Bb Wk1 130 the 12 Step Breakthrough Strategy

8/22/2019 Bb Wk1 130 the 12 Step Breakthrough Strategy

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Copyright © 2001-2005Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license.

The 12 Steps Of The Breakthrough Strategy ®

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Module Objectives

By the end of this module, the participant will be able to:

• List the 12 Steps of the Six Sigma Breakthrough Strategy®

• Explain how the 12 Steps of the Breakthrough Strategy provide the

backbone for Breakthrough Improvement



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What Is The Breakthrough Strategy?

• 12 Steps that are the actionable breakdown of a problem solving

methodology utilizing both DMAIC and Lean tools forming a ProjectManagement structure

• In this module we will take a deeper look at the 12 Steps



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DesignDesign

ChangeChange

DD

CC

OO

VV

The 12 Step Breakthrough Strategy

1. Select the Critical to Customer Satisfaction

Characteristic (CTS)2. Define Performance Standards

3. Validate Measurement System

4. Establish Baseline Process Stability & Capability

5. Define Performance Objectives6. Identify Variation Sources

7. Screen Potential Causes

8. Discover Variable Relationships

9. Establish Operating Tolerances & ImplementImprovements

10. Validate Measurement System

11. Determine Final Process Capability

12. Implement Process Controls & Replicate

DEFINEDEFINE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

MEASUREMEASURE

REPLICATEREPLICATE&



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Step 1 – Select Critical to Customer Satisfaction Characteristic (CTS)

Critical to Satisfaction:

• You have a consumer driven reason to do a project that is clearly

linked to business goals and priorities:

- Critical to customer satisfaction:

- Critical to Quality

- Critical to Cost- Critical to Delivery

• Define the units of measure

Note: You may need to create units of measure and Measuring System for the issue at

the beginning of your project.

Start of Y = f(?)



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Step 2 – Define Performance Standards

Customer Acceptance Standards:

• If you don’t know what makes a product and/or service acceptable to

customer, then the problem cannot be measured in terms of defects

(DPMO)- Standards must be customer defined, otherwise you will need to create these before

proceeding

• Define the defect(s) – deviation from customer acceptance standards

• The definition needs to be crystal clear and brief

• Does your customer agree with your standards?

What is a “good” Y? What is a “bad” Y?


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Step 3 – Validate Measurement System

Can I See?

• If you can’t measure something, how do you know where you are,

where you have been, or where you are going?

- We cannot even say how good we are (our process capability) until

we can say “I trust my data”

• If your Measuring System is incapable, STOP and FIX IT before

proceeding. Whatever it is that we are improving (Cycle vs. Takt Time,

Defects, Setup Time, Gals/day, Travel Distance) we must prove we can

measure it accurately before we can continue.

Note:Measurement System Analysis (MSA) must be done on any and all

defects you wish to count (watch out if you have a visual inspection of six

characteristics)

Can I measure Y?



Step 4 – Establish BaselineProcess Capability

Baseline

• I know what needs to be fixed (Step 1), what defines it as good or

bad (Step 2), and I can accurately measure it (Step 3) so:

- Now I can say how my process is performing in terms of Sigma

and DPMO

- I improve from here

What is your current ability to make “good” Ys?



Step 5 – Define Performance Objectives

My Goal

• Where do I want to be at the end of my project?

- The goal should be a stretch

- MEET CUSTOMER ACCEPTANCE STANDARDS

- Do I need to Benchmark?

- Is the goal aligned with the business strategy?

- Where do I want to be and when do I want to be there?

- Does achieving the project goal also achieve entitlement?

- Stabilized, centered and capable

What does your ability to make “good” Ys need to be?



Step 6 – Identify Variation Sources

What makes it tick?

• List all potential inputs (PIV, X) that could affect

my output (KPOV,Y)

- This is filling the top of the funnel

- Some tools include Fishbone, Cause and

Effect Matrix, FMEA, detailed Process Maps

• Think outside the box – If you fix it the same

way you did last year, you will have the same

problem you have now

Potential Xs for Y = f(X1, X2, …, Xn).

Optimized Process

10-15 PIVs

8-10 PIVs

1-6 KPIVs

1-6 KPIVs

30-50 Inputs (X or PIV)



Step 7 – Screen Potential Causes

Narrow it Down

• Narrow the list of potential Xs to contain only the

likely vital Xs

• Initial screening is typically done using graphical

tools, small experiments, and hypothesis tests

• This is the middle of the funnel for most projects

- Projects with multiple potential KPIVs (critical

Xs) or with Xs that may interact with each

other usually require further pruning – Step 8

- For some simpler projects with few andunrelated likely vital Xs, this is the bottom of

the funnel

Narrow down the list of Xs for Y = f(X1, X2, …, Xn)

Optimized Process

10-15 PIVs

8-10 PIVs

1-6 KPIVs

1-6 KPIVs




Step 8 – Discover Variable Relationships

How the Xs affect Y and how

• Further reduce the list of Xs to the set of vital Xs

• Determine how the vital Xs affect Y, either

independently or in combination with other vital Xs.

This is primarily done through the use of DOE

(Regression).

• This is the bottom of the funnel with statistical proof as

to which Xs affect my Y and how they affect Y

• The function Y = f(X1, X

2,…, X

n) is called a “transfer

function” – It describes how a change in 1 or more of the Xs transfers to a change in Y

• For simpler projects Steps 7 and 8 sometimes collapse

into 1 stepWe now know what Y = f(X1, X2, …, Xn) is

Optimized Process

10-15 PIVs

8-10 PIVs

1-6 KPIVs

1-6 KPIVs




Step 9 – Establish Operating TolerancesImplement Improvements

How To Set My Xs

• I know which Xs are important. What settings do I use to improve

my project?

- Evaluate mathematical settings vs. practical significance vs.

local knowledge

- Evaluate robustness, ease of implementation, and side effects• Establish operating ranges for the vital Xs

- For continuous Xs provide target amounts ± allowed variation

- For discrete Xs, e.g., Supplier, there is no operating range

• Implement the improvement- Pilot and fine tune the improved process

- Physically implement changes to process

Make use of what we know about Y = f(X1, X2, …, Xn).



Step 10 – Validate Measuring System

Can I Measure My Xs and Y?

• In the case of a continuous X, e.g., PSI on an air feed, validate that it

can be measured (a vital X MSA)

• In the case of a discrete X, validate that you can tell whether the X is

the right value, e.g., is this from Supplier A?

Note: The above 2 bullets apply to Steps 6 through 9 – Whenever you

toggle an X, be sure that you correctly reading the settings of that X

• Be cautious: You might have improved the Y so much that you can

no longer “read” the process, and may have to improve the

measurement system to truly measure the improvement

Can’t control Y = f(X1, X2, …, Xn) if you can’t measure it.



Step 11 – Determine FinalProcess Capability

Where Am I? What is my optimized performance?

• Calculate improved process capability with Xs at optimal settings

• Compare final capability with baseline capability (Step 4)

• Compare final capability with target capability (Step 5)

• Common tools:

- Six Sigma “Process Report” and Minitab capability analysis for

continuous data

- Six Sigma “Product Report” and DPMO analysis for discrete data

Have we demonstrated our improvement?



Step 12 – Implement Process Controls

Let’s Not Do This Again

• The vital Xs, their settings, and other improvement actions must be:

- Nailed down

- Set in concrete

- Fully implemented (NOT just agreed to)

• Those actions taken to assure such control must be documented in a

Control Plan BEFORE you can say a project is closed!

How do you control X1, X2, …, Xn to always produce “good” Ys?



Benefits Of Following The 12 Steps

• A logical and proven method for achieving success

- Would you want to publish a baseline DPMO (Step 4) if you did not

trust your data (Step 3)?

- Would you put six months into fixing a customer’s problem and then

not bother to control it to assure ongoing value (Step 12)?

- Etc.

• Provides a Road Map for your activities

• Prevents “jumping to conclusions” and “firefighting”

• Forces data to be evaluated before it is used



Course Layout In Relation ToThe 12 Steps of the Breakthrough Strategy

•The 4 week Black Belt training program is divided into several modules.

Each module teaches a component of the DMAIC methodology or a toolthat is commonly utilized in support of the process.

•While the modules are sequenced in a logical order to support the

teaching of the methodology, many of them are applicable in multiple

phases.

•To accommodate the training program, each module begins with a visual

representation and description of where and how it is commonly used

within the 12 Step Breakthrough Strategy (DMAIC methodology).

•Learning to effectively and efficiently utilize the content of this course

takes experience through practical application.



Objectives Review

The participant should be able to:

• List the 12 Steps of the Six Sigma Breakthrough Strategy®

• Explain how the 12 Steps of the Breakthrough Strategy provide the

backbone for Breakthrough Improvement


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Bb Wk1 130 the 12 Step Breakthrough Strategy