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Lean Six Sigma White Belt Training
Modul 3.3: Control Phase
https://leanbase.de/onlineacademy
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
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
”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?
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?
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
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?
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

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Modul 3.3: Control Phase

  • 1. Lean Six Sigma White Belt Training Modul 3.3: Control Phase https://leanbase.de/onlineacademy
  • 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 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. ”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