CI Sponsorship/Champion Training - Atul Goyal · CTQ Tree Driver CTQ CTQ CTQ CTQ CTQ CTQ CTQ Driver...

Lean Six Sigma Sponsor Training

Copyright © 2016 Magnetar LLC 1

0

CI Sponsorship/Champion Training

© 2016 Magnetar LLC All Rights Reserved1

- Black Belt

- MBA, Northwestern Univ

- Project management certification

- Master Black Belt

- Coached and trained 10 GB/BB candidates

Green Belt

Motorola

- Warranty Reduction - 10% US$35M

- Defect rate forecast Software reliability

- Testing design cycle time reduction

- NPI time to market reduction by 4 months

- Escaped defects triage process

Acxem Walmart

- Web Marketing

- Click through

- NPI Process

- Sales processes

- Comm. Effectiveness

- Click through

- Web Traffic

- Content strategy

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Introduction: Atul Goyal

[email protected]

Mobile: +1 919 803 9184- 1 -




AgendaExpectations & IntroductionsSponsorshipProject Selection

Project TeamCoachingProject Reviews

- 2 -

Project Selection Tools

Scoping and Chartering

Project Charter Case Studies


Typical Continuous Improvement Projects

Master Black Belt

Black BeltGreen BeltYellow Belt

Project Team

Composition

Green Belt Project

Project within Single-BU

Project Benefits

Upto $250,000 > $250,000

Project Duration 3 – 6 months 6 – 18 months

Black Belt Project

Complex Multi-BU Project

Yellow Belt

Applying CI to daily activities

1 month – 3 months

Upto $50,000

• For resolving basic deviation or business process problems

• Special Cause Variation

• Simplify Process

Business Problem

• Eliminate deviations and/or waste

• Special & Common Cause Variability

• Improve flow processes

• Reduce variability and/or waste

• Common Cause Variability

• Improve flow in processes

Coach

- 3 -




Typical CI Roles: SummaryRole ResponsibilityBlack BeltGreen BeltYellow Belt

• Complete Technical Requirements of Project• Lead Project

• Schedule• Resources• Value• Scope• Enthusiasm

• Achieve Project Goals• Document project in Story Board format• Set up required meetings with team members, Coach and Sponsor

Coach (BB or MBB)

• Provide technical expertise • Meet with Belt at least 2x during each phase of the project for a technical review

Sponsor • Provide resources for the Project Team• Work with belt to remove obstacles or find alternatives• Issue resolution• Decision making at critical points• Reinforce schedule, resourcing, scope, technical elements• Ensure project documentation• Reward success

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Sponsor Role

- 5 -




Expectations of SponsorsWhat is your current understanding of the expectations of Project Sponsors?

- 6 -


Project Sponsorship

Senior business owners who sponsor projects, and whose role is to: Actively backs the programme.

– Ultimately responsible for success in their area. Identify suitable people and projects in their area. Approve, fund and facilitate project. Regular project tollgate reviews

– Address and remove issues and barriers– Provide critical thinking Assess improvement

– Measure & evaluate projects accomplishments

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Expectations of Sponsors

Sponsors ensure their Projects Are Successful: Own the success of the project and help deliver it

– Select the right people for the projects – Hold regular project progress reviews– Anticipate problems and provide appropriate help – See the role as a co-coach to the Master Black Belt

Be proactive in supporting the project– Cheerleader for the team, promote the project– Attend the kick-off team meeting and other key project meetings

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5keys + Committed Sponsors = Effective Change

Action PlanRecognitionMission Skills Resources Effective

Change

RecognitionMission Skills Resources False Starts

Action PlanRecognitionSkills Resources Confusion

Action PlanRecognitionMission Resources Anxiety

Action PlanRecognitionSkills FrustrationMission

Action PlanSkills Resources Gradual

ChangeMission

Project Charter BB / GB/ leader CommunicationHand picked

Team MembersProcess

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PROJECT SELECTION

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Starting Right – Project Selection

Project selection is critical because:– Successful & impactful projects (business impact) sustain the momentum

– The GB/BB training are dependent upon a project that can be completed in less than 6 months.

– Clear linkage to corporate objectives is a must…If you think you cannot spare your best resource to focus on this project… you don’t have the proper project.

The most common root cause for project delays is poor project selection & definition

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Starting Right – Project Selection

- 12 -

Projects will likely have greater success if… The project is linked to a critical business goal and will contribute

positively to the goal’s metric. The Sponsor cares about this work and wants to make it happen

(sustain focus) You can demonstrate how improvements could enhance financial

performance The Sponsor has the authority to commit time and resources

(prioritization conflict) There is appropriate organizational support A process owner has been identified


Potential Sources of Project Ideas

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Lab Investigations

Process Capability StudyStrategic Business Goals




Project Distribution

- 14 -

Difficulty

Qua

ntity

Six Sigma Projects

Too HardTooEasy

“World Hunger”or

Boiling OceanProblems

Logic & Intuition


PROJECT TEAM

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Process Owner

Typically supervisor levelWorries about overall process health Has responsibility to manage and improve a process Buy-in is essential to sustain an improved process

OverallProcess

Process 10 Process 20 Process 30 Process 40

Process Owner

- 16 -


Process Owner ResponsibilitiesProcess owner responsibilities include: Regularly monitor and analyze process measures to ensure optimal

performance

Respond promptly and appropriately to data patterns indicating problems

Initiate improvement or redesign efforts as needed

Provide direction to those involved in executing process activities

Help resolve interface problems

Document changes in the process management system to keep it current and aligned with the changing environment

- 17 -




How This Work Gets Done

Sponsors and Leadership Team

MasterBlack Belt

Team Leader(GB/BB) Team Members

Draft charter

Discuss/revise charter

Review &approve charter

Select project

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Identifying the Key PlayersFour major roles that need to be filled for a successful project. Black Belt Green Belts Master Black Belt Sponsor

- 19 -




Project Roles and ResponsibilitiesBeforeProject

DuringProject

AfterProject

Team Leader

(Black Belt/Green Belt)

Review purposestatement withsponsor(s)Draft rest of charterSelect team

members

Manage schedulesLead meetingsCoordinate

CommunicationServe as liaison with

MBB, champion(s), and stakeholdersKeep recordsDo team’s work

See that documentationis completed and lessons capturedMonitor

implementation if appropriateUse improved

methods

Team Members

Participate in meetingsCarry out assignmentsHelp with team tasks

and logisticsContribute knowledge

and expertiseLearn necessary skills

and methods

Use improved methods

- 20 -


Project Roles & Responsibilities, cont.BeforeProject

DuringProject

AfterProject

Master Black Belt

Assist Team LeaderHelp draft charter

Provide regular expert guidanceand coaching to Green Belt/ Black Belt and team members onskills and methodsHelp the team gather

and interpret the dataFor Green Belts, a Black Belt will

normally be assigned to them to provide additional assistance

Provide guidance asneeded

Sponsor Identify projects

and goalsSelect Black

Belt/Green BeltAssign MBBDraft problem

statement

Provide direction and guidanceReview team progressRun interferenceControl budget

Provide ongoing supportfor implementationEnsure monitoringPreserve lessons

learned

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COACHING

- 22 -


Organizing Technical Coaching

Benefits of coaching: Projects will be completed faster

GBs/BBs will avoid major pitfalls

GBs/BBs can increase their understanding of the theory

We can help to sustain the Project Leader’s energy and enthusiasm

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Projects will be completed faster…

Coaching!

Organizing Technical Coaching

It’s not just about hints and tips It’s about guiding the direction that the project is taking BUT Belts that are struggling rarely ask for help!

Coaching!Coaching!

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Organizing Technical CoachingProject leaders will avoid major pitfalls Lessons you do not want your belts to learn ‘the hard way’… Check your measurement system before relying on your data

Baseline your performance before making improvements

Get the buy-in of key stakeholders

Other ?

- 25 -




Organizing Technical CoachingWhat to plan: Who will provide the coaching ?

How frequent should the coaching be? (typically –every 2-4 weeks)

How to allocate coaches to projects? (may be based on geography, business unit or training wave)

How much coaching resource will we need?

What transition plan do we need? (from external to internal … for Green Belt projects, from MBB to BB coaching)

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Organizing Technical CoachingControlling the coaching process Track coaching activity for your GB/BBs

Know when each Belt has been coached – check that the frequency is adequate

Get regular updates on status of each project Which phase they are in Updated financials and business benefit

Poll Belts to check that they are happy with the level of support they are receiving

- 27 -




The Sponsor’s Coaching Role

Drive the project forward (meet BBs every week, GBs every 2-3 weeks)

Look for potential problems, check the rate of progress

Sponsors are not expected to be Six Sigma experts – that is what MBBs are for!

Sponsors are expected to take responsibility for the success of the project!

We shall review typical issues that crop up in each phase of a DMAIC project

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Typical Pattern of Project Progress

There are times in most projects when progress seems to slow down. Detecting these times, and intervening to help remove the cause of delays, is

a key skill for Sponsors. Don’t rely on the GB/BB to alert you. Sometimes they seem to get used to

banging their heads against a brick wall!

Time

Progress

Intervention needed!

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PROJECT REVIEWS

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Define Problem Definition Process Mapping

Measure Gather and Display data

– Time Series Plot– Pareto Chart

Analyze Process Analysis Brainstorming Analyze Cause & Effect

Improve Generate and select

solutions Pilot and implement

solutions

Control Standardize and document Control Charts Evaluating results

DMAIC - The Analysis Methodology

Involve the right people

- 31 -




Define

OutputsProcessInputs

Supp

liers

Cus

tom

ers

SIPOCProject Charter

Business Case

Problem Statement

Goal

Business Case

Project Scope

Roles & Resources

Schedules

CTQ Tree

Driver

CTQCTQCTQ

CTQCTQ

CTQCTQ

Driver

DriverDriver

Need

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Define Phase Project Review

Typical Pitfalls

Project will not get required support

Project scope too large

Defect not defined

Process owner resistance

No team accountability

No benefit or financial estimates

Useful Questions

What is the benefit to the business? How was the Project Scope determined?

What is your plan? What metrics will you use to judge the

performance of the project? How has the Process Owner reacted to the

project? (Sponsor must ensure this is taken care of)

Who is on the team, what do they understand their role to be, how much time will they give?

What approach was used to estimate the process and financial benefits?

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Management Gut Check

Would you be proud to talk about this project at a shareholders meeting? A customer conference?

Does the project have the resources it needs to succeed? Does the team anticipate any barriers to timely completion? Is this project still “a go” as is? Are there any issues, risks or items for decision at this point?

Next Steps When will the Data Collection Plan be ready for review? When will the data collection be completed?

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Measure

Data Collection & Operational Definitions

Gage R&R

Patterns in DataProcess Capability - baseline

SamplingSamplePopulation Data from Gage

Sample 1 2 Xbar Range

Part 1

Part 2

ResultCollectSetup

Time Series Plot

Patte

rns

Date

Cus

tom

er N

eeds

Defects Defects

Too earlyToo late

Completion Time

Lower Specification

Upper Specification

- 35 -




Measure Phase Project Review

Typical Pitfalls

Collecting easy-to-get data, not important data

Problems with data collection –timing, reliability, support

Measurement system not challenged sufficiently

Not confirmed current capability Sample size too small Not ready to move on to Analyze Over-analysis

Useful Questions

How did you decide what measures are critical to understanding the process?

What is your data collection plan? How much data will you collect? Who will do it?

What have you done to assure the validity of the measurement process – especially Gage R&R?

What is the current Ppk level? What is the confidence interval of

your results? Where is the problem? What

indications do you have of the nature of the problem? What is your revised timing plan?

Have you found any „quick hit“ improvements?

- 36 -


Management Gut Check At this point, are you confident that this project will deliver substantial

results improvements in deviations/capability/safety etc?

Is the project still on schedule? Can anything be done to accelerate results?

Is the project still scoped correctly? Does it have enough resources to achieve its objectives?

Has any new information been uncovered which would change the process capability or $$ impact estimates?

Is this project still “a go” as is?

Are there any issues, risks or items for decision?

- 37 -




Analyze

Cause & Effect DiagramsHypothesis Testing

Design of Experiments

Regression Analysis

X Axis

Continuous Discrete

Regression T-test

Paire t-test

ANOVA

Logistic Regression

Chi SquareY A

xis

Con

tinuo

usD

iscr

ete

X (input)

Y (output)

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Analyze Phase Project ReviewTypical Pitfalls

Lack of clear analysis logic

Collected data insufficient; additional data collection prohibitively expensive or discouraged

Jumping to obvious/convenient answers

Analysis ended before all vital Xs revealed

Useful Questions

What was the team looking for when the hypothesis was developed? How did the results of hypothesis testing lead to team conclusions?

How do you know that the evidence you have is sufficient?

If hypothesis testing was not used, how were conclusions determined?

How do we know the conclusions are accurate?

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Management Gut Check

Based upon controlling these critical factors (X’s) at their optimum levels, what would be the potential impact on the problem area? Are these levels realistic? (practical significance)

Are these learnings transferable across the business?

IF “quick hits” have been implemented, have you been able to quantify their impact?

Do you have any resource constraints?

Is the project on track for completion? What is the updated timing plan?

Are there any issues, risks, or items for decision

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Improve

EvaluatingGenerating

Running a Pilot

Y A

xis

A 4

B 1

C 3

D 2

Process Step Potential Failure Mode

Potential Failure Effects

SEV

Potential CausesOCC

Current ControlsDET

RPN

Actions Recommended Resp.

PSEV

POCC

What is the process step?

What can go wrong with the process step?

What is the impact on the customer (the effect on the big Y's)?

How

sev

ere

is th

e ef

fec

to th

e cu

stom

er? What causes the

process step to go wrong--what is the source of the failure?

How

ofte

n do

es c

ause

or

failu

re m

ode

occu

r? What are the existing controls and procedures that either prevent or detect the cause or the failure mode?

How

wel

l can

you

det

ect

caus

e or

failu

re m

ode?

Sev

x O

cc x

Det What are the actions

for eliminating or reducing the

occurrence of the cause, or improving

detection of the cause or failure mode?

Who is responsible

for the action? When should it be completed?

Assessing Risks

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Improve Phase Project ReviewTypical Pitfalls

Trying to improve too many things (lack of focus)

Rushing in the improvements Insufficient resources to implement

improvements Insufficient planning

Lack of buy-in from Process Owner

Lack of political support

Insufficient preparation for Control

Useful Questions

How did you prioritize the improvements to be made?

Do you need a pilot (if not, why not?) Do you have adequate resources to

complete the project? What is your risk analysis for the

improvements? What is you pilot plan?

How will you involve the process owner in the creation of the control plan?

What support or involvement do you need from your local management?

When will the team and you be ready to discuss the control plan?

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Management Gut Check Are any of the new improvements transferable across

the business? Is there a plan for sharing this best practice?

What are the practical implications of the solutions being recommended? (costs, resources, timing, impact, etc.)

Is the timing plan realistic?

Are the improvements attained sufficient? If not, should additional improvements be requested of this team or should a new project be chartered in this same area?

Do you have any resource constraints?

Is the project on track for completion?

Are there any issues, risks, or items for decision?

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Control

Continuous ImprovementControl Charts

Project Closure

Indi

vidu

al V

alue

Mov

ing

Ran

ge

- 44 -


Control Phase Project ReviewTypical Pitfalls

Control Plan not accepted by process owner

Ineffective control plan or reaction plan

No reporting system in place to track improvements

No audit plan established

Useful Questions

Has control been turned over to the process owner? Has he/she formally taken responsibility for it? What have you done to ensure that this is permanent?

Why was the control strategy chosen? What is the Reaction Plan? What training requirements were there?

How will improvements be tracked going forward?

When will the improvement be audited?

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Management Gut Check What are the financial implications of this project?

Are there any spin-off projects?

Do the solutions being proposed represent a corporate “best practice”? If so, what are the opportunities for replication?

What lessons have been learned?

Does the control & hand-off plans being proposed address all of the critical elements that we believe they should?

Will the control & hand-off plan allow the gains to be sustained and prevent re-invention in the future?

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Leadership Team Reviews

Each Project should be reviewed at least twice by the Site Leadership Team Early on – to ensure alignment with priorities and tackle areas where extra

support might be needed When the project is closed

This gives a clear signal that the Leadership Team is committed to the process

Setting the date of the closure review well in advance may help to force the pace!

Normally the GB or BB presents – but it the Sponsor often participates in the presentation too

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How Long Should Projects Take to Complete?

Indicative timings for a ‘home run’ project: Define 4 weeks Measure 6 weeks Analyse 6 weeks Improve 4 weeks Control 4 weeks Total 6 months

Why does it take so long? Projects incur delays at various stages – data collection, data analysis,

availability of people or equipment

What can you do to help? Watch the project progress carefully. Look for opportunities to intervene if lack

of resource is becoming an issue. Few GBs and BBs can do enough on their own to solve these issues.

Make sure that GBs get technical coaching from an MBB or experienced BB

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PROJECT SELECTION TOOLS

- 49 -




Project SelectionWhat Makes a “Good” Project?

• A lot of time can be spent debating whether or not an issue would make a “suitable” CI project

• In general, anything that can be called a “problem” can benefit from the DMAIC approach

• Easily the most important criteria in vetting projects is:

Is it important to the business?

… Adapt the DMAIC process to suit the project(not the other way round!)

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How do you Identify & Prioritize projects

TAC

TIC

AL

ST

RA

TE

GIC

PERCEPTION-BASED FACT-BASED

Driver Trees Process Management

Project ClustersBrainstorming

c us t om er r eques t

new produc t / c us tom er reques t and r equirem ent s s atis fied

c om plianc e r equir em ents s atis fied

Plan p ro d uc tio n

[ R] S iteLog istic sD ire ct o r

M ake an d rele ase pro du c t

[R] AP I Direc to r

Sh ip p rod uc t a n d c on f irm

c ust omer re ce ip t

[R] S it eLo gist ic sDirec to r

O bt ain ma te ria ls a n d a llo ca te

res ou rce s

[R] S it eLo g ist icsDirec t or

k now what t o m ak e and when, plus what res our c es andm at erials

m aterials , labour and pla nt avai lable to m eetpr oduc tion plan produc t avai la ble

for s hipping

m aterials, labour and plant available to meet production plan

produc t available for shipping

Prepare and approve plant docmentation

[R] TechnicalServicesManager

[R] QA Manager

Pre campaign operator training


Configure / prepare plant

[R] OperationalManagers

Ensure materialsare available for

batch

[R] Warehouseand Logistics

Manager

Manufacture batch and approve

documentation

[R] QA Manager

Test the batch

[R] QC Manager

Release batch

[R] QA Manager

proces s and equipment defined, compl iance requirements defined

plant and equipm ent ready for m anufacture

operators readyfor optimal m anufacture

c orrec t m aterials avai lable in the right p lac e at the right tim e

batch avai lable for tes ting

batc h meets speci fications

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Brainstorming

• Pragmatic, fast approach – often a “target-rich” environment• Typical of early efforts in launching Lean Six Sigma• Emphasis on internal knowledge of process - participants know customer and

business needs• Fixing obvious pain points demonstrates that CI can really help people• Can be data or experience-based• Validated with minimal data collection effort

• Driven by customer requirements, competitive analysis and business strategy

• Enables you to pick less obvious targets with greater long-term impact potential

A Valuable Place to Start…

- 52 -


Driver-Tree

• Based on defined strategic, customer and business imperatives• Emphasis on outcomes and exploration of associated cause and effect relationships• Relies on intimate knowledge of business processes and operations• Validated and quantified with data• Supports the development of business and process dashboard

Good for Targeted Early CI Activity…

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Project Clusters

• Involves the identification of multiple, bundled and integrated project efforts involving the same process

• Relies on intimate knowledge of business processes and operations• Validated and quantified with data• Typically these are organized as a Yellow Belt wave with all the projects on a

specific ‘theme’• This makes it possible to achieve dramatic results while keeping the scope of

individual projects narrow

A Focus on Specific Process or Performance Issues

CI activity is focused on the following “Clusters”:• Back order fulfilment time reduction• Seminar Cost reduction• Marketing/Technical Collatoral design cost reduction

Example

- 54 -


Process Management

customer request

new product / customer request and requirements satisfied

compliance requirements satisfied

Plan production

[R] SiteLogisticsDirector

Make and release product

[R] API Director

Ship product and confirm customer receipt


Obtain materials and allocate resources


know what to make and when, plus what resources andmaterials

materials, labour and plant available to meetproduction plan product available

for shipping

materials, labour and plant available to meet production plan

product available for shipping

Prepare and approve plant docmentation


[R] QA Manager

Pre campaign operator training


Configure / prepare plant

[R] OperationalManagers

Ensure materialsare available for

batch

[R] Warehouseand Logistics

Manager

Manufacture batch and approve

documentation

[R] QA Manager

Test the batch

[R] QC Manager

Release batch

[R] QA Manager

process and equipment defined, compliance requirements defined

plant and equipment ready for manufacture

operators readyfor optimal manufacture

correct materials available in the right place at the right time

batch available for testing

batch meets specifications

Understand Your Processes and How they Impact Strategic Goals• Comprehensive approach for building and sustaining

competitive advantage• Basis is understanding how business processes are

performing and how they will impact Strategic Goals• Provides an ongoing framework for identification of CI

opportunities – and tracking their impact• Enables Visual Management and Scorecards• Difficult to implement in the short-term

- 55 -




Project Selection Criteria

• Related to a key business issue• Leadership see it as a high priority• Clear start and end points can be identified• Significant opportunity for improvement exists• The defect or inefficiency can be clearly stated• We can clearly identify customers and get their input• The issue is stated as a “need” not a “solution”• The scope is narrow enough for a 4-6 month project run• The process has a clear owner• The process is not subject to alteration by other initiatives• THE SPONSOR HAS THE ABILITY TO COMMIT TIME AND

RESOURCES

Typical Criteria for a “Good” CI Project Include:

- 56 -


Lean Sigma in Sales & Marketing

• Accelerate launches, POAs• Increase field rep time with physicians• Improve & accelerate training• Improve KOL experience across multiple contact points• Pay vendors on time• Improve reporting processes• Improve targeting process• Simplify & accelerate regulatory and review processes• Reduce inventory of marketing literature• Improve forecasting and reduction of inventory• Accelerate introduction of key medical knowledge to marketplace• Improve medical call center service levels• Improve recruitment, training, on boarding, performance management• Improve pricing scheme effectiveness• Streamline price approval process

Common CI Objectives in Pharmaceutical Sales, Marketing & Medical

- 57 -




PROJECT SCOPING AND CHARTERING

- 58 -


Elements of Project Charter

Project Description

Scope

Goal and Measures (indicators)

Expected Business Results

Team Members

Support required

Expected Customer Benefits

Schedule

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Yellow Belt, Green Belt or Black Belt?

Just Do It and Yellow Belt should be used for relatively simple problems that can be solved with basic tools in a few days.

There is no simple distinction between Green Belt and Black Belt projects


Keep the Scope of the project narrow:

One process

One critical Y / performance metric / specification

If the scope is too small:

The project should finish quickly

If the scope is too large:

The team may be unable to sustain the momentum through to completion

Temptation to produce superficial solutions increases

This is a very common cause of project failure

Dealing with “too large” scope:

Break into smaller projects

Do the most urgent one first… then the next…then the next There is no simple distinction between Green Belt and Black Belt projects

Selecting the Project Scope





Case #1: Maintenance part shortages

The Maintenance team noticed a growing problem when needing to repair or perform scheduled preventive maintenance on the filling and packaging lines.

Critical parts were often not available in the stockroom even though the computers used for inventory control claimed in most cases ample parts should be available. These delays increased downtime which in turn increased missed or late deliveries.

Which Method do you think would be best to tackle this problem?What would be an appropriate way to scope the project?

Method 1 – Yellow Belt - Individual approach, qualitative toolsMethod 2 – Green Belt – part time, general analytical and statistical toolsMethod 3 – Black Belt – full-time, capable of advanced analytical methods



Case #2: Particle Size Distribution (PSD) problems

An API plant’s process capability indices were very low in a recent study. This was no surprise since for years they have had trouble controlling PSD and in fact have many investigations associated with the problem.

It seems everybody in the plant has a theory as to what’s causing the variation and poor capability numbers. The Drug Product plant is very discouraged as they are constantly taking extra measures at their site to do something they believe “should be handled at the API site.” This is a high volume API product that is produced continuously.

Which Method do you think would be best to tackle this problem?What would be an appropriate way to scope the problem?






Case #3: Low Utilization

A plant which makes a commercial product has experienced much higher volumes than Marketing had ever imagined. Second and third production lines have recently been added to increase capacity. The fourth line won’t be available for another 18 months.

Data shows lines 1 and 3 tend to have similar profiles in terms of utilization rates, scrap, etc. However, Line 2 has a much higher rate of downtime. Site leadership is under pressure to speed up the process as best they can to meet demand until the fourth line is up and running.

Which Method do you think would be best to tackle this problem?What would be an appropriate way to scope the problem?


6σ

CI Sponsorship/Champion Training - Atul Goyal · CTQ Tree Driver CTQ CTQ CTQ CTQ CTQ CTQ CTQ Driver...

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