D11 Define Review
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The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including: 1) Define VOC, VOB, and CTQs to understand the customer problem and specifications; 2) Define the project boundaries and scope through a problem statement, process mapping, and project charter; 3) Quantify the project value by calculating the costs of poor quality; 4) Develop a project management plan identifying stakeholders, communication plans, milestones, and timelines.
D11 Define Review
- 2. Define Module Roadmap Define 1D – Define VOC, VOB, and CTQ’s 2D – Define Project Boundaries 3D – Quantify Project Value 4D – Develop Project Mgmt. Plan Measure 5M – Document Process 6M – Prioritize List of X’s 7M – Create Data Collection Plan 8M – Validate Measurement System 9M – Establish Baseline Process Cap. Analyze 10A – Determine Critical X’s Improve 12I – Prioritized List of Solutions 13I – Pilot Best Solution Control 14C – Create Control System 15C – Finalize Project Documentation Green 11G – Identify Root Cause Relationships
- 3. Deliverables – Define # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 1D Define VOC, VOB and CTQs A project is started because a customer needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines acceptability (specifications). VOC Worksheet Affinity Diagram Stratification tools (Pareto and other basic graphs) 2D Define Project Boundaries Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defect, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter. Project charter SIPOC Included / Excluded Elevator Speech 3D Quantify Project Value Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer satisfaction, and price. Deliverable 3D documents these benefits. Project Benefits 4D Develop Project Management Plan To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders. ARMI Project plan Faces of resistance Stakeholder analysis
- 4. 1D - Define VOC, VOB and CTQ # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 1D Define VOC, VOB and CTQs A project is started because a customer needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines acceptability (specifications). VOC Worksheet Affinity Diagram Stratification tools (Pareto and other basic graphs) Steps to Complete Deliverable: If a defect has not been already identified for improvement, obtain VOC and VOB to determine where process improvements are needed and to define the project defect. If historical data is present and if the project scope is not clear or appropriately sized, use the historical (baseline) data to stratify and/or segment the data (i.e.: Affinity Diagram, Pareto, etc) in an effort to better focus the defect, e.g.: Instead of “overtime” as a defect, stratifying the data may show that most of the overtime is in operations. In this case, “operations overtime” could be the project defect. Once defect has been clarified, obtain detailed VOC and VOB information to clarify the customer CTQs. Review the results of the above with the champion to confirm the project is supported by the business (placing this information in the project charter of deliverable 2M will usually facilitate this discussion).
- 5. 2D - Define Project Boundaries # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 2D Define Project Boundaries Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defective item, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter. Project charter SIPOC Included / Excluded Elevator Speech Steps to Complete Deliverable: Use the VOC, VOB, and CTQ information from deliverable 1D, complete the Project Charter CTQ section. Draft a Problem Statement containing the 4 key elements and enter this on the Project Charter. Use the SIPOC, Included/Excluded, and Elevator Speech tools as needed to further refine the Project Scope. Complete the Goal Statement and Process Map Number sections of the project charter. Enter the Process Capability, Project Stakeholders, Project Timeline and Estimated Benefits information if available. If unknown at this point, enter and/or update these during deliverables 3D, 4D, and 9M. Although deliverables 3D and 4D are listed as subsequent deliverables to 2D, the information from 3D and 4D is reflected in the project charter of 2D. As such, all three deliverables are often pursued simultaneously instead of sequentially.
- 6. 3D – Quantify Project Value # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 3D Quantify Project Value Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer retention, customer satisfaction, and price and/or share increase. Deliverable 3D documents these benefits. Project Benefit Document Steps to Complete Deliverable: Using the project baseline (historical) data, calculate the cost of poor quality (both hard and soft dollars) due to the presence of the defect. There is no standard COPQ template. Calculate savings using an Excel (or other) template that meets your needs. If there is no historical data available for the project, COPQ can not be calculated based on actual data. In this case, estimate the savings based on experience, but update the estimated value using the data gathered after deliverable 8M. Where there are no dollar values to be saved by this project, list the intangible benefits brought by the project.
- 7. 4D - Develop Project Management Plan # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 4D Develop Project Management Plan To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders. ARMI Project plan Faces of resistance Stakeholder analysis Steps to Complete Deliverable: Determine all key project stakeholders and their level of involvement using the ARMI. Determine a communication plan for stakeholders and team members. Create a project plan including major project milestones, timelines, and resources needed. Communicate the above to the project stakeholders and gain their agreement to all items. This is a two way obligation. It is an obligation of your role to them, and their role in supporting you and the project.