The document summarizes the analyze phase of a Lean Six Sigma White Belt training. The analyze phase involves identifying root causes that influence process outcomes. Techniques used include fishbone diagrams, correlation analysis, quality control tools, hypothesis testing, and data analysis methods. The goal is to find significantly correlated causes and have high confidence in conclusions. An example project to reduce failures in mobile phone top-ups identified a flawed fraud detection algorithm as the root cause leading to improved registration and top-up success rates.

1. Lean Six Sigma White Belt Training
Modul 3.1: Analyze Phase
https://leanbase.de/onlineacademy

2. Lean Six Sigma White Belt Training — 3.1 Analyze 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. Analyze gap to target position
Assess change capabilities Verify influence on the goal
What are the root causes? How do they influence the outcome?
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
Identify root causes Evaluate influence on the goal
”Study the past, shape the future”
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
Lean Six Sigma White Belt Training — 3.1 Analyze Phase
Analyze
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 — 3.1 Analyze Phase
Found areas to address
Analysis of causes
Reliable process measurements

5. Lean Six Sigma White Belt Training — 3.1 Analyze Phase
Analyze – find the root cause
• Light
• fishbone diagram (Ishikawa / root cause)
• correlation analysis
• Comprehensive
• 7 quality control tools (7QCT)
• hypothesis testing
• regression analysis
• design of experiments (DoE)
• analysis of variance (ANOVA)
• 7 management tools (7MT)
• data transformations
• simulations

6. Lean Six Sigma White Belt Training — 3.1 Analyze Phase
Key Questions – Analyze the root causes
• Have significantly causes been found connected to the goal measurements?
• What is the level of confidence in the conclusions?

7. Lean Six Sigma White Belt Training — 3.1 Analyze Phase
Example from a cellphone provider
• Overall goal: reduce failure rate in top-up service for prepaid plans
• Analyze phase
• identify which of nine core inputs to the process correlate with process
issues (no top-up at all or calls to a customer service center)
• various hypothesis testing
• finding: internal fraud detection algorithm was flawed
• Results
• successful registrations increased from 80 % to 91 %
• top-up success rate increased from 60 % to 90 %
• increased annual revenues $300,000