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National Guard
Black Belt Training
Module 54
Sustain the Gain
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CPI Roadmap – Control
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•KPIs/Metrics
• Implement Mistake Proofing
•Control Charts & SPC
• Develop SOP’s, Training Plan, Process
•Standard Operating Procedures (SOP’s)
Controls
•Training Plan
• Implement Solution
•Communication Plan
• Establish Ongoing Process Measurements
•Implementation Plan
• Identify Project Replication Opportunities
•Process Control / Response Plans
• Estimate Final Financial/Operational Benefits
•Visual Process Control Tools
• Transition Project to Process Owner
•Project Replication
• Develop Audit/Response Plan
•Project Commissioning
• Create Final Storyboard
•Storyboards
• Complete Control Tollgate
•Team Feedback Session
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
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Learning Objectives
Comprehend the concepts of:
Process Management
Project Transition
Project Commissioning
Translation Opportunities
The Sustain Gate Review
Project Closeout
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National Guard
Black Belt Training
Process Management
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Maintaining Improvements
Lean Six Sigma and
Design for Lean Six
Sigma are the catalysts
for identifying and
implementing process Design/
Lean
and product Six Sigma
Redesign
For Lean
improvements in your Improvement
Six Sigma
work place
Lean
Six Sigma Process Six Sigma
Process
Management is the Management
management structure
that will maintain the
hard won gains
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Executing Process Management
Identify process owner(s)
Develop initial process management charts
Set up regular, on-going review cycle
Determine criteria for process dashboards
Establish mechanism for ensuring performance to business
goals
Update measures to meet customer requirements
Ensure process stability through “quick response”
Institutionalize
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Process Management Chart – Elements
Process Map
Deployment format is best
Show interfaces to other processes
Use annotation and reference notes
Monitoring
What‟s the measure (not every step)?
What‟s the requirement or standard?
How‟s the data gathered?
Response Plan
How do we take quick action?
What‟s our path for moving to DMAIC?
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Process Management Chart
A Process Management Chart is a comprehensive document
used to communicate and manage a process
Three elements:
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Process Management Chart - Example
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Institutionalization
Promote the necessary cultural attitudes and beliefs
Change systems and structures to drive the new
behaviors
Personnel, Management Information System (MIS),
Training, etc.
Fundamental changes in daily
behavior, attitude and practice that
make the change “permanent”
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Institutionalization (Cont.)
All hard work in a project means nothing if change has not
taken place
Change takes place on three levels:
Political, Emotional, Practical
The price of change is paid for in one of two ways:
During the project with proper planning, securing buy-in from process
owners up, improvements which have beneficial impact to bottom line
OR
After with “Not-Invented-Here” syndrome, confusion, and problems
Identify Stakeholders! These may not be your process
owners
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Timeline For Project Close-Out
8-Step Methodology 2 months after 6 months after
Commissioning Commissioning
‘DMAI’ Phases ‘C’ontrol Phase Meeting Meeting
Transition to Final Close- Transition Final
Process Owner Out Review Result
(Commissioning Meeting Meeting Review
Meeting) (Team Meeting
members)
Process Management
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National Guard
Black Belt Training
Transition to
Process Owner
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Transition to Process Owners
A Control Plan “lives on” once a Belt moves onto a different project
It can include:
Final Charter
Analysis Summary
What was measured?
Root cause summary
Improvements Summary
Revised „To-Be‟ Process Map
Specific solutions, by root cause
Results of Pilot, if done
Resource Benefits Summary
Implementation Plan
Risk analysis
Process control plan
Training plan
Communication plan
Implementation work plan
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What’s In It for the Process Owner?
Part of the planning process (i.e., engaged with the team as
the “process owner”)
Had a neutral party (BB) work as a resource in their
organization for several months
Able to provide essential direction and process knowledge
during project life
Improves their ability to manage the process since BB has moved on
For successful projects, this should make their process more
efficient and improve morale of their department
Act as facilitator for Project Close-out to transition
responsibilities
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Project Commissioning – Project Ownership
Project Commissioning is a transition process with timing and actions
planned to ensure sustaining the improved process performance.
It begins with a Commissioning Meeting to establish timing,
expectations and responsibilities.
It continues with a Transition Review Meeting, usually two
months after the Commissioning Meeting, to review resource
benefits and status of mainstream process improvements
implementation
It then culminates with a Final Results Meeting, usually six
months after the Commissioning Meeting, to review resource
benefits and improved process health
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Project Commissioning – Red Carpet Event
Project Commissioning is the most critical action in the
Control Phase
It is the formal transfer of improvement leadership from
the Belt to the Process Owner (sometimes this is
accomplished immediately before or after the Pilot)
A Belt‟s project leadership concludes with the
Commissioning Meeting
The focus of the meeting is the Process Owner
assuming responsibility for carrying out any remaining
implementation steps and sustaining the gains made
by the team‟s improvement efforts
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Participants in the Commissioning Meeting
The following should be present at the meeting:
Process Owner
The Belt
Project Sponsor
Deployment Director (if available)
Master Black Belt (if available)
Additional attendees (e.g. team members) are at the
discretion of the Belt and/or the Process owner
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Commissioning Meeting Content
The meeting must include a review for agreement
on the following:
Fulfillment of the Project Charter
Activation of the Control Plan
Summary of Recommended Improvements
Include acceptance of improvements by
sponsor/process owner and their implementation
status
Any improvements accepted but not yet implemented
should be assigned an implementation date and owner
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Issue Resolution
Remember that during the Improve Phase, the
Project Sponsor and Process Owner reviewed all
proposed improvements
Issues were identified for resolution
If any issues still exist following the Commissioning
Meeting, the Belt, Project Sponsor, Process Owner,
and Deployment Director will meet to resolve them
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Transition Review Meeting - Example
Purpose
Review two month status of benefits and status of implementation
Agenda
Review benefits realized against forecasted estimates
Progress of implementation and adherence to the Control Plan
under the leadership of the Process Owner will also be reviewed
Timing
Scheduled by the Project Sponsor two months following the
Commissioning Meeting
Attendees
Resource Representatives, Master Black Belt, Project Sponsor,
Process Owner and the Belt
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Final Results Meeting - Example
Purpose
Review six month status of benefits and review process health in
meeting scheduled by the Project Sponsor six months after
Commissioning Meeting
Agenda
Review benefits realized against forecasted estimates
Process Owner will address any implementation issues and report on
process health
Attendees
Resource Representatives, Deployment Director/Master Black Belt,
Project Sponsor, Process Owner and the Belt
Reporting
The Master Black Belt or Deployment Director will communicate the
meeting minutes to the appropriate executives for their information
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Tollgate Checklist – Sustain
Process Performance – Has the Process improvement been
sustained?
Are the KPIVs and KPOVs under control and capable?
Is the Control plan still in place and controlling?
Business Performance – have the results been achieved?
What impact has been achieved?
Is the impact "in control"?
Has any other organizational metric deteriorated since the KPOVs
improved?
What is the demonstrated resource impact of the project as
agreed to by the Resource Manager?
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Tollgate Checklist – Sustain (Cont.)
Project Close Out – Can we close out and certify
the project?
Have all loose ends from the project been addressed?
Does the local Process Owner agree that the project
met all its objectives identified in the Define Phase?
Are there any changes in the process which affect the
original, desired outcome? If so, what are these?
If other factors are affecting the process, does the
process owner agree that on a like-basis, the final
goals of the project were achieved?
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Tollgate Checklist – Sustain (Cont.)
Project Close Out – Can we close out and certify
the project? (Cont.)
Has an appropriate reward recommendation been
submitted?
What new Best Practices were identified during the
Project?
How have the new Best Practices been documented
and communicated?
Has the final technical report been submitted?
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National Guard
Black Belt Training
Replication
Opportunities
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Replication Opportunities
Identify key learnings and data from this project that
may be useful in other areas, or for other projects
Data about upstream process (Input) measures
Data on problem areas outside your team‟s scope, but
important to the organization
Reduction of waste and non-value added activities
Better utilization of resources
Benchmarking information
User requirements
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Replication Opportunities (Cont.)
Use information from pilots:
Best practices
Lessons learned
Cost reduction
Revenue enhancement
Cultural influences
Documentation of “new” process
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Pick One of These Three Projects...
Brainstorm ideas on how to replicate aspects of this project to other
parts of your organization. Does not have to be in the same
organization. Think benchmarking!!
Your project delivered $150,000 of savings by reducing the
number of unsuccessful delivery attempts by identifying their
needs and preferred delivery mode
Your project reduced $100,000 in software spending by
standardizing acquisition processes
Your project reduced rework by establishing owners accountable
to maintain and update data
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Project Replication Template
Replication Project/Best Practice Candidate: This completed project is being submitted as a candidate
for replication. This project has achieved benefits and contains the appropriate level of documentation to
enable another practitioner in another DoD organization to replicate part or all of the project with a minimal
amount of effort vs. benefit, which will provide an additional return on investment to DoD.
Required documentation & benefits before submitting as a replication candidate:
Project Charter
High level Process Map or SIPOC
FMEA or Fishbone Diagram
Implementation Plan
Control Plan and Training Plan
Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT, PCE….)
This project may have replication potential within these DoD organizations:
Organization 1
Organization 2
…
Recommended
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National Guard
Black Belt Training
Project Closeout
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Lessons Learned
Every improvement effort offers a lesson
It is what we do with these lessons that matters
For successful projects, we want to document our
efforts and conclusions to repeat the success
If not successful, we want to document what went
wrong to prevent repeating the same mistakes
The availability of this type of information can greatly
accelerate future efforts
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Final Project Analysis
Primary purpose is to identify what aspects of the project
went well, what went poorly, and what needs improvement
The end of a project offers a window of opportunity to learn
from the many things that went right and wrong over a
project‟s duration
Unfortunately, many firms they do not take full advantage of this
opportunity
Research indicates that post-project review activities play an
instrumental role in feeding forward learning and improving
overall project performance
Secondary purpose is to provide closure to a project
Source: Harvard Business School “Learning from Projects:
Note on Conducting a Postmortem Analysis”, Sept 1999
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The Project Close-Out Meeting
Takes place after the project is complete
Most projects never quite finish, but most projects do have a point
when the majority of participants feel like they are “done” – don‟t
wait too long
Length: 1-8 hours
Who Should Attend?
Everyone who was involved in the project
If inviting everyone makes the group too large, consider having
mini-meetings with people who worked on specific parts of the
project. Representatives from each of these meetings can then
attend the final close-out meeting
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Project Close-Out Meeting (Cont.)
Assign a Facilitator
A neutral person – ideally someone who was not involved in the
project and has no reason to be involved in the discussion
This person will be in charge of the process to make sure:
People stay on topic
No one is personally attacked (keep comments constructive)
The agenda items are covered
Everyone is equally involved in the discussion
Time is watched closely
Assign a Recorder to capture all discussion on flipcharts
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Final Project Close-Out Meeting Prep
Prepare an Agenda with Time Limits
Agenda items
Reconstruction of the timeline for the project, the team members,
and percentage of their time contributed to the project, project
metrics
Listing which aspects of the project went poorly
Suggesting what should be done differently for future projects
Listing what went well
Brainstorming recommendations for future projects
Distribute Pre-Work at Least One Week Prior to the Meeting
Agenda with instructions to prepare for each agenda item
(e.g., tasks and duration, what went poorly, what went well)
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Final Project Meeting
This information can likely be generated ahead of
time and posted for review
Project Timeline
Tasks and responsible team members
Percentage of time required to complete tasks
Project metrics
Output represents good project closure information
Discuss what went right and what could have been
done better
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Project Close-Out Meeting – Next Steps
Document the meeting
Include all the information recorded during the
meeting
Before publishing the document, give everyone
involved a chance to review and propose changes
Publish and distribute the document
This can be also used to transition to Process Owners
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Keys to a Successful Project Close-Out
Be Inclusive
Include all disciplines, participants, and stakeholders
Be Self-Critical
Participants should check their egos at the door. The postmortem
will find “flaws” with processes and team members who executed (or
failed to execute) aspects of the project
Be Professional
Discussions should cover a broad range of team issues and dynamics,
including process and service issues. However, it should not under
any circumstances become personal.
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Keys to a Successful Project Close-Out
Be Factual
Documentation and data should be included in both the discussions and
in the final report. Future projects will find it valuable to learn from
project metrics and other project management data. The postmortem
provides a good process for gathering that information and including it in
the report.
Be Brief
Suggestions and commentary in the final report should be brief and
agreed to by broad consensus. Although dozens or more issues will
surface during the postmortem process, the next project will benefit more
from a small number of very specific suggestions.
Find Incentive for Team to complete lessons learned/final
meeting close-out as this is a critical part of CPI learning
Celebrate!
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Future Projects Template
Based on the outcome of this project, the following is a list of “possible
areas of concern” and will result in LSS Projects.
PQDR Process
- Example -
QAR Surveillance Process
QAR Training Process
MRB Corrective Action Process
NDT Process
Optional Deliverable
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Takeaways
Now you should be able to
Explain Process Management
Describe how to Transition to Process Owner(s)
Describe what is involved in Project Commissioning
Describe what Translation Opportunities are
Describe the Sustain Gate Review
Explain what is meant by Project Closeout
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What other comments or questions
do you have?
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