Your SlideShare is downloading. ×
6s Quality Background and Overview
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

6s Quality Background and Overview

1,625
views

Published on


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,625
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
70
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • DMAIIC Overview
  • DMAIIC Overview
  • Six Sigma
  • Transcript

    • 1. Background and Overview Quality and Productivity Improvement
    • 2. M EASURE THE CURRENT PERFORMANCE D EFINE THE OPPORTUNITY I MPROVE PROCESS EFFICIENCY A NALYZE THE CURRENT PROCESSES C ONTROL AND ADJUST NEW PROCESSES I MPLEMENT IMPROVEMENTS
      • Determine breakthroughs, design future state: new process, new “Sigma” level
      • Create dashboards, scorecards and plans
      • Perform cause-effect analysis to determine reasons for gaps in performance
      • Map the process, gather initial performance data and determine current “Sigma” level
      • Obtain client input, factors Critical to Quality (CTQ)
      • Improve on what matters most to the client
      • Significantly impact the bottom line
      • Measure improvements and breakthroughs
      • Report dashboard, scorecard data and client feedback
      • Execute plans, overcome barriers
      • Transition to the new process
      Client Driven, Consistent, Metrics Focused, Results Oriented A DMAIIC Overview
    • 3. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing A Closer Look at DMAIIC as a Process Improvement Method Key Tools:
    • 4. When Do You Use DMAIIC?
      • Incremental Improvement of Existing Product/Service/Process:
        • Root Cause Analysis
        • “ Local” Process Improvement
      • Redesign of Existing Product/Service/Process:
        • End-to-End Process Projects
      • New Product/Service/Process Design
      • Instituting Process Management
      • DMAIIC Tip : Tailor Application to Your Specific Project, Don’t Use It As a “Cookbook”
    • 5. What Does It Take to “DO DMAIIC?”
      • What Do I Need
        • Six Sigma Tools
          • Process Analysis
            • Process Depiction
            • Process Diagnosis
          • Statistical Methods
            • Diagnostic
            • Predictive
            • Control/Management
        • “ People” Tools
          • Team Facilitation
          • Change Facilitation
        • Project Management Tools
          • Cost, Schedule, Resources, Risk
      • Who’s Involved?
        • Teams (Generally)
        • Appropriate Representation
        • Appropriate Skill Sets
      • How Long Does It Take?
        • Depends on Scope, Commitment
        • GE’s Target - 4 - 6 months
      DEFINE MEASURE ANALYZE IMPROVE IMPLEMENT CONTROL
    • 6. Defect = When output does not meet client requirements Input Output Workflow Six Sigma Will be a Key Part of Our Toolkit
      • Six Sigma is a business management approach
      • The goal is to fully align workflows with client requirements
      • This leads to higher client satisfaction, increased revenues, lower costs and decreased error rates
      • The focus is to reduce defects
      Market Deal Execute Deal Complete Transaction
    • 7. Six Sigma Enables Businesses to Measure the Efficiency of Their Processes
      • A Sigma is a statistical measure of defects generated by a business process
      • Sigmas range in value, the higher the sigma the fewer the defects
      • A 3 Sigma process meets client requirements 93.3% of the time.
      • A 6 Sigma process meets client requirements 99.9997% of the time.
      • Consider this example…. If you published books….
    • 8. Define - 1.0 Quality and Productivity Improvement
    • 9. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 10. 1.0 Define Objective Launch an improvement project, define project objectives/outcomes, select team, define responsibilities, create high-level project plan, identify sponsors/ key stakeholders, prepare a communication plan. Key Topics 1.1 Launch the Project 1.2 Define Project Objectives and Outcomes 1.3 Identify Sponsors/ Key Stakeholders 1.4 Prepare a Communication Plan 1.5 Characteristics of Effective Teams 1.6 Define Toll Gates
    • 11. 1.1 Launch the Project Follow-up (2 Hours) (1 Week after Launch Meeting) Initiative Selection Pre-Launch Meetings/ Activities Launch Meeting (1 Day) Ongoing
      • Business Manager, Sponsor, Coach determine what business level improvements will yield bottom line results
      • Select End-To-End process as reengineering candidate
      • Sponsor/Coach Meet: Solidify business case and objectives; determine initial scope, outcomes; skills needed
      • Sponsor Selects Team Leader
      • Team Leader/ Sponsor/ Coach Select Team
      • Sponsor/ Team Leader/ Coach Meet : Plan Launch Meeting agenda
      • Sponsor/ Team/ Team Leader Meet : Sponsor charges team with its responsibility
      • Team attends to do most of the upfront project planning. Team works with the coach to focus on client requirements and review key process mapping tools, metrics concepts to produce:
      • Project scope statement
        • Targeted outcomes success criteria
        • Stakeholder analysis
        • High-level project plans
        • Data collection plan (including client data)
        • Initial metrics
        • Decision / Responsibility Matrix
        • Initial current state process map
        • Likely process improvements
      • Coach works with team to facilitate project, monitor deliverables, overcome implementation barriers, evaluate progress relative to goals.
      • Team reviews and agrees on the remaining elements of the project plan. May include:
        • Metrics
        • Client engagement
        • Communication strategy
        • Milestones and timetables
    • 12. 1.2 Define Project Objectives and Outcomes
      • Objective
      • Fully define the objectives/ outcomes of the project and ensure that the project is aligned to the business strategy.
      • Key Topics
      • Linking the Project to a Business Need
      • Creating a Team Charter
    • 13. Creating a Team Charter
      • The elements of a team charter are:
      • Business Case: Purpose and Impact
      • Objectives: Project Goal
      • Project Scope: Boundaries
      • Project Plan: Activities
      • Team Selection: Who and What
      • Solution Evaluation Criteria: Weight and Rating
      • Business Case
      • Why should we do this?
      • What pain are we experiencing?
      • Objectives
      • What are our improvement goals and targets?
      • Project Scope
      • What authority do we have?
      • What processes do we need to address?
      • What is not within scope?
      • Project Plan
      • How will we get this done?
      • When will we complete this work?
      • Team Selection
      • Who are the team members?
      • What responsibilities will they have?
    • 14. Business Case
      • Purpose
      • Describes the benefit for undertaking a project and addresses the following questions:
      • Does this project align with other business initiatives?
      • How will this project affect other business units and individuals?
      • What is wrong or not working?
      • When and where do the problems occur?
      • How extensive is the problem?
      • What is the impact/ “pain” on our clients? Our Business? Our People?
      • Does it make strategic sense to address this problem?
      • What benefits will be derived from this project?
      • Has the value of the benefits been quantified?
    • 15. Objectives
      • Purpose
      • States project outcomes as SMART goals: specific, measurable, attainable, relevant and timebound.
      • What is the improvement team seeking to accomplish?
      • What does the desired state look like?
      • What specific parameters will be measured?
      • What are the tangible, “hard” deliverables/results (e.g., reduce cost, cycle time, etc.)?
      • What are the intangible, “soft” deliverables/results?
      • What is the timetable for delivery of results?
    • 16. Project Scope
      • Purpose
      • Defines the boundaries of the project.
      • Project Scope
      • What are the boundaries, the starting and ending steps of the process?
      • What parts of the business are included?
      • What parts of the business are not included?
      • What, if anything, is outside the team’s boundaries?
      In-Frame/Out-of-Frame Tool: Compensation Cross-Business Activities Transaction Accounting Execute Transaction Y2K Programs Market Deal Manage Position
    • 17. Project Plan
      • Purpose
      • Identifies the activities necessary to complete the project and contains the overall schedule.
      • Milestones
      • What are the key activities (high level, 5–7 steps) that must be taken to complete the initiative?
      • What are the key milestones in the project plan (e.g., team kickoffs, major step completion dates, presentation dates, etc.)?
      • Resource Requirements
      • What resources (people, materials, space, dollars, etc.) will be needed to complete the initiative?
    • 18. 1.4 Communication Plan Major Communication Channels
      • Most permanent (most binding, hardest to move away from)
      • Least expensive
      • Most efficient, communicates to many people quickly
      • Provides consistency of message
      • Useful to direct, instruct, inform
      • Dramatic, visible
      • Provides shared experience; “bonding”; builds identity
      • Facilitates involvement
      • Useful to signal a new direction, to begin to get buy-in
      • Good symbolism, e.g., town meetings, plant shutdowns, eradication of reserved parking
      • Demonstrates values-behavior consistency, commitment
      • Effective for persuasion
      • Carefully attended to by the receiver(s)
      • Labor intensive; often expensive, time-consuming
      • Useful to assess perceptions, beliefs, degree of resistance
      • Builds credibility
      • Demonstrates commitment, interest, support
      Written Events/Symbols Face-to-face (one-on-one; one-on-many)
    • 19. Measure – 2.0 Quality and Productivity Improvement
    • 20. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 21. 2.0 Measure
      • Objective
      • Create high level process map, obtain client input, priorities and CTQ’s, gather initial data/ metrics, determine current process Sigma level, develop initial value proposition, make Go/No Go decision.
      • Key Topics
      • 2.1 Measure Step Guide Lines
      • 2.2 Core and Enabling Processes
      • 2.3 Process Mapping
      • 2.4 Defining Client Requirements
      • 2.5 Performance Measures
      • 2.6 Data Collection
      • 2.7 Variation
      • 2.8 Six Sigma
      • 2.9 Go/No Go Decision Making
      • 2.10 Team Dynamics
      • 2.11 Toll Gates
    • 22. 2.1 Measure Step Guidelines
      • Form a “holistic” understanding of the process
        • What are the activities?
        • What are the critical metrics?
        • What systems are involved?
        • What people are involved?
        • What data and information is critical?
        • What is the voice of the customer?
        • What is the voice of the process?
      • Identify current performance levels
        • How does the process perform relative to “critical to quality” requirements?
      • Determine how data you gather affects the project objectives
        • Given information that you gather, do you need to reset/refine the project objectives?
    • 23. Process Mapping Symbols A PROCESS MAPPING SYMBOLS Activity Actor Activity; indicates actions performed as part of the process. The statement inside the symbol should begin with a verb. Actor; role which performs the activity, ie. trader, mid-office manager, client, etc. Outcome; indicates endpoint of a process. Connector; indicates connection to another section of the process. Trigger; indicates what initiates an instance of the process. Decision; indicates evaluation or inspection. There will always be two direction arrows - one for “yes”, one for “no” decisions. Control Point; indicates point at which a control is applied.
    • 24. Factors Critical to Quality (CTQ’s)
      • What is a CTQ?
      • Important to the client — “client cares about it”
        • Value proposition
      • Specifies requirement — “must-have” or “must be” attributes
        • Ultimately satisfy
        • Potentially delight
      • Can be measured
      • Establishes a target
        • Client specifications
        • Acceptable range of performance
      • To be useful, we must ultimately convert the Voice of the Customer data into factors Critical to Quality in the client’s eyes. We can then use these as requirements to assess the performance of our processes. CTQ’s are not defined to the point that a clear target with specifications is established, they are not useful in determining our current defect levels.
    • 25. Translating the VOC into CTQ’s: Clients
      • Listen to statements and comments made by clients
      • Determine what factors really drive a client to call Morgan vs. the competition
        • What product features, service features, attributes, dimensions, characteristics (reliability, availability, etc.) cause a client to call us?
      • Determine the best way to measure performance relative to these factors / specifications
      • Determine what targets we would need in order to meet the client’s factors / specifications
      • Assess current performance relative to these factors / specifications
        • How are we doing today?
      Client : Satisfaction
    • 26. Displaying Data
    • 27. 2.7 Variation
      • • Variation means that a process does not produce exactly the same result every time the product or service is delivered.
      • • Variation exists in all processes
      • • Measuring and understanding variation in our business processes helps identify specifically what the current level of performance is and what needs to change in order to reduce the variability and reduce the defects delivered to customers.
      Data Variation
    • 28. The Sigma Scale
      • Note: These Values Include the 1.5 “Sigma Shift”
    • 29. 2.11 Toll gates
      • Did you view the process holistically: activities, information, people, systems, etc?
      • Was the process flowed to the appropriate level?
      • Were the client (external, internal, stakeholders) needs identified and prioritized?
      • Were measurable Critical to Quality requirements identified?
      • Do these correlate to the important client needs?
      • Was the current level of performance determined for the critical metrics?
      • Were targets established based on client needs?
      • Did you refine the problem and goal statements?
    • 30. Analyze – 3.0 Quality and Productivity Improvement
    • 31. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 32. 3.0 Analyze
      • Objective
      • Analyze data collected during Measure to determine why the process performs as it does today, identify and quantify cause and effect relationships.
      • 3.1 Process Stratification and Analysis
      • Analyze and interpret data collected during Measure
      • Collect/interpret benchmarking data
      • 3.2 Search for Sources of Variation
      • Further define cause and effect relationships
      • 3.3 Validate Root Causes
      • Validate, quantify and prioritize root causes of current performance
      • 3.4 Toll Gates
    • 33. 3.1 Process Stratification & Analysis
      • Analyze the process in detail to clearly define a specific problem on which the team will concentrate its root cause analysis.
      • The opportunity will narrow in focus after the initial data is analyzed.
      • Data can be stratified in many ways:
        • Time
        • Process components (activities, decisions, etc.)
        • Causes
        • Defects
        • Other Factors
          • Location
          • Department
          • Job Type
          • Shift
          • Product or Service Line
          • Market
          • Site
    • 34. Pareto Analysis
      • Identify the “vital few”
      • Pareto analysis organizes data to show what major factors contribute to the problem being analyzed.
      • Typically, about 80% of the problems result from 20% of the causes.
      • Pareto provides focus for root causes Analysis.
      Defects Found 2
    • 35. Ishikawa Diagram Cause and Effect Diagram The cause and effect diagram assists in reaching a common understanding of the problem and exposes the potential drivers of the problem. CAUSES
    • 36. 3.4 Toll Gates
      • Was the problem stratified to a manageable size?
      • Was a cause and effect analysis performed?
      • Were important process variables/root causes identified?
      • Were these root causes verified with data?
      • Are the variables/causes actionable?
    • 37. Improve – 4.0 Quality and Productivity Improvement
    • 38. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 39. 4.0 Improve
      • Objective
      • Identify improvement breakthroughs, identify high gain alternatives, select preferred approach, design the future state, determine the new Sigma level, perform cost/benefit analysis, update CSA, design dashboards/ scorecards, create a preliminary implementation plan.
      • Key Topics
      • 4.1 Identify Improvement Breakthroughs
      • Apply idea-generating tools and techniques to identify potential solutions that eliminate root causes
      • 4.2 Identify/Select High Gain Alternatives
      • Develop criteria to evaluate candidate improvement solutions
      • Think systematically and holistically
      • Prioritize and evaluate the candidate solutions against the solution evaluation criteria
      • Conduct a feasibility assessment for the highest value solutions
      • Develop preliminary solution timelines and cost-benefit analysis to aid in recommendation presentation and future implementation planning
    • 40. Key Topics (Continued)
      • 4.3 Design Future State
      • Redraw the process map
      • 4.4 Present Recommendations
      • Refine a stakeholder assessment to support the development of a "winning and accepted" recommendation
      • Develop the necessary details and documentation needed to effectively present and articulate the solution and its value to various organization constituencies
      • Develop the presentation model, materials and action plan for presenting the team's recommended solution(s)
      • 4.4 Implementing Change
      • Become familiar with the elements of effective organization change
      • Assess opportunities to build effective change management considerations into the recommended solution(s)
      • 4.6 Toll Gates
    • 41. 4.1 Identify Improvement Breakthroughs
      • Objective
      • To introduce the team to different tools and techniques that can be used to stimulate collective thought to produce a large number of improvement ideas.
      • Key Topics
      • Prepare for Idea Generation
      • Traditional Idea Generation
      • Non-Traditional Idea Generation
    • 42. Sources of Solutions Internal Best Practices Implementation Team Thought Leaders External
    • 43. 4.6 Toll Gates
      • Do the identified solutions address important process variables/root causes?
      • Can the team actually implement these solutions?
      • Are the solutions cost-beneficial?
      • Will/do the solutions achieve the desired target for improvement?
      • Do you have an adequate/effective action plan?
      • Did you consider and create “bashing” plans for likely barriers?
      • When are results expected to be seen?
    • 44. Implement – 5.0 Quality and Productivity Improvement
    • 45. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 46. 5.0 Implement
      • Objectives
      • Develop a pilot implementation plan, execute the pilot, interpret and learn from the results, create a full implementation plan, execute the full solution, measure the results, develop control methods, manage the change
      • 5.1 Develop the Pilot Plan
      • What, Why and When to Pilot: Define the objectives and evaluation criteria for a pilot solution
      • Elements of a pilot plan
      • How to pilot
      • 5.2 Execute Pilot/ Interpret and Learn from the Results
      • Conduct the pilot
      • Measure and verify results
      • Determine next steps: build experience and lessons learned to support full scope implementation
    • 47. 5.0 Implement (continued)
      • 5.3 Plan and Implement the Full Solution
      • Expand the pilot and create a plan for a full scope solution
      • Identify potential implementation problems
      • Develop a process control system for holding the improvement gains
      • 5.4 Toll Gates
    • 48. 5.1 Develop the Pilot Plan
      • Objective
      • Develop a plan for testing the solution on a small scale; test the design and prepare for full implementation.
      • Key Topics
      • What, Why, and When to Pilot
      • Elements of a Pilot Plan
      • How to Pilot
    • 49. What, Why, and When to Pilot
      • What is a pilot?
      • A pilot is the trial implementation of a proposed design on a reduced scale.
      • Benefits of Conducting a Pilot:
      • A better understanding of the impacts of the designed solutions
      • Experience with taking a solution design from paper to real operations
      • “ Reality test” of a design’s integrity
      • An opportunity to improve the design before implementation on a larger scale
      • Minimizes risks associated with cost and potential problems
    • 50. 5.4 Toll Gates
      • Were the process variables/root causes impacted “positively?”
      • Did the indicator selected in “Define” or “Measure” move in the desired direction?
      • Was the improvement target achieved?
      • If not, is there an understanding of why?
      • Has a means of standardizing the successful changes been identified (procedure, standard, protocol, specification, etc.)?
      • Has responsibility (and authority) to standardize the changes been delegated?
    • 51. Control – 6.0 Quality and Productivity Improvement
    • 52. Define Analyze Improve Implement Control Measure
      • Launch the project
      • using “One Day
      • Launch Process”
      • Define project objectives/ outcomes
      • Identify sponsor/ key stakeholders
      • Select team, define responsibilities and launch
      • Create high-level project plan
      • Define decision making
      • approach
      • Determine “thin cut”
      • and iterative
      • approach
      • Create high-level
      • process map
      • Obtain client input,
      • priorities and CTQ’s
      • Gather initial metrics
        • Historical Performance
        • Current performance
        • Existing ABC data
      • Determine process current
      • “ Sigma” level
      • Develop initial value proposition: opportunities & targets; Make Go/No Go Decision
      • Analyze current processes, associated metrics
      • Collect /
      • interpret data ;
      • benchmarking information
      • Complete people
      • and technology analysis for critical processes
      • Identify improvement breakthroughs
      • Identify high gain
      • alternatives, select preferred approach
      • Design future state
        • Process
        • Organization
        • Technology
        • Metrics/ Set Targets
      • Determine new “Sigma” target
      • Perform C/B analysis
      • Review and update CSA
      • Design dashboards and scorecards
      • Create high-level implementation approach
      • Complete risk
      • analysis
      • Train
      • Communicate
      • Execute
      • Test/Measure
      • Results
      • Develop Control
      • Methods
      • Manage change
      • Report dashboard and scorecard data
      • Create feedback loop for areas of focus
      • Adjust process
      • Identify Replication Opportunities
      • Develop Future Plans
      • Project Charter
      • Stakeholder Analysis Template
      • Communication Strategy and Action Plan
      • Process Maps
      • Customer Interviews, Focus Groups, Surveys
      • CTQ Specification
      • Pareto
      • Histogram
      • Control Chart
      • Run Chart
      • Sigma Calculation
      • Cause-Effect Diagram
      • Scatter Diagrams
      • Benchmarking’
      • Value/ Throughput Analyses
      • Brainstorming
      • Storyboarding
      • Cost/Benefit
      • Sigma Calculation
      • Pilot Testing
      • Pareto Chart
      • Control Chart
      • Histogram
      • Process Management Chart
      • Control Chart
      • Histogram
      • Storyboard
      • Sigma Calculation
      1 Week 2 Weeks 4 - 5 Weeks TBD Ongoing The DMAIIC Process Improvement Method Key Tools:
    • 53. 6.0 Control
      • Objective
      • Run the new process, continuously improve the “engine”, report dashboard and scorecard data, create feedback loop for areas of focus, adjust as needed, identify replication opportunities.
      • 6.1 Verify Solution Results
      • Verify that the process reliably meets client requirements
      • Determine future continuous improvement opportunities
      • 6.2 Identify Replication Opportunities
      • Process replication and solution standardization
      • Process Management as a Continuous Improvement strategy
      • 6.3 Lessons Learned
      • Incorporate lesson learned into the business
      • 6.4 Toll Gates
    • 54. 6.1 Verify Solution Results
      • Objective
      • Validate that the implemented solution is having the desired or intended impact on the performance of the process.
      • Key Topics
      • Verify that process reliably meets client requirements
      • Determine future continuous improvement opportunities
    • 55. 6.4 Toll Gates
      • Is the improved process stable (no assignable causes of variation)?
      • Is the improved process capable (what is the current sigma level)?
      • Have opportunities to replicate successful changes been identified?
      • What remains of the original problem?
      • What are the plans to address this?
      • What went well and could have gone better in the project (Project Plus/Deltas)?

    ×