Six Sigma Improve Phase

The Improve Phase of the Lean Six Sigma Black Belt

Training provides the means to identify and prioritize
solutions to control or eliminate the factors of a model
that are causing problems.

DMAIC Deliverables for Improve Phase

MLR-Advanced Process Modeling

Y=0 + 1X1 + 2X2 + 3X3 +

Y = the dependent variable (response)
X1, X2, X3: Independent inputs (predictor variables,
used to explain variation in Y)
0: value of Y when X's equal 0
1, 2, 3 (Partial Regression Coefficient): amount
that Y changes when corresponding X1 changes by
one unit with the other input variables remaining
constant
(error or residual): observed Y minus predicted Y
from the regression

Basic Steps for Multiple Linear Regression

Matrix Plot
Best Subsets Regression
Evaluate R, adjusted R, Mallow's Cp, number of predictors,
and S
Determine appropriate Regression model
Analyze Residuals

Normally distributed
Equal Variance
Independence
Confirm that one or two points do not skew model
Verify the model with present process data to confirm model
error

Experimentation Methods

Trial and Error

One Factor at a Time (OFAT)

Full Factorial DOE

Fractional Factorial DOE

TRIAL & ERROR

Treats symptoms
Looks for quick fix

Makes random changes to process variables

ONE-FACTOR-AT-A-TIME (OFAT)
Varies one factor while holding others constant
Doesnt consider combined effect of variables

FULL-FACTORIAL DOE
Examines all combinations of variables
Looks at combined effect of variables

FRACTIONAL-FACTORIAL DOE

Looks at a fraction of the possible combinations

Used for screening & getting preliminary information
Looks at combined effect of variables
Yields less information than a full factorial

DOEDesign of Experiment
A DOE is a structured, statistically based
strategy for simultaneous evaluation of X's

(processing variables) and their ability to

influence Y's (product or process
characteristics).

Experiment Steps

Establish the Objective

Identify the Factors

Conduct the Experiment

Implement the Results

Analyzing the Doe

Practical
Does the difference in the response make sense?
Are any initial patterns or trends apparent?
Graphical
Can a graphical method be used to display the results?
Are there any patterns in the data?
Analytical
Can an analytical method be used to quantify the results?
Which variables appear to have the most impact?

Gap Analysis

Assesses gap between current and desired

performance
Determines if performance needs to be improved
incrementally or exponentially

Helps the team assess the level of improvement

needed for each X

Gap Analysis Example

Strategy for Improvement

Consider customer requirements

Consider process capability

Decide if the gap is large

If no, modify the current process

If yes, redesign the process or build a new process

Solution Generation

Brainstorming

Modified Brainstorming

SCAMPER

Morphological Analysis

Benchmarking

Modified Brainstorming

Anti-Solution
Analogydefine a similar or analogous
problem
identify the exact
Brainstorm solution for analogous
problem
opposite
objective to
theproblem
problem
Relate this solution to the current
Brainstorm solutions
for the opposite
problem

Look for ways to

reverse these solutions
to fit current situation

More Modified Brainstorming

Six ideas
Thinking Hats
Brainwritingteam silently writes
classify hats according
Collect and categorize these to emotion, facts and
Pass them around and have teamfigures,
modifycriticism,
them 3
optimism, creativity,
times
process focus
Evaluate by group
Switch hats during
process to examine
problem from all these
angles

What to Do With Scamper

Morphological Analysis

List problem attributes

Under each one, list all the alternatives you can

think of
Choose an alternative randomly from each column
then reassemble the choices into a possible new
idea
Repeat this as many times as time permits

Example of Morphological Table: obviously, these cannot be combined completel

Benchmarking

Benchmarking is a way to improve performance

without having to reinvent the whole process
Benchmarking uses adaptation of other's
knowledge and innovates and improves further

Benchmarking is a way to find possible solutions

Benchmarking can be internal (comparing
departments or processes), competitive (peer or
competitor-based), functional (comparing similar
processes outside the industry), or generic (truly
innovative)

The Arms and Space Races have and still do inspire and encourage bench
Benchmarking, if one is not careful, can get into some really interesting
Arms and Space Races have and still do
Inspire and benchmarking practices.
Benchmarking, if one is not careful, can get into
Some really interesting forms of espionage.

Perhaps these examples will be more familiar!

Benchmarking Across Industry

Once there are possible solutions, the next step is to organize and prioritize them. One way to organize

Example Affinity Diagram groups like with like

A Pugh Matrix is another way to prioritize solutions.

The Payoff Matrix elimates solutions that have low cost-benefit to

The Prioritization Matrix narrows down the options

by comparing solutions to a list of predefined criteria and scores the solution

A Solution Selection Matrix assigns a score to each criterion to give a qu

Select a Solution

Sometimes the choice is obvious.

Carefully assess the data, using the matrices.

If there is no clear choice, modeling, trial

implementations, and more observation may be
needed.
Solutions can be chosen by consensus or by strict
adherence to the chosen criteria, with high score
being the winner, or by whatever method the
company has set up for such decisions.

Why is it is important to document the new process?

Understanding costs and risks

Training purposes
As a quantified way to assess progress

Tools for Documenting the Solution

Process Maps

SIPOC

FMEA

Functional requirements document

Drawings

To Be Process Mapclarifies roles, dependencies, new steps in the p

Redoing the SIPOC at this time is another way to ensure that the process cha

Doing another FMEA is a good idea for updating the technological part of th

Cost/Benefit Analysis is run again for the as/is process and the to be process.

Benefits are mostly of two kinds: Hard and Soft.

Hard Benefits result in real and measurable cost reductions.

Soft Benefits do not immediately provide revenue, but result in thing

competitive project, etc.

Calculate Net Project Benefits

Gross Hard Project Benefits

+
Gross Soft Project Benefits
Subtract: Implementation Costs

= Net Project Benefits

How to Do the Cost/Benefit Analysis

Use the as-is process data

Figure the new should be data alternatives

As-is minus should-be will be the cost savings

Figure the cost for implementation

Concentrate on directs costs and benefits

Use standard rates and costs

Document the whole process

Risk Assessment
Risk cannot be avoided, but it can be mitigated.

Every process change opens the process up to unintended

consequences.
It is necessary to assess risk whenever there are major
changes.

Tools for Risk Assessment

FMEA (Failure Mode and Effects Analysis)

Errorproofing (Poka Yoke)

FMEA EXAMPLE: There are several types of FMEAsystem, design, process,

service, and software.

FMEA's can be used to prevent process or product

failures and find ways to improve them.
FMEA's can be used to identify weak points in a process
and mitigate risks before changes are made and
implemented.
FMEA's are a way to quantify and evaluate risks in a
product or process.
FMEA's document risk reduction actions and increase
customer satisfaction.

How to do a FMEA

Review the process

Rate the ability to

detectmodes
failure modes
Brainstorm and find possible failure

Multiply the severity,

Identify possible consequences
of failures and rate
occurrence,
detection
severity
to get a RPN (risk
Identify possible causes of failures
and rate
priority
number)
frequency
Find ways to reduce or
eliminate risk
correlated to high RPN

Errorproofing (Poka Yoke)

Errorproofing techniques or devices should be

located close to where the anticipated error is.
Errorproofing should be inexpensive, based upon
common sense, and easy for the operator to
implement.
Most important, the errorproofing techniques
should eliminate or drastically reduce the error's
occurrence.

Poka Yoke, also known in the vernacular as idiot-proofing, should be intuitive

and easy to use.

Plan-Do-Check-Act: The Shewhart Cycle is one way to test

the solution(s) for impact upon future performance.

Act:
Revise or
Implement the plan.

Plan: How is
the solution to
be tested?

Do: Conduct the test.

Check: Compare
Estimated process to
Project/process goals.

Pilot Test
Small scale testing of part or whole solution to see
whether it can be implemented on a large scale and
whether there will be unexpected effects, costs,
unforeseen problems

Why Pilot?

Further improvement

Validate assumptions

Risk identification

Validate solution

Reduce risks

Refine cost/benefit
equation
Practice first before implementing

Ease stakeholder buyin

When to Pilot?

Large implementation

Complex implementation

More stakeholder
Confirmation of desired results
commitment needed

Solution validation
needed

Example Pilot Program

Pilot Programs come in all shapes and sizes.

Effective Pilot Plan Components

Defined roles and responsibilities

Communication Plan

Work Plan

Training Plan

Goals/Targets

Evaluation Process

Assessing Pilot Results

Recalculate process Sigma

Hypothesis Test to confirm results

Was the gap between desired and actual results

reduced?

How do the customers like the results?

What targets were missed and why?

Did the plan do what it was supposed to?

Were there unanticipated effects, good or bad?

Pilot program failures or programs that should have been piloted

More Product Failures:

Some were widely marketed, others
Not so much

What if the Pilot Fails?

Confirm that the plan was followed

Look for gaps in analysis

Start again if necessary

Go back and try another solution if necessary

Implementing Solutions

Solutions involve both technical innovation and

getting people to accept the solution
Technical planproject objective, work plan, tasks
and subtasks, time and scheduling, and people and
resources necessary

Edsel, Corvair, DeLorean, Pinto all considered failures: examples of testing results
ignoredthe Pintos and Corvairs are still famous for killing people

Implementation Planning

Technical--MGPP, Gantt Charts

CulturalChange Management Plans,

Managing Stakeholders, Communication
Plans

Technical Planning Elements

Project definition and objective

Plan for the actual work to implement

solution

Tasks and sub-tasks for work completion

Time and scheduling for completion

People and resources necessary for

completion

Project Definition includes Goals, Objectives,

Specifications, Constraints, and Scope. Project
Definition can be mapped according to the
specific needs of the process/product.

MGPP-Multi-Generational Process Plan

Used when the project is large in scope or

the change is large in magnitude
Used for long-term planning
Used to map core technologies, platforms,
or competencies

Example MGPP

Work Plan

Training Plan

Communication Plan

Rollout Schedule

Implementation of Equipment and Materials

(if applicable)

Evaluation Process

Change Management Plan

Training Plan

Train everyone using the new process

Educate and communicate with everyone
affected
Common shared documentation

Focus on the most critical aspects of the

job

Explain reasons behind process changes

Provide job aids

Most learning is on the job

Communication Plan

Tasks in the communication plan should be

accounted for in the implementation plan
Immediate communication should be on
whomever is directly affected

Target communication efforts at the whole

organization

Rollout Schedule

Implementation date for new equipment or

materials delivered

Date process will go live

All at once or phased implementation

Evaluation Schedule

Use the same methods used to evaluate

performance during the pilot
Conduct morning and evening meetings to
maintain tracking and control point checks
to measure progress

Change Management Plan

Build in team activities to help the company

implement change into the project plan

Work Planning Charts

Project Plan
Gantt Chart
Deployment Flow Chart

Project Plan Components

Resourcespersonnel or other resources

responsible for completing tasks
Durationtime in days the task will take
based on calculation of start and end date

% Completecompletion % of each
milestone or task, should be updated
regularly
Predecessortask or sub-task that
precedes the noted task, task cannot be
completed until preceding task is done

Project Plan Example

Project Plan and Gantt Chart

Used to develop plan for project

implementation
Used to identify and assign project
resources

Used as a shared tool for implementation

team to monitor and manage overall
schedule
Used by the project sponsor and/or owner
to track implementation status

Gantt Chart Elements

Tasks

Timing

Interrelationship of steps in process/project

Five kinds of relationships between steps in Gantt

Chart

None (independent tasks)

Start to end (one task doesn't start till the next ends)

End to start (one task can't end till another starts)

Parallel start (both tasks must start at the same time)

Parallel stop (both tasks must end at the same time)

Steps Needed to Create a Project Plan

and Gantt Chart

Overall goal

Last step in the process needed to meet the

goal

Due date and starting point

Steps between starting point and due date

Logical order of steps with timeline for

each

Interdependencies for each step

Resources for each step

Gantt Chart Example: Note that there are many kinds of

software to help with this

Deployment Flow Chart Uses

Graphic layout of implementation plan

Description of new or revised procedures

Interaction of the different people and

groups involved

Deployment Flow Chart Example

Implementation Plan--Cultural

Change management

Stakeholder management

Communications management

Change Management Plan

Objective and goals

Stakeholder Analysis and Management Plan

List of strategies and tools to minimize and

overcome resistance and build commitment
to the new solution
Communication Plan

QxA=E
Quality multiplied by Acceptance
Equals Effectiveness
Change Management focuses on Acceptance

Useful aspects of change management:

consider not only the change itself, but all the players involved.

Stakeholder Management

Review and re-evaluate the stakeholder

analysis especially for the implementation
Who are the stakeholders? Internal,
External, Suppliers

Revisit the process for the managing

stakeholders.
Customize the stakeholder management
process for the implementation phase to
focus on the new solution

Both Internal and External Stakeholders need to be considered

when processes change.

Influence Methods

Power positionif you have power over the

stakeholder, just tell him to support you
Persuasiona compelling case can persuade the
stakeholder to support the project
Negotiationan exchange can be made to gain
support for the project
Participation and trustinvolve the
stakeholder in the implementation and planning
Creating a common visionappeal to the
stakeholder's ideals and get him to support
the project for the common good

Align systems and structures to build support and

link to the desired behavioral change. If there is
no organizational structure for the change, the
change may fail or not last for the long term.

Communication Plan

Communicate the solution and why it was

selected
Communicate to the key stakeholders to
gain support and prevent resistance

Communicate the implementation schedule

and timeline
Sell the project story and its benefits

Communication Plan Example

Project Storyboards

Visual illustration of project story

Lists deliverables, steps, tasks, results
from each phase of the project on a large
board

Tells and Sells

Storyboard Example

Finally, Implement the Solution

Update the to-be process maps to reflect

changes from the pilot

Prepare data collection forms

Conduct training

Rollout process small scale first, then move

to full-scale rollout

Monitor and evaluate results from

implementation