Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
International Business Environments and Operations 16th Global Edition test b...
Six sigma green belt project roadmap in 10 deliverables 2013 07
1. Six Sigma Project Roadmap for
Green Belts
Job Aid created by
Francisco Pulgar-Vidal, fkiQuality
fpulgarvidal@fkiquality.com
7/18/2013 Copyright fkiQualityLLC 2012 1
2. The Need for a SSGB Route Map
• Many companies and programs teach six sigma but fail to
coach.
• As a result, potential green belts do not complete a project,
fail to practice the theory and do not become certified.
• This route map aims to provide direction one basic deliverable
at a time.
• These 10 deliverables are the bare minimum to learn to use
six sigma at the green belt level.
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3. SSGB Project Route Map
•Quantified
objective
•Team
identified
•Signed by
sponsor
1
Project
Charter
•What you
observed
•End to end
•With issues
mapped
2 Current
Process
Map
•Duration
•Errors
•Cost
•8 Wastes
3 Current
Perfor-
mance
•Ask 5-why’s
•Deliver quick
wins
4
Fishbone
Potential root
causes
quantified
5
Scatter-
diagram
•Future
process map
•Roles
defined
•Forms &
tools
6
Counter-
measures
•Updated
solution
•SOP
7
Pilot
•KPI’s
•Targets
8
Future
metrics
•Communicat
ion plan
•Training
plan
9 Sustain
the
solution
Dollarize new
performance
10
Financial
impact
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Define Measure Analyze
Improve Control
Continuously
Improve
4. DMAIC Route map
• DMAIC is a route of discovery and improvement
• From an annoyance to a real business problem - Define
• From a worthwhile problem to a deep understanding of why it
is happening – Measure and Analyze
• From understanding to finding a countermeasure
• From a tested countermeasure to a higher standard of work -
Improve
• From a new standard to an established practice - Control
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5. DMAIC Route map - Define
• Aim to solve a problem for which you do not know the
solution
• If you know the solution already, go and implement it:
– Apply project management
– Use organizational change management
– Six sigma is not the method of choice
• Still, you will benefit from using these six sigma tools:
– Standards (SOP) to define the new procedures, targets, roles,
forms/tools and technology
– Metrics for key variables (KPI’s) and targets
– Control system to know how to respond to performance changes
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6. Define – Project Charter
• Every problem impacts a customer – get them to express how
they feel about outcomes – the customer pain
• Go see the process and ask those in charge of it what is not
working – the process pain
• “Size the prize”: quantify, dollarize the opportunity – the
business pain
• Assess how much of the opportunity you can address in this
project:
– Greenbelts seek a realistic goal for 90 days
– Blackbelts seek to fix the process end-to-end
• The scope is based on the goal
• The team is based on the scope – ensure complete coverage
and adequate sponsorship
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8. Define – SIPOC Diagram
• The way to understand the problem starts with identifying the
process where things seem to go wrong (SIPOC)
• Schedule a workshop with team members representing the
process end-to-end
• Identify the outcome of the process – when is it done-done?
• List the main tasks needed to produce the outcome:
– Do not go into details or special cases
– No more than 7 tasks
• What are the outputs produced by each task? Who uses these
outputs?
• What inputs are needed by each task?
• Which task or organization supplies the inputs?
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10. DMAIC Route map - Measure
• Create a detailed process map to place failures in context
• Measure or estimate by how much things go wrong – update
charter
• Find out what more you must know to fully describe the
problem (key indicators)
• Plan to measure key indicators: how, where, when, who will
help you
• Collect data as per the plan above
• Focus on the most damaging failures (Pareto)
• Determine whether the process is predictable (is in control)
• Assess whether the process does what it needs to do well (is
capable)7/18/2013 Copyright fkiQualityLLC 2012 10
11. Measure – Swimlane Diagram
• Create a detailed process map (from SIPOC to swimlane)
• Highlight the tasks where things go wrong
• Describe what goes wrong
• Measure or estimate by how much – update charter
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13. Measure – Data Collection Plan
• Select key performance indicators to measure how serious is
the problem:
– Select output measures that customers care about: critical-to-quality
metrics (CTQ)
– Select process measures that directly impact the CTQs
– Select input measures that feed directly into critical process steps
• Plan to measure key indicators: how, where, when, who will
help you
• Collect data as per this plan
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15. Measure – Pareto Diagram
• Confusion at the start of a project makes all problem signals
seem important
• Use to sort the most damaging problems
• Use to scope the project and use resources wisely
• Look at data from multiple angles (by location, by product
type, by client category, …) to create Paretos of the tallest bars
• Use to select problems for further analysis with fishbone and
statistical methods
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17. Measure – Control Chart
• Determine whether the process has predictable outputs –
that is, whether it is in a state of control or not
• Create control charts for the CTQs
• Use rules to find special cause variation or common cause
variation
• Special cause variation makes a process instable and the
project team must seek a way to deal with it right away
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19. DMAIC Route map - Analyze
• Identify the most damaging issue (from Pareto)
• What you have measured so far are outcomes: what caused them?
• Suggest relationships between outcomes, process and inputs
(fishbone diagram)
• Measure process indicators that result in bad outcomes
• Measure the inputs which could cause the process to falter
• Follow the numbers to confirm relationships between outcomes,
process and inputs
• Run a workshop for above tasks:
– Process maps – where things go wrong?
– Measures – how badly things get?
– Fishbone –why did the issue happen? And organize your ideas
– Pareto – confirm with data
• Share findings with sponsor and/or champion and ask for support
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20. DMAIC Route map - Improve
• Identify in the fishbone things to change right away (quick
wins): your team knows how to fix it, you have the authority
to fix it, no technology is needed
• Have a workshop (kaizen event):
– Fishbone – how will we fix the issue? And organize your
ideas
– Countermeasures – organize all components: procedures,
forms/files, measurements, associate training
– Try it – observe what went right or wrong
– Fail-proof – how to make it impossible to err again? And
update countermeasure
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21. DMAIC Route map - Control
• Establish measurement discipline: what to measure (metrics
for output, process, input), who will do it, how often, what to
report, to whom
• Define corrective action when execution fails – PDCA
• Document countermeasure, metrics and corrective action in a
new standard
• Share with sponsor/champion and get support to deploy new
standard to the target community
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22. Get Your Winning Attitude
• Not knowing what really happens breeds wild theories – first
explanations are mostly incorrect, listen to:
http://www.freakonomics.com/2012/01/24/how-to-get-doctors-to-
wash-their-hands-visual-edition/
• You think a report tells the whole story? – go see what’s
happening and be surprised
• Try multiple times – plan a change, do it, measure the impact,
learn from it
• Do not work alone – activate your sponsor and team
• Better training or more communication alone are fake
solutions – instead, fail-proof your proposed solution
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23. Coaching Session Guidelines
• Your coach or a willing colleague should challenge you weekly
with these questions.
• Content:
– What have you done since last meeting?
– What are you going to do this week?
– Which obstacles could stop you?
• Support:
– What can your coach do?
– What can your champion do?
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