bb wk1 150 define phase intro

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Black Belt Training Ford Proprietary

Copyright © 2005-2006, Ford Motor Company – All Rights Reserved

Define Phase

Introduction



Define Phase Introduction

Black Belt Training Slide: 1

Defining the problem to be addressedwithin the context of the Voice of theCustomer (VOC) and it‟s linkage to theorganization‟s Business Plan

Translating Customer needs intoquantifiable requirements and identifyingthe processes responsible for thoserequirements

Identify the shortfall in process

performance vs. these requirements (i.e.the „gap‟)

Establishing the Scope and Goals for theproject, then contracting for success withthe Business Plan and Process Owners

Define Phase

In this phase, the team creates the foundation for a successful 6-Sigmaproject by:





Define Phase Elements

Let‟s review what we learned in Green Belt training…

Problem

Statement

VOC - CTQ

Project Scope

Project Charter

Process

Mapping





Problem Statement

The first step of the Define Phase is developing a high level

Problem Statement that helps define the true nature of the problem

by describing its symptoms or characteristics.

Beginning with a clear Problem Statement helps avoid acting on

faulty assumptions.

Process

MappingProject Charter VOC - CTQ

Problem

StatementProject Scope





Problem Statements: Purpose and Elements

Purpose

• To clearly define and quantify the problem

• To identify the potential metrics and measurement sources

• To identify the negative attributes and the current performance,and their relationship to the customer

Elements

• A specific statement of the problem being addressed

• Descriptive statements outlining locations and/or occurrences of problematic events

• Initial “scope of the problem” statement

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Process Mapping

In this step, the Project Team creates a high-level visual

representation or “Process Map” of the current process steps.

This “as is” process map will be useful throughout the process

Process


Problem

Statement Project Scope





Process Mapping: Benefits

Provides a visual representation of the process

Requires verification and objectivity

Hands-on exposure to local activities

Identifies rework loops and redundancies Gives insight into bottlenecks, cycle times, and inventory

Identifies non-value added steps

Helps identify when and where to collect data

Identifies where different work teams use different processes

Serves as a training and orientation tool

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Process Mapping: Components of A High Level Process Map

(SIPOC)

PS CSuppliers Inputs Process Outputs Customers

CTQs CTQs

• _____ • _____ • _____ •

_____

• _____ • _____ • _____ •

_____

Supplier: Whomever provides the inputs to the process

Input: Materials, resources, and data required to execute the process

Process: The activities and resources applied to the inputs to convert them to outputs

Output: The tangible products or services that result from the process

Customer: Whomever receives the outputs of the process – internally or externally

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Process Mapping: Relationship between SIPOC and Detailed

Process Maps

Process

Map

Process

X

X

X

PS C• _____ • _____ • _____ • _____

• _____ • _____ • _____ • _____

Inputs Outputs

As the relationships among the SIPOC elements are reviewed,

process maps emerge that may show potential problem areas.

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Process Mapping: Versions of a Process

At Least Three Versions(Usually)

What It Is Thought to Be… What It Should Be… What It Actual ly Is…

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Process Mapping: Hidden Factory

When mapping a process it is important to take time to understand what isactually occurring. Frequently these steps relate to fixing output that fails

to pass an initial inspection. Fixing output is commonly referred to as

rework, and in Consumer Driven 6-Sigma, rework is known as the hidden

factory.

Hidden

Factory

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Voice of the Customer (VOC) – Critical to Quality (CTQ)

In the VOC-CTQ step, the Project Team will determine who is directly

impacted by the problem and attempt to target a specific set of “most-

impacted” customers.

Correcting the problem for this set of customers generates the largestbenefit, and the improvement can subsequently be elevated to larger

groups of customers.

The team must then translate the VOC into measurable requirements

(CTQs)

Process


Problem






VOC – CTQ: Definition of a Customer

InternalProduct/Service

Customer

ExternalProduct/Service

In simple terms, a customer is the recipient

of a product or service.

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: What Is Voice of the Customer?

Sources for Listening

to Customer VoicesInternal

Intelligence

Outbound

Communications

Inbound

CommunicationsCasual

Contact

Formal

Transactions

Customer

Research

Voice of the Customer (VOC) refers to a complex strategy of learning aboutcustomers by collecting information from many sources, including:

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: Quality of Customer Information

Effectiveness of Data Gathering

Closenessto

Customer

Customer

Complaint Data

Survey

Focus group

Interview

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: Critical to Quality (CTQ) Definition

A CTQ identifies the product/service characteristics that are

important to the customer from the customer‟s point of view.

CTQs must be measurable. It is important to be able to measure

CTQs to determine the current level of performance at the

beginning of a 6-Sigma project and to be able to validate whether there is improved customer satisfaction with the CTQ at the end of

the project.

After CTQs have been identified, the Project Team must be able

to communicate those characteristics to everyone involved in the

process. Using the Operational Definit ion technique of description helps ensure consistent interpretation by all persons

involved.

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: Operational Definitions

Operational definitions are descriptions written in a way thatensures consistent interpretation by different people.

The operational definition method of description will be used

throughout the DMAIC process.

Operational definitions accurately describe the Critical-to-

Quality characteristic(s).

They specifically state what is considered meeting customer

expectation(s) (defect-free).

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: Translating VOC to CTQs (Example)Voice of the Customer Key Issue(s) Requirement/CTQ

I am always transferred to

three or more different

people.

Add additional

menu items to

voice system

Functionality:

Want to talk to the

right person the first

time

I‟m getting my bill

at different times

of the month.

Customer wants

timely bill

Functionality:

Consistent delivery

of monthly bill

It takes too long

to process the

application.

Customer wants

fast loan

Cycle Time:

Loan speed

Customer gets to

the correct person

the first time

Customer bill

received same day

of month

Customer receives

approval within 3

days

BAD CTQ GOOD CTQ

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





VOC – CTQ: Prioritizing CTQs

1. Must Be CTQs are a critical priority for improvement.2. Performance CTQs will improve competitiveness of your product or service.

3. Delighters may not be the focal point for current process improvement, but maysomeday be a “Must Be.”

C u s

t o m e r

S a

t i s f a c

t i o n

Degree of Achievement

Neutral

Dissatisfaction

Delight Kano

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Project Scope

Project Scope is the extent to which variables or factors will be measured andanalyzed, in order to target specific areas for process improvements.

6-Sigma project teams must strive to focus the scope of their projects to ensure:

The problem is within the team‟s area of control.

Data can be collected to show both the current and improved states.

Improvements can be made within the required time frame.

Adequate team/personnel resources are available to perform project activities.

Process


Problem

StatementProject

Scope





Project Scope: Common Methods for Scoping

Y= f(x) Cascade

Process Map

Cause & Effect Diagram

Cause & Effect Matrix

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Project Scope: Y = f(x) Cascade

Y=x1+x2+x3+…xn

Vehicle Critical Xs

Y=x1+x2+x3+…xn

Functional XsUsually a system/subsystem/component/process/etc but is not a root cause element

Y=x1+ x2+ x3+… xn

Measurable Output YThis is the scope of the project, far enough down the y=f(x) chain to be manageable and

high enough to have an impact

Single Element Variation SourcesThese Xs are the cause elements of the variation of the measurable output Y

• Use the Process Map to help identify these X’s

Prioritize using the Cause & Effect Matrix

Usually will surface in the Measure/Analyze Phase

Project Selection Process

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping





Project Scope: Cause and Effect Diagram

A visual tool to identify, explore, and graphically display various influences on aprocess to identify most likely causes of problems (compliments 5-Whyapproach)

Generates a snapshot of the collective knowledge and awareness of the team

Potential Causes Effect

Problem/

Desired

Improvement

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I d i





Project Scope: Cause and Effect Matrix

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Total1

2

3

4

5

6

7

Rating of

Importance to

Customer

Process Inputs

Relates the Inputs (like process tasks) of a process to the Outputs(CTQs)

Outputs (CTQs) are scored in order of importance to the Customer

Inputs are scored in order of relationship to Outputs

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I t d ti





Project Charter

Serves as a defining contract of expectations between the ProjectChampion and the 6-Sigma team

A Project Charter is a record of what is known and planned about aselected project, including:

A statement of the problem in clear, concise, and measurable terms

Explanation of why the project is being conducted – “the Business Case”

A statement of the goal and desired results in measurable terms

Definition of project scope

Project plan and milestones

Roles and responsibilities

Process

Mapping

Project

Charter VOC - CTQ

Problem


D fi Ph I t d ti





Project Charter: Business Case

In addition to identifying the customer directly impacted by theproblem, the Project Team must also be able to quantify the

business impact of solving the problem.

As with any business decision, the decision to conduct a 6-Sigmaproject must be based on a clear understanding of the benefits

achieved by completing the project.

Typical Project Business Case Questions:

Why is the project worth doing?

What are the consequences of no t doing this project?

What activities have higher or equal priority?

How does it fit with business initiatives and targets?

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I t d ti





Project Charter: Project Goal Statement

Develop the project goal statement based on the refined ProblemStatement.

Set a “breakthrough” goal that can be met within the project

time frame. Describe:

The results that will be achieved

When they must be met

How they will be measured

Relate project goals to achieving the customer‟s CTQs.

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I t d ti





Project Charter: Project Schedule and Milestones

Establ ish cr i t ical m i lestones and t iming for each phase

Project Start

Define

Measure

Analyze

ImproveControl

March April May

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I t d ti





Project Charter: Roles and Responsibilities

Assigning roles and responsibilities is a key element for 6-Sigma

Project Plans. It is not only important to know who is to do what ,

when, it is just as important to know how the assignments will be

reported and how revisions will be handled if needed.

What is the task?

Who will do the task?

When is the task to be completed?

How will the task be reported?How will the product/process be revised as a result?

Problem

StatementVOC-CTQ

Project

Scope

Project

Charter Process

Mapping

D fi Ph I t d ti




Bl k B lt T i i Slid 29

Black Bel t Define Phase Points of Emphasis

Green Belt training will now be complimented in the following

modules:

Customer Values

Project: Identification, Selection, Scoping, and Definition

Metrics

Lean Performance Metrics

Contracting for Success

bb wk1 150 define phase intro

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