Modul 3.3: Control Phase
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This document discusses the control phase of a Lean Six Sigma project. The control phase focuses on validating that improvement goals have been met, ensuring the sustainability of solutions, and transferring lessons learned. Key aspects of control include verifying results, evaluating lessons learned, assigning ownership of solutions, ensuring ongoing monitoring and improvement, communicating outcomes, and celebrating achievements. Control is important to guaranteeing that process improvements will endure over time.
Modul 3.3: Control Phase
- 1. Lean Six Sigma White Belt Training Modul 3.3: Control Phase https://leanbase.de/onlineacademy
- 2. Lean Six Sigma White Belt Training — 3.3 Control 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. ”The secret of success is constancy to purpose” Lean Six Sigma White Belt Training — 3.3 Control Phase 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?
- 4. Lean Six Sigma White Belt Training — 3.3 Control Phase Are solutions robust? Learnings & best practicetransfer Results validated towards goal statement Responsibility transfer Celebrate Implementation fulfilled?
- 5. Lean Six Sigma White Belt Training — 3.3 Control Phase Control – ensure that the results will last • Light • documentation • standardization • training • Comprehensive • 7 quality management tools • statistical process control • business case verification
- 6. Lean Six Sigma White Belt Training — 3.3 Control Phase Key Questions – ensure that the results will last • Are the results validated to the goal definitions & measurements? • Are the solutions assured to last and be future proof? • Are control mechanisms (measurements, procedures, trainings etc.) transferred & hand shaken to responsible persons (line organization, process owners etc.)? • Are the results transferable to other business areas or operations (local / global)? • Has the success been celebrated?
- 7. Lean Six Sigma White Belt Training — 3.3 Control Phase Example from Houston's Outside Services department — improvements achieved • Reduced external invoice cycle time from average 111 days to 2.5 days (goal was 30 days) • Reduced related staff from six to one employee, re-deploying them to other duties (incl. other Six Sigma projects) • Reduced city-wide hiring cost of annually $1 million