Lean Six Sigma White Belt Training

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