Modul 2.3: Define Phase
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This document provides an overview of the Define phase in Lean Six Sigma training for White Belts. The Define phase involves understanding the need for change, identifying stakeholders, establishing goals and metrics, analyzing risks, and creating a project charter. Key activities include developing a business case, stakeholder map, timeline and resource plan, analyzing current performance baselines, and defining goals using SMART criteria. The purpose is to clearly define the problem and financial impact before beginning improvement work. An example banking process improvement project is outlined demonstrating how these Define activities would be applied.
Modul 2.3: Define Phase
- 1. Lean Six Sigma White Belt Training Modul 2.3: Define Phase https://leanbase.de/onlineacademy
- 2. Lean Six Sigma White Belt Training — 2.3 Define Phase ”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 — 2.3 Define Phase 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 — 2.3 Define Phase Business case Stakeholder map Time & resouce plan Analysis of current baseline Goal statement Risk analysis Project charter Change need
- 5. Lean Six Sigma White Belt Training — 2.3 Define Phase 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
- 6. Lean Six Sigma White Belt Training — 2.3 Define Phase Key Questions – define the task and its financial impact • Is the underlying need for this change and the connection to the strategy clearly defined & understood? • Is the present baseline & longterm performance (processes, procedures, measurements, etc.) analyzed & quantified? • Is the goal definition acc. to the SMART critea? • Is there a committed business case incl. all savings (direct / indirect) & cost (project / program / implementation / maintenance)? • Are key stakeholders identified & committed in affected organizations? • Are the project & roll-out risks analyzed and addressed? • Are resources allocated & committed until the Analyze phase?
- 7. Lean Six Sigma White Belt Training — 2.3 Define Phase Example in a banking scenario • Overall goal: cycle time reduction (as generally in manufacturing) • Set up a general structure to handle various processes • Outline schedule • 2-4 week initial setup • select process for improvement • setup team and project environment • 2-5 days mapping workshop for actual process • find value add & waste • find impact on customer satisfaction • 3-5 weeks for process map validation • involve other departments • strengthen the need for change • 2-5 days mapping workshop for future process • 5-10 months implementation • design & implement the new process • Result: process time reduction to 30 minutes from an initial average of two hours