DMAIC-Review-Template-14-steps-1.1.pptx

Lean Six Sigma Academy
PRACTICAL ASSESSMENT PROJECT TEMPLATE
Organization: <name of your organization>
Project leader: <your name>
Belt level: <Black or Green Belt>
Revision date:
<e.g. 28-09-2015>
PROJECT TITLE: <TITLE OF THE PROJECT>

© LSSA 2016 2
DMAIC
INTRODUCTION FOR THIS TEMPLATE
Objectives of this presentation:
1. Certification by LSSA
2. Project summary for your organization
Guidelines:
• Methodology and logic understandable, for a Lean Six Sigma trained external colleague
• Clear conclusions on each sheet
• Target for certification is max. 25 sheets (no limit for internal use)
• No back-up sheets
• Delete the (Italic) notes for the user, upon need
• Delete this slide before handing in.

© LSSA 2016 3
DMAIC
PROCESS IMPROVEMENT ROADMAP
DMAIC roadmap
• Define 1 Define and Scope project
2 Define defect and CTQs
3 Plan and document project
• Measure 4 Evaluate measurement system
5 Establish baseline
6 Set improvement goals
• Analyze 7 Map process and identify inputs
8 Isolate key inputs
9 Develop Y=f(X) function
• Improve 10 Determine optimum settings
11 Implement proposed improvement
12 Validate proposed improvement
• Control 13 Implement control strategy
14 Close out project

© LSSA 2016 4
DEFINE
1 – DEFINE AND SCOPE PROJECT
Problem
Description:
Objectives:
What is wrong, how does it affect the customer, what
is the pain for the organization? Is it a priority, so in line
with top-down priorities?
Add picture or drawing to explain
(If ready, delete this textbox)
What do we want to achieve?
Helicopter view description.
(delete this textbox)

© LSSA 2016 6
DEFINE
1 – DEFINE AND SCOPE PROJECT
In Scope
Out of Scope:
Deliverables:
Soft Benefits:
Hard Benefits:
Target: Describe the quantified, measurable result (not the solution!).
What is the required timing?
What are the boundaries of the process to analyze; what are
you allowed to change?
What not . . . ?
What evidence to put at the table to show that targets
metrics are met?
This is the key element in the agreement with the champion
Summarize the calculation to shows that this is a ‘major cost
saving or cost avoidance, in keuro/year. Upon need add a
separate sheet
Any nice additional benefits, like customer satisfaction,
learning Lean Six Sigma

© LSSA 2016 7
DEFINE
2 - DEFINE DEFECTS AND CTQS
VOC
Start from customer perspective
Variable: ………
Target: ……
Specifications: …………
CTQ int
CTQ ext
Variable: ………
Target: …………
Specifications: ……
‘OK for
customer’
Customer
specification
Internal
specification
Describe the measurable variable and
specifications as defined in own organization.
Can be different from the CTQext, but must
have a known/proven relation with CTQext.
Describe the measurable variable and
specifications as required by the customer.
This can be a vague description of the critical
variable
High level, describe until highest level measurable CTQ int. (the project target)
Legend: solid line: proven relation
dotted line: relation tbd.
grey box: out of scope
white box: potential CTQ, or group of CTQs

© LSSA 2016 9
DEFINE
3 – PLAN AND DOCUMENT PROJECT
Project Team
Supplier: Champion: User: MBB:
Project leader (Belt):
Name: Role: Responsibility:
who provides resources driving for success will benefit from the results coach for methodology
Actively involved
members in team meetings

© LSSA 2016 10
DEFINE
3 – PLAN AND DOCUMENT PROJECT
SIPOC Process Map
Outputs: Customers:
Supplier: Inputs:
‘Process’
Output variables
Main noises
Standard Operating Procedures
Controllable variables
+ specs
Process:
Step 1 Step 2 Step 3 Step 4 Step 5
If helpful show below detailed steps on the process
SIPOC is mandatory for process improvement
For design improvement: visualize product problem area

© LSSA 2016 11
DEFINE
ASSESSMENT
Self Assessment
LSSA Assessor Feedback
Missing
Incorrect
Correct
N/A
Define
1 Project addresses a clear problem or business opportunity (20k€ / 50k€ p/year).
2 Problem description has been clearly defined.
3 Goals have been clearly defined. Project objectives are measurable.
4 VOC and VOB have been defined clearly. Requirements have been understood.
5 Scope of the project has been clearly delineated.
6 Key stakeholders have been involved and informed.
7 Belt has shown to be able to manage the project adequately.
8 Project has been completed within time and budget.
Missing
Incorrect
Correct
N/A
Define
1 Project addresses a clear problem or business opportunity (20k€ / 50k€ p/year).
2 Problem description has been clearly defined.
3 Goals have been clearly defined. Project objectives are measurable.
4 VOC and VOB have been defined clearly. Requirements have been understood.
5 Scope of the project has been clearly delineated.
6 Key stakeholders have been involved and informed.
7 Belt has shown to be able to manage the project adequately.
8 Project has been completed within time and budget.

© LSSA 2016 12
MEASURE
4 – EVALUATE MEASUREMENT SYSTEM
For Target internal CTQs
Evaluate whether measurement error for the CTQ int,
described in the target is good enough for this project.
e.g. reference data, GR&R, bias, attribute agreement, etc.
Conclusion:
CTQ int Measurement
error

© LSSA 2016 13
MEASURE
5 – ESTABLISH BASELINE
Conclusion:
How is the situation on the CTQs in the beginning of the
project? (measured with the known error)
e.g. results of capability & performance study
If historical measurement error is unknown, add a note.
Visualize if possible, for instance in time.

© LSSA 2016 14
MEASURE
6 – SET IMPROVEMENT GOALS
Final Target
Conclusion:
Evaluate whether the original target(s) are realistic. If necessary
describe the rational why the targets are being adjusted.

© LSSA 2016 15
MEASURE
ASSESSMENT
Self Assessment
Missing
Incorrect
Correct
N/A
Measure
1 Relevant KPI's have been selected / CTQ-flowdown has been constructed.
2 High level process description has been made (e.g. SIPOC).
3 Data has been collected / selected properly.
4 The collected data has been proven to be representative for the project.
5 Quality of the data has been verified in an appropriate way (GR&R if applicable).
6 Historical data has been used to visualize performance over time (e.g. Time series).
7 Variation in the process has been considered (common cause or special cause).
8 Short term versus long term performance has been considered.
9 Performance against requirements has been checked (Ppk if applicable).
Missing
Incorrect
Correct
N/A
Measure
1 Relevant KPI's have been selected / CTQ-flowdown has been constructed.
2 High level process description has been made (e.g. SIPOC).
3 Data has been collected / selected properly.
4 The collected data has been proven to be representative for the project.
5 Quality of the data has been verified in an appropriate way (GR&R if applicable).
6 Historical data has been used to visualize performance over time (e.g. Time series).
7 Variation in the process has been considered (common cause or special cause).
8 Short term versus long term performance has been considered.
9 Performance against requirements has been checked (Ppk if applicable).

© LSSA 2016 16
ANALYZE
7 – MAP PROCESS AND IDENTIFY INPUTS
Process Map
Conclusion:
(process
step 1)
….
….
(process
step x)
Output variable 1
Output variable 2
Output variable 3
.............
Input variable 1
Input variable 2
.............
Input variable 1
Input variable 2
.............
Input variable 1
Input variable 2
.............
Input variable 1
Input variable 2
.............
Use this format for process improvement (in case
of Lean project use a VSM)
For design improvement use Boundary Diagram or
Parameter Diagram, for the applicable function(s)
These should be the
CTQs

© LSSA 2016 17
ANALYZE
7 - MAP PROCESS AND IDENTIFY INPUTS
Ishikawa Diagram
Defect
Measurement Machine Men
Methods Environment Materials
Conclusion:
Create this diagram to
complete and categorize the
list of inputs

© LSSA 2016 18
ANALYZE
8 – ISOLATE KEY INPUTS
Conclusion:
If a large number of inputs is identified, it is important to limit the analysis to
a small set of important (key)inputs.
Tools include: Cause & effect matrix, screening (DOE), FMEA

© LSSA 2016 19
ANALYZE
9 – DEVELOP Y=F(X) FUNCTION
Conclusion:
Tools: Anova, Regression, DOE, simulation, etc

© LSSA 2016 20
ANALYZE
ASSESSMENT
Self Assessment
Missing
Incorrect
Correct
N/A
Analyze
1 Process has been mapped in detail (e.g. Process Flow / VSM Current State).
2 Potential root causes have been identified properly.
3 Data has been collected and analyzed correctly.
4 Graphical and statistical techniques have been applied to investigate root causes.
5 Major root causes have been identified.
6 Conclusions have demonstrated strong evidence / statistically valid.
Missing
Incorrect
Correct
N/A
Analyze
1 Process has been mapped in detail (e.g. Process Flow / VSM Current State).
2 Potential root causes have been identified properly.
3 Data has been collected and analyzed correctly.
4 Graphical and statistical techniques have been applied to investigate root causes.
5 Major root causes have been identified.
6 Conclusions have demonstrated strong evidence / statistically valid.

© LSSA 2016 23
IMPROVE
12 – VALIDATE PROPOSED IMPROVEMENT
Conclusion:
Show the verification run compared to baseline that the Define conditions will be met.

© LSSA 2016 24
IMPROVE
ASSESSMENT
Self Assessment
Missing
Incorrect
Correct
N/A
Improve
1 Improved process meets the requirements of the VOC and VOB.
2 Risks have been assessed (e.g. pFMEA).
3 Resistance for change has been overcome / Risks have been mitigated.
4 Internal and external customers have accepted the new process.
5 Improvements have been proven to be successful. (Capability study if applicable).
Missing
Incorrect
Correct
N/A
Improve
1 Improved process meets the requirements of the VOC and VOB.
2 Risks have been assessed (e.g. pFMEA).
3 Resistance for change has been overcome / Risks have been mitigated.
4 Internal and external customers have accepted the new process.
5 Improvements have been proven to be successful. (Capability study if applicable).

© LSSA 2016 25
CONTROL
13 – IMPLEMENT CONTROL STRATEGY
Open actions
• ….
• ….
Documentation
• Component drawings
• Manufacturing specifications
• Control plan
• Engineering reports
• FMEA
• ..
Roles & responsibilities
• ..
How is assured that all information is well documented for future success
What are the key roles & responsibilities to assure continued success
Actions and owners necessary to finish this project

© LSSA 2016 26
CONTROL
14 – CLOSE OUT PROJECT
Conclusions
• ….
Recommendations
• ….
• ….
Lessons learned
• ….
• ….
For follow-up, next steps, or next projects
For colleagues, others
Relate this to the project objective, targets and deliverables

© LSSA 2016 27
CONTROL
14 – CLOSE OUT PROJECT
The realized benefits of this projects are:
Controller:
Date, Name & Signature
-
Champion:
-
LSSA Assessor:
-
Summarize final total savings, average per year

© LSSA 2016 28
CONTROL
ASSESSMENT
Self Assessment
Missing
Incorrect
Correct
N/A
Control
1 Evidence of 'In-Control situation' available and sufficient.
2 Measures have been put in place to monitor process performance.
3 Documentation has been updated (pFMEA, CP, SOPs).
4 Training has been performed for the new process.
5 Improvements have proven to be sustainable.
6 Project report has been completed. Lessons learned have been communicated.
7 Champion has been involved and signed the project.
8 Controller signed that project savings / benefits have been achieved.
Missing
Incorrect
Correct
N/A
Control
1 Evidence of 'In-Control situation' available and sufficient.
2 Measures have been put in place to monitor process performance.
3 Documentation has been updated (pFMEA, CP, SOPs).
4 Training has been performed for the new process.
5 Improvements have proven to be sustainable.
6 Project report has been completed. Lessons learned have been communicated.
7 Champion has been involved and signed the project.
8 Controller signed that project savings / benefits have been achieved.

DMAIC-Review-Template-14-steps-1.1.pptx

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