Six sigma green belt project roadmap in 10 deliverables 2013 07

16,964 views

Published on

Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.

Published in: Business, Technology
4 Comments
27 Likes
Statistics
Notes
No Downloads
Views
Total views
16,964
On SlideShare
0
From Embeds
0
Number of Embeds
375
Actions
Shares
0
Downloads
734
Comments
4
Likes
27
Embeds 0
No embeds

No notes for slide

Six sigma green belt project roadmap in 10 deliverables 2013 07

  1. 1. Six Sigma Project Roadmap for Green Belts Job Aid created by Francisco Pulgar-Vidal, fkiQuality fpulgarvidal@fkiquality.com 7/18/2013 Copyright fkiQualityLLC 2012 1
  2. 2. The Need for a SSGB Route Map • Many companies and programs teach six sigma but fail to coach. • As a result, potential green belts do not complete a project, fail to practice the theory and do not become certified. • This route map aims to provide direction one basic deliverable at a time. • These 10 deliverables are the bare minimum to learn to use six sigma at the green belt level. 7/18/2013 Copyright fkiQualityLLC 2012 2
  3. 3. SSGB Project Route Map •Quantified objective •Team identified •Signed by sponsor 1 Project Charter •What you observed •End to end •With issues mapped 2 Current Process Map •Duration •Errors •Cost •8 Wastes 3 Current Perfor- mance •Ask 5-why’s •Deliver quick wins 4 Fishbone Potential root causes quantified 5 Scatter- diagram •Future process map •Roles defined •Forms & tools 6 Counter- measures •Updated solution •SOP 7 Pilot •KPI’s •Targets 8 Future metrics •Communicat ion plan •Training plan 9 Sustain the solution Dollarize new performance 10 Financial impact 7/18/2013 Copyright fkiQualityLLC 2012 3 Define Measure Analyze Improve Control Continuously Improve
  4. 4. DMAIC Route map • DMAIC is a route of discovery and improvement • From an annoyance to a real business problem - Define • From a worthwhile problem to a deep understanding of why it is happening – Measure and Analyze • From understanding to finding a countermeasure • From a tested countermeasure to a higher standard of work - Improve • From a new standard to an established practice - Control 7/18/2013 Copyright fkiQualityLLC 2012 4
  5. 5. DMAIC Route map - Define • Aim to solve a problem for which you do not know the solution • If you know the solution already, go and implement it: – Apply project management – Use organizational change management – Six sigma is not the method of choice • Still, you will benefit from using these six sigma tools: – Standards (SOP) to define the new procedures, targets, roles, forms/tools and technology – Metrics for key variables (KPI’s) and targets – Control system to know how to respond to performance changes 7/18/2013 Copyright fkiQualityLLC 2012 5
  6. 6. Define – Project Charter • Every problem impacts a customer – get them to express how they feel about outcomes – the customer pain • Go see the process and ask those in charge of it what is not working – the process pain • “Size the prize”: quantify, dollarize the opportunity – the business pain • Assess how much of the opportunity you can address in this project: – Greenbelts seek a realistic goal for 90 days – Blackbelts seek to fix the process end-to-end • The scope is based on the goal • The team is based on the scope – ensure complete coverage and adequate sponsorship 7/18/2013 Copyright fkiQualityLLC 2012 6
  7. 7. Business Case: Opportunity Statement (High Level Problem Statement): Goal Statement: Project Scope: Project Plan: Team: Task/Phase Start Date End Date Actual End Name: Role: Commitment (%): SigmaXL Copyright © 2006 - 2010 Defect Definition: Process Start Point: Process End Point: Expected Savings/Benefits: In Scope: Out of Scope: ProjectCharterTemplate 7/18/2013 Copyright fkiQualityLLC 2012 7
  8. 8. Define – SIPOC Diagram • The way to understand the problem starts with identifying the process where things seem to go wrong (SIPOC) • Schedule a workshop with team members representing the process end-to-end • Identify the outcome of the process – when is it done-done? • List the main tasks needed to produce the outcome: – Do not go into details or special cases – No more than 7 tasks • What are the outputs produced by each task? Who uses these outputs? • What inputs are needed by each task? • Which task or organization supplies the inputs? 7/18/2013 Copyright fkiQualityLLC 2012 8
  9. 9. 7/18/2013 Copyright fkiQualityLLC 2012 9 SIPOC Template Process/Project Name: Date: Prepared By: Notes: Suppliers Process Customers Provider Input Description Input Requirements (optional) Output Description Output Requirements (optional) Recipient of Output SigmaXL Copyright © 2006 - 2010 Inputs Outputs See High Level Process Steps Below Step 1 Start Boundary: Step 2 Step 3 Step 4 Step 5 End Boundary:
  10. 10. DMAIC Route map - Measure • Create a detailed process map to place failures in context • Measure or estimate by how much things go wrong – update charter • Find out what more you must know to fully describe the problem (key indicators) • Plan to measure key indicators: how, where, when, who will help you • Collect data as per the plan above • Focus on the most damaging failures (Pareto) • Determine whether the process is predictable (is in control) • Assess whether the process does what it needs to do well (is capable)7/18/2013 Copyright fkiQualityLLC 2012 10
  11. 11. Measure – Swimlane Diagram • Create a detailed process map (from SIPOC to swimlane) • Highlight the tasks where things go wrong • Describe what goes wrong • Measure or estimate by how much – update charter 7/18/2013 Copyright fkiQualityLLC 2012 11
  12. 12. Swimlane Diagram Sample 7/18/2013 Copyright fkiQualityLLC 2012 12 Source: edrawsoft.com
  13. 13. Measure – Data Collection Plan • Select key performance indicators to measure how serious is the problem: – Select output measures that customers care about: critical-to-quality metrics (CTQ) – Select process measures that directly impact the CTQs – Select input measures that feed directly into critical process steps • Plan to measure key indicators: how, where, when, who will help you • Collect data as per this plan 7/18/2013 Copyright fkiQualityLLC 2012 13
  14. 14. Data Collection Plan Template 7/18/2013 Copyright fkiQualityLLC 2012 14 Project Name: Date: Prepared By: Notes: Measurement/Metric Operational Definition Data Source and Location Who Will Collect the Data? When Will Data be Collected? How Will Data be Collected? Is the Measurement System Capable? Graphical and/or Statistical Tools to be Used SigmaXL Copyright © 2006 - 2012
  15. 15. Measure – Pareto Diagram • Confusion at the start of a project makes all problem signals seem important • Use to sort the most damaging problems • Use to scope the project and use resources wisely • Look at data from multiple angles (by location, by product type, by client category, …) to create Paretos of the tallest bars • Use to select problems for further analysis with fishbone and statistical methods 7/18/2013 Copyright fkiQualityLLC 2012 15
  16. 16. Pareto Diagram Sample 7/18/2013 Copyright fkiQualityLLC 2012 16 Source: vertex42.com Problems using weekly report
  17. 17. Measure – Control Chart • Determine whether the process has predictable outputs – that is, whether it is in a state of control or not • Create control charts for the CTQs • Use rules to find special cause variation or common cause variation • Special cause variation makes a process instable and the project team must seek a way to deal with it right away 7/18/2013 Copyright fkiQualityLLC 2012 17
  18. 18. Control Chart Sample 7/18/2013 Copyright fkiQualityLLC 2012 18
  19. 19. DMAIC Route map - Analyze • Identify the most damaging issue (from Pareto) • What you have measured so far are outcomes: what caused them? • Suggest relationships between outcomes, process and inputs (fishbone diagram) • Measure process indicators that result in bad outcomes • Measure the inputs which could cause the process to falter • Follow the numbers to confirm relationships between outcomes, process and inputs • Run a workshop for above tasks: – Process maps – where things go wrong? – Measures – how badly things get? – Fishbone –why did the issue happen? And organize your ideas – Pareto – confirm with data • Share findings with sponsor and/or champion and ask for support 7/18/2013 Copyright fkiQualityLLC 2012 19
  20. 20. DMAIC Route map - Improve • Identify in the fishbone things to change right away (quick wins): your team knows how to fix it, you have the authority to fix it, no technology is needed • Have a workshop (kaizen event): – Fishbone – how will we fix the issue? And organize your ideas – Countermeasures – organize all components: procedures, forms/files, measurements, associate training – Try it – observe what went right or wrong – Fail-proof – how to make it impossible to err again? And update countermeasure 7/18/2013 Copyright fkiQualityLLC 2012 20
  21. 21. DMAIC Route map - Control • Establish measurement discipline: what to measure (metrics for output, process, input), who will do it, how often, what to report, to whom • Define corrective action when execution fails – PDCA • Document countermeasure, metrics and corrective action in a new standard • Share with sponsor/champion and get support to deploy new standard to the target community 7/18/2013 Copyright fkiQualityLLC 2012 21
  22. 22. Get Your Winning Attitude • Not knowing what really happens breeds wild theories – first explanations are mostly incorrect, listen to: http://www.freakonomics.com/2012/01/24/how-to-get-doctors-to- wash-their-hands-visual-edition/ • You think a report tells the whole story? – go see what’s happening and be surprised • Try multiple times – plan a change, do it, measure the impact, learn from it • Do not work alone – activate your sponsor and team • Better training or more communication alone are fake solutions – instead, fail-proof your proposed solution 7/18/2013 Copyright fkiQualityLLC 2012 22
  23. 23. Coaching Session Guidelines • Your coach or a willing colleague should challenge you weekly with these questions. • Content: – What have you done since last meeting? – What are you going to do this week? – Which obstacles could stop you? • Support: – What can your coach do? – What can your champion do? 7/18/2013 Copyright fkiQualityLLC 2012 23

×