This document discusses the control phase of a Lean Six Sigma project. The control phase focuses on validating that improvement goals have been met, ensuring the sustainability of solutions, and transferring lessons learned. Key aspects of control include verifying results, evaluating lessons learned, assigning ownership of solutions, ensuring ongoing monitoring and improvement, communicating outcomes, and celebrating achievements. Control is important to guaranteeing that process improvements will endure over time.

1. Lean Six Sigma White Belt Training
Modul 3.3: Control Phase
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2. Lean Six Sigma White Belt Training — 3.3 Control 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
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2004w50
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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. ”The secret of success is constancy to purpose”
Lean Six Sigma White Belt Training — 3.3 Control Phase
Control
DEFINE
Understand
need for
change
MEASURE
Understand
reality
ANALYZE
Identify
root-causes
IMPROVE
Make it
happen
CONTROL
Make it
stick
 Validate improvement effects
 Evaluate lessons learned
 Anchor & handshake solution
ownership
 Ensure competence capability for new
way of working/solution
 Ensure mechanism for continuous
monitoring and improvement
 Communicate results
 Transfer good practices
 Celebrate achievements
Validate results Secure sustainability Transfer good practice
Has the goal been fulfilled? Will the solution stick? Can someone else benefit
from the experiences?

4. Lean Six Sigma White Belt Training — 3.3 Control Phase
Are solutions robust?
Learnings
& best practicetransfer
Results
validated towards goal statement Responsibility transfer Celebrate
Implementation fulfilled?

5. Lean Six Sigma White Belt Training — 3.3 Control Phase
Control – ensure that the results will last
• Light
• documentation
• standardization
• training
• Comprehensive
• 7 quality management tools
• statistical process control
• business case verification

6. Lean Six Sigma White Belt Training — 3.3 Control Phase
Key Questions – ensure that the results will last
• Are the results validated to the goal definitions & measurements?
• Are the solutions assured to last and be future proof?
• Are control mechanisms (measurements, procedures, trainings etc.) transferred
& hand shaken to responsible persons (line organization, process owners etc.)?
• Are the results transferable to other business areas or operations (local /
global)?
• Has the success been celebrated?

7. Lean Six Sigma White Belt Training — 3.3 Control Phase
Example from Houston's Outside Services department
— improvements achieved
• Reduced external invoice cycle time from average 111 days to 2.5 days (goal was
30 days)
• Reduced related staff from six to one employee,
re-deploying them to other duties (incl. other Six Sigma projects)
• Reduced city-wide hiring cost of annually $1 million