1. Lean Six Sigma Green Belt Training Module 5 - “Control” Part 2
Lean Six Sigma
Green Belt Training
Module 5 - “Control”
Part 2
January 2018
Jiri Benedikt
Draft

2. D M A I C DMAIC project roadmap Define Measure Analyzuj Improve1 2 3 4 5 D
Define
Define the improvement opportunities
Develop the project plan
Develop the project team
Define the processes (high level)
Identify critical customers requirements (CCR’s). 1 2 3 4 M
Measure
Identify the Key Performance Indicators (KPIs)
Develop a data collection plan
Validate the measurement system
Define the baseline process performance 1 2 3 A
Analyzuj
Identify specific problems
Identify and validate the root causes
Identify y = f (x) 1 2 3 4 5 I
Improve
Identify potential solutions
Select right improvement solution
Test and validate optimal solutions
Develop a change management approach
Deploy and execute solutions 1 2 3 4 5 C
Control
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how

3. Notes:

4. 2. Implement a solution and a control plan
Before implementation, verify if selected solution/project is without any negative effects and successful.
How can you verify it?
- pilot
- test, experiment
- failure mode and effect analysis
- six hats

5. Managing the change Control 1 2 3 4 5 Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Managing the change

6. People that help, people that won‘t
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
People that help, people that won‘t

7. Relation of people in your company towards a change project:
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
The golden rule of change management
Relation of people in your company towards a change project:
10%
80%
10%
Support
Ignore
Sabotage

8. Low interest (Blocker) High Interest (Supporter)
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Stakeholder Analysis
Low interest (Blocker)
High Interest (Supporter)
Keep satisfied
Actively Engage
High Power
Monitor
Keep informed
Low Power

9. Stakeholder Analysis Example
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Stakeholder Analysis Example

10. Communication plan addresses the stakeholders
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Communication plan addresses the stakeholders
Item
Stakeholders
Media /Frequency
Responsible
Content / Objective
Project announcement
Employees
One time
Kickoff
Project team
Streering Committee
Project Sponsor(s)
Monthly
Status meeting
Project
Weekly
Project newsletter
....
2x Monthly
Bulletin board
...
1x monthly
Google: Communication plan

11. D * V * F > R The Formula for change
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
The Formula for change
D * V * F > R
D = Dissatisfaction with how things are now;
V = Vision of what is possible;
F = First, concrete steps that can be taken towards the vision.
If the product of these three factors is greater than R = Resistance,
then change is possible.
The formula for change was created by Richard Beckhard and David Gleicher and is sometimes called Gleicher's Formula.
Three factors must be present for meaningful organizational change to take place

12. Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Key Message
Change is always hard. Focus on opinion leaders. Communicate frequently.

13. Notes:

14. 3. Evaluate results of the changes
Before implementation, verify if selected solution/project is without any negative effects and successful.
How can you verify it?
- pilot
- test, experiment
- failure mode and effect analysis
- six hats

15. Performance: Data show if we do things right
Control 1 2 3 4 5
Determine the control plan
Detect the abnormal variations
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Performance: Data show if we do things right
Customer
Company
„I’d like to have the product delivered the same day.”
“What is the average delivery time?”
“Did we improve?”
Current state
Future

16. Customer service calls / million bills % success of user testing
Control 1 2 3 4 5
Determine the control plan
Detect the abnormal variations
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
The project KPI needs to show customer value, but also a clear link to profit
Customer need
„I need to understand my energy bill.”
Metric
Customer service calls / million bills
nebo
% success of user testing
Vraťte se k příkladu restaurace a zjistěte,
How do we benefit?
- Leaving customers
+ Revenue
- Retention costs
+ Profit
- Cost
- Customer phone calls

17. Financial benefits tracking for multiple projects
Control 1 2 3 4 5
Determine the control plan
Detect the abnormal variations
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Financial benefits tracking for multiple projects
Nakreslit na flipchart

18. Notes:

19. 4. Document the process changes
Before implementation, verify if selected solution/project is without any negative effects and successful.
How can you verify it?
- pilot
- test, experiment
- failure mode and effect analysis
- six hats

20. "I did not know I was supposed to do it." "I thought he was doing it."
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
RACI matrix
"I did not know I was supposed to do it." "I thought he was doing it."
inefficient team work
higher complexity of communication
unwanted results at the end
When more people work on a project, it happens that someone assumes that someone else will take care of a task.
- I did not know I was supposed to do it. I thought he was working on it.

21. Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
RACI matrix
helps answer the following questions: Who is accountable for accomplishment? Who does execute it? Is there anybody whom we can consult activities with? Who does need to be informed about activities?

22. RACI is the abbreviation of four roles that stakeholders can play
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
RACI is the abbreviation of four roles that stakeholders can play
R A C I

23. RACI matrix is a tool for assigning responsibilities
RACI matrix is a tool for assigning responsibilities
R = responsible (performs the action)
A = accountable (blamed if it fails / sponsor) – Only once in each line!
C = consulted (gives opinion – two way communication)
I = informed (one way communication)
Production flow - dispatching
Operator
Shift leader
Flow leader
Dispatch leader
Lean office
Supply chain manager
CFO
Following the process R A I
Updating the rules C
Temporary changes of the rules
A,R
Communcating the temporary change
Recording temporary changes
Permanent rule change R  I 

24. Real life RACI

25. RACI matrix Example – Roles and responsibilities in LSS projects
Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
RACI matrix Example – Roles and responsibilities in LSS projects

26. Control 1 2 3 4 5
Design the control system
Implement solution and control plan
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
Key Message
The RACI matrix simply defines what is expected from stakeholders and how to communicate with them.

27. 5. Close project, communicate the know how
Before implementation, verify if selected solution/project is without any negative effects and successful.
How can you verify it?
- pilot
- test, experiment
- failure mode and effect analysis
- six hats

28. We improvement something. How to keep it that way?
Control 1 2 3 4 5
Determine the control plan
Detect the abnormal variations
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
We improvement something. How to keep it that way?
Responsibilities
Documentation
Regular measurement of KPIs
Introduce to reward schemes
Sponsor approval
Proving the benefit

29. 3 1 2 What comes next? Current state Dream state Future state
Control 1 2 3 4 5
Determine the control plan
Detect the abnormal variations
Evaluate results of the changes
Document the process changes
Close project, communicate the know-how
What comes next? 1 3 2
Current state
Dream state
Future state
Proč první aktuální stav? Lepší poznání problému, řešíme správnou věc
Proč je lepší začínat vysněným vstavem? Lidi se při přemýšlení omezují tím, jaké mají zdroje
„What is the problem that we are have right now?“
„What can be achieved with the resourcees we have?“
„What can be achieved with the resourcees we have?“

30. Contact Jiří Benedikt Trainer, Consultant I help people work smarter
Lean Six Sigma | Design thinking | Excel