Six Sigma Green Belt Project and Exams

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DefineSEPT2020_SSGB_VC3SEPT16.pdf

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Welcome to Six Sigma Green Belt Live Lecture #3, September 16, 2020

Define Phase

Class will begin 8:00 PM EDT

Steve Babb

Today’s Topics

• Test and Attendance Status

• Learning Objectives – Week 3

• Define Project

• Understanding Customer Needs- Voice of the

Customer

• Strategic Quality Planning

• Process Mapping

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Status

Define Phase Assignment Due Sept 21

Define Phase Project Assignment

Follow the Assignments tab to open the project assignment for the Define Phase and follow the prompts through the required parts of the assignment, including making your submittals.

You will submit the parts of the assignment The Project is self study – do not post or share your work, please.

The Define Phase assignment is due September 21.

I expect to be able to grade your submittal within a few days, but it may take a week if the volume is high. You will see your assignment checked off in your grades.

Define Phase Project Assignment

1. Complete a Project Charter with all of the required Information.

1. Please write the Problem Statement:

2. Please write the Goal Statement utilizing S.M.A.R.T. objectives

(Specific, Measurable, Attainable, Relevant and Time Bound):

3. What is in Scope? What is out of Scope?

4. Who are Key Stakeholders?

5. What are key Milestones?

2. Please complete a High Level “As Is” Process Map.

3. Please create a SIPOC of the process based on the information that

you know. Feel free to use your imagination for this. 4. Describe methods for collecting Voice of the Customer. (SEE APPENDIX A)

5. Please create an Affinity Diagram or List based on VOC so you can

identify Customer “NEEDS” for CTQ Tree. (SEE APPENDIX A of the

Student Guide for VOC).

6. Please create a Critical to Quality Tree utilizing the Voice of the

Customer. Identify the Needs, Drivers and Requirements or Metric to

Review – Creating an Effective Project Charter

Project charter, which is made up of the Project Overview (Business case)

• Uses nonquantifiable terms • Describes how the project is going to be good for the business, how it

impacts the key business objectives, why the project is worth doing, etc. Problem statement (More Specific)

Asks how big is the problem? How long has this problem existed? What is the gap between where we are now and where we want to be in the future?

Goal Statement SMART- Specific, Measurable, Achievable, Realistic, Time-Bound

Scope statement • Asks what is the starting point and what is the ending point? What is in

scope? What is out of scope? • Helps prevent scope creep during the project

Tollgates Players

Example of an Effective Project Charter

BUSINESS CASE

Shipping errors are causing IMF to risk losing key customers in the ABC product

line, which threatens to the ongoing viability of ABC in our business portfolio.

PROBLEM STATEMENT

In the past six months, IMF company has generated 198 customer complaints

due to shipping errors, which has resulted in reduce customer satisfaction and

delayed payments due to invoicing concerns.

GOAL STATEMENT

By December 23, 20XX, we will have a shipping process in place to reduce

shipping errors identified in our analysis by 90%.

Example of an Effective Project Charter

SCOPE

The process boundaries are incoming material through assembly. No money is

available for buying new equipment or assigning new people to the operation.

Team can implement any decisions based on good data after discussion with

Champion.

Note- the Scope statement can usually be done in a sentence or two but must at

least contain the process boundaries that will be evaluated and improved.

Review – Creating an Effective Project Charter

Project Charter

Concise, Living Document

Three Tollgates in the Define Phase

Project charter

Customer Needs and Requirements

Process Mapping

Example

Affinity

Diagram

You May Use

the Template

from Your

Green Belt

Project Files

download

Voice of the Customer (VOC) - Defined

◼ Formal process to obtain customer feedback, especially unstated needs

◼ Customers may be internal or external

◼ May obtain VOC through surveys, interviews, complaints and warranties, social media, etc.

◼ Used to decide what is critical to the process, product, or service that the customer values

◼ When used as a continuous process may drive customer loyalty

Meaning of Value (Refresher)

Value is doing things in the most economical way

without creating waste.

- Changes form or function

- Customer must be willing to pay for the feature

- Must be done right the first time

Everything else is non-value added that needs to be

eliminated.

Types of Customer Needs

Critical Characteristics or Factors (CTx) relate customer vital needs to LSS Projects

◼ Critical To Quality (CTQ)

◼ Critical to Satisfaction (CTS)

◼ Critical To Delivery (CTD)

◼ Critical To Cost (CTC)

◼ Critical To Process (CTP)

Projects may Impact more than one Critical Characteristic at a time

Needs, Characteristics, Metrics

◼ Needs are the “wants” a customer expresses “I need my car to be reliable”

◼ Characteristics describe specific “whats”

- Example : High Powertrain Reliability - Some Characteristics are Critical (CTx)

◼ Metrics are the quantitative expression of a characteristic. Often have a related goal and Lean Six Sigma projects

- Powertrain Mean Time to Failure, Goal >2000 hrs.

◼ Use S.M.A.R.T. Metrics

Specific, Measurable, Achievable. Relevant, Time-bound

Example CTQ Tree

You May Use

the Template

from Your

Green Belt

Project Files

download

Futurity

"Strategic planning is the continuous

process of making present entrepreneurial

(risk-taking) decisions systematically and

with the greatest knowledge of their

futurity; organizing systematically the

efforts needed to carry out these

decisions; and measuring the results of

these decisions against the expectations

through organized, systematic feedback.“

Clarification

Peter Drucker,

Management Guru Sam Drucker, Store

Proprietor

Petticoat Junction, Green

Acres

Strategic Quality Planning Principles (SQP)

Strategic Planning =

a high level plan to achieve one or more goals

◼ Use SQP to identify and prioritize strategies that

will improve quality

◼ The product or service does not define Quality:

Quality Must Be Measured by Customer Value.

◼ Implementing Strategic Planning requires a

“Culture of Quality”

◼ Deployment of the SQP is vital to your Lean Six

Sigma initiative

Why Non-Value Persists

◼ No coherent strategy to link the efforts of

individuals to customer value

◼ Shared processes are not under the

control of any single department or

function

◼ Functional goals are often sub-optimal to

the organization

◼ The needs of all stakeholders are not

considered in a systematic way

Strategic Goals vs. Operational Objectives

◼ Strategic Goals

◼ Objectives that help achieve long-term organizational goals

◼ Help translate the corporate vision into specific projects

◼ Identify metrics useful to making decisions about process

improvement

◼ Operational Objectives (a.k.a. Tactical)

◼ Periodic benchmarks that help deploy strategic objectives

◼ Help resolve strategic goals into tasks

◼ Narrower focus than Strategic

Example:

Strategic : Reduce Cost of Manufacturing 20%

Operational : Eliminate 32% of the Defects from the

Widget Type A Product Line

Seven Steps

of SQP

Discover Customer Needs

Customer Positioning

Predict the Future State

Gap Analysis

Closing the Gap

Alignment

Implementation

3 4

Seven Steps

of SQP

Discover Customer Needs

Customer Positioning

Predict the Future State

Gap Analysis

Closing the Gap

Alignment

Implementation

3 4

Executed with

Lean Six Sigma

Relating SQP to Lean Six Sigma

Strategic Quality Plans

- Provide organizational structure and metrics

- Often fail (70%) due to poor execution

Lean Six Sigma

- Key structure for projects that execute the SQP

- May fail due to poor alignment of objectives with projects

1. Discover Customer Needs

◼ Who will future customers be? What will

they want ?

◼ Seek the “Voice of the Customer” – do not

assume what the customer wants

◼ How will the organization meet the future

expectations?

2. Customer Positioning

◼ How can the organization provide the

most future value to customers?

◼ Evaluate where organization can

perform with excellence:

◼ Potential new products or services

◼ Fix or eliminate poor performers

3. Predict the Future State

◼ Use forecasting tools and research

◼ Determine the conditions that will

probably exist in the future with impact to

your organization’s success.

4. Gap Analysis

◼ Identify where the gaps are between the

current state and the future state of the

organization.

5. Closing the Gaps

◼ Develop options for filling the gaps.

◼ Use the gaps to determine potential Lean

Six Sigma projects

◼ Involve all stakeholders in the

development of the plan, responsibilities,

and timeline

Example: Gap Analysis in Strategic Planning

◼ An electronics manufacturing company plans to focus it’s product offerings on consumers

◼ To achieve the future state, two product lines must be eliminated, and two added

◼ The following gaps were identified ◼ Internet connection technology needs to be developed or acquired

◼ Consumer marketing needs to be expanded

◼ The current manufacturing process produces too many defects for the consumer market

◼ As a result the company puts action plans in place to close

these gaps. The defects in manufacturing are addressed with

Lean Six Sigma

Current State of Products Future State

Industrial Motors Smart Appliances

Power Plant Control

Systems

Kitchen Appliances

Home Theater Home Theater

Kitchen Appliances Internet-Ready Televisions

6. Alignment

◼ Assure the plan aligns with

◼ the organization’s Vision and Mission

◼ Strategic Goals that translate into project solutions

Strategic Goals Increase hotel room capacity 20%

Operational Metrics Room availability and utilization

Critical Factors Cancellations rate, on-time housekeeping

Project Solutions Scheduling rules, housekeeping resource planning

◼ Communicate the Plan widely to leadership and employees

◼ Continually to align as necessary – the Plan is not supposed to sit on a shelf!

7. Implementation

◼ Use Lean Six Sigma methodology

◼ Meet frequently on the progress of

projects

◼ Reassess progress on the Strategic

Quality Plan at least annually

Seven Steps

of SQP Discover Customer Needs

Customer Positioning

Predict the Future State

Gap Analysis

Closing the Gap

Alignment

Implementation

3 4

Repeat !

Project Stakeholder Analysis –

Defined

◼ Evaluation of the specific needs of each

shareholder of a Lean six Sigma Project,

and plan to manage stakeholder attitudes

◼ Increases commitment and positive

involvement

◼ Reduces potential for conflicts and

problems

Who are the Stakeholders?

◼ Stakeholder is anyone who may be

impacted positively or negatively by the

Lean Six sigma project

◼ Sponsors, team members, customers,

suppliers, shareholders, employees,

community, etc.

Stakeholder Mapping

Name Positive Effects

Negative

Effects

Current

Attitude

Desired

Attitude

Communication

Plan

Bill M. Defect

rate

(CTQ)

Line rate

(CTD)

Neutral Need to

make a

sponsor

Weekly verbal

updates on

project status

Sally Q. etc.

Mike R.

Mapping the Process

Three Perspectives

The process as people understand it.

The process as it really is

The future process

Mapping the Process

Level 1 Map

• Sometimes called a “management” or high-level

map

• Shows the big picture that helps orient oneself to the

way a product or service is created

• Helps one better see which major step of a process

is most likely related to the problem one must solve

• Places the various process steps associated with a

problem in a larger context

Mapping the Process

Level 2 Map

• Referred to simply as a “process map”

• Identifies the major process steps from the worker’s point of view

• Gives one a good idea of what is going on the stage of the process,

or see it “as is”

Level 3 Map

• Called the “micro-process map” or “improvement view of a process”

• Provides the maximum amount of detail

• Searches for redundancies, workarounds, and variations from my

standard operating procedure

• Serves as a necessary stepping stone to arriving at improved

performance

Mapping the Process

Swim Lane Map

• Sometimes called a deployment map or cross-functional chart

• Looks like lanes in a swim meet, hence the name

• Emphasizes who performs which tasks and which steps are done

concurrently

• It provides a clear visual perspective of the customer handoffs across

functional areas

• Shows relationships/interconnectivity between groups involved in the

process

• Segments where the X’s are located

• Makes it easy to see gaps in the process

Value Stream Map

Mapping the Process

Step 1

Step 2

Steps 3…

Live Lecture #4 is September 23, 8:00 pm EST. The class

will address The Measure Phase, Part 1.

Live Lecture #4 is August 24, 8:00 pm EST. The class will

address The Measure Phase, Part 1.

Have a great night !