22.4.17 1 Lean Six Sigma Green Belt Training Module 5 April 2017 Roman Bauer www.pwc.com 2 Lean Six Sigma • Green Belt PwC DMAIC project roadmap Define D Measure Analyzuj Improve Control M A I C Define the improvement opportunities Identify the Key Performance Indicators (KPIs) Identify specific problems Identify potential solutions Design the control system Develop the project plan Develop a data collection plan Identify and validate the root causes Select right improvement solution Implement solution and control plan Develop the project team Validate the measurement system Identify y = f (x) Test and validate optimal solutions Evaluate results of the changes Define the processes (high level) Define the baseline process performance Develop a change management approach Document the process changes Identify critical customers requirements (CCR’s). Deploy and execute solutions Close project, communicate the know-how 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 1 2 3
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Lean Six Sigma Green Belt Training Module 5€¦ · Lean Six Sigma • Green Belt PwC FMEA recap Whatdoesthatacronymmean? WhatisthepurposeofFMEA? 6 Lean Six Sigma • Green Belt PwC
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22.4.17
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Lean Six SigmaGreen Belt TrainingModule 5
April 2017Roman Bauer
www.pwc.com
2Lean Six Sigma • Green BeltPwC
DMAIC project roadmap
DefineD
Measure
Analyzuj
Improve
Control
M
A
I
C
Define the improvement opportunities
Identify the Key Performance Indicators (KPIs)
Identify specific problems
Identify potential solutions
Design the control system
Develop the project plan
Develop a data collection plan
Identify and validate the root causes
Select right improvement solution
Implementsolution and control plan
Develop the project team
Validate the measurement system
Identify y = f (x)
Test and validate optimal solutions
Evaluate results of the changes
Define the processes (high level)
Define the baseline process performance
Develop a change management approach
Document the process changes
Identify critical customers requirements (CCR’s).
Deploy and execute solutions
Close project, communicate the know-how
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4
1 2 3
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What will you learn today how to...
• Mitigate risks• Develop a process control system for holding the improvement gains• Implement control system and solution • Integrate and manage solution in daily work process• Involve and actively manage all your stakeholders• Understand change management dynamics through a project
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August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Risk Control
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FMEA recap
What does that acronym mean?
What is the purpose of FMEA?
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Practical uses of FMEA
• FMEA is a good idea whenever changes to the workplace are planned. More generally, it can be used:Ø At the beginning of a project, FMEA can help a team better scope the
opportunity by defining the types of failures and narrowing the focus to a specific type of problem.
Ø In the Improve phase, FMEA can help uncover potential problems (especially unintended consequences) with suggested solutions, thereby allowing timely adjustments.
Ø In the Control phase, FMEA helps identify what measures need to be in place to make sure that failures will not happen in the future.
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Our FMEA example
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FMEA inputs and outputs
FMEA
- Brainstorming
- C&E Matrix
- Process Map
- Process History
- Procedures
- Knowledge
- Experience
List of actions to prevent causes or
detect failure modes
History of actions taken
Inputs Outputs
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FMEA – Risk control
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FMEA in Customer Service
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FMEA in Services
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FMEA in Services
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FMEA in Pharma
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FMEA in Pharma
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FMEA in Pharma
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Process Control Systems Benefits
Process Control System
• Documents the process
• Provides a vehicle for standardization and replication
• Communicates process priorities and performance standards
• Defines measures used to evaluate process performance
• Describes data collection requirements and approach
• Tracks process performance and improvement efforts against targets
• Serves as vehicle for process reporting and improvement
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Process Control SystemsElements
Date:File name:
Process Description: Process Customer: Critical to Quality Out Come Indicator(s):
Process Flow Chart Checking Misc.Information
Step or Time
Position Input-Process-Outcome Indicators
Control Limits
Checking Item
Frequency Respon-sibility
Contingency Plan
Include• Abbreviations• Procedures• Remarks, Etc.
Implementation Timeline: Tasks #4
Process Touch Points: TMSD, Metro/District Managers and Local Field Personnel, Third party Provider and Procurement
Charts and Graph Type
Specs/Targets
What to Check
When to Check
Who Checks
Action Req’d for Exception
REV # DATE Revision Description By Appr
Process Control SystemProcess Description -specifies the area of operations which the
process control system represents.
Process Customers-specifies the recipient of
the process output whose satisfaction is the
primary objective.
Critical Requirements -states customer
requirements expected of the process output.
Outcome Indicatorsevaluates the extent of
meeting customerrequirements.
Process Flowchartillustrates the steps in a process and who wherewhen performs them ).
Process Indicators(indirect indicators, that
have a strong cause and effect relationship with
the outcome indicators).
Checking Plan forprocess indicators(limits, what, where, when, who, how).
Controlled Document(validity, revisions, date).
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Date:File name:
Process Description: Process Customer: Critical to Quality Out Come Indicator(s):
Process Flow Chart Checking Misc.Information
Step or Time
Position Input-Process-Outcome Indicators
Control Limits
Checking Item
Frequency Respon-sibility
Contingency Plan
Include• Abbreviations• Procedures• Remarks, Etc.
Implementation Timeline: Tasks #4
Process Touch Points: TMSD, Metro/District Managers and Local Field Personnel, Third party Provider and Procurement
Charts and Graph Type
Specs/Targets
What to Check
When to Check
Who Checks
Action Req’d for Exception
REV # DATE Revision Description By Appr
Process Control System
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August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Implement a solution and controlplan
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Back to project definition
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Work with the project charter again
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Process Control System- Indicators Matrix
Indicator Identifi-cation Definition UoM Calculation Vstupní veličiny Frequency of
Input Identification Definition Purpose Used for calculation
Reposnsible Person
Collection Method
Duration/ Time / Frequency
Source
Actual delivery date
ADD Actual date when delivered to address
Calculation of Order lines delivered after requested date
Logistics Dispatcher
Electronic transaction in ERP
Continuously / Every dispatching
ERP Order Management Module
Requested delivery date
RDD Original date requested by customer
CS Assistent
Manual data entry in ERP
Continuously / Every order
WHAT? WHY?
OL_ARD
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Implementation Plan
Implementationworkplan
(start, milestones, duration, task owner).
Risk analysis(risks identified,
evaluated, preventiveand corrective actions).
Communication plan
Quality control plan
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Project risk assessment
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RACI communication matrix
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De Bono’s Six Hats
WhiteNeutral, objective thinking, concerned with facts
RedEmotional, intuitive thinking
BlackNegative, critical thinking
Green Creative, innovative thinking, finding solutions
YellowPositive, optimistic thinking
BlueOrganised, summarised thinking
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Solution Implementation PlanElements
Plan Element Consideration Purpose
Potential Problem Analysis
Process Control System
• Risk assessment• Error Modes and Effects Analysis• Failure Modes and Effects Analysis• Assess internal control sufficiency• Recommended internal controls• Data collection plans• Process performance reviews• Response plans• Accountabilities and reporting• Align with rewards and recognition
Increase probability of success by understanding wherethe solution is at risk, removing or mitigating the riskand/or implementing effective internal controls.
Ensures that the solution gains are sustained, providesthe business with data to support continuousimprovement and replication and standardizationopportunities.
Training Plan • Process maps, procedures and documentation• Training needs assessment• Training approach and modes• Training design and evaluation• Implementation support or Help Desk
Sets up the organization to win by building the rightcompetencies and enabling the people who have tochange to be successful.
Communication Plan • Compelling need for change• “What’s in it for Me?”• Leadership support• How to be successful with solution• Training plan and schedule
Gain support and build enthusiasm by demonstratingleadership support and providing the right information atthe right time.
Budget and Benefits Case • Business case in 1.0• Solution benefits in 4.0• Total cost of implementation• Benefits to the customers• Non-fiscal benefits
Gain support and build enthusiasm by identifying thefinancial and non-financial benefits of change.
Detailed ImplementationWorkplan
• Objectives• Milestones and workplan• Roles and responsibilities description• Critical path
Clearly defines the who, what, when, where and how forimplementing the solution successfully.
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Control- Tollgate review
Key activities and deliverables• Design a process control system by designing standards and procedures• Plan and implement control system and solution by designing and using an
implementation plan• Integrate and manage solution in daily work process• Document and share achievements and lessons learned• Measure improved performance and use this to validate your business case• Look for opportunities to replicate / standardise solution
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August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Change Management
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Change Management – why & how
Why?Change Management is an essential and the most important part of a 6σ improvement project, from start to end (growing in intensity). The success of the 6σ project is largely depending on how you deal with all change elements in your organisation culture and environment.
How?• Set the project and project goals SMART WAY because………………?• Pay attention to team set-up from the beginning of your project………….?• Chose the right management tools………………….?• Define, Involve and Actively manage all your stakeholders…………?• Manage expectations, interventions and progress……………………..?• Show the change and make it visible……………………..?• Facilitate workshops to overcome resistant and build understanding
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Remember?
Ø Change project is not process
Ø How different people can react to change
Ø Stakeholder management is the key
Ø Stay focused on right goals, be aware
Ø MCM
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Main differences?
ØProject vs Process
- Goals
- Team
- Approach
- Stakeholder management
- Cycles
- Some more ?
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People in your team could be……
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The CART – building a team
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People in your team are……(continued)
Ø People in your change team are dedicated, they are there because the have to. In fact they don’t have time due to their daily responsibilities;
Ø Are busy, strong opinions and put blame to others;
Ø See you as expensive consultant. The first cost saving that could be achieved short term is to get rid of you soon;
Ø No corporation to do ….
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WHAT DO YOU DO?
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People in your team should be……
Employees (and customers) who:
Ø Come from functional departments directly involved in value stream you need to improve
Ø Have expert and process knowledge
Ø Know the customer and business issues
Ø Have influence on the employees around them (are respected)
Ø Preferably experience the problem and dealing with these on a daily base
Ø With the blue helmet
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The change curve
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Motivation cycle
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As the individuals learn to work together they become motivated to achieve and develop by going through the five stages of the motivation cycle.
3. Success
4. Recognition2. Commitment
5. Motivation
n Motivated teams perform well and work hard to achieve objectives, deliver and develop
n Recognition that success brings about motivation
n Commitment begins when the team starts to ‘norm’ and the achievement of the objectives is given priority
n Involvement starts when a group of individuals come together to share a common objective1. Involvement
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The natural life cycle of a team
Within our work we need to enable the team to perform quickly and effectively by going through these stages to promote team development and close out.
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Tools that can guide change – examples
Change plan/ case for changeChange readiness assessmentStakeholder mappingCommunication plan Training/ workshops/ focus groupsBrainstorming techniquesInteractive Dialogues (surveying tool)Culture surveysLeadership styles or effectiveness assessmentsKPI‘s development Documentation of the change process
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STHM 0/4 - Gain influence
How?
Ø Focus on process, not content;
Ø Stand on top (Helicopter view, Customer focus, Business issue);
Ø Stand before (take position, based on process need);
Ø Stand aside (probe to understand, show respect for, say & do);
Ø Define your stakeholders / key partners / senior users
Ø Do STHM
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STKM 1/4- Create a shared needs
Ø Have the champion and sponsor to explain business issues and consequence to the business and possibly their positions.
Ø Why do we do this?
Ø What is the business need and why?
Ø Why do you need to be here?
Ø What can you do in this project and why?
Ø Do we have an overview and appropriate facts?
Ø What sources and who to communicate with?
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STKM 2/4- Expectation management
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Expectation management is…
. . . ensuring that what we deliver is in excess of the expectations of
what will be delivered
Expectations management principles should be applied both to our clientand to team members.
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STKM 3/4- You and your customer: connected
Who helps you achieve your targets?◦ Your customer
When will your customer do that?◦ If you help him achieve his targets
How can you help him do that?◦ By knowing and understanding his targets
How does your customer know that you know and understand his targets?◦ By asking the right questions
What happens when you ask the right questions?
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rela
tions
hip
Be aware !
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STKM 4/4- Stakeholder mapping
Slide 45
Be aware that you can actively influence and re-position your stakeholders. Therefore you should always pay attention to all stakeholders during a Six Sigma improvement project.
Focus on SH: (1) power and influence, and (2) if their support is necessary/ desirable/ unnecessary
Impa
ct o
f cha
nge
High
Medium
Low
Degree of involvement
High
Active support
Participation
Understanding
Informed
Aware
For more details see appendix 2
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Deliverables of Change Management
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Deliverables:
• Case for change
• High level impact analysis
• Key stakeholder map
Deliverables:
• Report change readiness
• Updated key stakeholder map
• Updated intervention matrix
Deliverables:
• Intervention and dependencymatrix,
• Key stakeholder map
Deliverables:
• Global impact analysis alternative solutions
• Impact analysis chosen solution
• Stakeholder map chosen solution
Deliverables:
• Managers and employees who are willing and able to work with the new process