1. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) Process Objective: Establish current/baseline performance or process and quantify customer requirement. Objective : Define Opportunity/Gap, Customer Requirements, and Process. Objective : Select process for Design/ Redesign and project team. Output: Process and Team selected TEAM FORMATION DEFINE MEASURE ANALYSE Output: A quantified picture of customer requirements reconciled to current process performance. Key Steps:- Output: Project Charter, Customer Requirements, Process Map, Project plan Project charter Objective: Generate Insight and Vision for New Process Options Objective: Develop detailed design and test/control plan Objective: Implement New Process Key Steps:- Key steps:- Output: New process fully implemented. Key steps:- Objectives: Review team effectiveness, plan to address remaining issues and institutionalise the learning. Output: Recommendations for future projects & improvements to team processes. Project documentation and learnings “pack” DESIGN C D M A I 66 VALIDATE FUTURE PLANS Output: Design Options for New Process Output: Preferred design ready for full implementation Key Steps:- Select Process for Design/Redesign Project Charter and Business Case Understand the Process Understand Customer Requirements Develop project plan Implement new process design Implemented PMCS Manage the change Plan continuous improvement Select preferred design option Detailed Socio-technical design Simulation and Piloting Pilot evaluation Implementation Planning Analysis Generate Insights Visioning Generation of Options METHODOLOGY Process Quantify customer requirements & CTQ’s Measure Current Process Performance Understand Variation Assess Process Capability Process PLAN TRANSFORM ANALYZE COLLECT Process Analysis/ Redesign Principles Value Stream Analysis Benchmarking Quality Function Deployment Existing process redesign New Process Design Post implementation review Prepare project documentation pack Process PMCS DMADV Process Storyboard

2. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) 2 Process – Problem Matrix Problems/Issues Key Processes

3. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) “Rough Cut” Value Added/Non-Value Added Analysis Customer Value Added Operational Value Added Non- Value Added Activity

4. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) The Double Fishbone Organisation and Roles Process Structure TechnologyCustomer Interface Process Structure Organisation and Roles Technology Customer Interface New Process Vision Process to be Redesigned Existing Process Analysis

5. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) Generating Improvement Opportunities 5 Present Reason Alternatives Selection Improvement Concerning Purpose Place Sequence Person Means What is done ? done ? Can it be Should it be Eliminate Combine or Change Simplify done ? done in the it ? done ? done there ? could it be Where should done then ? done by that done that could it be When should it Who should it How should it Method Means of Questions Aspects Examined Why is it eliminated ? Where is it When is it sequence ? Who doesHow is it Why is it Where else done ? it be done ? Why is it person ? Why is it way ? When else done ? Who else done by ? How else done ? be done ? be done by ? be done ?

6. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) The 5W2H Questions Who What Where Why  Who does it ?  Who is doing it ?  Who should be doing it ?  Who else can do it ?  Who else should do it ?  What to do ?  What is being done ?  What should be done ?  What else should be done ?  Where to do it ?  Where is it done ?  Where should it be done ?  Where else can it be done ?  Where else should it be done ?  Why does he/she do it ?  Why do it ?  Why do it there ?  Why do it then ?  Why do it that way ? How much?  How much does it cost now ?  What will the cost be after the improvement ? When  When to do it ?  When is it done ?  When should it be done ?  What other time can it be done ?  What other time should it be done ? How  How to do it ?  How is it done ?  How should it be done ?  Can this method be used in other areas ?  Is there any other way to do it ?

7. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) Generating Improvement Opportunities 7 Present Reason Alternatives Selection Improvement Concerning Purpose Place Sequence Person Means What is done ? done ? Can it be Should it be Eliminate Combine or Change Simplify done ? done in the it ? done ? done there ? could it be Where should done then ? done by that done that could it be When should it Who should it How should it Method Means of Questions Aspects Examined Why is it eliminated ? Where is it When is it sequence ? Who doesHow is it Why is it Where else done ? it be done ? Why is it person ? Why is it way ? When else done ? Who else done by ? How else done ? be done ? be done by ? be done ?

8. Lean Six Sigma: Yellow Belt Advanced © Max Zornada (2012) The 5W2H Questions Who What Where Why  Who does it ?  Who is doing it ?  Who should be doing it ?  Who else can do it ?  Who else should do it ?  What to do ?  What is being done ?  What should be done ?  What else should be done ?  Where to do it ?  Where is it done ?  Where should it be done ?  Where else can it be done ?  Where else should it be done ?  Why does he/she do it ?  Why do it ?  Why do it there ?  Why do it then ?  Why do it that way ? How much?  How much does it cost now ?  What will the cost be after the improvement ? When  When to do it ?  When is it done ?  When should it be done ?  What other time can it be done ?  What other time should it be done ? How  How to do it ?  How is it done ?  How should it be done ?  Can this method be used in other areas ?  Is there any other way to do it ?