Tech Startup Growth Hacking 101 - Basics on Growth Marketing
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