Lean Six Sigma: Yellow Belt Advanced
Process Definition Worksheet
Objective : To specifically define the scope of the process being studied
Process Name:
The Process Starts with:
The Process Ends with:
The Process includes:
The Process excludes:
Connecting Process:
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
SIPOC Diagram Worksheet
Suppliers Inputs Process Outputs Customers
Requirements Requirements
Providers of the Resources required High level description of activities in the Deliverables from Anyone who receives a deliverable from
required resources to by the process process. the process the process.
the process
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Managing Perceptions of Quality
Think of a customer contact point associated with a service you currently provide
to a customer(s).What experience will result in a satisfied customer?
Service : .
Quality Dimension Customer Requirements/ Quality Service Standards
Reliability
Assurance
Tangibles
Empathy
Responsiveness
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Using RATER to Design Service Processes
What supporting operational infrastructure/capability will need to be provided to
consistently deliver the desired customer experience?
Supporting Operational Infrastructure/Capability
Quality Dimension Process Technology
People
Reliability
Assurance
Tangibles
Empathy
Responsiveness
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
DMAIC Process Storyboard
PRE-DMAIC DEFINE MEASURE
Objective: To allocate a project worth Objective: Define the Problem/Opportunity, Business Objective: Identify and implement the measures required to establish
doing to a capable team. Case, Customers & Customer Requirements, and Process. baseline performance and quantify the opportunity.
Team charter Key Steps:- Cause and Effect Diagram
Key Steps:- Key Steps:- Process Map Run chart or
Identify opportunities Determine what to Measure Pareto Chart
Develop Business Case control chart
Select project Understand the Measures
Develop Project Charter
Select team Understand Variation
Understand Customer Requirements
Allocate to team Assess Current Process
Understand the Process.
Performance
Output: Project selected, team selected, Output: Business Case, Project Charter, Work Plan, Problem Output: A quantified picture of the current process performance
project allocated to team. Definition, Measurable Customer Requirements, Process Map (current state) and problem impact.
ANALYSE IMPROVE - I : Generate Potential Solutions
Objective: Identify and verify the root cause(s) of the problem. Objective: Determine possible solutions that will address the identified root cause(s) of
Cause and Effect Diagram the problem. Key Steps:-
Key Steps:- (Fishbone)
Analyse Data Checksheet Potential Solutions Generate potential solutions Action Plan
Analyse Process Assess potential solutions Step 1
Step 2
Determine Potential Root Causes Select preferred solution Step 3
Step 4
Step 5
Form & Test Hypothesis Pareto Chart Test/Pilot preferred solution Step 6
Verify Root Causes Develop implementation plan
Output: Root cause(s) identified & verified Output: Preferred solution or countermeasures
IMPROVE - II: Implement and Check CONTROL - Standardise FUTURE PLANS
Objective: Implement the preferred solution. Confirm that the Objective: Prevent the problem and its root Objectives: Review team effectiveness, plan to
problem and its root cause(s) have been reduced or eliminated. cause from recurring. Flowchart address remaining issues and institutionalise the
Standard
Before Key steps:- Key steps:- procedure learning.
Implement preferred solution Standardise the solution Key Steps:- C D
After
(standards & procedures) Review remaining project
Verify effectiveness opportunities I 6 M
Apply comparative methods if Develop and Implement
PMCS Review other applications A
necessary. Review learnings
Document project
Output: Recommendations for future projects &
Output: Confirmation the best solution to eliminate the problem & its Output: Solution embedded and “routinised” in improvements to team processes. Project
root cause(s) has been implemented. relevant process, procedures and standards. documentation and learnings “pack”
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
DMAIC Process Storyboard
PRE-DMAIC DEFINE MEASURE
ANALYSE IMPROVE - I : Generate Potential Solutions
IMPROVE - II: Implement and Check CONTROL - Standardise FUTURE PLANS
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Problem/Opportunity Theme Statement
Project Title:
What is the area of concern? What first brought this problem or opportunity to the
attention of your business?
What impact has this problem already had? What evidence is there that it is a problem
worthy of attention?
What will happen if the business does not address this problem?
Summary problem statement (summarise the above in a concise statement).
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Improvement Project Charter
Project Title
Process Expected Financial Impact
Green Belt Telephone Number
Process Owner Organization/Function
Start Date Target Completion Date
Problem/Opportunity What is the Problem to be solved or the
Definition opportunity this project will exploit.
Objective Improvement target, impact on Sigma,
COQ/COPQ and Customer Satisfaction
Business Case What improvement in business
performance is expected. $ impact and by
when.
Team Members Who are the team members and key experts
to be consulted.
Project Scope Which part of the process will be
investigated
Customer Benefit Who are the final customers. What
benefits will they see and what are their
most critical requirements.
What are key milestone dates for Define completion
Schedule completion of each stage. Measure completion
Analyse completion
Improve completion
Control completion
Project Completion
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Customer Requirements Statement
Customer: Outputs:
Customer Requirements Measure Target Importance Customer Priority
to Customer Satisfaction Rating
(Importance x
Satisfaction)
What is this customer’s major complaint? What issue would they want us to
work on?
Ranking Scheme
Importance to customer: 1 = Nice to Have, 2 = Important, 3 = Critical, Must Have
Customer Satisfaction: 1 = Very Satisfied, 2 = OK. Could be better, 3 = Unhappy, Must be improved
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Check Sheet
Category Tally Frequency
1
2
3
4
5
6
7
8
9
10
11
12
Total
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Fishbone Diagram
People Procedures
Equipment/Systems Materials/Environment
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Potential Solutions Matrix
Cost Ease of % of problem Overall
Potential Solutions
Ranking Implementation it fixes Ranking
Scale: 0 = None, 1 = Low, 3 = Moderate, 9 = Strong
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
DMADV Process Storyboard
TEAM FORMATION DEFINE MEASURE
Objective: Define Opportunity/Gap, Customer Requirements, Objective: Establish current/baseline performance or process and
Objective: Select process for Design/
and Process. Project charter quantify customer requirement.
Redesign and project team. Process
Key Steps:- Key Steps:-
•Select Process for Design/Redesign •Quantify customer requirements & CTQ’s
•Project Charter and Business Case Process
•Measure Current Process Performance
•Understand the Process •Understand Variation
•Understand Customer Requirements •Assess Process Capability
•Develop project plan
Output: Process and Team selected Output: Project Charter, Customer Requirements, Process Map, Output: A quantified picture of customer requirements reconciled to
Project plan current process performance.
ANALYSE METHODOLOGY
Objective: Generate Insight and Vision for New Process Options Process PLAN
TRANSFORM COLLECT
Key Steps:- Process ANALYZE
•Analysis
•Generate Insights
•Visioning Process Analysis/ Value Stream Quality Function
Benchmarking
•Generation of Options Redesign Principles Analysis Deployment
Output: Design Options for New Process Existing process redesign New Process Design
DESIGN VALIDATE FUTURE PLANS
Objective: Develop detailed design and test/control plan Objective: Implement New Process Objectives: Review team effectiveness, plan to
address remaining issues and institutionalise the
Key steps:- Key steps:- Process learning.
PMCS
•Select preferred design option •Implement new process design Key Steps:- C D
•Detailed Socio-technical design •Implemented PMCS •Post implementation review I 6 M
•Simulation and Piloting •Manage the change •Prepare project documentation pack A
•Pilot evaluation •Plan continuous improvement
Output: Recommendations for future projects &
•Implementation Planning improvements to team processes. Project
Output: Preferred design ready for full implementation Output: New process fully implemented.
documentation and learnings “pack”
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
DMADV Process Storyboard
TEAM FORMATION DEFINE MEASURE
ANALYSE METHODOLOGY
PLAN
Process
TRANSFORM COLLECT
ANALYZE
Process Analysis/ Value Stream Quality Function
Benchmarking
Redesign Principles Analysis Deployment
Existing process redesign New Process Design
DESIGN VALIDATE FUTURE PLANS
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Process Deployment Chart
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
“Rough Cut” Value Added/Non-Value Added Analysis
Activity Customer Operational Non- Value
Value Added Value Added Added
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
The Double Fishbone
Existing Process Analysis New Process Vision
Organisation Process Process Organisation
and Roles Structure Structure and Roles
Process to be
Redesigned
Technology Customer Interface Customer Interface Technology
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Generating Improvement Opportunities
Questions Aspects Examined
Concerning Purpose Place Sequence Person Means
Present What is done ? Where is it When is it Who does How is it
Method done ? done in the it ? done ?
sequence ?
Why is it Why is it Why is it Why is it Why is it
Reason done ? done there ? done then ? done by that done that
person ? way ?
Can it be Where else When else Who else How else
Alternatives eliminated ? could it be could it be could it be could it be
done ? done ? done by ? done ?
Should it be Where should When should it Who should it How should it
Selection eliminated ? it be done ? be done ? be done by ? be done ?
Means of
Eliminate Combine or Change Simplify
Improvement
© Max Zornada
18
Lean Six Sigma: Yellow Belt Advanced
The 5W2H Questions
Who What Where
Who does it ? What to do ? Where to do it ?
Who is doing it ? What is being done ? Where is it done ?
Who should be doing it ? What should be done ? Where should it be done ?
Who else can do it ? What should be done ? Where else can it be done ?
Who else should do it ? What else should be done ? Where else should it be done ?
What else should be done ?
When Why How How much?
When to do it ? Why does he/she do it ? How to do it ? How much does it cost
When is it done ? Why do it ? How is it done ? now ?
When should it be Why do it there ? How should it be done ? What will the cost be
done ? Why do it then ? Can this method be after the improvement ?
What other time can it Why do it that way ? used in other areas ?
be done ? Is there any other way
What other time to do it ?
should it be done ?
© Max Zornada
Lean Six Sigma: Yellow Belt Advanced
Flow Management Template
Work in
WIP Service Level
Work out
Resource Hours/Work
Hours Unit
© Max Zornada
