Lean Six Sigma Yellow Belt Advanced Process Definition

Lean Six Sigma: Yellow Belt Advanced Process Definition Worksheet Objective : To specifically define the scope of the process being studied Process Name: The Process Starts with: The Process Ends with: The Process includes: The Process excludes: Connecting Process: © Max Zornada

Lean Six Sigma: Yellow Belt Advanced SIPOC Diagram Worksheet Suppliers Inputs Process Outputs Requirements Providers of the Resources required resources to by the process © Max Zornada High level description of activities in the process. Customers Deliverables from the process Anyone who receives a deliverable from the process.

Lean Six Sigma: Yellow Belt Advanced Managing Perceptions of Quality Think of a customer contact point associated with a service you currently provide to a customer(s). What experience will result in a satisfied customer? Service : . Quality Dimension Reliability Assurance Tangibles Empathy Responsiveness © Max Zornada Customer Requirements/ Quality Service Standards

Lean Six Sigma: Yellow Belt Advanced Using RATER to Design Service Processes What supporting operational infrastructure/capability will need to be provided to consistently deliver the desired customer experience? Quality Dimension Reliability Assurance Tangibles Empathy Responsiveness © Max Zornada Supporting Operational Infrastructure/Capability People Process Technology

Lean Six Sigma: Yellow Belt Advanced DMAIC Process Storyboard DEFINE PRE-DMAIC Objective: Define the Problem/Opportunity, Business Case, Customers & Customer Requirements, and Process. Team charter Key Steps: Process Map Output: Business Case, Project Charter, Work Plan, Problem Definition, Measurable Customer Requirements, Process Map Output: A quantified picture of the current process performance (current state) and problem impact. Objective: To allocate a project worth doing to a capable team. Key Steps: Identify opportunities Select project Select team Allocate to team Output: Project selected, team selected, project allocated to team. Develop Business Case Develop Project Charter Understand Customer Requirements Understand the Process. ANALYSE Cause and Effect Diagram (Fishbone) Checksheet Pareto Chart IMPROVE - II: Implement and Check Objective: Implement the preferred solution. Confirm that the problem and its root cause(s) have been reduced or eliminated. After Key steps: Implement preferred solution Verify effectiveness Apply comparative methods if necessary. Output: Confirmation the best solution to eliminate the problem & its root cause(s) has been implemented. © Max Zornada Run chart or control chart Pareto Chart Objective: Determine possible solutions that will address the identified root cause(s) of the problem. Key Steps: - Output: Root cause(s) identified & verified Before Determine what to Measure Understand the Measures Understand Variation Assess Current Process Performance IMPROVE - I : Generate Potential Solutions Objective: Identify and verify the root cause(s) of the problem. Key Steps: Analyse Data Analyse Process Determine Potential Root Causes Form & Test Hypothesis Verify Root Causes MEASURE Objective: Identify and implement the measures required to establish baseline performance and quantify the opportunity. Cause and Effect Diagram Key Steps: - Potential Solutions Generate potential solutions Assess potential solutions Select preferred solution Test/Pilot preferred solution Develop implementation plan Output: Preferred solution or countermeasures CONTROL - Standardise Objective: Prevent the problem and its root cause from recurring. Flowchart Standard Key steps: procedure Standardise the solution (standards & procedures) Develop and Implement PMCS Document project Output: Solution embedded and “routinised” in relevant process, procedures and standards. Action Plan Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 FUTURE PLANS Objectives: Review team effectiveness, plan to address remaining issues and institutionalise the learning. Key Steps: D C Review remaining project I 6 M opportunities Review other applications A Review learnings Output: Recommendations for future projects & improvements to team processes. Project documentation and learnings “pack”

Lean Six Sigma: Yellow Belt Advanced DMAIC Process Storyboard PRE-DMAIC ANALYSE IMPROVE - II: Implement and Check © Max Zornada DEFINE MEASURE IMPROVE - I : Generate Potential Solutions CONTROL - Standardise FUTURE PLANS

Lean Six Sigma: Yellow Belt Advanced Problem/Opportunity Theme Statement Project Title: What is the area of concern? What first brought this problem or opportunity to the attention of your business? What impact has this problem already had? What evidence is there that it is a problem worthy of attention? What will happen if the business does not address this problem? Summary problem statement (summarise the above in a concise statement). © Max Zornada

Lean Six Sigma: Yellow Belt Advanced Improvement Project Charter Project Title Expected Financial Impact Process Green Belt Process Owner Telephone Number Organization/Function Start Date Target Completion Date Problem/Opportunity Definition What is the Problem to be solved or the opportunity this project will exploit. Objective Improvement target, impact on Sigma, COQ/COPQ and Customer Satisfaction Business Case What improvement in business performance is expected. $ impact and by when. Who are the team members and key experts to be consulted. Team Members Customer Benefit Which part of the process will be investigated Who are the final customers. What benefits will they see and what are their most critical requirements. Schedule What are key milestone dates for completion of each stage. Project Scope © Max Zornada Define completion Measure completion Analyse completion Improve completion Control completion Project Completion

Lean Six Sigma: Yellow Belt Advanced Customer Requirements Statement Outputs: Customer Requirements Measure Target Importance to Customer Satisfaction Priority Rating (Importance x Satisfaction) What is this customer’s major complaint? What issue would they want us to work on? Ranking Scheme Importance to customer: Customer Satisfaction: © Max Zornada 1 = Nice to Have, 1 = Very Satisfied, 2 = Important, 2 = OK. Could be better, 3 = Critical, Must Have 3 = Unhappy, Must be improved

Lean Six Sigma: Yellow Belt Advanced Check Sheet Category Frequency Tally 1 2 3 4 5 6 7 8 9 10 11 12 Total © Max Zornada

Lean Six Sigma: Yellow Belt Advanced Fishbone Diagram People Equipment/Systems © Max Zornada Procedures Materials/Environment

Lean Six Sigma: Yellow Belt Advanced Potential Solutions Matrix Potential Solutions Cost Ranking Ease of Implementation Scale: 0 = None, 1 = Low, 3 = Moderate, 9 = Strong © Max Zornada % of problem it Overall Ranking fixes

Lean Six Sigma: Yellow Belt Advanced DMADV Process Storyboard DEFINE TEAM FORMATION Objective: Select process for Design/ Redesign and project team. Output: Process and Team selected MEASURE Objective: Define Opportunity/Gap, Customer Requirements, Project charter and Process. Key Steps: • Select Process for Design/Redesign Process • Project Charter and Business Case • Understand the Process • Understand Customer Requirements • Develop project plan Objective: Establish current/baseline performance or process and quantify customer requirement. Process Key Steps: • Quantify customer requirements & CTQ’s • Measure Current Process Performance • Understand Variation • Assess Process Capability Output: Project Charter, Customer Requirements, Process Map, Output: A quantified picture of customer requirements reconciled to Project plan current process performance. METHODOLOGY ANALYSE Objective: Generate Insight and Vision for New Process Options Key Steps: • Analysis • Generate Insights • Visioning • Generation of Options PLAN TRANSFORM Process Output: Design Options for New Process DESIGN Objective: Develop detailed design and test/control plan Key steps: - • Select preferred design option • Detailed Socio-technical design • Simulation and Piloting • Pilot evaluation • Implementation Planning Output: Preferred design ready for full implementation © Max Zornada Process COLLECT ANALYZE Process Analysis/ Redesign Principles Value Stream Analysis Existing process redesign Quality Function Deployment New Process Design FUTURE PLANS VALIDATE Objective: Implement New Process Key steps: • Implement new process design • Implemented PMCS • Manage the change • Plan continuous improvement Benchmarking Process Output: New process fully implemented. PMCS Objectives: Review team effectiveness, plan to address remaining issues and institutionalise the learning. C D Key Steps: • Post implementation review I 6 M • Prepare project documentation pack A Output: Recommendations for future projects & improvements to team processes. Project documentation and learnings “pack”

Lean Six Sigma: Yellow Belt Advanced DMADV Process Storyboard TEAM FORMATION DEFINE MEASURE METHODOLOGY ANALYSE Process PLAN TRANSFORM COLLECT ANALYZE Process Analysis/ Redesign Principles Value Stream Analysis Existing process redesign DESIGN © Max Zornada VALIDATE Benchmarking Quality Function Deployment New Process Design FUTURE PLANS

Lean Six Sigma: Yellow Belt Advanced Process Deployment Chart © Max Zornada

Lean Six Sigma: Yellow Belt Advanced “Rough Cut” Value Added/Non-Value Added Analysis Activity © Max Zornada Customer Value Operational Added Value Added Non- Value Added

Lean Six Sigma: Yellow Belt Advanced The Double Fishbone Existing Process Analysis Organisation and Roles New Process Vision Process Structure Organisation and Roles Process to be Redesigned Technology © Max Zornada Customer Interface Technology

Lean Six Sigma: Yellow Belt Advanced Generating Improvement Opportunities Questions Concerning Present Method Reason Alternatives Selection Means of Improvement © Max Zornada Aspects Examined Purpose Place Sequence Person Where is it done ? When is it done in the sequence ? Who does it ? How is it done ? Why is it done there ? Why is it done then ? Why is it done by that person ? Why is it done that way ? Can it be eliminated ? Where else could it be done ? When else could it be done ? Who else could it be done by ? How else could it be done ? Should it be eliminated ? Where should it be done ? When should it be done ? Who should it be done by ? How should it be done ? What is done ? Eliminate Combine or Change Means Simplify 21

Lean Six Sigma: Yellow Belt Advanced The 5 W 2 H Questions Who What Where § § § § Who does it ? Who is doing it ? Who should be doing it ? Who else can do it ? Who else should do it ? What to do ? What is being done ? What should be done ? What else should be done ? When Why How § When to do it ? § When is it done ? § When should it be done ? § What other time can it be done ? § What other time should it be done ? § § § § § © Max Zornada Why does he/she do it ? Why do it there ? Why do it then ? Why do it that way ? § Where to do it ? Where is it done ? Where should it be done ? Where else can it be done ? Where else should it be done ? How much? How to do it ? § How much does it cost How is it done ? now ? How should it be done ? § What will the cost be Can this method be after the improvement ? used in other areas ? Is there any other way to do it ?

Lean Six Sigma: Yellow Belt Advanced Flow Management Template Work in WIP Service Level Work out Resource Hours © Max Zornada Hours/Work Unit