying the process where things seem to go wrong (SIPOC)

• Schedule a workshop with team members representing the process end-to-end

• Identify the outcome of the process – when is it done-done?

• List the main tasks needed to produce the outcome: – Do not go into details or special cases

– No more than 7 tasks

• What are the outputs produced by each task? Who uses these outputs?

• What inputs are needed by each task?

• Which task or organization supplies the inputs?



SIPOC Template Process/Project Name:

Date:

Prepared By:

Notes:

Suppliers Process Customers

Provider

Input

Description

Input

Requirements

(optional)

Output

Description

Output

Requirements

(optional) Recipient of Output


Inputs Outputs

See High Level

Process

Steps Below

Step 1

Start Boundary:

Step 2 Step 3 Step 4 Step 5

End Boundary:

DMAIC Route map - Measure

• Create a detailed process map to place failures in context

• Measure or estimate by how much things go wrong – update charter

• Find out what more you must know to fully describe the problem (key indicators)

• Plan to measure key indicators: how, where, when, who will help you

• Collect data as per the plan above

• Focus on the most damaging failures (Pareto)

• Determine whether the process is predictable (is in control)

• Assess whether the process does what it needs to do well (is capable)


Measure – Swimlane Diagram

• Create a detailed process map (from SIPOC to swimlane)

• Highlight the tasks where things go wrong

• Describe what goes wrong

• Measure or estimate by how much – update charter


Swimlane Diagram Sample


Source: edrawsoft.com

Measure – Data Collection Plan

• Select key performance indicators to measure how serious is the problem: – Select output measures that customers care about: critical-to-quality

metrics (CTQ)

– Select process measures that directly impact the CTQs

– Select input measures that feed directly into critical process steps

• Plan to measure key indicators: how, where, when, who will help you

• Collect data as per this plan


Data Collection Plan Template


Project Name:

Date:

Prepared By:

Notes:

Measurement/Metric Operational Definition

Data Source

and Location

Who Will Collect the

Data?

When Will Data

be Collected?

How Will Data

be Collected?

Is the Measurement

System Capable?

Graphical and/or Statistical

Tools to be Used


Measure – Pareto Diagram

• Confusion at the start of a project makes all problem signals seem important

• Use to sort the most damaging problems

• Use to scope the project and use resources wisely

• Look at data from multiple angles (by location, by product type, by client category, …) to create Paretos of the tallest bars

• Use to select problems for further analysis with fishbone and statistical methods


Pareto Diagram Sample


Source: vertex42.com

Problems using weekly report

Measure – Control Chart

• Determine whether the process has predictable outputs – that is, whether it is in a state of control or not

• Create control charts for the CTQs

• Use rules to find special cause variation or common cause variation

• Special cause variation makes a process instable and the project team must seek a way to deal with it right away


Control Chart Sample


DMAIC Route map - Analyze

• Identify the most damaging issue (from Pareto) • What you have measured so far are outcomes: what caused them? • Suggest relationships between outcomes, process and inputs

(fishbone diagram) • Measure process indicators that result in bad outcomes • Measure the inputs which could cause the process to falter • Follow the numbers to confirm relationships between outcomes,

process and inputs • Run a workshop for above tasks:

– Process maps – where things go wrong? – Measures – how badly things get? – Fishbone –why did the issue happen? And organize your ideas – Pareto – confirm with data

• Share findings with sponsor and/or champion and ask for support


DMAIC Route map - Improve

• Identify in the fishbone things to change right away (quick wins): your team knows how to fix it, you have the authority to fix it, no technology is needed

• Have a workshop (kaizen event):

– Fishbone – how will we fix the issue? And organize your ideas

– Countermeasures – organize all components: procedures, forms/files, measurements, associate training

– Try it – observe what went right or wrong

– Fail-proof – how to make it impossible to err again? And update countermeasure


DMAIC Route map - Control

• Establish measurement discipline: what to measure (metrics for output, process, input), who will do it, how often, what to report, to whom

• Define corrective action when execution fails – PDCA

• Document countermeasure, metrics and corrective action in a new standard

• Share with sponsor/champion and get support to deploy new standard to the target community


Get Your Winning Attitude

• Not knowing what really happens breeds wild theories – first explanations are mostly incorrect, listen to: http://www.freakonomics.com/2012/01/24/how-to-get-doctors-to-

wash-their-hands-visual-edition/

• You think a report tells the whole story? – go see what’s happening and be surprised

• Try multiple times – plan a change, do it, measure the impact, learn from it

• Do not work alone – activate your sponsor and team

• Better training or more communication alone are fake solutions – instead, fail-proof your proposed solution


Coaching Session Guidelines

• Your coach or a willing colleague should challenge you weekly with these questions.

• Content: – What have you done since last meeting?

– What are you going to do this week?

– Which obstacles could stop you?

• Support: – What can your coach do?

– What can your champion do?
