sixsigmagreenbeltprojectroadmapin10deliverables

8/12/2019 sixsigmagreenbeltprojectroadmapin10deliverables

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Six Sigma Project Roadmap for

Green BeltsJob Aid created by

Francisco Pulgar-Vidal, fkiQuality

[email protected]

7/18/2013 Copyright fkiQualityLLC 2012 1


2/23

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 usesix sigma at the green belt level.



3/23

SSGB Project Route Map

Quantifiedobjective

Teamidentified

Signed bysponsor

1ProjectCharter

What youobserved

End to end

With issues

mapped

2 CurrentProcess

Map

Duration

Errors

Cost

8 Wastes

3 CurrentPerfor-mance

Ask 5-whys

Deliver quickwins

4Fishbone

Potential rootcauses

quantified

5Scatter-diagram

Futureprocess map

Rolesdefined

Forms &tools

6Counter-measures

Updatedsolution

SOP

7Pilot

KPIs

Targets

8Futuremetrics

Communication plan

Trainingplan

9 Sustainthe

solution

Dollarize newperformance

10Financialimpact


Define Measure Analyze

Improve Control

Continuously

Improve


4/23

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 itis happeningMeasure 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



5/23

DMAIC Route map - Define

Aim to solve a problem for which you do not know thesolution

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 (KPIs) and targets

Control system to know how to respond to performance changes



6/23

DefineProject Charter

Every problem impacts a customerget them to express howthey feel about outcomesthe customer pain

Go see the process and ask those in charge of it what is not

workingthe process pain

Size the prize: quantify, dollarize the opportunity thebusiness 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 scopeensure complete coverage

and adequate sponsorship7/18/2013 Copyright fkiQualityLLC 2012 6


7/23

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:

ProjectCharte

rTempla

te



8/23

DefineSIPOC Diagram

The way to understand the problem starts with identifying theprocess where things seem to go wrong (SIPOC)

Schedule a workshop with team members representing the

process end-to-end

Identify the outcome of the processwhen 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 theseoutputs?

What inputs are needed by each task?

Which task or organization supplies the inputs?



9/23


SIPOC TemplateProcess/Project Name:

Date:

Prepared By:Notes:

Suppliers Process Customers

Provider

Input

Description

Input

Requirements

(optional)

Output

Description

Output

Requirements

(optional) Recipient of Output


Inputs Outputs

See HighLevel

Process

Steps Below

Step 1

Start Boundary:

Step 2 Step 3 Step 4 Step 5

End Boundary:


10/23

DMAIC Route map - Measure

Create a detailed process map to place failures in context

Measure or estimate by how much things go wrongupdate

charter

Find out what more you must know to fully describe theproblem (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)7/18/2013 Copyright fkiQualityLLC 2012 10


11/23

MeasureSwimlane 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 muchupdate charter



12/23

Swimlane Diagram Sample


Source: edrawsoft.com


13/23

MeasureData 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



14/23

Data Collection Plan Template


Project Name:

Date:Prepared By:

Notes:

Measurement/Metr ic Operational Defini tion

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 a nd/or Statistical

Tools to be Used



15/23

MeasurePareto 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



16/23

Pareto Diagram Sample


Source: vertex42.com

Problems using weekly report


17/23

MeasureControl 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



18/23

Control Chart Sample



19/23

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 mapswhere things go wrong?

Measureshow badly things get? Fishbonewhy did the issue happen? And organize your ideas

Paretoconfirm with data

Share findings with sponsor and/or champion and ask for support



20/23

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):

Fishbonehow will we fix the issue? And organize your

ideas

Countermeasuresorganize all components: procedures,

forms/files, measurements, associate training

Try itobserve what went right or wrong

Fail-proofhow 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 failsPDCA

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



22/23

Get Your Winning Attitude

Not knowing what really happens breeds wild theoriesfirst

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 whats

happening and be surprised

Try multiple timesplan a change, do it, measure the impact,

learn from it

Do not work aloneactivate your sponsor and team

Better training or more communication alone are fakesolutionsinstead, 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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sixsigmagreenbeltprojectroadmapin10deliverables