TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
-
Upload
roberto-galina-ortiz -
Category
Documents
-
view
220 -
download
1
Transcript of TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
1/56
RK
2.01 Lean Six SigmaDefine Phase
Six Sigma
Green Belt TrainingGreen Belt Training
TransactionalTransactional
-- Week 2Week 2 --
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
2/56
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
3/56
- 3 -
Lean Six Sigma
Define Phase
1. Define PhaseOverview
Version 2.1
6 November, 2006SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
4/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 4 -
DMAIC Roadmap
Celebrate
Control Plan
Design of Experiments
Hypothesis Testing/Confidence Intervals
Multi-Vari StudyCapability Study
Statistical Process Control
Data Collection & Sampling
Measurement Systems Analysis
Potential Failure Mode and Effects AnalysisCause & Effect Matrix
Value Stream Map
Voice of Customer (SIPOC)
Rolled Throughput Yield
Process Map
Project Charter ControlImproveAnalyseMeasureDefine
Six Sigma Methodology and Roadmap for Common Tool Usage
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
5/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 5 -
Define Phase
Define the Problem
Identify the Customer
Select Output Characteristic and Identify Key Process Input and
Output Variables and Graph Performance
Outline the Financial Consideration of the Project
Develop High Level Process Map
Scope Project and Outline Scope on Process Map
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
6/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 6 -
Define Phase
Purpose
To obtain a clear understanding of the problem to be addressed
To define the problem and parameters and to establish well defined
boundaries
To identify the input and output variables
To develop roles, responsibilities, process steps, goals and milestones
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
7/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 7 -
Define Phase
Deliverables
A well defined problem statement, objective and improvement metric
- project charter
Identification of the process or products customers
A Y/X diagram or similar graphic to outline the relationship between
the input and output variables
A primary metric trend chart indicating performance
A high level process map
A project scope including designation on the process map
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
8/56
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
9/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 9 -
Objectives
Review of importance in selecting good Six Sigma projects
Process to select Six Sigma projects
Includes:
-Process for idea generation
-Sorting for good Six Sigma projects
-Prioritising
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
10/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 10 -
Project Identification
Source of inputs for Six Sigma projects:
Link to the SKF Business strategies;
-10 % operating Margin
-6% sales growth
-4Z: (* Zero Defects, * Zero Broken Promises, * Zero Accidents, * Zero Lossmaking businesses)
-Beyond zero (sustainability)
Other targets/activities from Business Plan/Scorecard
Voice of Customer (VOC); e.g. satisfaction review
Audits/Reviews
Ideas individuals; Sponsors, Managers and other employeesSpin off effects from other projects
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
11/56
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
12/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 12 -
YnY2
Delivery Service
Y3Reduced cost
Y4Profitable Growth
Y1Improved quality
Y
Y2,3,1 Y2,3,2
Y2,1 Y2,2 Y2,4Y2,3
X2,3,2,3Reduce Cycle Time
from idea conceptionto new product
Reduce Cycle Timefrom idea conception
to new product
Reduce Cycle Timefor marketing of
new product
Reduce Cycle Timefor marketing of
new product
Reduced Cycle timefor Time to Market
Reduced Cycle time
for Time to Market
Specific SixSigma projects
Specific SixSigma projects
X2,3,2,1 X2,3,2,2
Six Sigma Project Identification
Root CausesRoot Causes
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
13/56
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
14/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 14 -
Six Sigma ProjectsContinues Improvements,
Ground fruits
Other Projectswhere Six Sigmais not suitable
Project Difference in Complexity
$ $ $ $$
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
15/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 15 -
Look for the Right Metrics for Projects
Sigma Level
Rolled Throughput Yield (RTY)
Defects
Scrap & Rework
Inspection time
Broken promises Capacity or Cycle Time
Customer Satisfaction and Warranty Costs
Supplier Quality
Overtime
Expedited Freight
...
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
16/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 16 -
Elements of a Six Sigma Project
Project Statement
-Describe, in detail, the problem (defect) that the business wants to solve andwhy it is a problem
-The problem statement should also include the baseline data and statistics
that support the justification as a project
Process Deficiency Basis
-Is the problem caused by defective process (Common Cause or SpecialCause)
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
17/56
RK
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 17 -
Elements of a Six Sigma Project
Clear Objectives
-Describe, in detail, the objective of the project and, what and how thebusiness experts to improve as a result of completing the project
Reduction in costs
Improved quality
Improved Product/service on-time delivery
Is the required data/measurements available? Can a measurement
system be implemented?
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
18/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 18 -
Elements of a Six Sigma Project
Reasonable Scope
-The project should be scoped for completion in approximately 6 months tomaintain momentum and enable correction with training (less than 4months for GB).
Return on Investment
-Describe, in detail, the calculation basis and assumptions for the projectssavings goal.
-Projects with lower potential returns should be calculated as potentialfuture Green Belt project
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
19/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 19 -
Elements of a Six Sigma Project
Well Defined Ownership
-Project teams must be comprised of all significant process experts.-Managers with fiscal responsibility for the focus process area must be
ultimately responsible for the project implementation.
Management Commitment (Resources)
-Is the budget available to support capital required expenditures?
-Are necessary team members available in the time frame of the project?
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
20/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 20 -
Project Categories Based on Complexity
S
I
X
S
I
G
M
A
Examples of projects thatare too big and too complex
for Six Sigma are: a new factory acquisitions
Continuous improvements,e.g. Five Whys Five S , QITs
Less complex problems andimprovement projects, following
DMAIC roadmap led by Green Belts
Improvementprojects, followingDMAIC roadmapled by Black Belts
If the actual task istoo complex for this
level, it should bemoved to next level
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
21/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 21 -
Projects Type
Start with your customer!
External Driven Projects (one who receives finished goods)
Reactive to customer concerns / complaints
Proactive to customer desires (strategic projects)
Internal Pain Projects (next process operation)
Result from not doing things right the first time, poor system design,poor information flow, poor work flow systems
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
22/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 22 -
Example of Manufacturing Projects
Conformance to external customer use specifications;
-Warranty reduction, customer satisfaction projects to ultimately improveprofitability
Conformance to internal product specification;
-Most products have manufacturing standards to meet (often related torework and scrap) to reduce cost
Operational efficiency;
-Processing time, material usage, equipment and facility usage to reduce cost
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
23/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 23 -
Example of Administrative Process and
Service Operations Projects
Internal Business Processes (payroll systems, mail systems,
accounting systems)
Order System Processing (internal processing time, errors, amount of
rework)
Application Processing (internal approval process)
IT Systems (information flow, complaints)
Human Resource Management (staffing, training, benefits analysis)
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
24/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 24 -
Example of Customer Transactional Projects
Call Centres (response/ resolution time)
Ordering Systems (order time to delivery, order accuracy)
Hospital Systems (patient flow)
Human Resource Management (customer service training)
Retail Services (wait time, customer satisfaction)
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
25/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 25 -
Project Selection Process
This entire process is recommended, especially for the first Six Sigma
projects
Leaders new to selecting Six Sigma projects should consider coaching
from Champions and MBBs
Tip: First Six Sigma projects tend to need re-scoping as Belts andLeaders gain experience
Scoping is the process in which some projects should be expanded,
and some will need to be divided to close on time
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
26/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 26 -
InputCreate Project
Ideas ListAssure the linkage to
the Business Strategies
Review with
the "Filtering
questions"
Pass
Nopass
Not typicalSigmaProjects
Prioritise theideas
Create a draftProject Charter
Six SigmaProject
Hopper
PotentialProjectsHopper
Assign Sponsorand Belt
Finalise theProject Charterbuilt on a SIPOC
Verify scopeand approveproject start
Run
project
Six Sigma Project Identification and Selection
Detailed process reviewedin Sponsor Training
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
27/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 27 -
Excerpt from Project CharterExcerpt from the Six Sigma Charter to remind us all Six Sigma projectsshould improve one of the major drivers (10, 6, 4Z, Beyond Zero).
K
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
28/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 28 -
Prioritise Using the
Simply list all of your sorted projects and sum the
leaderships votes to help in prioritising.
Weight 10 10 10 10 10 10 10
Criteria Category
Project Ideas:
State the Problem
Existing
Six
Sigma
project?
Project
Ranking Strategic gap
Strategic
or
important
customer
need
Sales
impact or
growth
potential
Improves and
develops Core
Product or
Service Offering
Improves or
develops
Core
Competency
TVA
impact
BOI impact
(annualized)
Strategic Business Fit Financial
10 10 10 10 10 1 10 1 10
Zero
Accident
impact
Broken
Promises
Zero
Defects
Zero Loss
Businesses
Scopable
to achieve
in < 6
months
Data
available or
possible to
validate
Probability
of success
Belt
available
Causes and
solutions
unknown or
not validated
SolvabilityStakeholder
K
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
29/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 29 -
Project Prioritisation Matrix
Project Prioritization Matrix FILTERS Prioritizations from: 1(low), 3 (medium), 9 (1 2 3 4 5 6 1 2 3 4 5
STRATEGIC(link
toSc
orecard)
VALUEFOR
CUS
TOMER
GIVE
SAPROFIT
EAS
YTOD
O
(upto4-6months)
HIGH
PROCESS
FREQUENCY
No. 1.3 1.5 1.5 1.3 1
2
Steering Seal Optimization
(zytel parts) N N Y Y Y N 9 6.429 9 2.714 9 47.37
5
Eliminate rework of
phosphated stampings at
satellite plants N N Y Y Y N 9 3 9 4.429 9 44.46
4 Curl Design change N N Y Y Y N 5.57143 3 3 9 9 36.94
1
Increase FTY/decrease cost
for new product tools N N Y Y Y Y 0 0 0 0 0 0.00
3 Crankshaft Seal Optimization N Y Y Y Y N 0 0 0 0 0 0.00
6 0.00
7 0.00
8 0.00
9 0.00
10 0.00HINTS FOR PROJECT SELECTION:
1) Problem not to simple to solve
2) Try to formulate title starting with word: " Improve" or "Decrease "
4) Do Project Priority results fit with gut feeling ?? >>>>>>>>> IF NOT - RECHECK THE SCORING
3) For the first (learning) projects select to improve something what is: easy to measure with (preferably)
continuous data, and easy to collect the data
PROJE
CT
PRIORITY
Solution
/rootcause
Known
orsolutionis
easyto
implement?
Problem
beingaddre-
ssedelsewhere?Y/N
Project
address
strategi
carea?Y/N
Newpro
duct/pro-
cessor
service?Y/N
TotalSavings/Benefit
meetst
hetarget?Y/N
Processunderour
control
Y/N?
Project Name
Criteria
Hard Soft
193,754$
not
estimated
216,174$ $55,000
75,000$
not
estimated
84,456$
not
estimated
38,266$
not
estimated
SAVINGS
ESTIMATION / YEAR
FOR PRIORITIZED
PROJECTS(in $ U.S)
K
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
30/56
RK
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 30 -
Six Sigma Critical Success Factors
If the projects arent important
Management is reluctant to dedicate resource &
time
and results wont happen
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
31/56
- 31 -
Lean Six Sigma
Define Phase
3. Project Scoping
Version 2.16 November, 2006
SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
32/56
R
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 32 -
Project Scoping
Project scoping has been one of the largest areas of opportunity
within many organisations Six Sigma deployment efforts
Issues have cantered primarily around over scoping the Six Sigma
Belts initial projects
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
33/56
R
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 33 -
Project Scoping
Project Sponsor Primary Lead
Six Sigma Belt Secondary Lead
The Project Sponsor has the ultimate responsibility in effectivelyscoping a project however the Belt has a vested interest and should
be included in the process
Responsibility for Project Scoping
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
34/56
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 34 -
Project Scoping
Project Sponsor Primary Lead
Six Sigma Belt Secondary Lead
Experienced Black Belts
Master Black Belts Deployment Champion
The Project Sponsor and Belt should use their availableresource pool in scoping projects
Support for Project Scoping
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
35/56
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 35 -
Project Scoping
Issue with Large Scoped Projects
Additional Time Required to Close Project
Tangible cost of deployment
Intangible costs increase
World Peace
Boil the Ocean
World Hunger
Narrowing the Scope
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
36/56
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 36 -
Project Scoping
Higher material costs
Higher labour costs
Frustration due to lack of progress
Diversion of manpower away from
other activities
Delay in realisation of projectbenefits
Team member turn-over
Lower project closure rates
Decline in the confidence of the Six
Sigma programme
Tangible cost of deployment Intangible costs increase
Narrowing the Scope
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
37/56
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 37 -
Project Scoping
Small Projects
Larger Projects
Small Projects
Small Projects
Small Projects
Larger scoped projectsshould be broken down
into a number ofsmaller projects
Any project that is scheduled to take longer than six months tocomplete should be broken down into smaller subsequent projects
Narrowing the Scope
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
38/56
Version 2.12006-02-24SKF/AIT
Six Sigma Green Belt Training,2.01 Lean Six Sigma DefinePhase
- 38 -
Project Scoping
Tools Used for Scoping a Project
Y=f(X) Diagram
High Level Process Map (SIPOC)
Value Stream Mapping
Cause and Effect Diagram (fishbone)
Cause and Effect Matrix
Pareto Chart
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
39/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 39 -
Project Scoping
Tools Used for Scoping a Project
Y=f(X) Diagram can be used to progressively uncover the deeper
relationship between an issue and its constituents
The relationships are continually uncovered until a factor is identified
that would serve as an adequate scope for a Six Sigma project
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
40/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 40 -
Project Scoping
Y = X1 + X2 + X3 + X4
Y = X1 + X2 + X3 + X4 + X5
The taste of a glass of lemonade is dependent on: X1 the type of lemon ingredient X2 the amount of sugar added
X3 the type of water added X4 the amount of ice added
The type of lemon ingredient is dependent on: X1 if it was from fresh squeezed lemons
X2 if it was from liquid concentrate lemons X3 the it was from powder concentrate lemon
A fresh squeezed lemon are dependent on: X
1 where the lemons are grown
X2 how the lemons are transported X3 age when squeeze X4 how the lemons were squeezed X5 if pesticides where used when growing
In this example an adequately scopedproject may deal with the process forhow the lemons are squeezed asindicated by the circle around X4
Y = X1 + X2 + X3
Reference: Ford Motor Company ConsumerDriven Six Sigma Project Guidebook
Y=f(X) Diagram Example - Lemonade
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
41/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 41 -
Project Scoping
Tools Used for Scoping a Project
High Level Process Map outlines the boundary area for a project
scope
The area addressed by the scope in a process map is circled
If the circle encompasses a large process area or if there is more than
one circle in separate areas of the map ... The project may be over-
scoped
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
42/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 42 -
Project Scoping
BusinessProcess
(Strategic)
BusinessProcesses
SIPOC
DetailedSub-process
Map
BusinessDevelopment
Sales Underwriting Contracting Customer Service
Terms Docs Neg Close
Underwriters
SS
(ext.) Customers
(int.) Cust. Service Dept.
CC
Process Mapping Example
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
43/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 43 -
Project Scoping
Tools Used for Scoping a Project
Cause and Effect Diagram (fishbone) can be used to outline the
boundary area for a project scope in the same manner as the process
map however with respect to causes instead of process steps
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
44/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 44 -
Project Scoping
Tools Used for Scoping a Project
Pareto Chart can be used to break down a project scope using
numerical data the Pareto chart is typical used in conjunction with
one of the above methods to select the area of focus
If the potential scope encompasses several bars on the Pareto chart,
the project may be over-scoped
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
45/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 45 -
Project Scoping
Refining the Scope
After data is collected in the measure phase it may be required to go
back and refine the scope and redefine the project specifics
Define
DataRe-scope
If re-scoping is required the projectcharter should be revised
Measure
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
46/56
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
47/56
RK
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
48/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
- 48 -
Write Project Charters for Project Hopper
For projects chosen that require a Six Sigma resource
If variation is the likely cause - choose Six Sigma-If the cause of the problem are waste, long lead time, long set-ups,
consider using lean approach or a combination of lean and Six Sigma.
Using the Sponsor, Belt, and others if necessary
Recognising that further development of charter will be required bythe Sponsor and Belt
Note: Controller is necessary and critical for successful project savings - Involvethe Controller from the start to estimate all potential savings
RK
j i i
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
49/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 49 -
Project Descriptions and Charters
A REQUIREMENT for Belts to enter Six Sigma training!
Must have metrics identified PRIOR to training
NOTE: A Belt can enter training with multiple projects!
NOTE: A charter is a requirement to begin a Six Sigma project
RK
Ch k f A bili
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
50/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 50 -
Check for Accountability
Personal Level
Each Belt, Sponsor, and Business Leader must be held personally
accountable for the success of the project
Reflected in performance review criteria
Business Level
Sponsor accountable for the project closure at goal
RK
P j t Ch t El t
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
51/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 51 -
Project Charter Elements
Project Title and General Information
1. Problem Statement
2. Process Impacted
3. Benefit to Internal and External Customers
4. Benefit to the SKF Business
5. Constraints
6. Project Scope
7. Goals - Metrics
8. Project Costs
9. Milestone Chart/Schedule
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
52/56
- 52 -
Lean Six Sigma
Define Phase
5. Project Management
Version 2.1
6 November, 2006SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase
RK
P j t M t
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
53/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 53 -
Project Management
Keys to Successful Project Management
Project Charter
Milestones from Project Plan - Belt Gantt chart
Weekly schedule reviews
Formal toll gate review process
RK
Project Management
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
54/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 54 -
Project Management
Project Plan
Every Belt project should have a detailed Gantt chart
The completion of DMAIC phases should be outlined as milestones
Work Breakdown Structure (WBS) of the Six Sigma Road Map should
be developed, based on experience and similar projects, for eachphase
Gantt chart should be used to manage the daily control of the project
and to make decisions
RK
Project Management
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
55/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 55 -
Project Management
Weekly Schedule Reviews
Sponsors review of the Belts projects in their area
30-60 minutes in duration
Used to monitor all continuous improvement activity within an area
Road blocks should be reviewed
GYR (green-yellow-red) format used to identify projects requiring
additional help
G = ok, Y = team has correction plan in place, R (or Y on consecutive
weeks) = requires separately scheduled supplemental Sponsor project
review
RK
Project Management
-
8/13/2019 TGB2.01 Lean Six Sigma Define Phase Rev RK 20060224
56/56
Version 2.1
2006-02-24SKF/AIT
Six Sigma Green Belt Training,
2.01 Lean Six Sigma DefinePhase- 56 -
Project Management
Formal Tollgate Review Process
Typically performed on monthly or as needed basis
Review performed by Sponsor and Master Black Belt
Approval required at the end of each phase for the Black Belt to
continue on to next phase
Review of goal / purpose, deliverables, relevant tools for each phase
Key questions guide review