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					Background and Overview
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                             6.0 Control



 A DMAIIC Overview
                                      DEFINE THE OPPORTUNITY         • Improve on what
                                                                       matters most to the
                                                                       client
                                                                     • Significantly impact
                                                                       the bottom line

                CONTROL AND ADJUST
                      NEW PROCESSES                                      MEASURE THE
                                                                     CURRENT PERFORMANCE
      • Measure
        improvements and                                                                      • Map the process,
        breakthroughs                                                                           gather initial
      • Report dashboard,                                                                       performance data
                                                                                                and determine
        scorecard data and
        client feedback
                                        Client Driven,                                          current “Sigma”
                                         Consistent,                                            level
                                                                                              • Obtain client input,
                                       Metrics Focused,                                         factors Critical to
                                                                                                Quality (CTQ)
         IMPLEMENT IMPROVEMENTS        Results OrientedANALYZE THE CURRENT PROCESSES
• Execute plans,                                                                               • Perform cause-
  overcome barriers                                                                              effect analysis to
• Transition to the                                                                              determine reasons
  new process                                                                                    for gaps in
                                                                                                 performance

                                      IMPROVE PROCESS EFFICIENCY           • Determine
                                                                             breakthroughs,
                                                                             design future state:
                                                                             new process, new
                                                                             “Sigma” level
                                                                           • Create dashboards,
                                                                             scorecards and
                                                                             plans
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A Closer Look at DMAIIC as a Process Improvement Method
 Define                          Measure                      Analyze                        Improve                         Implement                      Control
 • Launch the project          • Create high-level              • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                      processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,             associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s             metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics         • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                 interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance               benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                    information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance             • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data           and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                analysis for               • Determine new “Sigma” target
   plan                          current                          critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                               • Review and update CSA
   approach                    • Develop initial value                                       • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                    scorecards
   and iterative                 & targets; Make Go/No                                       • Create high-level
   approach                      Go Decision                                                   implementation approach
   1 Week                         2 Weeks                                      4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                 • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                      • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams             • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                              • Process Management
  Plan                   • Pareto                         Analyses                                                         Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




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When Do You Use DMAIIC?

   Incremental Improvement of Existing Product/Service/Process:
        Root Cause Analysis
        “Local” Process Improvement

   Redesign of Existing Product/Service/Process:
        End-to-End Process Projects

   New Product/Service/Process Design

   Instituting Process Management

   DMAIIC Tip: Tailor Application to Your Specific Project, Don’t Use It As a
    “Cookbook”



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What Does It Take to “DO DMAIIC?”
 Who’s Involved?                                                    What Do I Need
                                                                          Six Sigma Tools
  • Teams (Generally)                                                       — Process   Analysis

  • Appropriate Representation                                                               Process Depiction
                                                                                           Process Diagnosis
  • Appropriate Skill Sets                                                  — Statistical Methods

                                                                                             Diagnostic
                                                                                             Predictive
 How Long Does It Take?                                                                     Control/Management

   • Depends on Scope,                                                    “People” Tools
                                                                            — Team    Facilitation
     Commitment                                                             — Change    Facilitation
                                                                          Project Management Tools
   • GE’s Target - 4 - 6 months                                             — Cost,   Schedule, Resources, Risk


           DEFINE
               MEASURE
                    ANALYZE
                          IMPROVE
                                    IMPLEMENT
                                                CONTROL




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Six Sigma Will be a Key Part of Our Toolkit

   Six Sigma is a business management approach
   The goal is to fully align workflows with client requirements
   This leads to higher client satisfaction, increased revenues,
    lower costs and decreased error rates
   The focus is to reduce defects


                                   Workflow

                                                          Complete
        Input        Market Deal    Execute Deal                       Outpu
                                                         Transaction
                                                                       t




     Defect = When output does not meet client requirements

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Six Sigma Enables Businesses to Measure the
Efficiency of Their Processes

   A Sigma is a statistical measure of defects generated by a
    business process

   Sigmas range in value, the higher the sigma the fewer the defects

   A 3 Sigma process meets client requirements 93.3% of the time.
    A 6 Sigma process meets client requirements 99.9997% of the
    time.

   Consider this example…. If you published books….
                     Sigma
      Defects Per Million   Level   Translation
            66,803           3      1.5 misspelled words per page
             6,200           4      1 misspelled word per chapter
              233            5      1 misspelled word in a set of encyclopedias
              3.4            6      1 misspelled word in all the books that fit in a small library




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Define - 1.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
• Launch the project           • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
  using “One Day                 process map                       processes,                   breakthroughs                         analysis                    and scorecard data
  Launch Process”              • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
• Define project                 priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
  objectives/ outcomes         • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
• Identify sponsor/ key              – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
  stakeholders                          Performance                benchmarking                      – Process                        Results                     Opportunities
• Select team, define                – Current                     information                       – Organization                 • Develop Control           • Develop Future
  responsibilities and                  performance              • Complete people                   – Technology                     Methods                     Plans
  launch                             – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
• Create high-level project    • Determine process                 analysis for               • Determine new “Sigma” target
  plan                           current                           critical processes         • Perform C/B analysis
• Define decision making         “Sigma” level                                                • Review and update CSA
  approach                     • Develop initial value                                        • Design dashboards and
• Determine “thin cut”           proposition: opportunities                                     scorecards
  and iterative                  & targets; Make Go/No                                        • Create high-level
  approach                       Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




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1.0 Define
Objective
Launch an improvement project, define project objectives/outcomes, select
team, define responsibilities, create high-level project plan, identify
sponsors/ key stakeholders, prepare a communication plan.


Key Topics
1.1 Launch the Project
1.2 Define Project Objectives and Outcomes
1.3 Identify Sponsors/ Key Stakeholders
1.4 Prepare a Communication Plan
1.5 Characteristics of Effective Teams
1.6 Define Toll Gates


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1.1 Launch the Project                                                                     Follow-up
                                                                                           (2 Hours)
  Initiative         Pre-Launch Meetings/              Launch Meeting                    (1 Week after
  Selection                Activities                      (1 Day)                      Launch Meeting)                Ongoing

•Business Manager,         • Sponsor/Coach                • Team attends to do            • Team reviews and       • Coach works
Sponsor, Coach               Meet: Solidify                 most of the upfront             agrees on the            with team to
determine what               business case and              project planning. Team          remaining elements       facilitate project,
business level               objectives; determine          works with the coach to         of the project plan.     monitor
improvements will            initial scope,                 focus on client                 May include:             deliverables,
yield bottom line            outcomes; skills               requirements and                  – Metrics              overcome
results                      needed                         review key process                – Client               implementation
                                                            mapping tools, metrics               engagement          barriers, evaluate
•Select End-To-End         • Sponsor Selects                concepts to produce:              – Communication        progress relative
process as                   Team Leader                                                         strategy            to goals.
reengineering                                             • Project scope statement           – Milestones and
candidate                  • Team Leader/                     – Targeted outcomes\               timetables
                             Sponsor/ Coach                     success criteria
                             Select Team                      – Stakeholder
                                                                analysis
                           • Sponsor/ Team                    – High-level project
                             Leader/ Coach Meet:                plans
                             Plan Launch Meeting              – Data collection plan
                             agenda                             (including client
                                                                data)
                           • Sponsor/ Team/                   – Initial metrics
                             Team Leader Meet:                – Decision /
                             Sponsor charges team               Responsibility
                             with its responsibility            Matrix
                                                              – Initial current state
                                                                process map
                                                              – Likely process
                                                                improvements



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1.2 Define Project Objectives and
Outcomes
Objective
Fully define the objectives/ outcomes of the project and ensure that the
project is aligned to the business strategy.


Key Topics
   Linking the Project to a Business Need
   Creating a Team Charter




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Creating a Team Charter
                                         Business Case
                                         •Why should we do this?
The elements of a team charter           •What pain are we experiencing?
 are:                                    Objectives
                                         •What are our improvement goals and targets?
   Business Case: Purpose and           Project Scope
                                         •What authority do we have?
    Impact                               •What processes do we need to address?
                                         •What is not within scope?
   Objectives: Project Goal             Project Plan
                                         •How will we get this done?
   Project Scope: Boundaries            •When will we complete this work?
   Project Plan: Activities             Team Selection
                                         •Who are the team members?
   Team Selection: Who and              •What responsibilities will they have?

    What                                                    Solution Evaluation Criteria

   Solution Evaluation Criteria:      Implementation Time Scale
                                             months         rating
                                                                     Cost Benefit Scale
                                                                        $       rating
                                                                                          Payback Period Scale
                                                                                           months      rating

    Weight and Rating



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Business Case
Purpose
Describes the benefit for undertaking a project and addresses the following
questions:


   Does this project align with other business initiatives?
   How will this project affect other business units and individuals?
   What is wrong or not working?
   When and where do the problems occur?
   How extensive is the problem?
   What is the impact/ “pain” on our clients? Our Business? Our People?
   Does it make strategic sense to address this problem?
   What benefits will be derived from this project?
   Has the value of the benefits been quantified?
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Objectives
Purpose
States project outcomes as SMART goals: specific, measurable, attainable,
relevant and timebound.

   What is the improvement team seeking to accomplish?
   What does the desired state look like?
   What specific parameters will be measured?
   What are the tangible, “hard” deliverables/results (e.g., reduce cost,
    cycle time, etc.)?
   What are the intangible, “soft” deliverables/results?
   What is the timetable for delivery of results?




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Project Scope
Purpose
Defines the boundaries of the project.

Project Scope
   What are the boundaries, the starting and ending steps of the process?
   What parts of the business are included?
   What parts of the business are not included?
   What, if anything, is outside the team’s boundaries?
                        In-Frame/Out-of-Frame Tool:

         Compensation                   Cross-Business
                                           Activities
                          Transaction                                     Y2K
               Market     Accounting                                    Programs
                Deal                     Execute
                                         Transaction
                                                             Manage
                                                             Position


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Project Plan
Purpose
Identifies the activities necessary to complete the project and contains the
overall schedule.

Milestones
 What are the key activities (high level, 5–7 steps) that must be taken to
  complete the initiative?
 What are the key milestones in the project plan (e.g., team kickoffs, major
  step completion dates, presentation dates, etc.)?

Resource Requirements
 What resources (people, materials, space, dollars, etc.) will be needed
  to complete the initiative?




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1.4 Communication Plan
            Major Communication Channels
                                     Written

•   Most permanent (most binding, hardest to move away from)
•   Least expensive
•   Most efficient, communicates to many people quickly
•   Provides consistency of message
•   Useful to direct, instruct, inform


                                 Events/Symbols

•   Dramatic, visible
•   Provides shared experience; “bonding”; builds identity
•   Facilitates involvement
•   Useful to signal a new direction, to begin to get buy-in
•   Good symbolism, e.g., town meetings, plant shutdowns, eradication of reserved parking
•   Demonstrates values-behavior consistency, commitment



                    Face-to-face (one-on-one; one-on-many)

•   Effective for persuasion
•   Carefully attended to by the receiver(s)
•   Labor intensive; often expensive, time-consuming
•   Useful to assess perceptions, beliefs, degree of resistance
•   Builds credibility
•   Demonstrates commitment, interest, support
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Measure – 2.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
 • Launch the project          • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                       processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance                benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                     information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance              • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                 analysis for               • Determine new “Sigma” target
   plan                          current                           critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                                • Review and update CSA
   approach                    • Develop initial value                                        • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                     scorecards
   and iterative                 & targets; Make Go/No                                        • Create high-level
   approach                      Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




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2.0 Measure
Objective
Create high level process map, obtain client input, priorities and CTQ’s, gather initial
data/ metrics, determine current process Sigma level, develop initial value
proposition, make Go/No Go decision.
Key Topics
2.1 Measure Step Guide Lines
2.2 Core and Enabling Processes
2.3 Process Mapping
2.4 Defining Client Requirements
2.5 Performance Measures
2.6 Data Collection
2.7 Variation
2.8 Six Sigma
2.9 Go/No Go Decision Making
2.10 Team Dynamics
2.11 Toll Gates
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2.1 Measure Step Guidelines
   Form a “holistic” understanding of the process
        What are the activities?
        What are the critical metrics?
        What systems are involved?
        What people are involved?
        What data and information is critical?
        What is the voice of the customer?
        What is the voice of the process?


   Identify current performance levels
        How does the process perform relative to “critical to quality” requirements?


   Determine how data you gather affects the project objectives
        Given information that you gather, do you need to reset/refine the project objectives?



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Process Mapping Symbols
                        PROCESS MAPPING SYMBOLS

       Activity   Activity; indicates actions performed as part of the process. The statement inside the
                  symbol should begin with a verb.
       Actor
                  Actor; role which performs the activity, ie. trader, mid-office manager, client, etc.


                  Outcome; indicates endpoint of a process.




   A              Connector; indicates connection to another section of the process.


                  Trigger; indicates what initiates an instance of the process.


                  Decision; indicates evaluation or inspection. There will always be two direction
                  arrows - one for “yes”, one for “no” decisions.


                  Control Point; indicates point at which a control is applied.


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Factors Critical to Quality (CTQ’s)
What is a CTQ?
Important to the client — “client cares about it”
    Value proposition



   Specifies requirement — “must-have” or “must be” attributes
      Ultimately satisfy

      Potentially delight



   Can be measured

   Establishes a target
      Client specifications

      Acceptable range of performance



To be useful, we must ultimately convert the Voice of the Customer data into factors Critical to
Quality in the client’s eyes. We can then use these as requirements to assess the performance
of our processes. CTQ’s are not defined to the point that a clear target with specifications is
established, they are not useful in determining our current defect levels.

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Translating the VOC into CTQ’s: Clients
   Listen to statements and comments made by clients
   Determine what factors really drive a client to call Morgan vs. the competition
        What product features, service features, attributes, dimensions, characteristics (reliability, availability,
         etc.) cause a client to call us?
   Determine the best way to measure performance relative to these factors / specifications
   Determine what targets we would need in order to meet the client’s factors / specifications
   Assess current performance relative to these factors / specifications
        How are we doing today?



         Client Need (“CTQ”)       Metric       Current Performance               Target   Client:   Satisfaction




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Displaying Data




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2.7 Variation
• Variation means that a process does not produce exactly the same result
  every time the product or service is delivered.

• Variation exists in all processes

• Measuring and understanding variation in our business processes helps
  identify specifically what the current level of performance is and what
  needs to change in order to reduce the variability and reduce the defects
  delivered to customers.
                                      Data Variation




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The Sigma Scale
                Z            DPMO                   Defect Reduction
            (“Sigma”)                                    Factor
                2           308,537                         -

                 3           66,807                          4.6

                 4           6,210                           10.8

                 5            233                            26.7

                 6             3.4                           68.5



Note: These Values Include the 1.5 “Sigma Shift”

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2.11 Toll gates
   Did you view the process holistically: activities, information, people,
    systems, etc?

   Was the process flowed to the appropriate level?

   Were the client (external, internal, stakeholders) needs identified and
    prioritized?

   Were measurable Critical to Quality requirements identified?
    Do these correlate to the important client needs?

   Was the current level of performance determined for the critical metrics?

   Were targets established based on client needs?

   Did you refine the problem and goal statements?

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Analyze – 3.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
 • Launch the project          • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                       processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance                benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                     information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance              • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                 analysis for               • Determine new “Sigma” target
   plan                          current                           critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                                • Review and update CSA
   approach                    • Develop initial value                                        • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                     scorecards
   and iterative                 & targets; Make Go/No                                        • Create high-level
   approach                      Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




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3.0 Analyze
Objective
Analyze data collected during Measure to determine why the process performs as it
does today, identify and quantify cause and effect relationships.


3.1 Process Stratification and Analysis
 Analyze and interpret data collected during Measure

 Collect/interpret benchmarking data



3.2 Search for Sources of Variation
 Further define cause and effect relationships


3.3 Validate Root Causes
 Validate, quantify and prioritize root causes of current performance



3.4 Toll Gates


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3.1 Process Stratification & Analysis
Analyze the process in detail to clearly define a specific problem on which
the team will concentrate its root cause analysis.

The opportunity will narrow in focus after the initial data is analyzed.

Data can be stratified in many ways:
     Time
     Process components (activities, decisions, etc.)
     Causes
     Defects
     Other Factors
       —   Location
       —   Department
       —   Job Type
       —   Shift
       —   Product or Service Line
       —   Market
       —   Site
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Pareto Analysis
Identify the “vital few”
                              Defects Found
   Pareto analysis
    organizes data to show
    what major factors
    contribute to the
    problem being
    analyzed.

   Typically, about 80% of
    the problems result
    from 20% of the
    causes.
                                                   2

   Pareto provides focus
    for root causes
    Analysis.




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Ishikawa Diagram
Cause and Effect Diagram


               CAUSES




The cause and effect diagram assists in reaching a common understanding of the
problem and exposes the potential drivers of the problem.

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3.4 Toll Gates
   Was the problem stratified to a manageable size?

   Was a cause and effect analysis performed?

   Were important process variables/root causes identified?

   Were these root causes verified with data?

   Are the variables/causes actionable?




                                     Control 6.0 - Page 36     6s Quality
Improve – 4.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
 • Launch the project          • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                       processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance                benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                     information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance              • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                 analysis for               • Determine new “Sigma” target
   plan                          current                           critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                                • Review and update CSA
   approach                    • Develop initial value                                        • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                     scorecards
   and iterative                 & targets; Make Go/No                                        • Create high-level
   approach                      Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




                                                                                        Control 6.0 - Page 38                                                     6s Quality
                                                                                  6.0 Control



4.0 Improve
Objective
    Identify improvement breakthroughs, identify high gain alternatives, select
    preferred approach, design the future state, determine the new Sigma level,
    perform cost/benefit analysis, update CSA, design dashboards/ scorecards,
    create a preliminary implementation plan.


Key Topics
4.1 Identify Improvement Breakthroughs
  Apply idea-generating tools and techniques to identify potential solutions that
   eliminate root causes
4.2 Identify/Select High Gain Alternatives
  Develop criteria to evaluate candidate improvement solutions
  Think systematically and holistically
   Prioritize and evaluate the candidate solutions against the solution evaluation
    criteria
   Conduct a feasibility assessment for the highest value solutions
   Develop preliminary solution timelines and cost-benefit analysis to aid in
    recommendation presentation and future implementation planning
                                         Control 6.0 - Page 39              6s Quality
                                                                                6.0 Control



Key Topics (Continued)
4.3 Design Future State
 Redraw the process map




4.4 Present Recommendations
 Refine a stakeholder assessment to support the development of a "winning and
   accepted" recommendation
 Develop the necessary details and documentation needed to effectively present
   and articulate the solution and its value to various organization constituencies
 Develop the presentation model, materials and action plan for presenting the
   team's recommended solution(s)


4.4 Implementing Change
 Become familiar with the elements of effective organization change

  Assess opportunities to build effective change management considerations into
   the recommended solution(s)
4.6 Toll Gates

                                        Control 6.0 - Page 40             6s Quality
                                                                         6.0 Control



4.1 Identify Improvement Breakthroughs
Objective
To introduce the team to different tools and techniques that can be used to
stimulate collective thought to produce a large number of improvement
ideas.


Key Topics
   Prepare for Idea Generation
   Traditional Idea Generation
   Non-Traditional Idea Generation




                                      Control 6.0 - Page 41        6s Quality
                                                                                  6.0 Control



Sources of Solutions
                            External




                                                               Implementation
                                                                    Team




                                                      Internal Best
          Thought Leaders
                                                        Practices


                              Control 6.0 - Page 42                         6s Quality
                                                                           6.0 Control



4.6 Toll Gates
   Do the identified solutions address important process variables/root
    causes?
   Can the team actually implement these solutions?
   Are the solutions cost-beneficial?
   Will/do the solutions achieve the desired target for improvement?
   Do you have an adequate/effective action plan?
   Did you consider and create “bashing” plans for likely barriers?
   When are results expected to be seen?




                                     Control 6.0 - Page 43          6s Quality
Implement – 5.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
 • Launch the project          • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                       processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance                benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                     information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance              • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                 analysis for               • Determine new “Sigma” target
   plan                          current                           critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                                • Review and update CSA
   approach                    • Develop initial value                                        • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                     scorecards
   and iterative                 & targets; Make Go/No                                        • Create high-level
   approach                      Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




                                                                                        Control 6.0 - Page 45                                                     6s Quality
                                                                                6.0 Control


5.0     Implement

Objectives
 Develop a pilot implementation plan, execute the pilot, interpret and learn from the
 results, create a full implementation plan, execute the full solution, measure the
 results, develop control methods, manage the change

5.1 Develop the Pilot Plan
 What, Why and When to Pilot: Define the objectives and evaluation criteria for a
  pilot solution
 Elements of a pilot plan

 How to pilot



5.2 Execute Pilot/ Interpret and Learn from the Results
 Conduct the pilot

 Measure and verify results

 Determine next steps: build experience and lessons learned to support full scope
  implementation



                                        Control 6.0 - Page 46             6s Quality
                                                                             6.0 Control


5.0     Implement (continued)



5.3 Plan and Implement the Full Solution
 Expand the pilot and create a plan for a full scope solution

 Identify potential implementation problems

 Develop a process control system for holding the improvement gains



5.4 Toll Gates




                                       Control 6.0 - Page 47           6s Quality
                                                                         6.0 Control



5.1 Develop the Pilot Plan
Objective
Develop a plan for testing the solution on a small scale; test the design and
prepare for full implementation.

Key Topics
 What, Why, and When to Pilot

 Elements of a Pilot Plan

 How to Pilot




                                     Control 6.0 - Page 48         6s Quality
                                                                       6.0 Control



What, Why, and When to Pilot
What is a pilot?
A pilot is the trial implementation of a
proposed design on a reduced scale.

Benefits of Conducting a Pilot:
   A better understanding of the impacts of
    the designed solutions
   Experience with taking a solution design
    from paper to real operations
   “Reality test” of a design’s integrity
   An opportunity to improve the design
    before implementation on a larger scale
   Minimizes risks associated with cost and
    potential problems

                                         Control 6.0 - Page 49   6s Quality
                                                                             6.0 Control



5.4 Toll Gates
   Were the process variables/root causes impacted “positively?”

   Did the indicator selected in “Define” or “Measure” move in the
    desired direction?

   Was the improvement target achieved?

   If not, is there an understanding of why?

   Has a means of standardizing the successful changes been
    identified (procedure, standard, protocol, specification, etc.)?

   Has responsibility (and authority) to standardize the changes been
    delegated?


                                       Control 6.0 - Page 50           6s Quality
Control – 6.0
Quality and Productivity Improvement




                                       6s Quality
                                                                                                                                                                              6.0 Control

The DMAIIC Process Improvement Method
 Define                          Measure                      Analyze                         Improve                         Implement                      Control
 • Launch the project          • Create high-level               • Analyze current            • Identify improvement                • Complete risk             • Report dashboard
   using “One Day                process map                       processes,                   breakthroughs                         analysis                    and scorecard data
   Launch Process”             • Obtain client input,              associated                 • Identify high gain                  • Train                     • Create feedback loop
 • Define project                priorities and CTQ’s              metrics                       alternatives, select preferred     • Communicate                 for areas of focus
   objectives/ outcomes        • Gather initial metrics          • Collect /                    approach                            • Execute                   • Adjust process
 • Identify sponsor/ key             – Historical                  interpret data ;           • Design future state                 • Test/Measure              • Identify Replication
   stakeholders                         Performance                benchmarking                      – Process                        Results                     Opportunities
 • Select team, define               – Current                     information                       – Organization                 • Develop Control           • Develop Future
   responsibilities and                 performance              • Complete people                   – Technology                     Methods                     Plans
   launch                            – Existing ABC data            and technology                   – Metrics/ Set Targets         • Manage change
 • Create high-level project   • Determine process                 analysis for               • Determine new “Sigma” target
   plan                          current                           critical processes         • Perform C/B analysis
 • Define decision making        “Sigma” level                                                • Review and update CSA
   approach                    • Develop initial value                                        • Design dashboards and
 • Determine “thin cut”          proposition: opportunities                                     scorecards
   and iterative                 & targets; Make Go/No                                        • Create high-level
   approach                      Go Decision                                                    implementation approach
   1 Week                         2 Weeks                                       4 - 5 Weeks                                        TBD                             Ongoing



Key Tools:
• Project Charter        • Process Maps                 • Cause-Effect                  • Brainstorming                   • Pilot Testing               • Control Chart
• Stakeholder Analysis   • Customer Interviews,           Diagram                       • Storyboarding                   • Pareto Chart                • Histogram
  Template                 Focus Groups,                • Scatter Diagrams              • Cost/Benefit                    • Control Chart               • Storyboard
• Communication            Surveys                      • Benchmarking’                 • Sigma Calculation               • Histogram                   • Sigma Calculation
  Strategy and Action    • CTQ Specification            • Value/ Throughput                                               • Process Management
  Plan                   • Pareto                         Analyses                                                          Chart
                         • Histogram
                         • Control Chart
                         • Run Chart
                         • Sigma Calculation




                                                                                        Control 6.0 - Page 52                                                     6s Quality
                                                                       6.0 Control
6.0 Control
Objective
 Run the new process, continuously improve the “engine”, report dashboard
 and scorecard data, create feedback loop for areas of focus, adjust as
 needed, identify replication opportunities.

6.1 Verify Solution Results
 Verify that the process reliably meets client requirements

 Determine future continuous improvement opportunities



6.2 Identify Replication Opportunities
 Process replication and solution standardization

 Process Management as a Continuous Improvement strategy



6.3 Lessons Learned
 Incorporate lesson learned into the business



6.4 Toll Gates


                                         Control 6.0 - Page 53   6s Quality
                                                                           6.0 Control



6.1 Verify Solution Results
Objective
Validate that the implemented solution is having the desired or intended
impact on the performance of the process.


Key Topics
   Verify that process reliably meets client requirements
   Determine future continuous improvement opportunities




                                      Control 6.0 - Page 54       6s Quality
                                                                         6.0 Control



6.4 Toll Gates
   Is the improved process stable (no assignable causes of
    variation)?

   Is the improved process capable (what is the current sigma level)?

   Have opportunities to replicate successful changes been
    identified?

   What remains of the original problem?

   What are the plans to address this?

   What went well and could have gone better in the project (Project
    Plus/Deltas)?


                                     Control 6.0 - Page 55         6s Quality

				
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