Lean Six Sigma DMAIC Roadmap

Description

Lean Six Sigma DMAIC Roadmap reviews the tool and activities performed in the DMAIC (Define, Measure, Analyze, Improve, and Control) phase project.

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Shared by: Steven Bonacorsi

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Steven, Bonacorsi, DMAIC, Roadmap, Lean, Six, Sigma, Tollgate, Template

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views:: 2347
rating:: 7(1)
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posted:: 11/9/2007
language:: English
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Lean Six Sigma Program Name < Last Name, First Name > Wave No: Review Date: Define Measure Analyze Improve Control LEAN SIX SIGMA Define Phase Road Map Define Measure Analyze Improve Define Control Activities Team election and scoping • Review Project Charter • Validate High-Level Value Stream Map and Scope • Validate Voice of the Customer and Voice of the Business • Validate Problem Statement and Goals • Validate Financial Benefits • Create Communication Plan • Select and Launch Team • Develop Project Schedule • Complete Define Gate • • Tools Project Charter • Voice of the Customer and Kano Analysis • SIPOC Map • Project Valuation/ROIC Analysis Tools • RACI and Quad Charts • Stakeholder Analysis • Communication Plan • Effective Meeting Tools • Inquiry and Advocacy Skills • SWOT Analysis • Time Lines, Milestones, and Gantt Charting • Pareto Analysis 2 Bonacorsi Consulting Measure Phase Road Map Define Measure Analyze Improve Measure Control Activities • Identify Key Input, Process and Output Metrics • • • • • • • • • • • Develop Operational Definitions • Develop Data Collection Plan • Validate Measurement System • • Collect Baseline Data • Determine Process Performance/Capability • Validate Business Opportunity • Value Stream Map for deeper understanding & focus • • Quick Wins (Control Plans) • Measure Gate Review • 3 Tools High/Low level process Maps Value Stream Map Operational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis (MSA), Gage R&R Constraint Identification Setup Reduction Generic Pull Kaizen TPM Control Charts Process Capability, Cp & Cpk Bonacorsi Consulting Analyze Phase Road Map Define Measure Analyze Improve Analyze Control Activities • • • • • • Tools • • • • • • • • • Identify Potential Root Causes Reduce List of Potential Root Causes Confirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key Outputs Prioritize Root Causes Complete Analyze Gate Process Constraint ID and Takt Time Analysis Cause & Effect Analysis FMEA Hypothesis Tests/Conf. Intervals Simple & Multiple Regression ANOVA Components of Variation Conquering Product and Process Complexity Queuing Theory Bonacorsi Consulting 4 Improve Phase Road Map Define Measure Analyze Improve Improve Control Activities • Develop Tools • Replenishment • Stocking • Process • Process Potential Solutions Select, and Optimize Best Solutions Pull/Kanban • Evaluate, • Develop • Develop • Confirm • Develop Strategy ‘To-Be’ Value Stream Map(s) and Implement Pilot Solution Attainment of Project Goals Full Scale Implementation Plan Improve Gate Flow Improvement Balancing Batch Sizing • Analytical • Total Productive Maintenance of Experiments (DOE) Selection Matrix • Complete • Design • Solution • Piloting Bonacorsi Consulting 5 and Simulation Control Phase Road Map Define Measure Analyze Improve Control Control Activities • Implement • Develop Tools Mistake Proofing • Mistake-Proofing/ Controls SOP’s, Training Plan & Process Zero Defects (SOP’s) • Standard • Process • Visual Operating Procedures • Implement • Identify Solution and Ongoing Process Measurements Project Replication Opportunities Control Gate Project to Process Owner Control Plans Process Controls (SPC) Process Control Tools Replication • Complete • Transition • Statistical • Solution • Project • Team Transition Model Feedback Session Bonacorsi Consulting 6 Bonacorsi Consulting This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C. The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law. © 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved. Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Bonacorsi Consulting 7

Shared by: Steven Bonacorsi

Steven Bonacorsi

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Steven Bonacorsi, Vice President (16+ years experience) Expertise: Certified Lean Six Sigma Master Black Belt (MBB), Certified Project Management Professional (PMP), Masters in Computer Information Systems (MS-CIS) and Business (More...) Administration (MBA), GE Crotonville Leadership Program (PM), and GE Certified Workout and Change Acceleration Process Instructor (CAP) Summary: Experienced Engagement Director/Principal with 16 years of process improvement experience in the areas of information technology, human resources, federal defense, asset management, finance, retail, and medical services industries. Global experience in leading enterprise-wide deployments both Federal and Commercial. Proven skills in business development, deployment design, Lean Six Sigma implementation, curriculum and tool development, financial/operational due diligence, balanced scorecards, and new product and process designs. Strong presentation and written communications skills spanning the range from executives to front line employees. Recent Consulting Experience: Steven has coached top executives in the US Navy in the planning, implementation, and evaluation of their Lean Six Sigma initiatives. He has personally led executive training, leadership awareness, and deployment design workshops for these organizations. Accounts managed include NAVSUP HQ, COMFISC, NAVICP, NAVSISA, NOLSC, SEAFAC, NAVFAC, SPAWAR and USMC. Federal experience includes building the Naval Aviation (NAVAIR) Kaizen and Curriculum program, Developed the Army Schoolhouse LSS Academy, SECNAV and CNIC Executive Leader Training, and DLA Project Sponsor and Project Identification and Selection Workshops. Steven has also led deployments at Fortune 500 companies, including General Electrics Global Master Black Belt program, Gillette, Pfizer, MITRE, BMW, Xerox, Eli Lilly, HB Fuller, United Space Alliance, Kaiser Permanente, GE Medical, GE Aircraft Engines, Bristol-Meyer Squibb, Putnam Investments, Washington Mutual, Onsemi, Coorstec, and Levi Strauss. As a Senior Certified Master Black Belt instructor/coach, Steven has trained a thousand Master Black Belts, Black Belts, Green Belts, and Project Sponsors in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies in transactional, service, and manufacturing organizations. Prior Work Experience: Steven has held management positions in Quality, Information Technology and Program Management. He is also a certified Project Management Professional from PM Institute, and numerous IT certifications including ITIL, CMMI, MCSE, and numerous vender certifications (Cisco, Dell, IBM, HP, Compaq, Toshiba, Lotus Notes, Microsoft, etc... Accomplishments include over $45M in savings and $80M in sales growth from Lean Six Sigma, Kaizen, and Design for Lean Six Sigma development and innovation projects. Education: Bachelor of Science, Management of Network Systems, University of New Hampshire Master of Business Administration, University of Southern New Hampshire Graduate School of Business Master of Computer Information Systems, University of Southern New Hampshire Graduate School of Business

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