Lean Six Sigm Program Nam

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

DefineMeasure Analyze Improve Control

LEAN SIX SIGMA

DefineMeasure Analyze Improve Control

LEAN SIX SIGMA

Lean Six Sigm Program Nam

Control Phase Road Map
Define Measure Analyze Improve

Control

Control

Activities
• Implement • Develop

Tools
Mistake Proofing
• Mistake-Proofing/

SOP’s, Training Plan & Process

Zero Defects
• Standard

Controls
• Implement • Identify

Operating Procedures

Solution and Ongoing Process Measurements Project Replication Opportunities Control Gate Project to Process Owner

(SOP’s)
• Process • Visual

Control Plans Process Controls

Process Control Tools

• Statistical

• Complete • Transition

(SPC)
• Solution • Project • Team

Replication

Transition Model

Feedback Session

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Improve Summary

Control

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

Pilot and Implementation Plan

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Measurement Systems Analysis
Total Gage R&R Repeatability Reproducibility operator Part-To-Part Total Variation 17.12 17.12 0.00 0.00 82.88 100.00 41.38 41.38 0.00 0.00 91.04 100.00
Known Population Sample # Attribute 1 pass 2 pass 3 fail 4 fail 5 fail 6 pass 7 pass 8 pass 9 fail 10 fail 11 pass 12 pass 13 fail 14 fail 15 pass 16 fail 17 fail 18 fail 19 pass 20 fail Individual 1 Try #1 Try #2 pass pass pass pass fail fail fail fail fail fail pass pass fail fail pass pass pass pass pass pass pass pass pass pass fail fail fail fail pass pass fail fail fail fail fail fail pass pass fail fail Individual 2 Try #1 Try #2 pass pass pass pass fail pass fail fail pass fail pass pass fail fail pass pass pass pass fail fail pass pass pass pass fail fail pass fail pass pass pass fail fail fail fail fail pass pass fail fail

Control

For Continuous Data, use Minitab GR&R Study For Discrete data, use AR&R Excel Tool For more information, see Notes section of this slide
Match Match Each Other Known N N N N N N Y Y N N Y Y Y N Y Y Y N N N Y Y Y Y Y Y N N Y Y N N Y Y Y Y Y Y Y Y

Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from part-to-part measured
Gage R&R (ANOVA) for time
Xbar Chart by operator
110 100 90 80 70 60 50 40 30 20 10 0
1 2

Gage name: Date of study : Reported by : Tolerance: Misc:

operator*part Interaction
3.0SL=75.30 X=59.80 -3.0SL=44.30 100 90 80 70 60 50 40 30 20

operator
1 2

Sample Mean

Average

part

1

2

3

4

R Chart by operator
80 70 60 50 40 30 20 10 0 0

Response By operator
2

Sample Range

1

3.0SL=56.83 R=26.87 -3.0SL=0.00E+00

100 90 80 70 60 50 40 30 20 10

Oper

1

2

Components of Variation
100

Response By part
%Total Var %Study Var 100 90 80 70 60 50 40 30 20 10

"REPEATABILITY" -> "ACCURACY" ->

100.00% 85.00%

80.00% 70.00%

Percent

50

0 Gage R&R Repeat Reprod Part-to-Part

"OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00% "OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00%
1 2 3 4

part

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Control Chart
P Chart for Total Defectives
0.10

Control

Feb/Mar Data Confirms Process Has Remained In Control

What was the Initial  Capability?

3.0SL=0.08162

<Right Click, and select Add Text> What is the observed capability  after improvement? 

Proportion

0.05 P=0.03817

<Right Click, and select Add Text> Is the new improved process  stable & Capable & in control? 

0.00 0 50 100 150

-3.0SL=0.00E+00

<Right Click, and select Add Text>

Sample Number

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Descriptive Statistics / Process Capability
Process Capability Analysis for Cholesterol
USL
ST LT
220.000 * * 193.133 30 26.0455 22.4931

Control

Process Data USL Target LSL Mean Sample N StDev (ST) StDev (LT) 220.000 * * 193.133 30 26.0455 22.4931

Data

(Baseline)

Capability * 0.34 * 0.34 * 120 140 160 180 200 220 240 260 E xpected LT P erf ormance P PM < LSL P PM > USL P PM Total * 116152.65 116152.65

apability * 0.40

Observed P erf ormance P M < LSL P P M > USL P P M Total P 133333.33 133333.33

E xpected ST P erf ormance P M > USL P P M Total P 151146.50 151146.50

* P Analysis for Control P * Process Capability M < LSL

* 0.40 ess Data

USL
ST LT

220.000 * * 184.967 30 20.4206 16.3662

(Improved)

USL Cp Target CPU LSL

Potential (ST) Capability

Process Data

CPL

220.000 * * 0.34 * 184.967 0.34 30

) )

Mean Cpk Sample N

*

Cpm (ST) StDev
StDev (LT)

(ST) Capability * 0.57 * 0.57 * 140 160 180 200 220 240 Expected LT Perf ormance

20.4206 * 16.3662

Overall (LT) Capability
Observed Perf ormance PPM < LSL PPM > USL PPM Total * 0.00 0.00

LT) Capability * 0.71 * 0.71

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Expected ST Perf ormance PPM < LSL PPM > USL PPM Total * 43119.06 43119.06 PPM < LSL PPM > USL PPM Total * 16153.51 16153.51

Potential (ST) Capability * Pp Cp * PPU 0.40 Point) Here CPU PPL CPL Ppk 0.57 * * 0.40

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Takt Board - Monitor
TAKT BOARD: <Department Name> Last Week:  <CTQ> This Week: <CTQ>
Day Scheduled Actual Diff (+/­)

Control

Comments

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Mistake Proofing (Poke Yoke)

Control

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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FMEA
  

Control

Risk Analysis recommended actions (Key Speaking Points) Rating Index Total Current RPN Risk

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RACI Chart
R = Responsible – The person who performs the action/task.the action/task is A = Accountable – The person who is held accountable that 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. Step
1 2 3 4 5 6 7 8 9 10

Control

Action/Task

Responsibl e

Accountabl e

Consulted

Informed

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Cultural/Educational Issues
Force

Control

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. 2. 3. 4. 5. 6.
_________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________

1. 2. 3. 4. 5. 6.

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Control / Response & Escalation Plan

Control

Process Escalation Plan
Process Escalation Map
Data Monitor checks  the dashboard and  learns that I­MR and is  out of control Escalates to the Process  Owner & Black Belt for  special cause  identification FMEA is used to update  any failure/actions or  improvements not  recorded Supplier is contacted to  review defects and  actions

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Business Impact
  

Control

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
• Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ?

Revenue  Enhancement Expenses  Reduction Loss  Reduction Cost  Avoidance Total Savings

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Business Impact Details
 

Control

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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Current Status

Control

Key actions completed Issues Lessons learned Communication s, team building, organizational activities

 

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Next Steps
   

Control

Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities

Lean Six Sigma Project Issue Log
No.
1 2 3 4 5 6 7 8 9 10

Description/Recommendation

Status Open/Closed/Hold

Last Revised: Revised Due Due Date Date

Resp

Comments / Resolution

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Replication

Control

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 captured with 9 locations replicated in 9 months
10 Wks 6 Mo 9 Mo

1 st pr com oje ct plet (2 ed 9% )

5 l sta oca (7 nda tion 0% rd s ize ) d

Replication Strategy
 

Build change team

Train / Kaizen Key Slide Take Away (Key Point) Here Enter  Dashboard Metrics Bonacorsi Consulting 18

9 l Re oca (1 plic tion 00 at s % ed )

Lessons Learned
1. ? 2. ? 3. ? 4. ? 5. ? 6. ? 7. ? 8. ? 9. ? 10.?

Control

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Project Contributors
Steering Team
 <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>

Control

Support Team
 <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>

Project Ownership Team
 <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>

Deployment Team
 <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>

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Sign Off

Control

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 Nameand capture the financial benefits hold the gains Here Enter Name Here Enter Name Here
Executive Director Financial Representative Green Belt/Black Belt

Enter Name Here
Sponsor / Process Owner

Enter Name Here
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Enter Name Here Enter Name HereEnter Name Here
“Other” Key Stakeholder “Other” Key Stakeholder Master Black Belt

Deployment Champion

21

Control Tollgate Checklist
u u u

Control

u

u u

u u u u

Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system? Has the necessary training for process owners/operators been performed Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved? Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter? Have the Financial Benefit Worksheets been documented? Has the financial controller reviewed? Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan? 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?

Key Deliverables
t SOP’s t Training Plan t Process Control System t Financial Benefit Analysis t Validated Solution t Replication/Standardization Plan t lessons Learned t Project Risk Performance t Completed Steering Team Review t Project Tracker Updated t Transition Plan to Process Owners

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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 Steven Bonacorsi is a Senior Master law.

Black Belt instructor and coach. © 2006 by Bonacorsi Consulting, L.L.C. Steven Bonacorsi has trained All Rights 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.
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