bb wk1 210 define phase review
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Define Phase
Review
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Define Phase Review
Black Belt Training Slide: 1
Defining the problem to be addressedwithin the context of the Voice of theCustomer (VOC) and it‟s linkage to theorganization‟s Business Plan
Translating Customer needs intoquantifiable requirements and identifyingthe processes responsible for thoserequirements
Identify the shortfall in process
performance vs. these requirements (i.e.the „gap‟)
Establishing the Scope and Goals for theproject, then contracting for success withthe Business Plan and Process Owners
Define Phase
In this phase, the team creates the foundation for a successful 6-Sigmaproject by:
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Customer Values
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Value Defined By The Customer
For something to add value:
• It must change the product or service
• Quality
- It must meet the customer‟s needs/specifications
• Delivery - It must be on time
• Cost
- It must be something the customer will pay for
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Cost Quality Delivery
How Do Customer CTSs Relate ToThe Y=f(x) Of Our Processes
Process
X1
X2
Y(VOP)
“Correct” (In-Spec.)
Xn
X3
Process Input
Variables(PIV)
Process Output
Variables(POV)
Customer‟s
Needs andExpectations(VOC)
Critical To Satisfaction
(CTS)
Control the INPUTS to achieve the desired OUTPUTSthat satisfy our customers‟ expectations.
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Project
Identification, Selection, Scoping,
And Definition
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Project Identification Continuum
• Discrete projects are identified and chosen by Black Belts
• Management brainstorms and identifies projects
• Projects are selected from a brainstormed list and mappedback to the strategic goals of the firm
• Strategic goals are determined and projects Flow Down fromthese goals based on available data
• Strategic goals are determined and a statistical relationshipis used to describe how the strategic goal is improved bycompleting the project
Least
Desirable
Most
Desirable
Management should only apply resources to activities that supportthe top business objectives (as defined and measured in the
organization‟s Business Plan/Scorecards)
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Project Scoping
• The scope of a project refers to boundaries of the process and/or
the problem
• It is primarily the Project Sponsor‟s responsibility to define the initial scope
but the Black Belt and the Process Owner may be involved due to their closer involvement with the actual processes
Guidelines:• Brainstorm the start and end points of the process
- What will and will not be addressed?
• Evaluate potential issues vs. sphere of influence
- Are the boundaries within your control (organizationally)?
• Avoid scope creep
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Project Scoping
• Projects must be scoped to deliver improvements aligned to customer
satisfaction and business goals while remembering:
- If the scope is too large, the project will not be completed on time
- If it is too small, the Return On Investment may not justify the project
• SIPOC process maps assist in scoping and defining the project
- Detection vs creation points
- MSA and process capability validation
- Operational definition of project focus
CTSs CTSs
-Development of customer standards
-Development of processes for newproducts/services
DM AIC
DCOV
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Typical Issues With Problem Statements
• Problem does not link to Voice Of Customer (no CTS link)
• Scope of problem too large/too small(refer back to criticality of proper scoping)
• Problem poorly defined or not quantifiable/vague
• Quantification based on anecdotal information
• Includes $ as the defect
- Save $250K on assembly line 1
• Stated as predetermined solution instead of as problem
- $250K on assembly line 1 by replacing old equipment
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The CTSs And The Defect Definitions
CTS
• The Problem Definition needs to include the CTSs that you areaddressing (providing a CT Tree or matrix as an attached reference isgenerally of value)
Defect Definition
• The project needs to have its Defect Definition CLEARLY established
- It must be aligned to the CTSs
- It must be CONCISE
- It must clearly establish what makes the result good or bad, asdefined by the customer
- It is what will define our DPMO
• DMAIC is a FIND-and-FIX approach- If you do not have defects (DPMO), you cannot reduce them
• If you do not have a Defect Definition, you don‟t have defects
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In-Process Metrics
Cost Quality Delivery
Process
X1
X2
Y(VOP)
“Correct”
(In-Spec.)
Xn
X3
Process InputVariables
(PIV)
Process OutputVariables
(POV)
Customer‟s Needs and
Expectations(VOC)
Critical To Satisfaction(CTS)
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Definition
Metrics:
• Measure key parameters describing how a process or productis performing
• Measure CTQs, CTCs and CTDs
• Critical in developing project baselines and improvement goals
• Allow us to measure ourselves against customer value expectations
• Communicate level of conformance to standards
Six Sigma projects begin and end with metrics.Measure the things that matter.
All DMAIC projects have an initial and final DPMO and Z value.
Note: Z value is defined in the Process Capability modules.
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Defect vs. Defective
• Defect is a single instance of non-conformance to a customer
requirement
- e.g., a die has six numbered faces; if one face is not properlynumbered, it has one defect. If three faces are improperly numbered,it has three defects
• Defective is a unit containing one or more defects- e.g., whether a die has one bad face or three, it is still a defective die
- Always considered a fail on a pass/fail scale
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Defects Metrics
•Defects Per Unit (DPU) =
•Defects Per Opportunity (DPO) =
•Defects Per MillionOpportunities (DPMO) =
•Parts Per Million (PPM) =
Unitsof Number
DefectsTotal
iesOpportunit Units
DefectsTotal
*
000,000,1**
iesOpportunit Units
DefectsTotal
000,000,1*TotalUnits
nits DefectiveU
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Define Review Pg 15
Yield Metrics
Final Yield
• Classical yield that ignores role of “Hidden Factory”
• YF = Successes/Units Submitted
Throughput Yield
• Used to measure quality at a single process step
• YTP = Units through the STEP right the first time/units submitted
Rolled Throughput Yield
• Probability of zero defects
• YRT = Product of Throughput Yields across the entire process
Normalized Yield
• Represents the probability of a unit passing through ONE process step or opportunitywithout rework or scrap
• . RT
1
Yk
NY
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Lean Performance
Metrics
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Define Phase Review
Black Belt Training Slide 17
First Time Through (FTT)•Percentage of units processed at Evaluation Point that meet Quality Guidelines first timewithout being repaired, retested, returned from within plant, or scrapped.
Dock-to-Dock (DTD)•Time elapsed between unloading raw materials and releasing finished goods for shipment
Build-to-Schedule (BTS)•Percentage of products scheduled for a given day that are produced on that day in the rightsequence
Overall Equipment Effectiveness (OEE)•Measure of the ability of equipment/process to consistently produce products which meetQuality Guidelines without disruption at the designated cycle rate
Total Units Processed - Units Not OK
Total Units ProcessedFTT @ an EP = X 100 %
PRODUCTION DTD =Inventory (Control Part)
End of Line Rate
BTS % = % Volume x % Mix x % Sequence
OEE = Availability X Performance Efficiency X Quality Rate
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Contracting for Success
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Define Phase Review
Black Belt Training Slide: 19
Contracting for Success
A Project Charter is a contract between the managementsponsor (Project Champion) and the 6-Sigma team that:
• Defines the problem and business case
• Scopes the project and establishes the expected outcome
• Identifies roadblocks and enablers for success.
The process and outcomes of the creating the Project Charter are far more important than the piece of paper itself.
The charter/contract should be completed prior to project start
and updated if items above are significantly impacted.
A weak Charter is a Red Flag for a poor contract
between the Project Champion and 6-Sigma team
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Define Phase Review
Black Belt Training Slide: 20
Key Summary Points for Project Charters:
State the problem in clear, concise, and measurableterms, i.e., a “Problem Statement”
Define the Business Case by providing justification for conducting the project
Define initial project Scope and refine as the projectcontinues
State the Goal and desired results in measurable terms
Define Team roles and responsibilities
Identify and leverage Enablers – lessons learned andpotential resources
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Define Phase Review
Black Belt Training Slide: 21
Toll Gate Project Reviews
Communication required at each phase for the Black Beltto ensure alignment (contract maintenance)
Review performed by Champion and Master Black
Belt/Black Belt
Each Toll Gate review should cover:
• Goal/purpose
• Deliverables
• Key questions
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Define Phase Review
Black Belt Training Slide: 22
Champion Role and Accountability
Identification, selection, definition, scoping, and prioritization of projects
Establishing and maintaining strong contracts with Black Belts
Overall management of 6-Sigma projects within their area, includingproviding resources and removing barriersThe Champion should also be held accountable for the effectiveness
of the 6-Sigma program in their areas.
This is usually performed through the development of a set of
metrics indicating the effectiveness of the 6-Sigma effort.The accountability is achieved by tying the 6-Sigma Metrics to
the Champion‟s performance and merit review.
The Champion is responsible, and should be heldaccountable for:
D fi Ph R i
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Define Phase Review
Black Belt Training Slide: 23
Black Belt Roles and Accountability
Establishing and maintaining a strong contract with theProject Champion
Timely completion of their project in accordance with theProject Charter
Identification of project barriersRealizing the project benefits in terms of cost, timing,
quality, and/or customer satisfaction. Accountability isachieved by tying the 6-Sigma project benefits to the BlackBelt‟s performance and merit review.
The Black Belt is responsible, and should be heldaccountable for:
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Define Review Pg 24
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