Program Nam

Lean Six Sigm

<Project Title
(State From ... To)>
< Last Name, First Name >
DefineMeasure
AnalyzeImproveControl
Wave No: <xx>
Review Date: <xx/xx/xxxx>

LEAN
SIX SIGMA
 Program Nam
Lean Six Sigm

DefineMeasure
AnalyzeImproveControl

LEAN
SIX SIGMA
 Control
Control Phase Road Map
Define Measure Analyze Improve Control

Activities Tools
• Implement Mistake Proofing • Mistake-Proofing/
Zero Defects
• Develop SOP’s, Training Plan & Process
Controls • Standard Operating Procedures
(SOP’s)
• ImplementSolution and Ongoing
Process Measurements • Process Control Plans
• Identify
Project Replication • Visual Process Control Tools
Opportunities • Statistical Process Controls
• Complete Control Gate (SPC)
• Transition Project to Process Owner • Solution Replication
• Project Transition Model
• Team Feedback Session
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 Control
Improve Summary

Solution Selection Criteria Pilot and Implementation Plan

How the solution was determined: 1. ?
• What was the solution selection tool used? 2. ?
• What project management tools were used? 3. ?
• Cost/benefit analysis? 4. ?
• Include any other tools or methods used 5. ?

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 Control
Measurement Systems Analysis
Total Gage R&R 17.12 41.38 For Continuous Data, use Minitab GR&R Study
Repeatability 17.12 41.38 For Discrete data, use AR&R Excel Tool
Reproducibility 0.00 0.00 For more information, see Notes section of this slide
operator 0.00 0.00 Known Population Individual 1 Individual 2 Match Match
Part-To-Part 82.88 91.04 Sample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known
Total Variation 100.00 100.00 1 pass pass pass pass pass N N
2 pass pass pass pass pass N N
3 fail fail fail fail pass N N
Conclusions: 17.12% of component 4 fail fail fail fail fail Y Y
variation from measurement system, 5 fail fail fail pass fail N N
6 pass pass pass pass pass Y Y
82.88% of component variation from 7 pass fail fail fail fail Y N
8 pass pass pass pass pass Y Y
part-to-part measured 9 fail pass pass pass pass Y N
Gage name:
10 fail pass pass fail fail N N
Gage R&R (ANOVA) for time
Date of study :
Reported by :
11 pass pass pass pass pass Y Y
Tolerance:
Misc: 12 pass pass pass pass pass Y Y
Xbar Chart by operator operator*part Interaction
operator
13 fail fail fail fail fail Y Y
110 1 2 100
100 90 14 fail fail fail pass fail N N
Sample Mean

90 1
80
Average

80 3.0SL=75.30 2
70
70
60
50
X=59.80 60
50
15 pass pass pass pass pass Y Y
40 -3.0SL=44.30
30
20
40
30
20
16 fail fail fail pass fail N N
10
0 part 1 2 3 4 17 fail fail fail fail fail Y Y
R Chart by operator Response By operator
80 1 2 100 18 fail fail fail fail fail Y Y
Sample Range

70 90
60
50
3.0SL=56.83 80
70 19 pass pass pass pass pass Y Y
40 60
30
20
R=26.87
50
40 20 fail fail fail fail fail Y Y
10 30
0
0
-3.0SL=0.00E+00 20
10
Oper 1 2
"REPEATABILITY" -> 100.00% 80.00%
Components of Variation
100
Response By part "ACCURACY" -> 85.00% 70.00%
100
%Total Var 90
%Study Var 80
Percent

70
50
60
50
40
"OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00%
"OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00%
30
20
0 10
Gage R&R Repeat Reprod Part-to-Part part 1 2 3 4

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 Control
Control Chart
P Chart for Total Defectives
0.10 What was the Initial 
Feb/Mar Data Confirms Process Has
Capability?
Remained In Control
3.0SL=0.08162
<Right Click, and select Add Text>
Proportion

What is the observed capability 
0.05 after improvement? 

P=0.03817
<Right Click, and select Add Text>

Is the new improved process 
stable & Capable & in control? 

0.00 -3.0SL=0.00E+00
<Right Click, and select Add Text>

0 50 100 150
Sample Number

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 Descriptive Statistics / Process Control
Capability
Process Capability Analysis for Cholesterol
Process Data
Data
USL
USL 220.000
220.000 ST
* LT Target *
*
(Baseline)
193.133 LSL *
30
26.0455
22.4931
Mean 193.133
Sample N 30
Capability
*
0.34
StDev (ST) 26.0455
*
0.34
StDev (LT) 22.4931
*
120 140 160 180 200 220 240 260

apability Observed Perf ormance Expected ST Perf ormance Expected LT Perf ormance
Process Capability Analysis for Control Process Data
*
0.40
PPM < LSL
PPM > USL
* PPM
133333.33
< LSL
PPM > USL
*
151146.50
PPM < LSL
PPM > USL
*
116152.65 Potential (ST) Capability
* PPM Total 133333.33 PPM Total 151146.50 PPM Total 116152.65 USL 220.000
0.40 USL Cp *
ess Data Target *
220.000 ST
CPU 0.34
* LT
LSL *
*(Improved) CPL *
184.967
30
Mean 184.967
) 20.4206 Cpk
Sample N 0.34
30
) 16.3662
Cpm
StDev (ST) 20.4206 *
(ST) Capability
* StDev (LT) 16.3662
0.57
*
0.57 Overall (LT) Capability
*
140 160 180 200 220 240
Potential (ST) Capability *
Pp
LT) Capability
*
0.71
Observed Perf ormance
PPM < LSL
PPM > USL
*
0.00
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Expected ST Perf ormance
PPM < LSL
PPM > USL
*
43119.06
Expected LT Perf ormance
PPM < LSL
PPM > USL
*
16153.51
Point)CpHere
PPU *
0.40
* PPM Total 0.00 PPM Total 43119.06 PPM Total 16153.51 CPU
PPL 0.57 *
0.71
CPL
Ppk *
0.40
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 Control
Takt Board - Monitor
TAKT BOARD: <Department Name>
Last Week:  <CTQ>
This Week: <CTQ>
Day Scheduled Actual Diff (+/­) Comments

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Bonacorsi Consulting 8
Mistake Proofing (Poke Control
Yoke)

 Solution: Make use of existing bar codes on shipping paperwork to

mistake proof receiving function.
 Validate with suppliers (shipping company) that all shipping
containers will have barcode label ($0)
 Purchase RF (wireless) bar coding equipment and software
($100/gun * 20 guns)
 Train all longshoreman on use and care of equipment ($50/hr *
20 hrs)
 Install error metrics for error tracking ($100)
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 Control
FMEA
 Risk Analysis recommended actions (Key Speaking Points)
 Rating Index
 Total Current RPN Risk

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 Control
RACI Chart
R
A== Responsible
Accountable –– The
The person
person who
who performs the action/task.
is held accountable that the action/task is
completed.
C = Consulted – The person(s) who is consulted before performing the
action/task.
I = Informed – The person(s) who is informed after performing the action/task.
Responsibl Accountabl
Step Action/Task e e Consulted Informed
1
2
3
4
5
6
7
8
9
10

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 Control
Cultural/Educational Issues
Force Field Analysis:
1. Select a process control method & explain why this is an appropriate
choice for your project.
2. Identify 4-6 cultural/educational barriers to successfully implementing
your process controls and potential solutions using the Force-Field
Analysis Table below:
Process Control Method:
___________________________
Barrier Solution
1. __________________________________ 1. _________________________________
2. __________________________________ 2. _________________________________
3. __________________________________ 3. _________________________________
4. __________________________________ 4. _________________________________
5. __________________________________ 5. _________________________________
6. __________________________________ 6. _________________________________

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Control / Response & Escalation Control
Plan

Process Escalation Plan
Process Escalation Map

Data Monitor checks  Escalates to the Process  FMEA is used to update 

Supplier is contacted to 
the dashboard and  Owner & Black Belt for  any failure/actions or 
review defects and 
learns that I­MR and is  special cause  improvements not 
actions
out of control identification recorded

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 Control
Business Impact
 State financial impact of project
 Separate “hard or Type 1” from “soft Type 2 or 3” dollars
 State financial impact of future project leverage opportunities
Annual Estimate Replicated Estimate
Revenue  • Type 1: ? • Type 1: ?
• Type 2: ? • Type 2: ?
Enhancement • Type 3: ? • Type 3: ?

Expenses  • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Reduction • Type 3: ? • Type 3: ?

Loss  • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Reduction • Type 3: ? • Type 3: ?

Cost  • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Avoidance • Type 3: ? • Type 3: ?

Total Savings • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
• Type 3: ? • Type 3: ?

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 Control
Business Impact Details
 Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell
the story with cause–effect relationships, on how the proposed change should create the
desired financial result (savings) in your project )
 Show the financial calculation savings and assumptions used.
 Assumption #1 (i.e. source of data, clear Operational Definitions?)
 Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)

 Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell
the story with cause–effect relationships, on how the proposed change should create the
desired financial result (savings) in your project )
 Show the financial calculation savings and assumptions used.
 Assumption #1 (i.e. Labor rate used, period of time, etc…)
 Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)

 Describe the Type 3 Business Impact(s) areas and how these were measured
 Assumption #1 (i.e. project is driven by the Business strategy?)
 Assumption #2 (i.e. Customer service rating, employee moral, etc…)

 Other Questions
 Stakeholders agree on the project’s impact and how it will be measured in financial terms?
 What steps were taken to ensure the integrity & accuracy of the data?
 Has the project tracking worksheet been updated?

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 Control
Current Status
 Key actions
completed
 Issues
 Lessons
learned
 Communication
s, team
building,
organizational
activities

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 Control
Next Steps
 Key actions
 Planned Lean Six Sigma Tool use
 Questions to answer
 Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
Last Revised:
Status Revised Due
No. Description/Recommendation Due Date Resp Comments / Resolution
Open/Closed/Hold Date
1
2
3
4
5
6
7
8
9
10

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 Control
Replication
 Replication Goals
 29% $ savings
captured with 1st
completed project in 10
week project
 70% $ savings
captured with 5
locations replicated in 6
months
 100% $ savings
10 6 9
captured with 9 Wks Mo Mo
locations replicated in 9 (2 ed
months )

d
9%
ct plet

0% rd s

00 at s
ize
(7 nda tion

(1 plic tion
% ed
pr com

Replication Strategy

sta oca


Re oca

)
oje

)
1 st

l
Build change team 5

9
 



 Train / Kaizen
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Bonacorsi Dashboard Metrics
Consulting 18
 Control
Lessons Learned
1. ?
2. ?
3. ?
4. ?
5. ?
6. ?
7. ?
8. ?
9. ?
10.?

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Bonacorsi Consulting 19

Project Contributors
Steering Team
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
Project Ownership Team
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
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Bonacorsi Consulting
Control
Support Team
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
Deployment Team
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
 <Name>: <Contribution>
20
 Control
Sign Off
Once the project is complete and has been reviewed by the Green Belt/Black Belt or
other Quality mentor, the project should be reviewed with Deployment Champion,
Project Sponsor, Process Owner, Master Black Belt and other project or process
stakeholders. In addition, financial benefits of the project (or the method used to
estimate financial benefits) should be confirmed by your Process Owner and/or finance
representative.
• Policies & Procedures for the Improve and Control phases were documented and
communicated on MM/DD/YY
• I understand the New Policies and Procedures
• I understand and take responsibility for monitoring the Defect Measurements as
delineated in the Control Plan
• I will report the progress on this subprocess on a regular basis to the customer (internal or
external)
• I have reviewed this project’s financial benefits with the Deployment Champion, Sponsor
and Finance
• I understand the corrective action procedure and am responsible for ensuring that action
items are completed toEnter
hold the gains and
Name capture
Here Enter theName
financialHere
benefits
Enter Name Here
Enter Name Here
Sponsor / Process Owner Executive Director Financial Representative Green Belt/Black Belt

Enter Name Here Enter Name HereEnter Name Here

Enter Name Here
Deployment Champion “Other” Key Stakeholder “Other” Key Stakeholder Master Black Belt

Bonacorsi Consulting 21
 Control
Control Tollgate Checklist
❑ Has the team prepared all the essential documentation for the improved Key Deliverables
process, including revised/new Standard Operating Procedures (SOP’s), a
training plan and a process control system? ❏ SOP’s
❑ Has the necessary training for process owners/operators been performed
❏ Training Plan
❑ Have the right measures been selected, and documented as part of the
Process Control System, to monitor performance of the process and the ❏ Process Control System
continued effectiveness of the solution? Has the metrics briefing
plan/schedule been documented? Who owns the measures? Has the ❏ Financial Benefit Analysis
Process Owner’s job description been updated to reflect the new ❏ Validated Solution
responsibilities? What happens if minimum performance is not achieved?
❑ Has the solution been effectively implemented? Has the team compiled ❏ Replication/Standardization Plan
results data confirming that the solution has achieved the goals defined in ❏ lessons Learned
the Project Charter?
❑ Have the Financial Benefit Worksheets been documented? Has the ❏ Project Risk Performance
financial controller reviewed?
❏ Completed Steering Team Review
❑ Has the process been transitioned to the Process Owner, to take over
responsibility for managing continuing operations? Do they concur with ❏ Project Tracker Updated
the control plan?
❏ Transition Plan to Process Owners
❑ Has a final Storyboard documenting the project work been developed?
❑ Has the team forwarded other issues / opportunities, which were not able
to be addressed, to senior management?
❑ Have “lessons learned”been captured?
❑ Have replication opportunities been identified and communicated?

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Bonacorsi Consulting
This Training Manual and all materials, procedures and systems herein contained or
depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting,
L.L.C.
The contents hereof contain proprietary trade secrets that are the private and
confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or
reproduction of any kind of any material contained in this Manual is expressly
prohibited. The contents hereof are to be returned immediately upon termination of any
relationship or agreement giving user authorization to possess or use such information
or materials. Any unauthorized or illegal use shall subject the user to all remedies, both
legal and equitable, available to Bonacorsi Consulting. This Manual may be altered,
amended or supplemented by Bonacorsi Consulting from time to time. In the event of
any inconsistency or conflict between a provision in this Manual and any federal,
provincial, state or local statute, regulation, order or other law, such law will supersede
the conflicting or inconsistent provision(s) of this Manual in all properties subject to that
law. Steven Bonacorsi is a Senior Master
Black Belt instructor and coach.
© 2006 by Bonacorsi Consulting, L.L.C. Steven Bonacorsi
All Rights has trained
Reserved.
hundreds of Master Black Belts, Black
Belts, Green Belts, and Project
Sponsors and Executive Leaders in
Lean Six Sigma DMAIC and Design for
Lean Six Sigma process improvement
methodologies.

Bonacorsi Consulting 23