six sigma green belt project roadmap in 10 deliverables 2013 07
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Six Sigma Project Roadmap for Green Belts
Job Aid created by Francisco Pulgar-Vidal, fkiQuality
fpulgarvidal@fkiquality.com
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.
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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
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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
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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
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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
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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
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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?
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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
SigmaXL Copyright © 2006 - 2010
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)
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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
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Swimlane Diagram Sample
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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
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Data Collection Plan Template
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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
SigmaXL Copyright © 2006 - 2012
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
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Pareto Diagram Sample
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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
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Control Chart Sample
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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
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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
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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
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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
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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?
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