Modul 1.4: Process, Project, Results
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This document provides an overview of Lean Six Sigma project methodology. It discusses the DMAIC process which includes Define, Measure, Analyze, Improve, and Control phases. Each phase is described in terms of its objectives and key activities. Examples of tools used in each phase are also listed at both a light and comprehensive level. The overall goal of the methodology is to understand problems, identify root causes, implement solutions to address them, and ensure the improvements are sustained over time.
Modul 1.4: Process, Project, Results
- 1. Lean Six Sigma White Belt Training Modul 1.4: Process, Project, Results https://leanbase.de/onlineacademy
- 2. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results ”Do the right things the right way” Understand the need for change Understand reality Identify root causes Make it happen Make it stick Delivery perfomance 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% 100,0% 2004w45 2004w46 2004w47 2004w48 2004w49 2004w50 2004w51 2004w52 2004w53 2005w01 2005w02 2005w03 2005w04 2005w05 2005w06 2005w07 2005w08 2005w09 2005w10 2005w11 2005w12 2005w13 Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back ImproveTG2 Decision Timeplan (Improve- Control) Update project definition /incl final goals) Root-Cause analysis perf. gapGoal review Analyze of dataAnalyze Cause& Effect relations (7MT) Benchmark others Measuremen t system analysis Start to measure Data collection plan Process map "As Is"MeasureTG1 Decision Milestone planRisk analysis Communicati on plan Stakeholder analysisProcess mapTGO Decision Project time plan TG0-TG2 Business Case Goal statement Customer, Sponsor and project team Baseline estimation Problem statedDefine 1 3 1 2 1 1 1 0987654week 70605040302010Subgroup 0 20 10 0 IndividualValue W0509W0452W0442W0430W 0420W 0410Week 1 1 Mean=1,652 UCL=4,220 LCL=-0,9170 1 2 3 15 10 5 0 MovingRange 1 R=0,9658 UCL=3,156 LCL=0 1 2 3 Delivery Precision Supplier 2004-2005w17 Why do we have to change something? What is the goal? Who needs to be involved? What does the current process look like? How do we measure them? What are the root causes? How do they influence the outcome? Will the goal be reached with the selected solution? How will stakeholder be involved? How will progress be checked? Has the goal been reached? How will sustainability be ensured? After each process phase there will be clear answers to the following questions: DMAIC DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick
- 3. Identify sponsor Present problem & opportunity Define business case Evaluate change readiness Define goal statement Perform risk analysis Benchmark similar improvement activities Perform stakeholder analysis Define communication plan Involve key stakeholder to make change happen Complete improvement charter High Probability High Impact Low Probability High Impact High Probability Low Impact Low Probability Low Impact E A FCG B HD Create a shared need Define the wanted position Mobilize commitment What is the goal?Why do we have to change something? Who needs to be involved? ”A problem well stated is a problem half solved” Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Define DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick
- 4. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Define – Understand the task and its financial impact • Light • task selection matrix • SMART review • stakeholder map • risk management • Comprehensive • SWOT analysis • process map • VoC and break down to CtQ • 7MT • DMAIC project charter
- 5. Build actual process map Understand barriers to change Setup potential cause & effect relations Benchmark Plan and perform data collection Validate measurements Measure actual data How do we actually work? How can we measure this? Understand the actual process Measure the actual process ”What gets measured gets done” Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Measure DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick
- 6. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Measure – develop & execute an appropriate data collection • Light • process map • data collection table • Pareto diagram • Comprehensive • 7 quality control tools (7QCT) • measurement system analysis (MSA) • sampling technique • SIPOC (supplier-input-process-output-customer) • gauge R&R (repeatability & reproducibility) • capability analysis • benchmark • Taguchi loss functions
- 7. Analyze gap to target position Assess change capabilities Verify influence on the goal What are the root causes? How do they influence the outcome? Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back Identify root causes Evaluate influence on the goal ”Study the past, shape the future” Company B 0 . 0 10 0 . 0 2 0 0 . 0 3 0 0 . 0 4 0 0 . 0 5 0 0 . 0 6 0 0 . 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2 3 3 3 4 3 5 3 6 3 7 0 10 2 0 3 0 4 0 5 0 6 0 7 0 TOT TOT raw mtrl TOT TOT Work in progress TOT TOT Finished goods 8 w eek inv days Inv days HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back HW changes at CDC Gävle, new production 0 5 10 15 20 25 30 35 MCPA SCB AIU TRX RAX ETM4 CU ETMC ETM1 RFIF TX GPB Fan Othe BBIF PCU PSU Back Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Analyze DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick
- 8. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Analyze – find the root cause • Light • fishbone diagram (Ishikawa / root cause) • correlation analysis • Comprehensive • 7 quality control tools (7QCT) • hypothesis testing • regression analysis • design of experiments (DoE) • analysis of variance (ANOVA) • 7 management tools (7MT) • data transformations • simulations
- 9. ”Proud people perform” Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Improve DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes CONTROL Make it stick Identify “To-Be” process and test possible solutions Identify possible solutions to address key contributors Perform cost/benefit evaluation Perform solution risk analyses Test solution Mobilize broad commitment Plan implementation Competence and resource allocation Create & follow-up Process & IT demands Execute implementation plan Embed changes in management system Monitor improvement progress & people commitment Will you fulfill the goal with selected solution? How do you implement this with people commitment? How do you track progress? request for changecustomer estimation for level of importance execute change? 1 think of alternatives 1 adjust design specifications New features design Test new design Produce customer Old specifications New specifications level of importance Yes 67% No 33% Alternatives new specification new features flawless design changed product review specifications file “Change of product specifications” Plan and implement solution Monitor progress 150100500 2 1 0 -1 -2 Observation Number IndividualValue I Chart for C205 1 2 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 2 11 2 2 2 2 2 2 1 2 Mean=0 UCL=1,5 LCL=-1,5 IMPROVE Make it happen
- 10. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Improve – generate and implement solutions • Light • FMEA (risk analysis) • process map • Comprehensive • Poka Yoke • hypothesis testing • loss functions • cost/benefit selection • Pugh Concept Selection
- 11. ”The secret of success is constancy to purpose” Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Control DEFINE Understand need for change MEASURE Understand reality ANALYZE Identify root-causes IMPROVE Make it happen CONTROL Make it stick Validate improvement effects Evaluate lessons learned Anchor & handshake solution ownership Ensure competence capability for new way of working/solution Ensure mechanism for continuous monitoring and improvement Communicate results Transfer good practices Celebrate achievements Validate results Secure sustainability Transfer good practice Has the goal been fulfilled? Will the solution stick? Can someone else benefit from the experiences?
- 12. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Control – ensure that the results will last • Light • documentation • standardization • training • Comprehensive • 7 quality management tools • statistical process control • business case verification
- 13. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results
- 14. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results Six Sigma Ways to fail … D … D … D … D … D … D … D I … D I … D I … D I … M A … M A … M A … M A … D M A … D M A … D M A … D M A I … D M A I … I D … I D … I D … I D …
- 15. Lean Six Sigma White Belt Training — 1.4 Process, Project, Results What do successful Six Sigma companies report as the benefits? • COPQ savings (annually 1-5 % of revenue) • A fact based, data driven culture • A common vocabulary and language • A sense of urgency mindset in all operations levels • A cost and business oriented culture • Happier customers, company change to customer needs