1. Lean Six Sigma Tools and Techniques for Continuous Improvement
Session Six (Best Practices Improvement Tools and Approaches)
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Time: 2-3 min
Introduce Alex Fedotowsky and explain his role in moving forward
Explain that Alex will be the lead instructor for the Control session
Mention that this is the 6th and last session for this group for the current LSS training assignment. 1

2. Build Process Summary Control Systems
Session 6 Agenda
Use FMEA Tool
Build Process Summary Control Systems
Time: 2 min
The FMEA builds upon the tools learned in Analysis and Improve.
The Process Summary Control System is the key handoff to the Process Owner, once the team completes its mission and disbands. 2

3. Lean Six SIGMA Tollgate #8
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL 11 6 1 4 9
Analyze The
Data
Generate
Solutions
Determine
Process
Control Chart
Develop LQS
Team Charter, LQS Model
& Master plan
Create Measurement
Scorecards 5 12 2 7 10
Implement
Management
Response Plan
Identify
Customer Requirements
CTQs
Implement Project Data
Collection Plans
Analyze The
Process
Select/Test
Solutions 3 8
Develop the
High-Level
SIPOC
Time: 1 min
Show how the teams have gone through 10 Tollgates and there are two remaining
Mention that the Control Phase has two Tollgates which take about 2 to 3 weeks to complete.
Analyze The Root
Cause(s) 3 3

4. The FMEA Lean Six Sigma Tool
Identify early in the process the ways in which a process can fail to meet critical customer requirements
Increase the likelihood that all product/process potential failure modes and their effects will be considered
Help identify potential critical characteristics and significant characteristics
Aid in the development of process control plans
Prioritize the actions that should be taken to improve the process
Time: 5 min
Explain how FMEA - Failure Mode and Effects Analysis is an easy to use and yet powerful pro-active engineering quality method that helps you to identify and counter weak points in the early conception phase of all kinds products (hardware, software) and processes
It’s a structured approach that makes it easy to use and even for non-specialist a valuable tool.
The benefits obtained encompass by large the investments in time and resources to execute the analysis
Other names for FMEA are FMECA (C: criticality), DFMEA (D: Design), PFMEA (P: Process), AMDE (French), ...
It is widely used in all industrial, medical, business areas.
Identify ways the product or process can fail
Then plan to prevent those failures 4

5. Identify ways the product or process can fail . . .
Why Failure Mode and
Effects Analysis (FMEA)?
Identify early in the process the ways in which a process can fail to meet critical customer requirements
Increase the likelihood that all product/process potential failure modes and their effects will be considered
Help identify potential critical characteristics and significant characteristics
Aid in the development of process control plans
Prioritize the actions that should be taken to improve the process
Time: 3 min
One of several reliability evaluation and design analysis tools, FMEA also can be defined as:
A problem prevention tool used to identify weak areas of the process and develop plans to prevent their occurrence.
A semi-quantitative, inductive bottom-up approach executed by a team.
A tool being recommended for Joint Commission on Accreditation of Healthcare Organizations (JCAHO) Standard LD.5.2.
A structured approach to identify the ways in which a process can fail to meet critical customer requirement.
A way to estimate the risk of specific causes with regard to these failures.
A method for evaluating the current control plan for preventing failures from occurring.
A prioritization process for actions that should be taken to improve the situation.
Identify ways the product or process can fail
Then plan to prevent those failures 5

6. FMEA Basic Definitions
Failure Mode:
The manner in which a specific part/process fails
If not detected and either corrected or removed, will cause one of the “effects” to occur (can sometimes be identical to effect)
Can be associated with a defect or nonconformance that goes outside of specification. How could this process fail to complete its intended function?
Examples: Late, defects on a form, wrong entry, bent, cracked, defect in ‘Y” or CTQ (X)
Cause:
A condition that produces a Failure Mode or a process deficiency that results in a Failure Mode
Causes are sources of process variability
Failure Effect:
Impact on customer requirements if failure mode is not prevented or detected (often cost, schedule, and/or performance related). What will happen as a result of the failure mode?
Should be expressed in terms of the product/process function
Time: 5 min
FMEA (Failure Mode and Effects Analysis) is a proactive tool, technique and quality method that enables the identification and prevention of process or product errors before they occur.
Within healthcare, the goal is to avoid adverse events that could potentially cause harm to patients, families, employees or others in the patient care setting.
As a tool embedded within Six Sigma methodology, FMEA can help identify and eliminate concerns early in the development of a process or new service delivery.
It is a systematic way to examine a process prospectively for possible ways in which failure can occur, and then to redesign the processes so that the new model eliminates the possibility of failure.
Properly executed, FMEA can assist in improving overall satisfaction and safety levels. There are many ways to evaluate the safety and quality of healthcare services, but when trying to design a safe care environment, a proactive approach is far preferable to a reactive approach. 6

7. Causes Effects Examples Failure modes Broken tools No standard process
Worn bearings
Computer interface not accurate
Poor handling
No Priority
Inadequate gating
Lack of ownership
Inefficient cooling
Manual Process
Heat treat shrinkage
Failure modes
Time: 3-4 min
Here are some potential examples for a FMEA application:
Process FMEA: Used to analyze transactional processes. Focus is on failure to produce intended requirement, a defect. Failure modes may stem from causes identified. System FMEA: A specific category of Design FMEA used to analyze systems and subsystems in the early concept and design stages. Focuses on potential failure modes associated with the functionality of a system caused by design.
Design FMEA: Used to analyze component designs. Focuses on potential failure modes associated with the functionality of a component caused by design. Failure modes may be derived from causes identified in the System FMEA.
Oversize
Cracked
Late delivery
Undersize
Open
Wrong information
Rough
Shorted
Eccentric
Leaking
Lost paperwork
Misassembled
Damaged
Wrong count
Effects
High losses Reduced sales
Field failure Unsatisfied customers 7

8. Effect Eliminate/Reduce/Mitigate Effect Goal of FMEA Time: 3 min
Prevent or Detect
Time: 3 min
Historically, healthcare and manufacturing have performed root cause analysis after sentinel events, medical errors or when a mistake occurs.
With the added focus on safety and error reduction, however, it is important to analyze information from a prospective point of view to see what could go wrong before the adverse event occurs.
Examining the entire process and support systems involved in the specific events – and not just the recurrence of the event – requires rigor and proven methodologies. 
Effect 8

9. When Should FMEA’s Be Developed?
When new systems, designs, products, or processes are designed
When existing systems, designs, products or processes change for any reason. (We need a systematic method to evaluate the change.)
When new data gathering approaches are needed for current systems, designs, products, or processes.
When new metrology, test, I.T., Software, Database, Imaging, or process equipment is evaluated and purchased
Time: 3-4 min
Here are some potential targets for a FMEA application:
New processes being designed
Existing processes being changed
Carry-over processes for use in new applications or new environments
After completing a problem-solving study (to prevent recurrence)
When preliminary understanding of the processes is available (for a Process FMEA)
After system functions are defined, but before specific hardware is selected (for a System FMEA)
After product functions are defined, but before the design is approved and released to manufacturing (for a Design FMEA) 9

10. Benefits of FMEA Proactive approach
Developed during the introduction of a new designs or processes with purpose of preventing potential failures by
Eliminate potential causes of failures
Select better alternatives
Develop process controls and containment and test methods
Develop preventive maintenance programs
Develop problem response plans
Reactive approach
Apply to existing process with purpose of managing failures by :
Analyze known failures due to a specific process step
Used as a risk assessment tool
Prioritize corrective action to prevent/reduce reoccurrence of failures
Strengthen control and containment of current failures
Develop problem response plan
Time: 3-4 min
Summary of the benefits of FMEA:
Captures the collective knowledge of a team
Improves the quality, reliability, and safety of the process
Logical, structured process for identifying process areas of concern
Reduces process development time, cost
Documents and tracks risk reduction activities
Helps to identify Critical-To-Quality characteristics (CTQs)
Provides historical records; establishes baseline
Helps increase customer satisfaction and safety 10

11. FMEA includes detection in the risk equation
Ratings to Determine Overall Risk
Scoring 1 10
Severity (SEV): How significant is the impact of the Effect to the customer (internal or external)?
Occurrence (OCC): How likely is the Cause of the Failure Mode to occur?
Detection (DET): How likely will the current system detect the Cause or Failure Mode if it occurs?
Least
Significant
Most
Significant
Not
Likely to
Occur
Likely to
Occur
Time: 3 min
The rating tables used in the methodology are based on tables found in the Potential Failure Mode and Effects Analysis (FMEA) Reference Manual, Third Edition, July Some modifications are made to these tables to increase their effectiveness.
For individuals reading this paper who may be concerned that they may not be compliant with QS9000 or TS16949 guidelines if they follow the methodology because of the changes to the tables, the Potential Failure Mode and Effects Analysis (FMEA) Reference Manual gives permission for the changes introduced in the paper.
Prior to the presentation of each table, the manual states: “Suggested Evaluation Criteria: The team should agree on an evaluation criteria and ranking system that is consistent, even if modified for individual product analysis.”
No company who has ever used the methodology enclosed in this paper has ever failed an ISO9000, QS9000 or TS16949 audit because of its use.
Likely to Detect
Not Likely to Detect
FMEA includes detection in the risk equation 11

12. FMEA Definitions Time: 3 min
Risk Priority Number (RPN)
A numerical calculation of the relative risk of a particular Failure Mode
RPN = Severity x Occurrence x Detection SEV x OCC x DET
This number is then used to place priority on which items need additional quality planning
Current Controls
The mechanisms that prevent or detect the Failure Mode before it reaches your customer. Current Controls include SPC, Inspections, Monitoring, Training, and Preventive Maintenance
Recommended Actions
Corrective actions to reduce severity, occurrence and/or detection rankings. Directed at the highest RPN and critical severity items
Time: 3 min
No definition is “right” or “wrong” per se. Rather they (alternate meanings) should be recognized as being different.
Discussions among operators, engineers, and maintainers should initially clarify which set of definitions is to be used.
See FMEA Definitions paper for more detail. 12

13. Doing The FMEA Analysis
Tool Box – FMEA Form
Lists Failure Modes for each Process Step
Rates the Severity of the Effect to the Customer on a 1 to 10 Scale
Time: 4-5 min
The Elevator Pitch is: A cause creates a failure mode and a failure mode creates an effect on the customer.
Each team member must understand the process, sub-processes and interrelations. If people are confused in this phase, the process reflects confusion. FMEA requires teamwork: gathering information, making evaluations and implementing changes with accountability.
Combining Lean Six Sigma, change management and FMEA into a Toolbox helps ensure better quality outcomes
Greater efficiency and reduced costs , Stronger leadership capabilities , Increased revenue and market share , and Optimized technology and workflow also exist.
Lists the Effects of each Failure Mode
List of Process Steps or Product Parts 13

14. FMEA Form-Assessing Current Situation
Lists the Causes for each Failure Mode: Each Cause is associated with a process input out-of-Spec
Documents how the Cause is currently being controlled in the process
Rates how often a particular Cause or Failure Mode Occurs:
1=Not Often
10=Very Often
Rates how well the Cause or the Failure Mode can be detected.
1=Detect Every Time
10=Cannot Detect
Time: 2-3 min
Continue to describe the boxes around which there is a balloon or caption
FMEA tools help clients make good decisions by investigating, researching, and discovering the true nature of the situation. 
Their main strength is diagnosis for implementation.
It feeds back data to clients and help develop practicable action plans.  14

15. Containment & RPNs 1 & 2
Having more than 1 RPN (adding in Containment) brings an added dimension to the FMEA analysis. It takes into account how well prepared the organization is to deal with a failure should it occur and if or if not it is detected.
Detection 2, Containment
should a failure occur
Risk Priority Number (RPN1) is:
Sev*Occ*Det
Time: 3 min
FMEA's basic idea is to spot risks and to initiate dedicated efforts to control or minimize risks. Knowing your risks can make your project plan more realistic. FMEA seems to work best, when a team documents its known knowledge about known cause- and effect-relationships. And an improvement plan is developed.
I suggest to work out the timely sequence of failure events first, before entering results into a FMEA sheet. You can use, e.g. Ishikawa or flow diagrams to do this. Or just use cards or post-it notes to document and organize items into a logical sequence of events. Start with key functions your process/product has to perform (functions). Next identify ways to deteriorate those key functions (modes and causes).
Only few people seem to be able to anticipate unknown risks and unknown failure mechanisms. I suggest using AFD (Anticipatory Failure Determination) when you need to analyze subtle failure mechanisms or have to predict future failures from your process/product.
You need to stay very disciplined in cause- and effect-thinking to create strong FMEA-results. Unfortunately many available FMEA-sheets seem to puzzle its users.
Risk Priority 2, adding in Containment
An Improvement Plan should be required when the either RPN number exceeds 100. 15

16. FMEA Form Continued - Improvement Plan
Documents actions recommended based on RPN Pareto
When Corrective Action Is To Be Completed
This portion of the plan is as critical as the previous elements. Without action the FMEA is simply not worth doing.
Designates who is responsible for action and projected completion data
Time: 3 min
Laotzu, a Chinese philosopher, said, "The biggest problem in the world could have been solved when it was small," but as far as business processes are concerned, even catching a problem when it's small might not permanently solve the root cause.
Six Sigma Green Belts know that to solve the root cause of a problem, you have to develop an improvement strategy, and then use precision tools to employ the improvement strategy and target the problem with perfect accuracy.
In our course Green Belts and team members need to explore the tools and techniques for developing an improvement strategy.
Help them look at why, how, and when to pilot an improvement plan, and how to avoid common pitfalls. 16

17. Completing The FMEA Time: 3 min
List what was done. This often references more detailed documentation and procedures
Recalculate Severity Occurrence, Detections 1, Detection 2 and assess new score. Is it adequate?
The FMEA assists with assessing the effeteness of the remedies implemented and is part of the projects permanent documentation.
Time: 3 min
For an FMEA to be more complete and accurate, it is highly recommended that you utilize these supporting tools:
FMEA Excell-based software
Root Cause Identification
Fault Tree Analysis (FTA)
Practice Exercise 17

18. The FMEA Process Pulling It All Together
1. Select the Process FMEA team.
2. Develop a Process Map and identify all process steps.
3. For each Process Step, list its intended function.
4. Start the process FMEA.
5. For each Process Step, list ways that it can fail to complete its intended function. This is normally some in process defect and is called the failure mode.
List possible causes that may bring about the failure mode.
7. Assign Ratings:
- Severity to Effect,
- Occurrence to Cause,
- Detection 1 & 2 to each Cause (preferred) or Failure Mode.
8. Calculate the risk priority number for each potential cause.
9. Determine recommended actions to reduce all RPNs: Eliminate Causes, improve detection of causes and early detection of failure modes.
10.Take appropriate actions.
11.Re-calculate all RPNs – Are they good enough?
Time: 3 min
FMEA is a qualitative reasoning approach originally created for reviews of mechanical and electrical hardware systems. The FMEA technique now considers (1) how the failure modes of each system component can result in system performance problems and (2) ensures that appropriate safeguards against such problems are in place. A quantitative version of FMEA is known as failure modes, effects, and criticality analysis (FMECA).
It is a systematic, highly structured assessment relying on evaluation of component failure modes and team experience to generate a comprehensive review and ensure that appropriate safeguards against system performance problems are in place
Used as a system-level and component-level risk assessment technique and is applicable to any well-defined system. Sometimes performed by an individual working with system experts through interviews and field inspections, but also can be performed by an interdisciplinary team with diverse backgrounds and experience participating in group review meetings of system documentation and field inspections
A technique that generates qualitative descriptions of potential performance problems (failure modes, causes, effects, and safeguards) as well as lists of recommendations for reducing risks
A technique that can provide quantitative failure frequency or consequence estimates. 18

19. Control Phase Deliverables
Institutionalize the Improvements And Standardize the Ongoing Monitoring with a Quality Plan
Develop, Document And Implement An Ongoing Process Monitoring Quality Plan
Standardize The Process Using PDCA
Complete Procedures, Documentation of Results, Learnings and Recommendations
Validate Benefits and Framework for Final Report
Review Green Belt Certification Requirements
Time: 3-4 min
Ensure that the process improvements, once implemented, will “hold the gains” rather than revert to the same problems again.
Various control tools such as statistical process control can be used.
Other tools such as procedure documentation and resource management help institutionalize the improvement. 19

20. Why Control Improvement?
Old Zone of Performance
Zone of Improvement
New Zone of Performance
New Controls
Improvement
Old Controls
Time: 3 min
Discuss how Control Systems help to Control and monitor the effects of the Improvement.
Show how it tracks through ‘zones of improvement’
What can be done to lock in the gains?
Time 20

21. Team Activity Time: 10 min Discuss the Question
Objective
Brainstorm List In Response To The Question…
Question
“What Must Be Put In Place To Ensure An Improvement Stays In Place
Instructions
1. At your table use a pad or the flipchart for the readout
2. Together brainstorm ideas in response to the question
3. Be prepared to share your ideas with the class
Time: 10 min
Discuss the Question
What must be put in place?
Time
15 Minutes 21

22. Process Control What Is Process Control?
A system of activities that provides performance information
Purpose is to maintain process performance at a level that satisfies customers and business needs
Quality Plan ensures Process Stability and identifies areas of process performance degradation so immediate actions can be taken.
Time: 3 min
Without control of an improved process, the process tends to revert to its original status quo.
Therefore, as part of the DMAIC process improvement methodology, control provisions must be made prior to the implementation of a new process. 22

23. Some Key Process Questions
Who Owns the Process?
What Should I Monitor?
How Can I Detect Changes In My Process?
How Can I Assure That Things Will Continue?
What Do I Do If I Detect A Change In The Process?
If Process Is In Control, Are My Customers Satisfied?
Time: 3 min
In Control, tools and methods will be introduced to help with the systems and structures required to maintain control.
But, it is essential that the link between VOC and VOP be done continually. 23

24. Standardize Process Control Purpose: Techniques
Provide Consistent Level Of Service To Customers
Provide Direction For Improvement Activities
Hold The Gains Created By Improvement Activities
Break Down Barriers Between Groups
Techniques
A Quality Plan for monitoring
Process Summary Worksheet
PDCA
Time: 3-4 min
A standardized process is one which represents a single way of doing an activity, in which all employees do the activity the same way all of the time, across multiple strategic business units.
The advantages of standardization are lower process overhead, less complicated information systems, and more transparency among business units.
In addition, a standardized process can be extended to represent a consistent way of doing things that can span organizational boundaries. Examples include processing paperwork for a new employee or performing payroll processing for a company.
The important point behind a standardized process is that it should run as efficiently as possible and is often a good candidate for being outsourced in cases where it is performed in much the same way across different organizations and it adds no unique or differentiating business value for the organization.
Standardize 24

25. The Quality Plan A Quality Plan* consists of 5 elements:
Results Key Quality Indicators
A Core Process
Supporting Infrastructure
An Integrated Set of Best Practices
SIPOC/In-Process Key Quality Indicators
* See Instructor Handout Example
Time: 5 min
One of the most common causes for LSS project management failure is poor quality management. This includes the initial misconception that the project manager and the project team define quality.
Quality is defined by the project sponsor and by the client. What you, as a project manager, consider to be a flawlessly executed project may not be a success if it doesn’t meet the client’s needs. And what you consider a bumpy project may be acceptable to the client.
Misinterpreting what the client wants can result in rework time, higher maintenance and support costs, missed deadlines and budget, and poor morale. To keep this from happening, you must develop a quality plan at the conclusion of the project and check it frequently throughout the duration of the project. implementation 25

26. Quality Plan Roadmap See Xerox Quality Plan 5 Elements Handout
Time: 3 min
Like a road map that shows different ways of getting from one place to another, the Key Quality Indicators on the Quality Plan Map identifies major components impacting the implementation of standards-based programs and then describes best practices that support high quality implementation
it is a tool for looking at the effectiveness of all our programs by identifying what we call “indicators of quality”. This way we can make decisions about how well programs are working and what changes may be needed. 26

27. The Process Summary Worksheet
Goal of the Six Sigma Project Team is to improve effectiveness and efficiency
Effectiveness is working on the right process
Efficiency is measured in terms of cost, time, labor, or value
The Process Summary Worksheet is a rollup of the Process SIPOC Maps and Failpoints matrix
This tool indicates which steps add value and which do not
Time: 3 min
Use the Process Summary Worksheet handout to get the teams started
Show the Xerox Quality Plan template as a Best Practice example 27

28. Process Summary Charts
A Process Summary Chart Is A Flowchart And Matrix Which Helps You Manage A Process By Summarizing:
What The Steps In The Process Are
Who Does These Steps And When
Where More Detailed Work Instructions Can Be Found
Where Data Is Taken On The Process And On The Product
Who Takes The Data
How (By What Methods) Measurements Are Taken And Recorded
When (How Often) Data Is Collected
Who Takes Action Based On The Data
Where To Find Trouble-Shooting Procedures
Standardizing & Documenting
Monitoring
Response Plan
Time: 3 min
A process management chart is a tool that has proven to be useful in developing and implementing a plan for process control.
In summary, process management charts try to provide, on one page, pertinent information on the following: who does what, when and sometimes where and why regarding the doing, checking (monitoring) and acting (responding to signals) of the operation under study. 28

29. Process Summary Chart: Example
Time: 3 min
Use a Process Summary Chart handout example to illustrate its use. 29

30. Process Control And Process Improvement
Six Sigma Improvement
Continuous Process
Improvement
UCL
Performance
LCL
Six Sigma Team Activity Driving Change
No Process
Control
Time: 2 min
Process Improvement and Process Control activities must go on simultaneously and work together to enable process performance to be improved over time.
Time 30

31. Monitoring A Process
Monitoring a process helps us answer 5 key questions:
What is the current performance level?
Has the performance changed from past performance?
Do we need to adjust the process?
Do we need to improve the process?
How will the process perform in the future?
Time: 3 min
What is the current performance level? How do we know?
Has the performance changed? When and How Much?
Do we need to adjust the process? Who will do it?
Do we need to improve the process? How?
How will the process perform in the future? Confidence level? 31

32. What To Monitor Focus On All Aspects Of Your ‘Should-Be’ (new) SIPOC.
Monitor All Aspects Of Input and Output Requirements.
Time: 2 min
Use the ‘new’ SIPOC Map as the base device. 32

33. Elements Of Good Performance Targets
Good performance targets will be SMART: Specific, Measurable, Achievable, Relevant and Timebound.
Specific: clear, unambiguous and easy to understand by those who are required to achieve them
Measurable: there is no point setting a target for which success cannot be gauged by referring to a specific measure or measures
Achievable: expressing specific aims that staff feel can realistically be achieved, with some effort: “out of reach, but not out of sight.”
Relevant: to those who will be required to meet them; they must have enough control over their work to be able to meet their targets, or their motivation will suffer
Timed: there should be a set timescale for achieving a target; open-ended targets may not encourage focused effort on improving performance.
Time: 2 min
There is no clear consensus about precisely what the 5 keywords SMART mean, or even what they are
Possible values are:
S: Specific
M: Measurable
A: Agreed, Achievable, Attainable, Assignable, Appropriate, Actionable
R: Realistic, Relevant, Results, Results-oriented, Resourced
T: Time-bound, Time framed Timed, Time-based, Timeboxed, Timely, Timebound, Time-Specific, Timetabled
4. Choosing certain combinations of these labels can cause duplication; such as selecting Attainable and Realistic; or can cause significant overlapping as in combining Measurable and Results; Appropriate and Relevant etc. Agreed is often used in management situations where buy-in from stakeholders is desirable. 33

34. Different Approaches To Standardization
Documentation
Written Procedures
Videos
Illustrated Book Of Drawings
Training
Error proofing
PDCA
Time: 3 min
Though the FMEA method, documentation is one approach to standardizing a process
There are a variety of approaches and delivery methods that could be used to standardize a process. 34

35. PDCA: Cycle of Continuous Improvement
PDCA is a continuous cycle
Any improvement realized by carrying out one PDCA cycle will become the baseline for an improvement target on the next PDCA cycle
The process of improvement (PDCA) is never ending, although the dramatic improvements of initial PDCA efforts may be hard to sustain.
Time: 3 min
Use the PDCA Cycle to coordinate your continuous improvement efforts.
It both emphasizes and demonstrates that improvement programs must start with careful planning, must result in effective action, and must move on again to careful planning in a continuous cycle. 35

36. PDCA Cycle Model Time: 3-4 min
The model of the PDCA Cycle was originally developed by Walter Shewhart, the pioneering statistician who developed statistical process control in the Bell Laboratories in the US during the 1930's.
It is often referred to as `the Shewhart Cycle'. It was taken up and promoted very effectively from the 1950s on by the famous Quality Management authority, W. Edwards Deming, and is consequently known by many as `the Deming Wheel'. 36

37. PDCA Cycle Description
PLAN to implement a system or process to improve quality and/or decrease the cost of providing services.
After the plan is developed, we DO it by putting the plan into action and then CHECK to see if our plan has worked.
Finally, we ACT either to stabilize the improvement that occurred or to determine what went wrong if the gains we planned for did not materialize.
Time: 3-4 min
The PDCA Cycle is a checklist of the four stages which you must go through to get from `problem-faced' to `problem solved'. The four stages are Plan-Do-Check-Act, and they are carried out in the cycle illustrated in the next slide.
Also use the PDCA Cycle diagram in team meetings to take stock of what stage improvement initiatives are at, and to choose the appropriate tools to see each stage through to successful completion.
How to use the PDCA Cycle diagram to choose the appropriate tool is explained in some detail in the `PDCA Cycle' handout. 37

38. PDCA Group Exercise Time: 20 min
Objective
This activity is designed to illustrate the benefits of the PDCA cycle.
Question
“What Must Be Put In Place To Ensure An Improvement Cycle Stays In Place
1. At your table divide the deck of cards evenly among team members according to point value, with picture cards worth 10 points : 2 minutes and stop.
2. Next, plan how to divide the cards more evenly: 5 minutes and stop.
Next, execute your plan: 2 minutes.
Next, check results and plan improvement : 5 minutes
Finally, execute the improved plan: 2 minutes.
Instructions
Time: 20 min
The idea is to demonstrate the PDCA Cycle in action
Planning drives excellent execution.
Time
Total time: 20 Minutes 38

39. What Is A Procedure?
A Procedure Is The Documented Sequence Of Steps And Other Instructions Necessary To Carry Out An Activity
Time: 3 min
Procedure sheets are the details behind the activities documented on the business process map. They serve as a vehicle for every employee – from senior executives to hourly workers – to gain an understanding in their context of the improvement. Procedures are both a training aid and a means to ensure successful implementation.
Questions To Ask When There Is Trouble:
Do we have a standard procedure?
Does the employee know the standard procedure?
Does the employee use the standard procedure? (Do we enforce the standard procedure?) 39

40. Linkage Of Process Maps To Procedures And Measurement
Activity A
Activity B
Activity C
Activity D
Activity E
Time: 3 min
This overhead shows the connection between varying levels of details in process mapping and linkage to procedures.
In this example, there is the mortgage origination core process that has four key subprocesses: obtain the application, process the application, review/underwrite and close.
Within the “process the application” business process there are about 20 detailed steps that need to be documented.
These steps are documented an a procedure sheet. x x x x Y 40

41. Project Closure Some Indicators That It Is Time To End
The Purpose Of The Project Has Been Fulfilled; The Original Goals For Improvement Have Been Achieved
There Has Been Substantial Improvement In The Process And It’s Clear That Any Further Improvement Will Require A New Major Breakthrough Effort (e.g., An Entirely New System)
The Associates Have Incorporated The Discoveries Of The Project Team In Their Work And Are Now Actively Involved Themselves In Studying For Further Improvements
The Team Is Burned Out And Has Achieved Sufficient Success That It Can Retire With Dignity And Pride
Time: 3 min
The end of a project and the decommissioning of a project team is a “little death”. It is common for team members to want to prolong the team’s existence beyond its useful time. Often such a strong bond has been forged that it is difficult for people to let go.
When it’s time, it’s time. The LSS Team should help the team to draw to a graceful close.
Recognize the stages people may go through. Be sympathetic (“Yes this has been a great experience; It’s hard to think of the group coming to an end.”) and reaffirm that indeed it’s time to end it when the time has come. 41

42. Project Report Contents
Management Summary
Six Sigma Business case
SIPOC Summary: Old and New
CTQ Customer Requirements
Problem Statement and Definition
Process Map: Before and After
Data Gathering and Analysis
Corrective Action
Implementation Plan
Process Summary Control Plan
Time: 3 min
It is important to establish the end of this group even though the members will continue to have contact with each other in other contexts.
Bring this context to a close.
Use symbols and celebrations. Have an event which officially marks the end of the project.
Have a souvenir (coffee mug, plaque, T-shirt, etc.) of the project team and its project. Help members articulate their appreciations and say good-bye. 42

43. Green Belt Certification Requirements
Attend 2/3 of the Training Sessions and meetings
Successfully Deploy LSS Tools
Demonstrate Understanding of the Lean Six Sigma Process
Complete the Green Belt Certification Exam
Complete Final Report and Review with Counselors
Provide a letter of commendation from Team Sponsor
Time: 5 min
Each LSS Green Belt candidate is required to pass a written examination that consists of multiple choice questions that measure comprehension of the Body of Knowledge. The Six Sigma Green Belt Certification is a ‘design-your-own’ 100 multiple-choice question examination. It is offered in the English language only.
Examinations are conducted at the completion of the Six Course Modules, and should be completed within two (2) weeks after handout.
All examinations are open-book. Each participant must bring his or her own reference materials. Use of reference materials and calculators is explained again in the exam introduction booklet. 43

44. Project Control - Closure Checklist
Completed a Project Closure Report (See Template)
Selected On-Going Measures to monitor process
Determine Key Charts and Graphs for Process Dashboard
Prepared Essential Documentation of Revised Process
Identified Owner who will Take Over Responsibility
Developed Process (Management) Summary Charts
Identified Implementation Specialist who will work full-time with LSS Teams over 2-3 weeks
Forwarded to Senior Management Issues that Team Could not Address
Celebrated the Hard Work and Successful Efforts!
Time: 3 min
All projects must come to an end, one way or another. While some projects may come to an untimely end through cancellation, most projects reach their planned conclusion.
This "conclusion" is a part of the project management process, referred to as project closure. Closure is a sign of success and achievement, and should be treated as such, ensuring that successful projects go out with a bang, and not a whimper.
Use the Project Closure Report Template. 44

45. Project Closure – Control Checklist Exercise
To Review And Identify Key Steps And Actions In Project Control
1. Review the Project Control-Closure Checklist
Discuss at your Table And List on a Flip Chart Your Group’s View of the Status of the Key Steps
Identify those Areas marked as ‘Yes’ and those marked as ‘No’
3. Also Note your Two Greatest Concerns or Challenges of Effectively Closing a Six Sigma Improvement Project Successfully
20 Minutes
Objective
Instructions
Time: 20 min
The Project closure Template includes the documents and project closure processes needed to close out a project.
The 'Project Closure Report' will help you handover the deliverables and documentation to the Process Owner, terminate consultant contracts and release resources back to the business.
The 'Post Implementation Review' will help you to determine the level of project success and identify lessons learned for future projects.
Time 45

46. Control Phase
PROGRESS
Institutionalize the Improvement And Implement Ongoing Monitoring
Developed, Documented and Implemented a Quality Plan and Ongoing Process Monitoring Plan
Standardize the Process using PDCA
Documented Procedures and Outline Lean Six Sigma Project Final Report
Reviewed Certification Requirements
Time: 3 min
Review the 4 key outcomes and plan for the Road Ahead 46