lean six sigma roadmap

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I hope you find these Lean Six Sigma Training Overviews Helpful, collectively they offer an equivalent White Belt Level Training. Interested in obtaining Lean Six Sigma Training, Project Coaching, and Certification? Please contact me below:Steven Bonacorsi, MBB / Vice Presidenthttp://www.linkedin.com/in/StevenBonacorsi 603-401-7047sbonacorsi@comcast.nethttp://www.theaitgroup.com


Lean Six Sigma

Lean Six Sigma Roadmap

Copyright 2005, AIT Group Inc. All rights reserved.


Lean Six Sigma

Improvement Process Road MapDefineActivities Review Project Charter Validate Problem Statement

Lean Six SigmaImprove Control Implement Mistake Proofing Develop SOPs, Training Plan

Measure Value Stream Map for Deeper

Analyze Identify Potential Root

Understanding and Focus Identify Key Input, Process and

Causes Reduce List of Potential

Develop Potential Solutions Evaluate, Select, and Optimize

and Goals Validate Voice of the Customer & Voice of the Business Validate Financial Benefits Validate High-Level Value Stream Map and Scope Create Communication Plan Select and Launch Team Develop Project Schedule Complete Define Gate

Best Solutions Develop To-Be Value Stream

& Process Controls Implement Solution and

Output Metrics Develop Operational Definitions Develop Data Collection Plan Validate Measurement System Collect Baseline Data Determine Process Capability Complete Measure Gate

Root Causes Confirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key Outputs Prioritize Root Causes Complete Analyze Gate

Map(s) Develop and Implement Pilot Solution Confirm Attainment of Project Goals Develop Full Scale Implementation Plan Complete Improve Gate

Ongoing Process Measurements Identify Project Replication Opportunities Complete Control Gate Transition Project to Process Owner


Identify and Implement Quick Improvements Value Stream Mapping Value of Speed (Process Cycle

Project Charter Voice of the Customer and

Kano Analysis SIPOC Map Project Valuation / ROIC Analysis Tools RACI and Quad Charts Stakeholder Analysis Communication Plan Effective Meeting Tools Inquiry and Advocacy Skills Time Lines, Milestones, and Gantt Charting Pareto Analysis

Efficiency / Littles Law) Operational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis (MSA) Gage R&R Kappa Studies Control Charts Histograms Normality Test Process Capability Analysis

Process Constraint ID and Takt Time Analysis Cause & Effect Analysis FMEA Hypothesis Tests/Conf. Intervals Simple & Multiple Regression ANOVA Components of Variation Conquering Product and Process Complexity Queuing Theory

Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Replenishment Pull/Kanban Stocking Strategy Process Flow Improvement Process Balancing Analytical Batch Sizing Total Productive Maintenance Design of Experiments (DOE) Solution Selection Matrix Piloting and Simulation


Zero Defects Standard Operating

Procedures (SOPs) Process Control Plans Visual Process Control Tools Statistical Process Controls (SPC) Solution Replication Project Transition Model Team Feedback Session

Copyright 2005, AIT Group Inc. All rights reserved.



Lean Six Sigma

Develop a Project Charter with the Project Focus, Key Metrics, and Project Scope Select Team Members and Launch Project Identify Stakeholders and develop a communication plan Identify the Customers and Capture the Voice of the Customer Requirements (typically Quality and/or Speed) Identify the Process Owner and Capture the Voice of the Business Requirements (typically Cost and/or Speed) Develop Critical Customer Requirements (CCRs) and Critical Business Requirements (CBRs) Finalize Project Focus and Modify Project Charter Define Gate Review= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.


Measure Identify Key Input, Process and Output Metrics Clearly define Operational Definitions Develop a Data Collection Plan Validate the Measurement Systems Collect Baseline Data Determine Process Performance / Capability Validate the Business Opportunity Identify Quick Win Opportunities Measure Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.



Lean Six Sigma

Brainstorm Key Process Input Variables & Key Process Variables (KPIVs & KPVs, I.e. Potential Root Causes) Prioritize Root Causes Conduct Root Cause Analysis Validate the Root Causes Estimate the Impact of Each Root Cause on the Projects Performance Output Quantify the Opportunity Prioritize Root Causes Analyze Gate Review

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.


Improve Develop Potential Solutions Develop Evaluation Criteria & Select Best Solutions Evaluate the Solutions for Risk Optimize the Solution Develop To-Be Process Map(s) and High-Level Implementation Plan Develop Pilot Plan and Pilot the Solution Improve Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.


Control Institutionalize Process Changes and Controls Finalize SOPs, Training Plan & Process Control System Implement Process Changes and Controls Stabilize and Begin Monitoring the Process Transition Project to Process Owner Identify Project Replication Opportunities Prove Changes Resulted In Improvement Calculate Financial Benefits Control Gate Review

Lean Six Sigma

= key deliverableCopyright 2005, AIT Group Inc. All rights reserved.


Successful Project Factors

Lean Six Sigma

Management and/or Champion involvement Project selected is clearly aligned with strategic company objectives Project is one you need to work anyway Problem, Goal and Metrics are well defined and agreed upon Scope is well defined and reasonable Data is available Defects and Waste issues; tools are applicable Management resource commitment

FREQUENT Communication about the project candidate to team and management Ability to implement potential solutions, not just to come up with recommendations

Copyright 2005, AIT Group Inc. All rights reserved.


Deployment Principles That Always Work The Recipe

Lean Six Sigma

1. Executive engagement Rule of 3 5s: 5 times a week, in the presence of 5 people, spend 5 minutes talking about Lean Six Sigma deployment 2. A strong and respected Deployment Champion should report to the Top Leader 3. Organization elements own resources & are accountable for project results 4. Deploy critical mass of key resources full-time (Black Belts/ Champions) 5. Resources should be selected from future leaders of the organization 6. Establish a rigorous process for Project Identification and Selection within the organization 7. Actively reduce Projects in Process to reduce project cycle times. 8. Track results rigorously: Lean Six Sigma results should pay as you go and be confirmed by objective parties 9. Black Belts must have team leadership skills 10.Design the Lean Six Sigma deployment as a journey

Copyright 2005, AIT Group Inc. All rights reserved.


High Level DMAIC ApproachDefine When did it happen? Where did it happen? What is the success criteria?

Lean Six SigmaControl

Measure How often does this happen? What trends have we observed relative to the target? NEM Baseline (IMR) Is the process capable? Do we want to reduce variation? Do we want to shift the mean? Process Capability What changes have been made to the process? What possible variables relate to the change ? Process Mapping What does the process look like? What does the process look like from the products view? Is the measurement process capable? Is the test a destructive test? Measurement System Analysis

Analyze What is the subgrouping strategy?

Improve What does the DOE process plan look like? What responses are we interested in (Average, Range)? What variables do we want to optimize? Why?

How will we address Org. issues? How will we address Behavioral issues?

Preliminary Data Analysis

Advanced NEM (XbarR) What variables are contributing to mean shifts? What variables are contributing to variation? Components Of Variation / ANOVA What is causing failure? What is the impact of failure? How do we mitigate the risk of failure?

Classification Of Control Issues What variables do we need to control? What control methods will be used to ensure gains are sustained? Control Methods Who is responsible for implementing the control? Who is accountable for the process results?

Where in the process do we need to scope efforts? What is the target value? What are the specs?

DOE Planning Template What observations did we have during the experiment? What roles need to be established to run the DOE? DOE Execution What variables are critical to the process? How should the critical variables be set?


How much waste is in this process? What is our value added percentage?

FMEA Operator & Product Activity Analysis

Value Stream Mapping

DOE Analysis & Results

Control Plan

Copyright 2005, AIT Group Inc. All rights reserved.


Funnel-Down Many Variables to the Critical Few!x x x xxx x xx x x x x x x x x x x x xx x x x x x x x x

VELOCITY OPPORTUNITY (Reduce Waste)Value Stream Mapping


Lean Six Sigma

Define Define

ny xs

Product Families Product Flow Analysis Employee Activity Analysis Set-up Reduction Detailed Process Map PMAP Failure Modes Analysis FMEA Measurement System MSE Numerical Evaluation of Metrics (NEM) T-Test, Chi Square, ANOVA, COV Design of Experiments DOE Regression Analysis Workplace Design