Tnt21 Advance Define Phase

ADVANCE Define Phase
ADVANCE Roadmap with Factor and Response Linkages

Roadmap
Address Define
Identify Write Mission
Potential Validate Project Map (High Level)
Scope Project Stakeholders Statements with
Projects Selection the Process
and Key Metrics Metric
• Generate • Project Selection • Is / Is-Not Analysis • SIPOC • SMART Criteria • Linear Flowchart
• Reduce Criteria Form • Critical to Quality Tree Include controls in goal statement • Standard Work Layout
• Evaluate • RACI Chart • Swim Lane Map
• Select • Communication Plan
Responses and some Factors
Variation (Measure)
Collect and Summarize
Develop Data Validate
Develop Project Summarize Statistics and Illustrate Trend
and Information Measurement
Schedule Process Illustrate Over Time
Collection Plan System
Characteristics Graphically
• Gantt Chart • Data Management Plan • Gage R&R Studies • Value Maps / Setup • Summary
1 Statistics • Run, Median, or Mean Chart
• Control Plans • Attribute MSA • Takt Time / Std Work • Checks for Normality • IMR or SPC Charts
• Calibration / Bias • Ergo / Machine Guarding • Outlier Box Plot • Process Capability
• Time Availability Analysis • Bar Chart or Histogram
Factors Stratification Factors Responses and Factors Responses (Before data)
Variation (Analysis) Aim

Confirm Relationship Estimate Impact of Factors Develop Potential
Conduct Root Implement Process
Cause Analysis
between Factors (Root (Root Causes) on Solutions and V Improvements
Causes) and Responses Responses Implementation Plan
• Generate • ANOVA etal. see • Scatter Plot • “To Be” Process Map • Pilot Studies and Control
• Reduce Comparative Experiments • Regression and Correlation • Schedule / Action Plan Groups
• Evaluate Decision Tree • Design of Experiments • Cost / Benefit Analysis • Kaizen Event, Problem
• Select Solving, or Process
• Research Methods
Improvement
Responses (After data)

Notarize / Control Excel Operations
2b. Document Lessons
2a. Identify Recognize
1. Validate the New 3. Validate Learned and
Improvements
Control
Process and Savings Replication
Improvement and E
Mechanism Certifications
Procedures Opportunities
• Comparative Experiments • Information Control Plan • Work Instructions • Cost Benefit Analysis • CooperNet • Team Recognition
• Revisit IS NOT opportunities • Certification
• Value Process Summary • SPC • Safety Review
• Set-up Reduction Summary • Visual Controls
2
Validate Project Selection
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
4
Validate Project Selection Thermometer
Project Selection Criteria Status

▪ Purpose: Aide
10. Supported by management: Sponsor (Identify the person
Project Selection who is going to remove roadblocks, provide resources, and approve toll Plant Manager - John W. Stifel
gates)
and Screening 9. A rock in your wagon: Process Owner (Identify the person on
Production Manager - David Verdugo
the team who has responsibility for or ownership of this process)
▪ A Series of 10 8. There is a known metric (Identify the metric that is causing the
pain or indicates a process problem)
Scrap ( $) / Standard hour
Criteria / 7. There is a process: begin and end (Identify the first and last Start: Incoming inspection
process step, operation, or machine) End: Final inspection
Questions
6. Unknown root cause (May have suspicions but the root cause(s) Unknown root causes
are unknown; preventative actions are unknown)
▪ Code As Red, 5. Not a solution in search of a problem (There is a process to be No

improved and a problem to be resolved)
Yellow, or Green 4. Support Identified: Mentor (Identify the person who will provide
Arturo Mendiola
statistical, methodology, and methods support)
▪ Provides Inputs to 3.Complexity (Low, Moderate, High) Moderate

Many Other Tools
2. Potential Benefit (Identify the initial estimated savings) $70,000
and Methods
1. Finance Support: Financial Analyst (Identify the financial
Plant Controller - Mayra Perez
analyst who will validate the savings)
5
10. Supported by Management (Sponsor)
▪ Identify the person who is going to remove roadblocks, provide

resources, and approve Major Toll Gates and certification
▪ This is not a member of the core team
▪ This is probably one of the Process Owner’s Manager or Executive
▪ The Sponsor is placed in your Stakeholder Analysis and RACI

chart later in the Define Phase
6
9. Identify Process Owners
▪ Identify the person(s) on the team who have responsibility

for, or ownership of this process
▪ At least one core team member must own the process
▪ A serious effort should be made to, at the very least, include other process owners on the extended team
▪ The Process Owner is placed in your Stakeholder Analysis

and RACI chart later in the Define Phase
▪ Avoid:
▪ IT and Capital Intensive projects unless you have control of them
▪ Large multi-functional projects (play in your own sandbox)
▪ Projects where metrics don’t exist
7
8. There Is a Known Metric
▪ Identify the metric that is causing the pain or indicates a process

problem
▪ The key metrics are fully characterized in the Data Management

Plan
▪ These key process outputs are the critical measurements to baseline

and characterize in the Variation – Measure phase
▪ They are the metrics that will determine process success or failure
when we validate improvements in the Control phase
8
7. There Is a Process
▪ Identify the first and last process step, operation, or machine
▪ Can you identify the process, especially where it begins and ends
▪ This is the first attempt at scoping the project
▪ Failure to identify your process may be an indication of a “solution in

search of a problem”
▪ The beginning and ending steps are used to define the

boundaries of your High Level Process Map
9
“Avoid Solutions” Rule
▪ Avoid Solutions in Search of

a Problem High Do now!
project
▪ Starting With a Good Guess Impact
at the Solution Is OK – the Low Never get to! Do later!
ADVANCE Methodology Can
Still Help
Low High
▪ The Critical Thing to Ask Yourself Is: Current knowledge level of root
cause and/or potential solution
▪ Will You Consider Other Potential
Solutions That Are Generated in the
Variance - Analysis Phase?
▪ Would You Be Willing to Abandon Your Solution If the Team Finds a Better One?
▪ If the Answers Are Yes to Both Questions You May Be Able to Apply Advance to
Good Use Even Though You Think You Know the Answer (Root Cause or
Solution)
10
Exercise: “Solutions in Search of a Problem”
1. Which Two (a-g) Don’t Belong Because They Are - Solutions in Search of
a Problem? ____ & ____
a. Anneal Oven Automated Profile Project
b. Product Documentation Color Print Reduction
c. Tank SW First Pass Yield Improvement
d. Vacuum Tube Scrap Reduction
e. Call Center First Time Resolve Improvement
f. Line 4A Cycle Time Reduction
g. Human Resource Lessons Learned Data Base for Divisions
2. What Are the Key Words That Helped You Decide That a Problem
Statement Was an “ADVANCE Project Candidate?”
_________ & _________
11
5 & 6. Unknown Root Cause
▪ The root cause(s) are unknown
▪ There is a process to be improved and a problem to be resolved
▪ Preventative actions are unknown
▪ You may have suspicions about root causes and solutions but you are still open or need to
consider other options
▪ Not a solution in search of a problem

▪ If the root cause and solution are known then just go fix it
▪ Apply the appropriate method to accomplish this

▪ CLCA/5C Problem Solving
▪ Kaizen
▪ Issue resolution …
12
4. Support Identified: Mentor
▪ Identify the people who will provide statistical, methodology, and

methods support
▪ Usually your MVP Expert or MVP Champion
▪ These folks will approve Major Toll Gates and certification
▪ The Mentor is placed in your Stakeholder Analysis and RACI

chart later in the Define Phase.
13
2 & 3. Identify Complexity and Potential Benefit
▪ Especially for a first project; the thinking should be on the

methods and methodology and not on a highly complex project
▪ Two ways to lower complexity are to reduce the scope (preferred) or

stock the team with mentors and subject matter experts
▪ Identify the initial estimated savings
14
1. Identify Financial Support: Financial Analyst
▪ Identify the financial analyst who will validate savings
▪ The Financial Analyst is placed in your Stakeholder Analysis and

RACI chart later in the Define Phase
▪ The Financial Analyst validate project savings in the Control

Phase based on your validation of improvements and
sustainability plan
▪ No one is more important for you to involve early and often

(sometimes as a core team member)
15
Scope Project: Is / Is Not
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
17
Scope Statement
▪ Describe the Reach of Your Project to Yourselves, the Team,

Stakeholders, and the Rest of the Organization (Now and Later)
▪ Describe What Is in and Out of the Sandbox –What You Will and
Will NOT Address
▪ Good Way to Sharpen the Project Definition and Scope Is With

an Is / Is Not Analysis
▪ A Searchable and Well Defined Scope Statement Is a Zoom

From Cooper Down to Your Specific Project
18
Define Phase: Scope Project (Is / Is Not) Example
IS IS NOT
The word “other” should never appear in the IS NOT section!

Start HERE → Cooper LittleFuse, Feraz
Geographic
Bussmann Crouse-Hinds, B-Line …
Juarez Black Mountain, Ellisville, Goldsboro
Semiconductors Midget, Plug Fuse

Product
Line 1 (Amperages from 10 to 70) Line 2 (Amperage from 80 to 800)
Soldered parts Crimped parts

Metric Process
Start: Incoming Inspection End: Final Inspection Shipping, Packing
Scrap ($) / Standard Hour Productivity, Direct Labor
Your Main “Pain” Project Metric HERE

The “IS” portion of this analysis becomes your “Project Mission Statement” later in the Define phase. The
“IS” portion provides protection against “scope creep,” maintains team focus, and identifies potential
control groups.
The “IS NOT” portion of this analysis is used to “identify project replication opportunities” in the Excel
phase and benchmarking opportunities in the Analysis phase.
19
Identify Stakeholders and Key Metrics
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
21
Identify Stakeholders
▪ Should Include People: Their Names and Functional Area
▪ Should Also Include the Sponsor, Financial Analyst, and Mentors From
the Project Selection Exercise
▪ Suppliers of Raw Materials (Chemicals), Data and Information, Human

Resources, and Financial Resources
▪ Process Owners (Core and Extended Team)
▪ Customers
▪ Next Step - the Very Next Operation AFTER the Step You Identified As the
End of the Process You Are Improving
▪ Downstream - at Coopers
▪ Customer – Consumer, Distributor, Utility
▪ Regulatory – UL, FDA, OSHA

22
Identify Key Metrics
▪ Should Include the KEY Metrics From Step 8 of the Thermometer Exercise
▪ Should Include Key Input, Process, and Output Metrics
▪ What Is Causing Your Pain? How Do You Measure It?
▪ There Is a 1 To1 Correlation Between the Stakeholders and Key Metrics
▪ Suppliers → Key Input Metrics
▪ Process Owners → Key Process Metrics
▪ Customers → Key Output Metrics
▪ Remember to Include Balanced Metrics:
▪ Family of Measures: Productivity, Financial, Quality, Timeliness, and Hybrids
▪ External Vs Internal; Leading Vs Lagging
▪ Central Tendency and Variability
23
Stakeholders and Key Metrics Example
Stakeholders (Identify names for each functional area identified)

Suppliers Process Owners Customers
raw materials Next step
Plant Manager: John Stifel
Strips – Ellisville Plant CDC
Production Manager: David Verdugo
Production Supervisors: Salvador
Of data & information Acevedo Downstream
Cost Accounting – Margie Grimes

Your Process None
Group Leader Owners HERE
Of human resources Consumer
Training Operators
HR – Jess Holguin Electrical Distributors, Original
Mechanics Equipment Manufacturers
Of financial resources Regulatory
Operators
Plant Controller – Mayra Perez UL – Luis Villanueva
Your Financial
Analyst HERE
Key Metrics
Measurable Inputs, xs Process Metrics, xs and Ys, ys Measurable Outputs, Ys, ys
Scrap ($) / Standard Hour
Your Main “Pain”

List measurable inputs and process metrics that potentially impact your main project metric → Project Metric HERE
24
Identify Team
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
26
Raci: Definitions
▪ Accountable
▪ Ultimately Accountable
▪ Includes Yes/no and Power of Veto
▪ Usually Only One “A” Can Be Assigned to a Task
▪ Responsible
▪ Responsible for Action/implementation - the “Doer”
▪ The Degree of Responsibility Is Defined by the Accountable Person
▪ R’s Can Be Shared
▪ The Core Team (Process Owners) Should Have Many R’s
27
Raci: Definitions
▪ Consulted
▪ Consulted Prior to a Final Decision or Action
▪ Informed
▪ Informed After a Decision or Action Is Taken
28
RACI Chart Example: Enter Team Members
Core Team Extended Team
MVP Champion
Process Owner
Supervisors
Process Engineer
Lead Operator
Assurance
Quality
MVP Expert
Sponsors
Finance
Resources
Human
Suppliers
Next operation
Downstream
Function
Enter Your Process Enter Your Suppliers, Customers, and

Owners HERE Extended Team Members HERE
Responsibility
Address and
Define
Variation (Measure
and Analyze)
Aim (Improve)
Notarize and
Control
Excel
KEY Responsible to do Accountable to complete Consulted beforehand Informed afterwards
29
RACI Chart Example: Start With “A’s”
MVP Champion
Process Owner
Supervisors
Process Engineer
Lead Operator
Assurance
Quality
MVP Expert
Sponsors
Finance
Resources
Human
Suppliers
Next operation
Downstream
Function
Responsibility
Address and
Define
A → Makes sure the Define phase is complete
Variation (Measure
and Analyze)
A → Approves improvements
Aim (Improve) A → Makes sure the improvements have been implemented

Notarize and
Control
A → Validates improvements & savings
Excel Approves project completion → A A → Approves Savings
KEY Responsible to do Accountable to complete Consulted beforehand Informed afterwards
30
Downstream
Informed afterwards
Next operation
Suppliers
Finance Mayra Perez
R
Consulted beforehand
I
I
RACI Chart Example: Distribute R, C, & I
Sponsors John Stifel

C
A
I
Human Resources, I
Safety and Jess Holguin
C
C
Environmental
Accountable to complete
MVP Specialist Brian Jacoby
31
C
C
I
MVP Apprentice Diana Garcia
R
I
Product
Hector Malacara
R
I
Engineering
Responsible to do
Engineering Claudia Escamilla
R
I
Process Owner Salvador Acevedo
R
Project Leader David Verdugo
R
Function Responsibility
Variation (Measure
KEY
Aim (Improve)
and Analyze)
Address and
Notarize and
Control
Define
Excel
Write Project Mission Statement
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
33
Project Mission Statement (Smart Criteria)
▪ Specific & Searchable - Created directly

Specific & Searchable Increase productivity of Lumiere department of the Eufaula facility of Cooper Lighting.
(create statement from IS portion of
IS/IS NOT from the bottom up)
from the IS portion of IS/IS NOT from the
Measurable (Document the
historical performance in your As-Is and bottom up
▪Lumiere Department productivity averages
58% since August ‘03.
▪ Increase productivity of the Lumiere Department
to 63%. Resulting in a savings of $65K.
SMART Criteria
your goals in the Desired State)
Achievable (Validate projected

project duration and end date with a
Gantt Chart)
▪ Measurable - Document the historical Projected end date – See Gantt Chart
performance in left, your goals in the right.

Relevant (Does your project
support the 3% cost productivity or the Supports goal of 3% productivity increase
▪ Achievable – How long will the project

100M inventory reduction initiative?)
Complete by June 30, 2004.

Time Bound (Required or
committed end date)
take according to the Gantt Chart
Use all of the SMART criteria to create the Project Mission Success Goals with the following statement
▪ Relevant - Does your project support the
included “with control plans in place to sustain the improvements.”
3% cost productivity
Project Mission or theGoals
Success 100M inventory
reduction initiative?
▪ Time Bound - Required or committed end

Increase productivity of Lumiere department of the Eufaula facility of Cooper Lighting from 58% to
63% which will result in a savings of $65K by June 30th, 2004 with control plans in place to sustain
the improvements. This supports the goal of 3% cost productivity.
date – When does the boss want it?
34
Project Mission Statement (SMART Criteria)
Your “IS” criteria is placed HERE in
reverse order (bottom to top)
Specific & Searchable Reduce scrap ($) per standard hour from Incoming Inspection to Final Inspection of the
(create statement from IS portion of
Semiconductors in the Cooper Bussmann Juarez facility.
IS/IS NOT from the bottom up)
Measurable (Document the ▪ Reduce metric by 54% to $2.5 per std hr.
historical performance in your As-Is and ▪Current metric is $5.4 per std hr.
▪Savings of $70,000
SMART Criteria
your goals in the Desired State)
Achievable (Validate projected Your Main “Pain” Project

Projected end date – Week of March 28th, 2005
Metric HERE
project duration and end date with a
Gantt Chart)
Relevant (Does your project

support the 3% cost productivity or the Supports goal of 3% cost productivity.
100M inventory reduction initiative?)
Complete by March 28th, 2005.

Time Bound (Required or
committed end date)
Use all of the SMART criteria to create the Project Mission Success Goals with the following statement
included “with control plans in place to sustain the improvements.”
Project Mission Success Goals
Reduce scrap ($) per standard hour from Incoming Inspection to Final Inspection of the
Semiconductors in the Cooper Bussmann Juarez facility by 54% from $5.4/std hr to $2.5 std/hr
resulting in a savings of $70,000 by March 28th, 2005 with control measures in place to sustain the
improvements. This supports the goal of 3% cost productivity.
35
Map (High Level) the Process
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
37
High Level Map of the Process
INCOMING
PREFORM STRIP
INSPECTION
FIRST CAP SOLDER
SANDFILL
SECOND CAP SOLDER
TEST
Final Inspection
38
Develop Project Schedule
Roadmap
Address Define
Variation (Measure)

Cause Analysis
Improvement

Improvements
Control
Improvement and E
40
Gantt Chart
▪ Used to Validate End Date Guess
▪ Used for Realistic Planning and Commitments Made by the Team
▪ Should Take the Gantt Chart to Sponsor for Approval and to Any
Toll Gate Meetings for Status Reporting
▪ Are We on Schedule or Not?
▪ The End Date Is Used to Negotiate With the Sponsor Resources If

“Crashing the Schedule” Is Required
▪ Either Use Microsoft Project or the Excel Template Provided in

the Course CD
41
Develop Project Schedule (Gantt Chart)
42
Copyright Notice
This Training Manual and all materials, procedures and systems herein contained or depicted (the
"Manual") are the sole and exclusive property of George Group Consulting, L.P. (“George Group”).
The contents hereof contain proprietary trade secrets that are the private and confidential property of
George Group. 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 George Group. This Manual may be altered, amended or
supplemented by George Group 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.
© 2004 by George Group Consulting, L.P. All Rights Reserved.

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ADVANCE Define Phase

ADVANCE Roadmap with Factor and Response Linkages

Variation (Analysis) Aim

Responses (After data)

Variation (Analysis) Aim

Responses (After data)

Project Selection Criteria Status

▪ Code As Red, 5. Not a solution in search of a problem (There is a process to be No

▪ Provides Inputs to 3.Complexity (Low, Moderate, High) Moderate

▪ Identify the person who is going to remove roadblocks, provide

▪ This is not a member of the core team

▪ This is probably one of the Process Owner’s Manager or Executive

▪ The Sponsor is placed in your Stakeholder Analysis and RACI

▪ Identify the person(s) on the team who have responsibility

▪ The Process Owner is placed in your Stakeholder Analysis

▪ Large multi-functional projects (play in your own sandbox)

▪ Projects where metrics don’t exist

▪ Identify the metric that is causing the pain or indicates a process

▪ The key metrics are fully characterized in the Data Management

▪ These key process outputs are the critical measurements to baseline

▪ Identify the first and last process step, operation, or machine

▪ This is the first attempt at scoping the project

▪ Failure to identify your process may be an indication of a “solution in

▪ The beginning and ending steps are used to define the

▪ Avoid Solutions in Search of

a. Anneal Oven Automated Profile Project

b. Product Documentation Color Print Reduction

c. Tank SW First Pass Yield Improvement

d. Vacuum Tube Scrap Reduction

e. Call Center First Time Resolve Improvement

f. Line 4A Cycle Time Reduction

g. Human Resource Lessons Learned Data Base for Divisions

▪ The root cause(s) are unknown

▪ There is a process to be improved and a problem to be resolved

▪ Preventative actions are unknown

▪ Not a solution in search of a problem

▪ Apply the appropriate method to accomplish this

▪ Identify the people who will provide statistical, methodology, and

▪ Usually your MVP Expert or MVP Champion

▪ These folks will approve Major Toll Gates and certification

▪ The Mentor is placed in your Stakeholder Analysis and RACI

▪ Especially for a first project; the thinking should be on the

▪ Two ways to lower complexity are to reduce the scope (preferred) or

▪ Identify the initial estimated savings

▪ Identify the financial analyst who will validate savings

▪ The Financial Analyst is placed in your Stakeholder Analysis and

▪ The Financial Analyst validate project savings in the Control

▪ No one is more important for you to involve early and often

Variation (Analysis) Aim

Responses (After data)

▪ Describe the Reach of Your Project to Yourselves, the Team,

▪ Good Way to Sharpen the Project Definition and Scope Is With

▪ A Searchable and Well Defined Scope Statement Is a Zoom

The word “other” should never appear in the IS NOT section!

Bussmann Crouse-Hinds, B-Line …

Juarez Black Mountain, Ellisville, Goldsboro

Semiconductors Midget, Plug Fuse

Line 1 (Amperages from 10 to 70) Line 2 (Amperage from 80 to 800)

Soldered parts Crimped parts

Start: Incoming Inspection End: Final Inspection Shipping, Packing

Scrap ($) / Standard Hour Productivity, Direct Labor

Your Main “Pain” Project Metric HERE

Variation (Analysis) Aim

Responses (After data)