Lean Six Sigma Green Belt Program-

ANALYZE, IMPROVE & CONTROL MODULES

Rex Tuozo “The Six Sigma Guy”

Certified Six Sigma Master Black Belt
Certified Industrial Engineer
Certified PROSCI Change Management Practitioner
 Analyze Modules
1. ANALYZE Phase
– Sigma Score (Process Capability)
– Value Stream Map
– Brainstorming (5 Whys)
– Fishbone Analysis
– Impact vs Control Matrix
– Data Analysis
✓ Histogram
✓ Dotplot
✓ Boxplot
✓ Pareto Chart
✓ Run Chart
✓ Control Chart
– Hypothesis Testing
2. Examination: Analyze Phase (20 items)
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 Improve and Control Modules

1. IMPROVE Phase
• Prioritization Matrix
• Future-State Value Stream Map/ Process Map
• Action Items
2. CONTROL Phase
• Process Control Plan
• Monitoring Process
• FMEA
• Project Hand-offs
3. Examination: Improve and Control (10 items)

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 ANALYZE PHASE

4
 Analyze
DMAIC
Goal
▪Identify root causes and confirm them with data.

Output
▪A theory that has been tested and confirmed.

Identify Use data

analysis to
Brainstorm Organize Vital Xs
quantify
potential potential and
cause-
causes causes collect effect
data relationship

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 What is Process Capability

A Measurement Scale Which Compares the Output of a Process

to the Performance Standard

Terminology: Process Capability

All these names refer to
Process Sigma
the same thing: capability
DPMO measurement
Yield

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 Example

Errors Detected
28 – Wrong amount
14 – Wrong address
42 errors

Rework- Not a good

place to do a six sigma 30 Statements
project Mailed Late

Prepare Review Correct Mail

Customers
Statement Statement Errors Statement
470Statements
500 Mailed On-Time
Preliminary 458 Accurate Statements
Statements

Your Expectations?
Customer CTQs
As customers of post paid service providers
•Correct address
(Credit Card, Meralco, Maynilad, etc.), what are
•Received on time
your expectations when receiving monthly SOA
•Correct amount
(Statement of Accounts)?

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 6 Sigma- DPU & DPMO
Operational definitions are critical
Item Definition Example
Unit The item produced or processed. It is the •Bill or Invoice
specific product or service used to evaluate
whether or not customer requirements are
met
Defect Any event that does not meet the •Incorrect address on a bill
specifications of a CTQ
Defective Any unit that contains one or more defects. •Bill with an incorrect address
Such a unit is called a “Defective Unit” •Bill with two defects,
incorrect address and total
amount due
Defect Any event which can be measured that •Name, address, item
Opportunity provides a chance of not meeting a description and total amount
customer requirement charged on a bill each
represent an opportunity for a
defect.

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 Calculating Sigma Score (Process Capability)
1. Number of Units processed 500
U = __________

2. Number of Defect Opportunities Per Unit 3

OP = __________

3. Total number of Defects made 72

D = __________
(include defects made and later fixed)

4. Solve for Defects Per Opportunity

D
DPO = =?
UOP

5. Convert DPO to DPMO

DPMO = DPO  1,000,000 = 0.048  1,000,000 = 48,000

6. Look up Process Sigma in

Abridged Process Sigma Conversion Table Sigma = 3.1

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 Calculating Sigma Score (Process Capability)

To increase Process Capability of the process, defects have to be

reduced exponentially

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 Identify Vital X’s (Root Causes)

What is an X?
➢ X’s are known as independent variables
➢ These are the variables we need to control

Focus here to
improve
Result
the result

Y = f (x1, x2, xn…)

A
Outputs function of The inputs and process factors
that cause variation in the result

Create SIPOC hot pandesal and Relate to SIPOC

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 Analyze Roadmap

STEP 1 STEP 2 STEP 3 STEP 4

Identify Use data
analysis to
Brainstorm Organize Vital Xs
quantify
potential potential and
cause-
causes causes collect effect
data relationship
TOOLS: TOOLS: TOOL: TOOLS:
1. SIPOC, 1. Fishbone Diagram 1. Data collection 1. Graphs- Pareto, Line
Process map, 2. Tree Diagram plan graph, Control Chart,
Value stream 3. Control vs Impact Dotplots, Boxplots
map Matrix 2. Regression Analysis
2. Brainstorming 3. Hypothesis testing
Methods
3. 5 Whys

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 Brainstorm & Organize Potential Causes
Process Map Data Analysis
Graphical Analysis

Machines Methods Materials Hypothesis Testing

Why? Why? Why?

Problem
Why? Why?

Measurement Mother Nature People

Impact

Soft Tool
Analysis

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 Lean Origins

1908 1913

• cars were built in one spot • Ford used a big rope and winch
• the workers moved from car to car to pull the cars along
• “gypsy production” system • the workers and tools were stationary
First Notion of FLOW
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 Lean Origins

TOYOTA
1902 1937

Sakichi Toyoda, founder of the Toyoda Motor Company Ltd. Is

Toyota group, invented an created from the Toyoda Automatic
automated loom that stopped Loom Works.
anytime a thread broke.

Built-In-Quality
(autonomation)

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 Identify Vital X’s (Root Causes)

“All we are doing is looking at a time line from

the moment the customer gives us an order
to the point when we collect the cash. And,
we are reducing that time line by removing the
non-value added wastes.”

Taiichi Ohno, Toyota Production System

1978

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 Lean and Six Sigma

Lean Six Sigma

Before
After

Purpose Value added

Non-Value added

Reduce cycle time Reduce variation

Application • Value Stream Map

DMAIC
• Action Workouts

Tools Visualization Math-Statistics

Maximizes customer For unclear root causes

Use responsiveness
with the least resources or design solutions

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 Why Eliminate Waste?

• Reduce cycle time

• Increase productivity
• Better delivery
• More capacity
• Better quality
• Customer satisfaction

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 5 Principles of LEAN

1. Value Defined from the

customer’s view

2. Value stream Identify the process

Keep it moving
3. Flow left to right

From the prior step

4. Pull in the process

Always improve
5. Perfection the process

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 Value

• Capability provided to a customer at the

right place and time…as defined by the
Customer.
• Activities that add no customer value
are wastes.

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 7 Types of Waste
Over Processing • not standard, not simplified, no clear process
People Waiting • handoffs
• walking to the printer, waiting for shared
Motion equipment

Inventory • backlog, unfiled docs, unnecessary printing

Quantity Moving Things • poor office layout
Overproduction • producing what customer does not need

Defects/ • producing defects

Quality Rework, Correction • collection unnecessary inspection data

& … People’s Talent • putting people in the wrong job

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 WASTE 1: OVER Processing
Unnecessary or non-value adding activities
• Create delay.
• Increase opportunity for more defects. examples
• Don’t add value by definition.
• Unnecessary approvals
•Checking someone else’s work,
excessive reviews
Typical causes •Processing beyond specification limits or
customer’s requirements
• work is not standardized •Unnecessary record retention
• no clear process •Multiple ways to do the same thing
• process is not understood

• automation
• eliminate non-value steps
• combine steps/forms

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 WASTE 2: Waiting
Unbalanced activities … waiting for previous process
• Increases lead time.
• Increases work in process.
• Slows response to customer.
examples
Typical causes • waiting for shared equipment
• waiting for decisions
• vital equipment are shared • system downtime
• poor equipment • response time
• too many handoffs • dependent on “batch run”

• eliminate redundancies
• single-piece flow
• decrease handoffs
•Balance operations / processing steps
•Eliminate unnecessary approvals

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 WASTE 3: Motion

Motion that does not add value to the process. examples

• walking to copier
Typical causes • commuting between sites
• navigating multiple screens
• equipment or office layout • looking for data
• product design
Before
• materials, inventory storage

After
• implement point-of-use
• develop work cells

Treat operators as surgeons…

everything within reach

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 WASTE 4: Inventory

Holding extra material on

examples
shelves, racks, and floors
• multiple applications waiting for
approval
• queues in service operations
• unnecessary data/documents
Typical causes • large delivery quantities
•Large deposits of material at each
• push production operation, on shelves, racks, & floors
• over-ordering
• too many shelves and floor
space

• reduce times
• establish signal system

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 WASTE 5: Moving Things
Unnecessary movement of parts and equipment
• Requires equipment
• Increases handling damage / loss
• Necessary…Must minimize
examples
• moving resources to a point of use
• delivering hard copies
Typical causes • mailing of documents
• unnecessary inventory • shipping hard copies requiring
• poor office layout signature

Movement does not

equal work
• reduce inventory
• reduce lead time
• eliminate unnecessary files
• paperless process
• review record retention policy

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 WASTE 6: OVER Production
Creating parts ahead of schedule (vs. just-in-time)
• Ties up working capital
• Takes up floor space
• Hides process problems (bad quality, poor scheduling, poor delivery)

Typical causes examples

• production schedules & push • processing before next operation
production is ready
• cost justification for expensive • processing prior to need
equipment • making decisions too early
• working on the wrong parts at the • generating more than required
wrong time

• reduce time and order quantity

• level out the orders
• remove unnecessary paperwork
• improve quality

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 WASTE 7: Defect/ Rework
Defective work or excessively checking work
• Upsets customers
• Consumes resources
• Chokes flow
examples
• incorrect customer data
Typical causes • missed customer due date
• variation in processes • data entry errors
• collecting unnecessary • re-work due to errors
inspection data

Reworking Defects
is Wasteful…
• Mistake proofing (Poke Yoke) Sending Them To
• Autonomation (Jidoka) Customers is
• cross training Wrong
• document PPP’s
• establish information needs

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 Value Stream Map (VSM)

Value Stream
▪ Steps required to bring a product or service from customer
request to customer satisfaction.

Value Stream Map (VSM)

• Diagram of all the actions (both value and non-value)

required to bring a product or service to the
customer.
✓ Wing-to-wing process
✓ Flow of information
✓ Times

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 VSM Icon Use and Nomenclature
DMAIC Receive Write Down Part# Plant Order Contact Enter
Order Order Lookup Review Customer Order

I = 24 I = 24 I = 24 I =4 I = 24 I =5
75 50 125 55 60 35

Resources = 24 Resources = 24 Resources = 24 Resources = 4 Resources = 24 Resources = 4

Quality = 50% Quality = 98% Quality = 90% Quality = 95% Quality = 95% Quality = 92%

34 Min. 23 Min. 57 Min. 25 Min. 27 Min. 16 Min.

20 Secs 21 Secs 25 Secs 600 Secs 19 Secs 22 Secs

Waiting time…
time something waits TOTAL 182 MINS 94%
WAITING
to be processed TIME
Processing Time… TOTAL 12 MINS 6%
PROCESSING
Time it takes to perform TIME
the process Summary Box CYCLE TIME 194 MINS

Cycle Time = Total of Processing Time + Total of Waiting Time

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 Questions for Current Value Stream
▪ Who is the customer?
✓ Does the customer change through the value stream?

▪ What is the value provided?

✓ Does the concept of value change as it moves through the value
stream?
• Form, Fit, Function, Purpose

▪ What is the unit of measure?

✓ Does the unit change as it moves through the value stream?

▪ What is the quality yield for each process box?

✓ What is the overall roll through yield?

▪ What is the Lead Time / What is the Process Time?

▪ Where is there leakage in the value stream?

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 Definition of Future State

• Future state map is the desired next stage in

the continuous improvement journey.

• Once we reach the desired next stage, future

state map will become the current state map
and a new future state map should be created
so that we keep moving closer to perfection.

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 Future State Questions

1. What are the non value added steps that should

be eliminated?
2. For the value added steps remaining, where
can we improve flow?
3. Pull: How do we standardize connections
between areas of flow (through pull systems)?
4. How do we set a visual management to know
when the situation is abnormal?
5. What process improvements will be necessary?
(e.g. workflow, standard work, training)

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 7 Ways for Shorter Cycle

1. Reduce Process delays

2. Reduce Lot delays
3. Reduce Processing time
4. Line forming & layout
5. Synchronize operations
6. Establish Takt time
7. Ensure Flow

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 Batch Process

Cycle Time = 20 Minutes

Elapsed Time (Min) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Receive Order
Write Down Order
Look up Part #
Review Order
Enter Order

Lead times are long because each process step is batched and must wait for
the others to be completed before the next process can be started.

How Can We Correct This Problem?

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 Flow Process

Cycle Time = 8 Minutes

Elapsed Time (Min) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Receive Order
Write Down Order
Look up Part # 60% Reduction in Cycle
Time
Review Order
Enter Order

Using one piece flow, lead time is reduced

and quality is improved !!

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 Future State Mapping

1. Involve the entire team.

2. Set aggressive targets (e.g., >50% reduction
in lead time).
3. Use the future state questions.
4. Draw on your current state map to begin with.
5. Then draw a fresh future state.
6. Go to the work floor if information is needed.

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 Brainstorm & Organize Potential Causes
Process Map Data Analysis
Graphical Analysis

Machines Methods Materials Hypothesis Testing

Why? Why? Why?

Problem
Why? Why?

Measurement Mother Nature People

Impact

Soft Tool
Analysis

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 Brainstorm Potential Causes

Brainstorming Methods
1. ROUNDS: Go around in turn, one item per turn, until everyone
passes.
2. POPCORN: Anyone calls out ideas, no order, until all ideas are out.
3. POST-ITs: Anyone writes all his ideas on post it notes.

GUIDELINES:
1. Start with silent “think” time.
2. NO CRITICISMS- crazy ideas are welcome.
3. Freewheel- don’t hold back.
4. Hitchhike- build upon ideas.
5. The more ideas, the better.
6. Post ideas.

We’re after the QUANTITY and not QUALITY.

The more the better!
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 Brainstorm Potential Causes
5 Whys
• Encourages “Mile deep” thinking

CONVENTIONAL PROBLEM SOLVING

Superficial

Depth of An inch deep and mile wide

Analysis Finding out a little about many things

Very Deep

Few Many

Number Problems Investigated

SIX SIGMA PROBLEM SOLVING

Superficial

Depth of An inch wide and mile deep

Analysis Finding out a lot about few things

Very Deep

Few Many

Number Problems Investigated

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 Brainstorm Potential Causes
5 Whys
• To push for root causes, start with your focused problem statement and then
ask why at least five times
Example:

Problem Statement: Customers of Maybank LTC Head Office complain about waiting too
long to get connected during lunch hours

WHY does this problem happen?

Back up operators take longer to connect to callers

WHY does it take backup operators longer?

Backup operators don’t know the job as well as the regular operators do

WHY don’t operators don’t know the job as well?

There is no special training and no job aids to make up for the gap experience and on the job
learning for the back ups

WHY don’t they have special training or job aids?

In the past, the organization has not recognized this need.

WHY hasn't the organization recognized the need?

The organization has no system to identify training needs

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 Organize Potential Causes
Fishbone (Cause and Effect) Diagram
▪ Graphic displays can help you structure possible causes in order to find
relationships that will shed new light on your problem.
▪ The layout shows cause-and-effect relationships between the potential
causes. High number High number
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numbers and facts
 Organize Potential Causes
Sample fishbone diagram: AGENT DID NOT AGENT
SUBSCRIBER PROVIDED SUB DID NOT ASK
COORDINATOR
EXPLAIN TO SUB
INCOMPLETE INFO ON SAF QUESTIONS TO
ON HOW TO (BSTM) OBJECTIVE
COURIER DID NOT DELIVER BILL AGENT REGARDING
ACCOMPLISH SAF IS QTY (QUOTA) &
ACCOMPLISHING OF SAF QUALITY OF OUTPUT
NOT QUALITY IS NOT PART OF
DUE TO GEOGRAPHICAL LOCATION BILLING GROUP DID NOT CHECK QUALITY INEFFECTIVE OF OUTPUT BSTM’S KRA
ADDRESS DIFFICULT TO LOCATE OF OUTPUT OF COURIERS SAF FORMAT
ADDRESS DANGEROUS TO GO TO NO FEEDBACK CHANNELS FROM SUBS SAF NOT PRINTED/ AGENT WERE
PHOTOCOPIED CLEARLY NOT INSTRUCTED
NO MONITORING OF BILLING DELIVERY STATUS AGENT GOT LAZY
SUBSCRIBER PROVIDED FONTS TOO SMALL
WRONG INFO ON SAF LAZY MESSENGER AGENT FORGOT
SAF FORM NOT
SUBSCRIBER MESSENGER NOT FAMILIAR W/ DESIGNED EFFECTIVELY SUBSCRIBER
PROVIDED THE BILLING ADDRESS CONFUSED ON
FRAUD INFO ACCOMPLISHING
NEW MESSENGER SUBSCRIBER GOT LAZY ON ACCOMPLISHING SAF SAF
TO BE QUALIFIED
FOR SUBSCRIPTION NEW PLACE (VILLAGE) SOME FIELDS WERE NOT APPLICABLE TO SUBSCRIBER
AGENTS WERE NOT PLACE HARD TO LOCATE AGENTS DID NOT VALIDATE COMPLETENESS OF SAF UPON RECEIPT FROM SUBS
INSTRUCTED TO
COURIER INCAPABLE OF DELIVERING ADDRESS AGENT COORDINATOR (BSTM) OBJECTIVE IS QTY (QUOTA) & NOT QUALITY OF OUTPUT
ENSURE COMPLETENESS
OF SAF ACCEPTED ACCOUNTS OVER THE CAPACITY QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
QUALITY OF OUTPUT RAPID INCREASE OF SMART/BRO ACCOUNTS AGENTS WERE NOT INSTRUCTED TO ENSURE COMPLETENESS OF SAF
IS NOT PART OF
BSTM’S KRA COURIERS DID NOT EMPLOY ADDNL MAN SUBSCRIBER DO NOT KNOW IMPORTANCE OF REQUIRED INFO ON SAF

AGENT FORGOT AGENT COORDINATOR (BSTM) OBJECTIVE IS

BSTM OBJECTIVE IS QTY VOLUME OF BILLS OVER THE COURIER’S CAPACITY
QTY (QUOTA) & NOT QUALITY OF OUTPUT
(QUOTA) & NOT QUALITY AGENT GOT LAZY
OF OUTPUT TAG BILLS AS RTS EVEN IF DELIVERABLE
AGENTS DID NOT QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
VALIDATE
COMPLETENESS OF OVER THE CAPACITY OF THE COURIER AGENT WERE
SAF UPON RECEIPT FROM NOT INSTRUCTED
AGENT DID NOT EXPLAIN TO SUB
SUBS COURIERS TO AVOID PENALTIES OF LATE DELIVERIES
ON HOW TO ACCOMPLISH SAF
2,288 New RTS (I&U)
SCHEDULERS WERE per month in 2007
CONFUSING/ MISLEADING INTERFACE AGENTS NOT TRAINED TYPO ERROR
INSTRUCTED ONLY
RISK & IMPACT OF INCORRECT BILLING ADDRESS IN THE TO USE SMART’S SYSTEM (CP)
TO VALIDATE VOLUME OF NEW BRO ACCOUNTS
SYSTEM WERE NOT GIVEN ENOUGH & PROPER ADDRESSING
SERVICE ADDRESS AGENT COORDINATOR (BSTM)
IMPORTANCE IN THE DESIGN OF THE SYSTEM AGENT COORDINATOR
OBJECTIVE IS TO OBJECTIVE IS QTY (QUOTA)
ONLY INSTALL BRO (BSTM) OBJECTIVE
& NOT QUALITY OF OUTPUT
IS QTY (QUOTA)
SCHEDULERS THINK IT & NOT QUALITY OF OUTPUT QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
IS NOT THEIR JOB TO NO ONE RESPONSIBLE
NOT USER FRIENDLY CHECK ACCURACY QUALITY OF OUTPUT TO CHECK AGENT’S OUTPUT
OF BILLING ADDRESS IS NOT PART OF BSTM’S KRA
POPULATED W/ 3 DIGIT CODES SUB PROVIDED INCOMPLETE OR FRAUD INFO ON SAF
OBJECTIVE IS TO
ONLY INSTALL BRO BSTM DO NOT AGENTS WERE NOT INSTRUCTED TO ENSURE COMPLETENESS OF SAF
PRESENCE OF 2 SEPARATE ADDRESS FIELDS
SCHEDULERS DID NOT
ENSURE PROPER
INEFFECTIVE INTERFACE DESIGN KNOW IMPORTANCE OF QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
TRAINING OF AGENTS
CORRECT BILLING
AGENT COORDINATOR (BSTM) OBJECTIVE IS QTY (QUOTA) & NOT QUALITY OF OUTPUT
DATA LOSS IN SCHEDULER DID NOT ADDRESS IN THE SYSTEM HANDWRITING ON SAF
SYSTEM DATA VALIDATE ACCURACY NOT LEGIBLE AGENTS DID NOT VALIDATE COMPLETENESS OF SAF UPON RECEIPT FROM SUBS
OBJECTIVE IS TO
TRANSFER OF BILLING ADDRESS ONLY INSTALL BRO
AGENTS THINK IT IS NO HIS JOB AGENTS NOT CAPABLE IN USING PC
IN THE SYSTEM (CP) TO ENSURE ACCURACY AGENTS ASKED OTHER PEOPLE TO DO THE ENCODING (SHARE SMART SYSTEM PASSWORD) TO OTHERS
QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
AGENT NOT TRAINED
BSTM DO NOT HOLD AGENTS ACCOUNTABLE AGENT COORDINATOR (BSTM) OBJECTIVE IS QTY (QUOTA) & NOT QUALITY OF OUTPUT
IN PROPER
W/ WRONG ENCODING OF BILLING ADDRESS AGENTS WERE HIRED W/O MINIMUM REQUIREMENTS
ADDRESSING
SYSTEM ERROR AGENTS DID NOT VALIDATE
AGENT NOT TRAINED AGENTS ASKED OTHER PEOPLE TO DO THE ENCODING (SHARE SMART SYSTEM PASSWORD) TO OTHERS
IN ZIP CODE SELECTION AGENTS DID NOT MIND ENCODING AGENTS OBJECTIVE IS TO HAVE AS MANY NEW SUBS (COMMISSIONS) AS POSSIBLE
WRONG BILLING ADDRESS IN THE SYSTEM
AGENTS DID NOT MIND TAGGING
WRONG BILLING ZIPCODE IN THE SYSTEM BSTM DO NOT HOLD AGENTS ACCOUNTABLE AGENT COORDINATOR (BSTM) OBJECTIVE IS QTY (QUOTA) & NOT QUALITY OF OUTPUT

ERRONEOUS W/ WRONG ENCODING OF BILLING ADDRESS

QUALITY OF OUTPUT IS NOT PART OF BSTM’S KRA
SELECTION AGENT WRONG ENCODING BSTM DO NOT HOLD AGENTS ACCOUNTABLE W/ WRONG ENCODING OF BILLING ADDRESS
OF ZIP CODES OF BILLING ADDRESS
AGENTS JUST WANT TO CONCENTRATE ON SELLING BRO
IN THE SYSTEM (CP)

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 Vital Xs: Control vs Impact Matrix
Once the Fishbone is completed you can prioritise the Vital
X’s with the help of a Control v Impact Matrix.
Machines Methods Materials

Problem
Statement
Impact
High Lo
Measurement Mother Nature People w
IVR Capacity Bored with
messages

Queue too long Don’t have

A/C #

Child crying Personal

Preference
Caller having a
bad day Age

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 Control vs Impact Matrix
EXERCISE:
1. Work with your group, and copy the format below on a flipchart.
2. Discuss and decide as a group where to categorize each potential cause (x).

IMPACT
High Low

C In Our
O Control
N
T
R
O
L Out Of
Control

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 Identify Vital Xs, collect data and analyze for
cause-effect relationship
Process Map Data Analysis
Graphical Analysis

Machines Methods Materials Hypothesis Testing

Why? Why? Why?

Problem
Why? Why?

Measurement Mother Nature People

Impact

Soft Tool
Analysis

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 Understanding Variations

What is variation?
• Differences in values between cases, e.g. applications,
calls, requests, …
• Difference between actual performance or data plots in
comparison to limits or meaningful standards
• Giving the customers what they want when they want
….. consistently!
• Can we stop variation?

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 Understanding Variations

Special Cause: Something

different happening at a
certain time or place

Common Cause: Always

present to some degree in
the process

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 Reacting to Variations

The appropriate managerial actions are quite

different for common causes than for special
causes

Unstable Stable
Stable?

Special Common
cause cause
strategy strategy

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 Understand Variations: Graphical Analysis

Which graphical tools can help us understand variation?

Study Variation For A Study Variation Over Time

Period Of Time

` Tools: Tools:
✓Histogram ✓Run Chart
✓Box Plot ✓Control Chart
✓Pareto Graph

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 Histogram
Measurements Histogram of Processing Time to Arrive at a Credit Card Approval Decision
Normal
28 Mean 16.33
18 6
StDev 8.438
6 N 30
23 5
5
8
Average performance = 4
16

Frequency
19 16.3 minutes
33 3
11
11 2
32
29
13 1
11
15 0
13 0 8 16 24 32
6 Minutes
18
28
18
8
6 Illustrates
23
5 • Shape (pattern) of the data.
8
13 • Central tendency (center) of the data.
22
23 • Variation (spread) of the data.
21

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 Minitab Follow Along: Histogram

MINITAB FOLLOW-ALONG
CASE
Branch Banking Head wants to study TAT of deposit transactions of 3
branches. As a trained green belt, you were asked to interpret
collected data and report and make recommendations to the
Management Committee.
1. OPEN <BRANCH DEPOSIT TAT.MPJ>
2. GENERATE
• Graphical Summary.
• Histogram: Simple, Simple with fit, With Fit and Groups.
3. INTERPRET DATA

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 Dot Plots
Use to assess and compare distributions by plotting the values
along a number line. Dotplots are especially useful for
comparing distributions.
The x-axis for a dotplot is divided into many small intervals, or
bins. Data values falling within each bin are represented by
dots.

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 Dot Plots

MINITAB FOLLOW-ALONG
CASE
The Branch Banking Head wants you to look into branch deposit TAT
beyond SLA (Defect). Use minitab to generate Dot Plots and interpret
data.

1. OPEN <BRANCH DEPOSIT TAT.MPJ> & <RO BRANCH

TRANSACTIONS.MPJ>
2. GENERAGE DOTPLOT
3. INTERPRET DATA

54 www.6sigmaph.com
 Box Plots
Use boxplots (also called box-
and-whisker plots) to assess and
Outlier
compare sample distributions.
The figure below illustrates the *
components of a default boxplot. Highest Value

Third Quartile (75%) value Q3

Each segment
represents
Median Q2
25% of the
data points First Quartile (25%) value Q1

Lowest Value

Q1 = ¼ (n+1) Q3 = ¾ (n+1)

55 www.6sigmaph.com
 Box Plots

MINITAB FOLLOW-ALONG
CASE
HR wants to study and further improve the Human Capital retention of
the company to retain its pool of competent employees. You were
asked to collect employee profile of the bank. Interpret the collected
data using minitab.

1. OPEN <RETENTION.MPJ>
2. GENERAGE BOXPLOTS
3. INTERPRET DATA

56 www.6sigmaph.com
 Is there a difference between processors?

Boxplot of Processing Time (in seconds) / Check

50

40
Secs/ Check

30

20

10

1 2 3 4 5 6 7 8
Processor Number

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 Pareto Chart

Pareto Chart of Check Processing Errors by Branch

5000
100
4000
JUL 2011 80

3000

Percent
60

2000 40

1000 20

0 0
Errors of Branches a o r t o r r
Asi se oo T af BC ri n ite he
f a
Ba
c RC i p t
lo
P
ia Qu Ju O
al SM nd dia
M e en
Bu Bu
JUL 2011 2554 890 445 332 132 109 88 43
Percent 55.6 19.4 9.7 7.2 2.9 2.4 1.9 0.9
Cum % 55.6 75.0 84.7 91.9 94.8 97.1 99.1 100.0

A Pareto chart is a graphing tool that prioritizes a list of variables or factors based
on impact or frequency of occurrence. This chart is based on the Pareto principle,
which states that typically 80% of the defects in a process or product are caused by
only 20% of the possible causes.

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 Pareto Chart

MINITAB FOLLOW-ALONG
CASE
HR wants to study and further improve the Human Capital retention of
the company to retain its pool of competent employees. You were
asked to collect employee profile of the bank. Interpret the collected
data using minitab.

1. OPEN <RETENTION.MPJ>
2. GENERAGE PARETO CHARTS
3. INTERPRET DATA

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 Run Chart
Sequence of data points
measured typically at ▪ Measurements or counts collected
on process output will vary over
successive times, time
spaced at (often uniform) ▪ Shows spikes, trends, and average
levels to better understand how the
time intervals process is performing
65 ▪ Understanding what causes the
Data shows how the process spikes & trends helps us decide
60 varies over time
what kinds of actions are most
55 likely to lead to lasting improvement
Target
50 Average ▪ There will always be some variation
in a process, but we can work to
45
minimize variation around a target
40
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
(i.e. level loading work)

GOAL = reduce variation

60 www.6sigmaph.com
 Run Chart Example

Run Chart for Loan Application Cycle Time

12

10
CTQ <= 4 Days
8
# Days

0
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61

Loan Number

Does it look like there has been any change in the

process over time?

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 Control Chart

I Chart of New RTS (inac & uknw)

3500
UCL=3411

3000
New RTS (I&U)
2500 _
X=2288

2000

1500

LCL=1164
1000
7 7 7 7 7 7 7 7 7 7 7 7
200 200 200 200 200 200 200 200 200 200 200 200
n/ b/ ar
/ r/ ay
/ n/ Ju
l/ g/ p/ ct
/ v/ c/
Ja Fe M Ap M Ju Au Se O No De
Month

You can use control charts to track process statistics over

time and to detect the presence of special causes
Mean; Variations (UCL, LCL)

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 Control Chart

Waiting Time to Deposit at SM Mall of Asia Branch

In minutes
1
75
1

UCL=60.3
50
Individual Value

25 _
X=20.8

LCL=-18.8

1 4 7 10 13 16 19 22 25 28
Observation

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 Individual Control Chart

MINITAB FOLLOW-ALONG
CASE
Your project sponsor wants to improve the TAT of processes
performed by ROs. Analyze the data collected using minitab.

1. OPEN <RO BRANCH TRANSACTIONS.MPJ>

2. GENERAGE Control CHARTS
3. INTERPRET DATA

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 Identify Vital Xs, collect data and analyze for
cause-effect relationship
Process Map Data Analysis
Graphical Analysis

Machines Methods Materials Hypothesis Testing

Why? Why? Why?

Problem
Why? Why?

Measurement Mother Nature People

Impact

Soft Tool
Analysis

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Appropriate Analysis Methods for Different Data Types

X
(inputs)
Continuous Continuous Discrete

t-test
Regression Paired t-test
ANOVA
Y
(Outputs)
Discrete

Logistic Chi-square
Regression

Regression Analysis Hypothesis Testing

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 Hypothesis Testing
▪ Hypothesis testing refers to the process of using
statistical analysis to determine if the observed
differences between two or more samples are due to
random chance or to true differences in the process.

▪ Compare Averages of Two or more groups

▪ Compare Variations of Two or more groups
▪ Compare Proportions of Two or more groups

▪ Hypothesis testing is the process of using a variety of

statistical tools to analyze data and, ultimately, to fail to
reject or reject the null hypothesis.

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 How Hypothesis Tests Work

▪ Because of variations, no two things will

be exactly alike.

▪ The questions is whether differences you

see between samples, groups, processes,
etc., are due to random common cause
variation, or if there is a real difference.

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 What is a Hypothesis Test?

Tests the null hypothesis

Ho: No difference between groups

Against the alternative hypothesis

Ha: groups are different

Obtain a P-value for the null hypothesis (using stat software)

If P< 0.05, reject Ho, and conclude the Ha

If P> 0.05, do not reject Ho

69 www.6sigmaph.com
 Analyze Review
Did you …
▪ Measure how capable the process is, currently, to deliver within
the customer’s specifications?
▪ and your sponsor revise the goal with the knowledge of how
good/bad the process is?
▪ map the current process and identify waste by considering which
process steps are Value Add and Non Value Add?
▪ Identify the Vital X’s and use data to confirm cause and effect of
X to your Y?

Measure … are you ready to move on?

If you understand the baseline process capability, the goal for the
project and the vital X variables on which you should focus in order to
ensure success, you are ready to move on.

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 IMPROVE PHASE

71
 Improve Phase
DMAIC
Goal
▪Develop, try out, and implement solutions that address verified
causes.

▪Use data to evaluate both the solutions and the plans used to
carry them out.

Output
▪Planned, tested actions that should eliminate or reduce the
impact of the identified root causes.

▪Before and after data analysis that shows how much of the initial
gap was closed; a comparison of the plan to actual
implementation.

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 Improve Phase

Brainstorm
many
possible Select Develop Pilot
solutions to solution(s plan(s) plan(s)
identified
root causes

Evaluate
the benefits
Implement Quantify
of the
plan(s) results improveme
nt

73 www.6sigmaph.com
 Common Improve Tools

Basic Intermediate Advanced

✓ Fishbone ➢ DOE ❑ DOE
✓ Process Map ➢ Full Factorial ❑ Response Surface
✓ Box Plot ➢ Fractional ❑ Taguchi (Inner /
Factorial Outer Array)
✓ Time Order Plots
➢ Intro to ❖ Simulation Models
✓ Hypothesis Tests Response
✓ Linear Regression Surface ✓ Already Covered
❑ Mistake Proofing ❑ Multivariate ➢ Covered in Improve
❑ Covered in DFSS
Regression ❖ Adv. Level III e.g. ProModel

LOW Problem Sophistication HIGH

• Complexity • Risk
• Business Impact • Data Availability

74
Match the Tool to the Problem
www.6sigmaph.com
 Generating Solution Ideas

▪ Review what you know about the process and the

verified cause.
▪ Brainstorm solution ideas, use creativity
techniques.
▪ Combine ideas into solutions.

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 Evaluating Solution Ideas

▪ 4 Ways to evaluate the potential solutions:

• Model or simulate the solutions
• Do trial implementations
• Check against common sense
• Do paper-and-pen analysis (score each option against criteria)

▪ After you have information on the alternative

solutions, you can evaluate them using a
prioritization matrix.

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Prioritization Matrix: A Tool to Rank Alternatives

▪ Identify a list of potential solutions.

▪ Specify criteria that will be used to evaluate alternative
solutions.
▪ Weigh the criteria.
▪ Evaluate (rank) alternative solutions for each criteria.
▪ Complete the scoring of the prioritization matrix.
▪ Discuss and evaluate the final recommendation.

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 Impact Considerations

Impact of the Improvement

▪ Time Frame of improvements

▪ Effectiveness of the improvement types

✓ Removing the root cause of the defect.
✓ Monitoring/flagging for the condition that produces a
defect.
✓ Inspecting to determine if the defect is occurred.
✓ Training people not to produce defects.

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 Cost Considerations

Cost to Implement Improvement

▪ Initial cost to implement improvement

✓ Cost to train existing work force
✓ Cost to purchase any new materials necessary for
improvement
✓ Any capital investments required

▪ On-going costs to sustain improvement

✓ Future training, inspection, monitoring and material
costs

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 Time Considerations

Time to implement improvement

▪ Technical time constraints

✓ Minimum time to implement
✓ Time to build/create improvement, time to implement

▪ Political time constraints

✓ What other priorities are competing for the technical time to
build the improvement?

▪ Cultural time constraints

✓ How long will it take to gain support from necessary
stakeholders?

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 GROUP Activity: Prepare Action Items
Action Items Person Timeline Updates
Responsible
Interest detail auto fill (BIS) Arvin Santos April 8 •Done. SSRF with quantifiable
(request) benefits was submitted to
Systems & Methods on May 4
LOS change / fill Product Ludy Glorioso Mar 24 Done. Only one product code
Code (BIS) is used starting Apr 28, 2010
per memo of G Lastimosa
Automatic disposition of fees Gretchen Diokno Apr il 14 Done, Memo approved and
(BIS) routed to LOD & LOS

Credit / Debit account double Arvin Santos April8 •SSRF already submitted
entry(BIS) (request) •Waiting for approval of Credit
(system owner)

Single AFH – combine with Grace Castillo April 28 •Done. Already approved by
MLA (AFH) Legal, for implementation;
evaluation in process c/o BSD
& AFD
Combine Authority to Debit / Gretchen Diokno April 28 Done. Pre-cleared with Legal;
Credit with credit advice (ADA for implementation; evaluation
ACA) in process c/o BSD & AFD

Danger of Extended Delay Delayed but Moving Complete or On Track

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 What is a Pilot?

▪ A pilot is a test of a proposed solution

▪ This type of test has the following properties:

✓ Performed on a small scale

✓ Used to evaluate both the solution and implementation of
the solution
✓ Purpose is to make the full-scale implementation more
effective
✓ Gives data about expected results and exposes issues in
the implementation plan

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 Keys to a Successful Pilot

Appropriate
Leadership
Clear Purpose Pilot Site &
Support
Participants

Detailed Plans
Extensive
for
debrief w/Pilot
Implementing
Participants
the Pilot

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 Implementing the Solution

Rotation 2: Implementation

PLAN - plan for the full-scale roll out

DO – begin full implementation
CHECK – check on both results and
implementation plan
ACT – take action to improve future
implementation plan

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 IMPROVE- Tools for Displaying Results

I-MR Chart of Debiting & Vouching Processing Time/ Check

Before Implem Action Items w/ IT Enhancement
Tools 150

125

Control charts or 100

Seconds/ Check
TARGET
time series plots 75
30 secs/ check

showing both past and

50
present performance
30
of the process 25
UCL=3.0
_
0 X=1.6
LCL=0.2

1 11 21 31 41 51 61 71 81 91
Observation

Before Implemen Action Items w/ IT Enhancement

Mean (Average) 63.63 second/s 24.55 second/s 1.61 second/s
Min 21.90 second/s 9.28 second/s 0.62 second/s
Max 101.36 second/s 47.24 second/s 2.79 second/s
Standard Deviation 20.31 second/s 10.80 second/s 0.62 second/s

85 www.6sigmaph.com
 IMPROVE- Tools for Displaying Results

Tools
Before After
Revised Pareto Charts
from Measure that
confirms reduction of
} Improvement

the root causes

A1 A2 A3 A4 A2 A1 A3 A4

Statement of Account Delivery Error Types:

A1- Late delivery
A2- Wrong zip code
A3- Wrong recipient
A4- Return to Sender

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 IMPROVE- Tools for Displaying Results

Process Sigma Calculation

Revised Process sigma calculations showing new process capability
Old New

1. Determine number of defect opportunities per unit O= 1 1

2. Determine number of units processed N= 5000 5500

3. Determine total number of defects

D= 250 103
made (include defects made and later fixed)

D .05 .02
4. Calculate Defects Per Opportunity DPO = =
NxO

5. Calculate Yield Yield = (1-DPO) x 100 = 95% 98%

6. Look up Sigma in the Process Process Sigma = 3.2 3.6

Sigma Table

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 Improve Review

Did you …
▪ Benchmark the process?
▪ Identify the changes required to fix the process?
▪ Experiment to find the best possible solution?
▪ Pilot the changes?
▪ Check data if solution improved Y and addressed root-causes

Improve … are you ready to move on?

If you now have a solution which will enable the project to
meet the goal set for the customer’s CTQ you are ready to
fully implement. If you are not quite there, go back and see if
you have considered all vital X’s.

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 CONTROL PHASE

89
 Control Phase
DMAIC

Goal
▪Maintain the gains by standardizing work methods or processes.
▪Anticipate future improvements and preserve the lessons from
this effort.

Output
▪Documentation of the new method
▪Training in the new method
▪A system for monitoring its consistent use and for checking
the results
▪Completed documentation and communication of results, lessons
learned, and future recommendations

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 Control Phase

Develop Summarize
Build Make
and and
Ongoing process for recommendations
document Train monitoring updating
communicate
for future
standard procedures learnings
plans
practices

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 Why is the Control Phase Important?

What is the Control Phase?

In the Control Phase you will:
• Measure the impact / new process capability
• Document the new process
• Develop a control plan to ensure the process does not slip back to old ways
• Close the project and hand over to the process owner

Why is the Control Phase important?

The Control Phase is important because it ensures that process
improvements are implemented together with appropriate controls to
ensure that the changes are sustained into the future. It also is an
opportunity for the team to prove that the project goal has been met.

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 Project Impact Measurements
Effectiveness:
The degree to which customer CTQs are met and exceeded

What is the new process Sigma / Capability / DPMO?

Some examples:
▪ Time To Cash Reduction
▪ Additional Income
▪ Improved Delinquency

Efficiency:
The amount of resources allocated in meeting and exceeding
customer CTQs

Some examples:
▪ Cost per Transaction
▪ Increased Capacity

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 Process Control Plan

Process Control Plan consists of three parts:

1. Documentation
2. Monitoring Plan
3. Response Plan

This is your opportunity to fully integrate your improved

process and ensure it becomes BAU (business as usual)
while protecting against slipping back to the old way.

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 Process Control Plan
Documentation Monitoring Response Plan

Plan For Doing The Work Checking The Work Response To Special Cause

Process Step Procedure Key Process Method For Corrective Action Preventive Action
Monitoring
(From Process (From & Output Recording For Containment Procedure For Process
Standards
Map Attached) SOPs) Measures Data Improvement

Refer To Diagram Refers To ▪ Root Cause X’s For Each For Each Identifies Who Describes What Must Be Done When
That Illustrates Document That Measure, Measure, Should Do What We Fail Process Sigma Standard.
▪ Project Y’s
Process Steps Describes How Describes Any Describes How With The Defective
Describes What Must Be Done To
Separated By The Task Should ▪ Process Sigma Target, Numeric The Monitored Output.
Prevent Special Causes That Worsen
Function. Shows Be Done, Or For Each Limits, Or Data Should Be
Describes What Performance Or To Incorporate These
Transfers Between Refers To A Project Y Tolerances To Recorded, Who
Should Be Done Special Causes That Improve
Functions, And Document That Which A Process Should Record
For Those Ill- Performance.
Which Function Is Describes The Should Conform The Data And
Served By These
Responsible At Step. How.
Defects.
Each Step.

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 Process Control Plan Example
Card Payment Fraud Control
Documentation Monitoring Response Plan
The Plan For Doing the work Checking the Work Response to Special
cause
Process Step Metrics Standard Data Record Who What
Data •Scheduled job on the MI SQL Alerts raised • Daily • Online
Fraud • Alerting team leader
available server to import data every 5 v/s alerts dashboards
• Weekly associate
on MI minutes. closed
server

Fraud •Continuous monitoring

False • Daily Team performance + feedback
• Online
positive Leader shared with associates
• Weekly dashboards
Searching •Scheduled job on the MI SQL ratio •Balance workload between
for server to run the rules engine to associates
fraudulent identify suspicious activity and
transactions add alerts to the work queue.
•Tracking via online
Cycle • Daily • Online Fraud dashboards
time Manager
(TAT) • Weekly dashboards •Identifying variations and
taking immediate action

Investigating • Investigate the alerts

•Tracking via online
and blocking
• Block the confirmed fraud Scheduled • Daily • SQL Server’s job Fraud
history and event dashboards
account with F block jobs running Head
successfully logs. •Identifying variations and
• Close the alert with confirmed on MI SQL taking immediate action
fraud = Yes and the amount server
saved = Balance available to
spend on the account

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 Monitoring Process

1. Why monitor?
2. What should I monitor?
3. How much data to capture?
4. How can I detect changes in
process or capability?
5. What do I do when I detect a
change?

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 Monitoring Process
Control Charts Xbar/R Chart for cycle time

25
Control Charts help us distinguish random 3.0SL=24.14

Sample Mean
20
variation in the process from variation due X=16.39
to special cause, avoiding tampering as 15

well as underestimating the impact. 10

-3.0SL=8.642

Subgroup 0 10 20 30 40 50

The focus here is on the output metric Y.

30
3.0SL=28.41

Sample Range
20

Application Time To Yes (TTY) before and after Lean 10

R=13.44

I and MR Chart for % within SLA by Initiatives 0 -3.0SL=0.00E+00

2
110
Individual Value

100 2
3.0SL=102.5
X=97.92
Recruitment Cycle Time in weeks
-3.0SL=93.35
1
90

Subgroup
80
0
1

10 20 30 40 50 60 70 80
If the process is in control and
2
stable are my customers still
1
15
satisfied?
Moving Range

10

5 3.0SL=5.618

R=1.719
0 2 -3.0SL=0.00E+00
2

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 Control Charts
I and MR Chart for Offered to A by Period
Tracking Call Volume
2 3
5000 1 1 11
4000
3.0SL=3719
3000
X=2351
2000

1000 -3.0SL=982.5

Subgroup 0 100 200

Control Charts helps us distinguish

1
2 common 3cause (random,
1
normal)
2000 variation in the process from variation due to special
1
1
3.0SL=1681
cause.
1000
This helps us in 2 ways: R=514.5

▪ avoiding
0 the temptation to tamper with the process or
-3.0SL=0.00E+00

▪ underestimating the impact of special cause variation

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 Failure Mode & Effect Analysis

Failure Mode & Effect Analysis is a structured

approach for:
▪ Identifying the ways in which a process can fail to meet
critical customer requirements
▪ Estimating the level of risk of specific causes with regard
to these failures
▪ Evaluating the current control plan for preventing these
failures from occurring
▪ Prioritizing the actions that should be taken to improve the
process

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 Response Planning: FMEA
Function
Part/Process

Failure Mode

Effects Controls
Severity Detectability
(1-10) (1-10)
Causes
Occurrence
(1-10)
RPN
Risk Priority Number
RPN = S x O x D = 1 to 1000
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 Response Planning: FMEA
FMEA Debiting and Vouching of
FUTURE STATE
C
Potential
Potential Failure S l O Current D R Responsible S O D R
Process Function Potential Failure Causes of Recommend
Modes (process E a C Process E P Person & Taken Actions E C E P
(Step) Effects (KPOVs) Failure Actions
defects) V s C Controls T N Target Date V C T N
(KPIVs)
s

Receive rejected
Failed to receive CRS AM shift Checks were
inward clearing
1 inward clearing could not start 5 received late 3 None 1 15 5 3 1 15
items report from
items report review of accounts from PCHC
CRS Night Shift

High volume
5 3 None 1 15 5 3 1 15
of checks

Do pilot testing
Review accounts Do pilot testing
Auto matching with IT and test
and tagging: 1= Accounts w/o Human error; with IT and test
Failed to apply SC report and accuracy of the
2 w/o Service service charge 4 unattentivene 2 3 24 accuracy of the IT 2 1 1 2
correct tag Review of program with
charge; 2= with may be charged ss program with
Officer different
Service charge different scenarios
scenarios

Do pilot testing
Generate Auto- Do pilot testing
with IT and test
matching Return Wrong with IT and test
May not accurately accuracy of the
3 Service Charge IT bugs/ errors 3 coding of IT 4 SQA 3 36 accuracy of the IT 2 3 1 6
match program with
Report in ICBS- program program with
different
AS400 different scenarios
scenarios
Review accuracy May not ensure
Conduct random
and completeness Failed to review accuracy and Human error;
process audit/ process review/ To be included
4 of tagging of accuacy and completeness of 2 unattentivene 3 2 12 R. Rodriguez 2 3 1 6
validation validation of direct in ops review
Return service completeness tagged return ss
supervisor
charge service charge
Conduct random
Human error;
Print and sign Failed to print No auditable proof process audit/ process review/ To be included
5 1 unattentivene 3 2 6 R. Rodriguez 1 3 1 3
report and sign report of review validation validation of direct in ops review
ss
supervisor

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 Severity Ranking
RPN = Severity x Occurrence x Detection
Effect Criteria: Severity of Effect Defined Ranking
May endanger the Bank's operations. Failure mode affects
operation and / or involves noncompliance with government
Critical Concern 5
regulation, and/or could lead to a law suit or regulatory
penalties. Failure will occur WITH or WITHOUT warning.
Major disruption to Bank's operations. Customers are very
Very Important Concern dissatisfied which can lead to complaints to the media or to 4
the Board of the Bank.
With disruption to Bank's operations. Customer experiences
Medium Concern some dissatisfaction due to reduced level of performance. 3
Defects are noticed by customers.
Minor disruption to Bank's operations. A portion (less than
Minor Concern 100%) of the process may have to be reworked. Defect 2
noticed by discriminating customers.
Minor Concern Matter for discussion to see if it is an issue 1

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 Occurrence Ranking
RPN = Severity x Occurrence x Detection
Probability of Failure Ranking
Very High: Failure is almost inevitable 5
High: Generally associated with processes
similar to previous processes that have often 4
failed
Moderate: Generally associated with processes
similar to previous processes which have
3
experienced occasional failures, but not in major
proportions
Low: Isolated failures associated with similar
2
processes
Very Low: Only isolated failures associated with
1
almost identical processes
Remote: Failure is unlikely. No failures ever
0
associated with almost identical processes
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 Detection Ranking
RPN = Severity x Occurrence x Detection

Detection Criteria: Likelihood the existence of a defect Ranking

will be detected by testing (e.g., UAT/pilot
testing) before advancing to next or
subsequent process
Almost Impossible No known control(s) available to detect failure 5
mode
Low Failure can be detected 25% 4
Moderate Failure can be detected 50% 3
High Failure can be detected 75% 2
Almost Certain Failure can be detected 100% 1

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 Standardization and Kaizen

K
S
K
S
IMPROVEMENT

K
S
K
S
K K K K
K

TIME

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 Handover/ Ownership

Project Team Operating Team

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 Control
• Tools
– Report
• Training

Training
Results Curriculum

Training
Manual
Learnings
•
•
•
Recommendations
Warning

next System

Storyboard Fill to here

108
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 The Six Sigma Guy Model

Tuozo, R.M. (2018). A Participatory Action Research

to address Billing Delivery Defects using Lean Six
Sigma’s DMAIC Methodology. University of
Bradford: UK.
109
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 Control Review

Did you …
▪ Measure the impact / new process capability and did it meet your project
goal?
▪ Document the new process with a process map?
▪ Develop a control plan, including mistake-proofing and corrective
actions, to ensure the process does not slip back to old ways?
▪ Close the project and hand the new improved process over to the
process owner?

Control … are you ready to move on?

If you have proven that the project goal has been met, developed a
control plan to ensure the new process is sustainable and handed it
over to the process owner you are ready to close the project.

Congratulations!

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