1. Making Project Leaders Successful
Purpose and Intent of DMAIC Sponsor Workshop Process Excellence

2. Objectives Recap project roadmap
Explore the process DMAIC a little deeper
Purpose of each phase
What to expect at each phase
Examine thought progression and provide sample questions for each phase to help with mentoring
Provide tool example(s)
Explore some coaching ideas
How do we make Project Leaders successful?
© 2014 Ports America. All rights reserved.

3. Why DMAIC?
DMAIC is a proven, structured approach to problem solving/ issue resolution.
DMAIC encourages creative thinking within boundaries such as keeping the process, product or service.
DMAIC is universal in approach, but - projects will experience different paths through the Define, Measure, Analyze, Improve and Control (DMAIC) toll-gate phases. Additionally, timing in each of the phases varies from project to project.

4. Project Roadmap Define Improve Review Charter Select Improvements
Prep for Project/ Event
Understand (Walk) Process
Measure
Create Process Map
Understand Inputs
Collect Baseline Measures
Analyze
Perform Process Analysis
Evaluate Waste & Variation
Identify Root Cause(s)
Improve
Select Improvements
Identify Future State
Perform Risk Assessment
Pilot & Implement
Control
Demonstrate Improvement
Mistake Proof
Implement Control Plan

5. Recall Tool Flow follows DMAIC
Walk the Process (backwards)
High Level Map
Measure Inputs & Outputs
Baseline Data
Review Charter
“Develop the idea, Determine Problem and Define the Current Condition”
Waste Walk
Analysis of Waste and Variation
Select Improvements Brainstorm & PICK
Determine
Future State
Risk Assessment
(SxOxD)
Pilot & Implement
Demonstrate Improvements
Mistake Proof
Control Plans

6. The Process DMAIC (High-level Questions)
Define What is the scope of the problem?
Measure What is the frequency of the problem?
Analyze Where and why does it occur?
Improve How can we fix the process?
Control How can we ensure the process stays fixed?
Process Output Y = f of inputs (Process variables x1, x2 ….) To improve Output Y, control the key variables or inputs (x’s)

7. DMAIC Deep Dive Purpose What to Expect Sample Questions
Tool Example(s)

8. Tour of DMAIC
The Define, Measure, Analyze, Improve, Control process is usually described as a “structured, data-based” problem solving process. This means:
Doing specific actions in a specific sequence
Gathering data in nearly every phase to help make decisions and understand root cause
Making sure the solution (change) really eliminates the contributing cause of the problem
Ensuring problem stays fixed (solution is sustainable)

9. Purpose of Define Agree what the project is…
Discuss opportunity/ project as a team
Get process or Customer data
Review data about the problem or process
Determine scope: Draft a process map or flowchart
Set up a plan: Establish guidelines for the team

10. Define: What to Expect Charter:
Written documentation of scope: including Problem Statement, Objective, Benefit analysis, Team Members, preliminary Budget, all required signatures and preliminary Milestones.
Revisions to Team Charter highlighted and explained.

11. Define: What to Expect (continued)
Customer Perspective:
List of customers of the process being improved.
List of data collection methods to develop understanding of customers’ requirements.
Visual display of numerical and qualitative data collected.

12. Define: What to Expect (continued)
High Level Process Map:
Visual display of high level “As Is” Process Map developed in SIPOC format identifying suppliers, inputs, process activities, outputs, and customers.
Validated flowchart, process map, or value stream analysis detailing workflow and operational steps.

13. Define: Questions to Ask
Customer requirements
Is this an important Customer issue?
What data has been collected to understand the problem?
Charter
What are the business reasons for completing this project?
What Breakthrough Objectives will this project impact? How?
What is the problem being addressed? Where, when, and to what extent does the problem occur?
Has another Improvement Team tried to solve this or a similar problem? What can we learn from their efforts?

14. Define: Questions to Ask (continued)
What are the boundaries of this project?
What is the goal for the project? Is the goal developed in the “SMART” format?
Are key milestones established?
High-Level Process Map
Describe how this map was developed.
How was the map validated?
Is the process actually followed?
Are multiple versions necessary to account for different types of input?

15. Tool Example - Walk the ProcessD
“As-is” process mapping can take many forms.

16. Purpose of Measure Combine data with process knowledge…
Evaluate existing measurement system
Improve, if necessary
Develop a brand new measurement system, if needed
Observe the process
Gather Data
Map the process in depth

17. Measure: What to Expect
Agreement on what measures, especially output measures, are important to the project’s success.
A sound data collection plan covering the above measures.
Identification of critical “problematic” areas (i.e. – the preliminary 8 waste’s or signs of excess variation) operating within the process.
A description/calculation of the baseline level of capability or performance level. (KPI’s, complaints, defects, gaps, major issues, variance, etc.)

18. Measure: Questions to Ask
What key Y’s and x's (output, process, and input measures) indicate the performance of this process?
What are the definitions of defect, unit, and opportunity that you will use to calculate process yields and/or capability measures? And to track project performance?
What is your data collection plan?
How much data did you collect?
How did you sample?
What potential stratifying factors (i.e. within unit, over time, shift to shift, etc. ) will you use in your data analysis?

19. Measure: Questions to Ask (continued)
What have you done to ensure the repeatability, reliability and validity of the measurement process?
Show me the charts that you used to assess the variation in your process.
What is the current (performing) process level and goal for this project?
Have you found any “quick hit” improvements?
Is the scope of the project manageable?

20. Tool Example - Detail Process Maps
A detail map, based on the actual process, captures the sequence of activities, times, loops, and queues.
Creating a map like this highlights wasted time and effort that usually isn’t apparent to people mired in the process.

21. Mapping – Sample Questions
Describe how this map was developed? validated?
Is the process actually followed?
Are multiple versions necessary to account for different types of input?
Has a Map been completed with data to better understand the problem, and show root causes might reside?
Has the team conducted a value-added (NVA, VA, BVA) and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer?
Has the team identified the specific input (x), process (X), and output (Y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed, and Cost measures)?

22. Challenges of Data CollectionM
Be aware of following roadblocks:
Data has never been collected before
Data have been collected, but lost
Much of the data difficult to figure out
What has priority or is most meaningful??
Data does not really measure what you think it measures
If any of these conditions hold true, expect to spend time with the team deciding what data to collect and finding a way to collect it …

23. Tool Example - Baseline Data Observation Sheet
11/19/13, 11/25/13 1st and 2nd shift
1st shift
Utilize a 3 to 7 cycle analysis, if possible

24. Baseline Data - Sample Questions
What are the key inputs?
Was a data collection plan established?
What data was collected? Who participated?
What did the team do to assure data stability and accuracy?
What charts did team use to show variation?
What is the current process performance?
Did the team find any “low-hanging” fruit (obvious quick hits) for immediate remedies?

25. Baseline Data - Sample Questions (continued)
Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected?
Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we are measuring?
Has the measurement system been checked for repeatability and reproducibility, potentially including training of the data collectors?
Has the team developed and tested data collection forms or check sheets which are easy to use and provide consistent, complete data?

26. Baseline Data - Sample Questions (continued)
Has baseline performance and process capability been established?
How large is the gap between current performance and the customer (or project) requirements?
Has the team been able to Identify and complete any ‘Quick Wins’?
Have findings to-date required modification of the Project Charter? If so, have these changes been approved?
Have any new risks to project success been identified, added to the Risk Mitigation Plan (SxOxD), and a mitigation strategy put in place?

27. Purpose of Analyze Make sense of the data to… Let the process
display patterns that may help in analysis
target places where there’s waste
lead the team to contributing causes
Identify most critical process factors to control
Confirm source of delays, waste, and variation

28. Analyze: What to Expect
Data analyzed and displayed properly for easy understanding.
Visual display of a detailed process map of the “as is” processes and key stakeholders.
Detail analysis of the critical sub-processes utilizing value-added/non value-added, time value analysis, cycle time and/or other analytical tools.

29. Analyze: What to Expect (continued)
Identification and verification of root causes and the “vital few” factors.
Rationale for decision as to why focus on process analysis, data analysis, or selected pilots.
Sharpened problem statement reflecting process analysis and data analysis.
Estimates of the quantifiable opportunity represented by the (data enriched) problem.

30. Analyze: Questions to Ask
What are the vital x's linked to the project Y? How did you draw that conclusion?
Show me your detailed process map. How was it created? What level of detail did you include? What did you learn from analyzing this map? What are the critical moments of truth?
How much time does it take to complete each phase? Which phases are non-value-added? How coded? (Value Stream Analysis, Process Detailing)
How have you analyzed the data to identify the factors that account for variation in the process? How was your data stratified?

31. Analyze: Questions to Ask (continued)
Show me your cause & effect diagram. How were potential causes identified? How were the key factors identified?
How were the key factors verified?
Did you collect additional data? What was measured? What did you learn from the analysis?
What is the financial opportunity represented by addressing the problem? What are the quantifiable costs of our current process performance (the cost of poor quality)? What intangible benefits are anticipated?
What revisions have been made to the charter, particularly the problem statement and the project scope?

32. Tool Example - Process Analysis
“Process analysis” techniques can take many forms.

33. Purpose of Improve I
Make changes in the process that will eliminate the defects, waste, costs etc. that are linked to the Customer need…
During these phase team should:
Use creativity to identify a range of possible solutions
Review existing best practices to see if any can be adapted to the situation at hand
Develop criteria for selecting solutions
Pilot and test chosen solution and plan for implementation

34. Improve: What to Expect
Solutions to the problem generated and selected (based on those that best address the root cause(s) found).
“Should be” or “Could be” process map developed.
“Vision” of solutions is translated to behaviors (more of / less of) -- “should be” behaviors needed in the new “should be” process.

35. Improve: What to Expect (continued)
Cost/ benefit analysis of proposed solutions.
Pilot -experiments conducted of proposed solution and results evaluated.
Full implementation plan developed, including project, change management, and communication plans.

36. Improve: Questions to Ask
How did you generate solution alternatives?
What methods were used to encourage “out of the box” thinking?
What elements of mistake proofing were you able to incorporate into your solution?
What criteria did you use to evaluate the potential solutions?
Show me your “should be” or “could be” process map.

37. Improve: Questions to Ask (continued)
How does the solution link to the vital x's (inputs) of the problem?
How was the solution tested on a small scale?
How representative was the test?
What did you learn about full-scale implementation from the pilot?
Walk through your cost/ benefit analysis.
What assumptions were made?
How did you evaluate your solutions to handle potential controllership issues?

38. Tool Example - Demonstrate Improvement
Final data must be compared against the baseline data… before and after comparison
Demonstrates improvement or change within the process in a manner that is easily understood by all
Generally done using graphs, charts, or tables that show side-by-side the change that has taken place

39. Demonstrate Improvement - Sample Questions
Has the team prepared all the documentation for the improved process, including revised/new Standard Operating Procedures (SOPs), a new/ updated training plan, and/or a process control system/report?
Has the necessary training for the process owners/operators been performed?
Has the solution been effectively implemented?
Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?

40. Purpose of Control Make sure any gains your team makes will last…
During these phase team should:
Document new, improved procedures
Train everyone
Establish procedures for tracking KPI’s
Hand-off on-going procedures to process owner
Complete process/ project documentation

41. Control: What to Expect
Ongoing monitoring plan that captures the results derived from the improved process.
Statistical data that the new process is operating “in control.”
Documented procedures of the improved process.
Evidence that the solution has been integrated into day-to-day operations.
Broader system and structure changes to institutionalize the improvement.

42. Control – Questions to Ask
What is the new Process performance measure? Does it meet the target for the project?
What is the control plan? What is being measured? How are control charts being used?
How well and consistently is the process performing?
Is a response plan in place for when the process measures indicate an “out of control” condition?
Has the process been standardized? Mistake proofed?
Show me the documentation that will support this improvement. How has job training been affected?

43. Control – Questions to Ask (continued)
Who is the process owner?
How will responsibility for continued monitoring and improvement be transferred from the team to the owner?
What systems and structures (rewards, measures, staffing, training, information, etc.) still need to change in order to institutionalize the improvement?
What are some other areas of the business that can benefit from your learning’s? How can we most effectively share our learning’s with them?
What is the next problem that should be addressed in this process?
What did you, as a team, learn about the process of making improvements?

44. Mistake Proofing - ExamplesC
The purpose of implementing and sustaining mistake-proofing measures is to reduce the potential for variation in: service delivery and/or product quality and the waste this creates in time, money, and degradation of the company’s reputation!
Tether Cap
Cap eliminated

45. Coaching Ideas Promote Teamwork Appreciate and Respect Actively Listen
Mentor through project reviews

46. Promote Teamwork
1. Organize people around a process improvement initiative to form a team.
2. Set boundaries for the team that expand as the team matures. (What decisions are the teams empowered to make?)
3. The team manages and is held accountable for the process. (Action items include; Who, what, where, when things are to be done and followed-up.)
4. Team is responsible for improving the process.
5. Team goals are in line with the company’s.
6. Reward positive results.

47. Model Appreciation and Respect
Teach people in your organization to notice what is going well, rather than just noticing what needs to be improved.
For example, you can open meetings by having each person talk about what they have done well since the last time you met. You can also have people show appreciation to each other as a way to close meetings.
In heated discussions or conflicts, make sure people continue to show respect for each other.
Conflicts can be important growing periods. To ensure they are useful rather than destructive, do not let people personally attack each other. Keep discussions to the issues.

48. Listen, Listen, Listen Listening is a powerful tool.
When you listen to others with respect, they sense that you have confidence in them and are interested in what they think.
In turn, your interest and confidence helps them to think clearly and creatively.

49. Coach Project Leaders through DMAIC
Provide regular mentoring and project review sessions with each project leader.
Set goals and assign actions for next meeting.
Projects have a better shot at staying on time and budget.
Managers will allocate valuable resources more readily and show support throughout the project.
Resistance from employees and other stakeholders will decrease.
Employee productivity will be less impacted by the change.
Prepare project leader to present summary of their project to site leadership team, if appropriate.

50. Review Recap project roadmap Explore the process DMAIC a little deeper
Purpose of each phase
What to expect at each phase
Examine thought progression and provide sample questions for each phase to help with mentoring
Provide tool example(s)
Explore some coaching ideas
How do we make Project Leaders successful?
© 2014 Ports America. All rights reserved.