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The Control Phase
> Masterclass Webinar
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Microphone Mute vs Unmute: please default to mute for your audio at all
times, and then ‘Unmute’ when asking or answering a question.
Virtual Session Format
3 Hour Training Session
1hr 15 The Control Phase – Part 1
15 minutes ‘Coffee’ Break (Remember: stay logged in to Zoom)
1hr 30 The Control Phase – Part 2
3 Hour Team Activity (working in your virtual syndicate groups)
1hr 30 Control case study activity
15 min ‘Coffee’ Break (Remember: stay logged in to Zoom)
1 hr 15 Facilitated review of case study activity
Action Planning and Close
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Section 1
The Control Phase Introduction
This lesson demonstrates the key steps and objectives
of the Control phase
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Section Objectives
By the end of this section you should understand how to:
✓ Understand the key activities of the control phase
✓Learn how to develop a Control Plan as a key tool for
mentoring an controlling key process inputs and outputs
✓Learn how to use visual management techniques to monitor
effectiveness of Process Controls
✓ Understand how to successfully close the improvement project
✓ Learn about the importance of agreeing translation benefits
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Programme
The Control Phase
• Introduction to the Control Phase
• Key activities of Control
• Confirming the improvement - Ensuring stakeholder support
The Control Plan
• Introduction to the Control Plan
• Identifying what to control
• Developing control mechanisms
• Recap of Mistake Proofing
• Developing the measurement plan
• Agreeing the response plan
• Case study example
Monitor effectiveness of Process Controls
• Visual management techniques
• Process dashboards
• 5S workplace organisation
Confirm achievement of project objectives
• Activities to close the project
• Identifying translation activities
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The core purpose of these steps (equivalent of the 'Control Phase' in DMAIC)
is to ensure that the improvements are sustained
The Final Phase - Control
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Control – Overview
• In the “Control” phase, the selected solution is rolled out to the
organization as a Full Scale Implementation.
• The project from the Improve phase may not be fully implemented.
• Additional change management, training and updating of process
documentation activities may be required
• Process Control Plans are also further developed to lay the
foundation for continuing feedback and corrective action.
• To ensure the process stays under control, SPC and Visual Process
Controls are implemented to provide feedback on the process.
• If necessary, corrective actions are taken as per the Control Plan to
bring the process back into control.
• As the project moves toward completion, solution replication
opportunities are identified and forwarded for future consideration.
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Why is it So Important?
Before Improvement
Pe
rfo
rma
nce
Time
Successful Implementation
Performance drops off
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Controlling the Vital X’s to Desired Levels
Input
Variables
(Xs) CTQ’s
CustomerOutputs
Y1
Y2
Y3
Project Y = f(X1,X2,X3…Xk)
Process Variables (Xs)
CONTROL Phase extends the Piloted Solution to the full scope of the project by
CONTROLLING the X’s to within their optimal settings
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CONTROL = the “follow through” part of the project
• Arguably, the most exciting phase of DMAIC is the Improve Phase – as this
is where you see results!
• You may want to move on to other work – or be put under pressure to
move on too early
• Fight for the time to do this part of the project thoroughly
• Use key stakeholders to overcome any resistance you encounter
• This is the only way to make sure all your hard work
really pays off!
What if I skip this phase?
If you don’t do it, the process owners might fail to maintain their process
performance and blame you!
EX
ER
CIS
EBreak Out Discussion
• Why does change slip back like this in your experience?
• Brainstorm a list of all of the reasons you have experienced
Group EXERCISE
25 minutes
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Section 2
Confirming the Improvement
This lesson demonstrates the importance of ensuing all
key stakeholder continue to be fully supportive of the
improvements to the process
EX
ER
CIS
EDiscussion
• Who do you think will be the key stakeholder in the Control
Phase of your project?
• What key change management tools do we have that could
help overcome any barriers we may face in the Control
phase?
Group EXERCISE
10 minutes
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Enablers for Project Success – Remember This?
Project success can be supported by ensuring the following enabling
activities are undertaken:
• Performing a Force Field Analysis
• Understanding and articulating the projects benefits
• Securing good sponsorship
• Identifying and engaging stakeholders
• Effective project activity planning
• Securing and building an effective project team
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4 Step Force Field Analysis (4FFA) – Remember This?
• Force Field analysis will identify helping forces (enablers) &
hindering forces (barriers), during the Control phase
• Grade according to impact
Enablers
Gains & benefits & support
Barriers
Implementation obstacles
Supportive Senior Sponsor
Excellent financial benefits have
been achieved by the team
Team members are frustrated with
the current process
Work load of the department may
make it difficult to get support
To get the fill benefits of the
project changes to the IT system
will be required
Previous project was not
successful
StakeholderFor or
Against?Why
What is
in it for
them?
Action
Required
Who will take
the action?
Key success
indicators
Stakeholder Action Plan - Remember This?
You may want to re-visit the Stakeholder action plan you produced in the
Define phase
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At this stage of the process there should be no surprises
• You need to make sure that the sponsor is satisfied with the impact of the
project on the business
• You may need to call upon support from this key role
• Remember … ‘Don’t let up!’ Remember the Cotter Model?
Why is Sponsor Approval Necessary?
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What the Experts Say: Kotter’s 8 Stage Process for Change
Understanding the
need for change
Rewarding new behaviours Identifying key
stakeholders
Managing
resistance
Defining roles &
accountabilities
Influencing &
persuading
Transferring
ownership
Understanding
stakeholders
Change
Leadership
Create a sense
of urgency
Create a guiding
coalition
Develop a vision
Communicate
the vision
Empower action
Generate short-
term wins
Consolidate the
change
Anchor the
change
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The clue is in the name of the role…
• You need the Process Owner to ‘own’ the new process, including the
changes you & the team have made
• Any perception that activities have been carried out to gain certification
and aren't required for the on-going benefit of the process will result in
those activities not being continued after project closure
• You will need to ‘sell’ the idea that effort spent on ensuring the
robustness and/or quality of the process will payback on the initial
investment in time by avoiding the usual fire-fighting activities later on!
Why is Process Owner Buy-in Necessary?
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• During the D-M-A-I phases of a project, Lean Six Sigma can work
independently of management systems (to a degree)
• However, the success of the control phase depends greatly on integration
with standard company systems
• Once the old processes have been updates to reflect the new ways of
working then people will need to be trained
Management Systems and Lean Six Sigma
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Section 3
Standardise Improvements and
Process Controls
This lesson demonstrates how to control the process to
ensure that the improvements are sustained?
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Control Plan – What does it do?
How will we control the process to ensure
that the improvements are sustained?
A Control Plan Defines…
• A Control Plan is produced for each key process step. It will define:
• What process outputs (“Y”) and process inputs (“x”) will be monitored
and controlled and the performance requirement
• Who will be responsible and how each characteristic will be measured
• The sample size and frequency
• The control system to be used
• What actions should be taken if the process starts to degrade
• Control Plans are not a replacement for detailed operator instructions
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
Process StepKey Process
InputPotential Failure Mode Potential Failure Effects
S
E
V
Potential Causes
O
C
C
Current Controls
The PFMEA Feeds the Control Plan
The FMEA should be a primary source for the identification of key variables (x’s) to
control and the ongoing control mechanisms
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• Describe the process step where the control is taking place
• Enter the process description and number (is applicable)
Typical Control Plan
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What needs to be controlled & to what specification?
• Enter the characteristics to be controlled
• Ensure the definition of what is to be controlled is clear (support with a
separate operational definition if required)
• Is it a Y (output) or an X (input)?
• Does it have a requirement or specification - if so what?
Typical Control Plan
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What is the Control Mechanism?
• How is the activity controlled, policed, visualised, instructed or recorded?
• e.g. mistake proofing detection device, control chart, visual indicators,
auditing, operator instructions etc.
• We will look at different types of control mechanisms shortly
Typical Control Plan
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What is the Measurement Plan?
• How to measure, how many samples, when, & by whom?
• The measurement could be performed by a piece of equipment or by a
visual check
Typical Control Plan
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What if something goes wrong?
• What action is needed?
• By whom?
• How quickly?
Typical Control Plan
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Let’s start with the best type of control possible and work our way down:
• Mistake Proofing – preventing the causes of failure occurring
• Mistake Proofing – detecting failures when they occur
• Control charts for critical process inputs – early warning
• Control charts for critical process outputs – better late than never
• Process auditing and checklists
• Standard operating procedures
• Verbal instructions
• No agreed control
Process Controls - Best to WorstIn
cre
ased
Ris
k!
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• Even the most conscientious person and the best maintained process will
make mistakes occasionally
• If something can go wrong, it will!
The Need for Mistake Proofing
Find errors before they become defects
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Everyday Examples of mistake-proofing devices
Can you think of a few more?
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Two mistake proofing systems can be used: Which is best?
Mistake Proofing Systems
Control/Warning Approach
Shuts down the process or
signals personnel when an
error occurs. Process stops
when irregularity is
detected (may be
necessary if too costly to
implement mistake
proofing)
Prevention Approach
Employs methods that DO
NOT ALLOW an error to be
produced.
100% elimination of
mistakes (100% zero
defects)
D5
• If the process input (x) can be prevented by a mistake proofing
devise this does not need controlling through the Control Plan
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Once Mistake proofing
devices have been
introduced ensure they
cannot be bypassed
Mistake Proofing D5
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Let’s start with the best type of control possible and work our way down:
• Mistake Proofing – preventing the causes of failure occurring
• Mistake Proofing – detecting failures when they occur
• Control charts for critical process inputs – early warning
• Control charts for critical process outputs – better late than never
• Process auditing and checklists
• Standard operating procedures
• Verbal instructions
• No agreed control
Process Controls - Best to WorstIn
cre
ased
Ris
k!
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• To monitor key process inputs & outputs
• To identify when special causes of variation are causing the process to go
‘out of control’
• To trigger corrective action
When Should I Use Control Charts?
X o
r Y
me
asu
rem
en
t
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Could fail to properly distinguish between common & special cause variation
with 2 possible consequences:
OVERCONTROL: investigate all incidences of variation as though they were
‘special cause’
• Waste of resources
• Discouraging: you’ll seldom find a “root cause”
• May make unneeded adjustments, causing more variation
UNDERCONTROL: fail to recognise special cause variation & leave
unchecked
• Process variation & control will deteriorate over time
• Benefits of your project ‘come unraveled’
• Another project in 12 months time !!!
What if I Don’t Use Control Charts?
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• Measurement or visual checks are often performed as the process is
running
• Results can be displayed on a Control Chart
• Measurement data is often collected by operators, inspectors or
maintenance staff
• Ideally at the process step concerned or as close to the process step as
possible
• The sooner defects and errors are found the better
• The details of how these checks are conducted are included in operator
instructions
The Importance of Source Inspection
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Read the following paragraph:
• Manual inspection is never 100% effective
• Mistake Prooofing is always the better option - when it is possible
Making Visual Inspection Reliable can be Difficult?...
"According to research at Cambridge Uinvervtisy, it deosn’t mttaer in waht
oredr the litteers in a wrod are, the olny iprmoetnt tihng is taht the frist and
lsat ltteer be at the rghit pclae. The rset can be a ttoal mses and you can sitll
raed it wouthit a porbelm. Tihs is besauae ocne we laren how to raed we
bgien to aargnre the lteerts in our mnid to see waht we epxcet to see. The
huamn mnid deos not raed ervey lteter by istlef, but preecsievs the wrod as a
wlohe. We do tihs ucnsoniuscoly wuithot tuhoght."
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A key question at this stage in a DMAIC project is:
• We want our processes to continue to be stable and capable
• Capability analysis is simply a comparison of process performance with
specified requirements
• Baseline capability is a measure of process performance before and after
improvements are made
• It will continue to provides a benchmark against which to judge the
effectiveness of process improvements
Process CapabilityRemember?
Is the process continuing to meet the customer’s requirements?”
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Let’s start with the best type of control possible and work our way down:
• Mistake Proofing – preventing the causes of failure occurring
• Mistake Proofing – detecting failures when they occur
• Control charts for critical process inputs – early warning
• Control charts for critical process outputs – better late than never
• Process auditing and checklists
• Standard operating procedures
• Verbal instructions
• No agreed control
Process Controls - Best to WorstIn
cre
ased
Ris
k!
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• A process audit is an examination of a process to determine whether the
activities, resources and behaviours that cause them are being managed
efficiently and effectively
• Often performed by people not directly working in the process
• Often supported by checklists
Process Auditing
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What Is a Standard Operating Procedure (SOP)?
• An SOP is a set of instructions that detail the task or activity that needs to
take place each time the action in performed. This is to ensure the task
is done the same way each time.
• It details activities so that a person new to the position will perform the
task the same way as someone who has been in the job for a longer time.
• It ensures that task is performed the same way on an ongoing basis.
Standard Operating Procedures ensure we don't slip back into our
old ways!
Don’t forget
staff
training!
SOPs
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Section 4
Monitor Effectiveness of Process
Controls
This lesson demonstrates how to successfully close a
Lean Sigma projects
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Objectives:
• To encourage employee participation through shared information
• To quickly identify normal & abnormal conditions
• To have information in real time, located where everyone who needs it can
get it, to a common standard
• Simple Communication
• Easily Understandable
• Continuously Updated
• Accessible to EVERYONE
Visual Management
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
Vital to the improvement process!
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• Everyday examples of visual controls include ‘STOP’ signs & traffic lights
• The aim is to try & control people’s actions (when mistake proofing cannot
be guaranteed)
• But do ‘STOP’ signs & traffic lights always have the desired effect?
• How effective are visual controls in the workplace?
Limitations of Visual Controls
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Process Dashboard
Example: What is it?
•An ‘at-a-glance’ visual summary of the key operational
aspects of a process
What to use it for?
•To present the status of Key Performance Indicators in
an easy to understand format
•To ensure that everyone is working from the same
agreed set of metrics
How to use it?
•Identify a range of Key Performance Indicators for the
process, covering aspects such as quality, cost &
effectiveness
•Consider inputs, process steps & outputs (refer to
SIPOC map & CTQs)
•Develop data collection plans & mechanisms, &
appropriate ways of displaying the information
•Identify agreed performance levels or improvement
targets
•Develop methods for creating & maintaining the
dashboard
•Confirm how the dashboard will be used
% Accounts opened
in 48 hours
Accounts opened on
time by region;
target vs. actual
0%
50%
100%
Average Customer
Satisfaction Rating
0%100%
60% 30%
Customer Satisfaction
by week
0%
100%
50%
DASHBOARD - PROJECT XYZ - WEEK 13
Updated by JohnLast updated 01.04
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Don’t Forget ‘5S’
• Sort
• Straighten
• Sweep/Shine
• System
• Sustain
MA
INTA
IN
SE
T5S workplace organisation is an essential ingredient for holding the gains
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5S Workplace Organisation and Housekeeping
• Do you think the improvement level
will be sustained in these
environments?
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5S and Visual Quality Standards
Green indicates where the level
should be.
Yellow (either side) allows
indicates action required
Red is unacceptable
The sign sets the unspoken
rule and standard location
for the equipment
Making the acceptable standard very obvious
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Section 5
Confirm achievement of project
objectives
This lesson demonstrates how to close the
improvement project?
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The core purpose of the Control phase is to ensure that the improvements
are sustained
Recap of Steps of Control
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
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• IS a carefully organised record
of key aspects of your project
• IS NOT an exhaustive collection
of all records, data,
communications, etc.
• Format & structure defined by
your organisation
• Explains what you did & why
What is the Project Documentation?
Typical Project Documentation
Package
•Abstract of Project
•Problem Statement
•Baseline Data
•List of Vital X’s
•The Solution
•Control Mechanisms
•Performance Metrics
•Financial Metrics
•Lessons/Best Practices
•Opportunities to Translate
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• Update your final process capability & benefit estimates
• Look for unforeseen costs & benefits
• After a few months of demonstrated, sustained benefit, work with your
Lean Sigma financial analyst on final value of the project
Final Financial Benefit
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• How do we feel about our own contributions?
• Did we work well together as a team?
• What have we learnt about process improvement?
• Are there any gaps in our knowledge?
• What might we do differently next time?
Review Team Performance
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• Shout your success from the roof
tops!
• Recognition
• Success breeds success
• May be useful to someone else
• Use ‘storyboards’ & ‘gallery walks’
Publicise Improvements
How do we publicise improvements at present?
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• All project documentation is complete according to local guidelines
• Project is declared closed by Project Sponsor
• The solution has been implemented in the process/functional area that is
the target for the solution
• The solution has been transitioned to the Process Owner
• Measurements continue to taken on the improved process & gains
confirmed.
• If confirmation cannot be realised within a short time frame, then a
documented plan exists to validate the improvement by a specified target
date
• The Process Owner agrees with the projected benefits flow, & there is a
documented plan in place to get sign-off at a specified time in the future
when the benefits have been realised
Project Closure Checklist
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Direct Translation
• Same process/similar product or service
Customisation
• Same process/different product or service
Adaptation
• Similar process, some applicability
Translation Opportunities
Need to ask:
• Are there opportunities to apply what we’ve learned to other projects?
• What is my role in making sure that those opportunities are pursued?
• How can we share our learning with others?
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
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Schedule reviews of the Implementation Plan
• e.g. after 3 months, 6 months
• address any concerns, look for opportunities for improvement
Monitor ongoing compliance with the Control Plan through Process Audits
• are the specified controls being followed?
• are they effective?
• are they being used to drive continuous improvement of the process?
Ensure Changes Become Embedded
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
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The core purpose of the Control phase is to ensure that the improvements
are sustained
The Final Phase - Control
R
E
V
I
E
W
• Sponsor Approval(s)
• Process Owner Buy-in
• Project charter
• Financial benefits
• Project plan
• Reward & recognition
• Handover plan
• Control plan
• Long Term
Measurement Plan
• Standard Operations
• Process FMEA
• Control charts
• Capability analysis
• Visual Management
Confirm improvement
Standardise improvements & process controls
Monitor effectiveness (of process controls)
Confirm achievement of project objectives
Transition from project to normal business
Gate Review
Clo
se
Pro
jec
t A
cti
vit
y
3 / 6 / 12 month process audit E
ND
Call back team and review
YES
NO
Are
controls adequate
to sustain
performance?
• Documented
procedures
• Long term
measurement plans
• Review process
performance
• Control plan
• Mistake Proofing
C
O
N
T
R
O
L
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Use the roadmap:
• For progress assessment
• For a focal reference point
• For discussion & explanation to
others
• To see what could/should happen
next
• To join together your thoughts
when presenting the project
• To act as a prompt when ever
needed
The DMAIC Roadmap
© Smallpeice Enterprises
www.smallpeice.com
Section Objectives
By the end of this section you should understand how to:
✓ Understand the key activities of the control phase
✓Learn how to develop a Control Plan as a key tool for
mentoring an controlling key process inputs and outputs
✓Learn how to use visual management techniques to monitor
effectiveness of Process Controls
✓ Understand how to successfully close the improvement project
✓ Learn about the importance of agreeing translation benefits
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Section 6
Group Working
Assignments
Group EXERCISE
1 h r3 0 m i n s
EX
ER
CIS
EControl Plan Exercise Hotel Example
Recap
– You run a small 10 bedroom family hotel
– Business has been slow of late and you decide to kick off an
improvement project to increase number of customers booking into
the hotel
– In the Define phase you have identified that the lead time for room
service was a particular customer concern
– The goal was to deliver 95% of all room service orders within 30
minutes of the customer placing their order
Refer to Handout 02
Group Activity – Hotel Control Plan
EX
ER
CIS
EControl Plan Exercise Hotel Example
Progress to Date
- During the improve phase a number of improvements have been
implemented:
- The customer order form has been redesigned to make it easier to
complete (mistake proofed) and new printer has been purchased to
ensure the order forms are easier to read
- A FIFO system for processing orders has been agreed with the kitchen
staff
- Staff have been multi-skilled to assist the kitchen staff during busy
periods. This means during busy periods a minimum of 5 kitchen staff
should be working in the kitchen
- A new stock control system has been implemented to ensure ingredients
are available for all meals on the menu
- A part time porter has been employed and will be dedicated to room
service delivery during busy time periods
- New service trollies have been purchase with heated plate warmers to
keep the food hot during deliveryRefer to Handout 02
Group Activity – Hotel Control Plan
EX
ER
CIS
EControl Plan Exercise Hotel Example
1. Produce a Control Plan for sustaining the improvements made to the room
service delivery process of delivering the food
- The output (Y) is the ability to deliver the room service food order within
30 minutes
- Identify 3 or 4 key project x’s
- Complete the Control Plan for the project Y and project X’s you have
chosen
2. Discuss in the team how the key output and key input metrics can be
displayed for the team as part of your ongoing visual management strategy
Refer to Handout 02
Group Activity – Hotel Control Plan
Recommended