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04/09/23 1
Lean Six SigmaHelpful Handouts
04/09/23 2
Lean Thinking Philosophy
Current State
Current State
FutureState
FutureState
Solve Problems
Solve Problems
ExposeProblems
ExposeProblems
Identify and eliminate all activities that are waste (Muda). Focuses on optimal flow throughout the process. Customer focused.
“True North”Value Added Time = Lead Time
Full of Waste, Variation, and Constraints
04/09/23 3
Lean Six Sigma Roles
Provide data and voice of customer inputs to VSA, RIE, and ProjectsApply concepts to their own jobs and work areas
Owns vision, direction, business resultsLeads changeAllocates ResourcesRuns Steering Committee
Owns Value StreamsOwns financial resultsRemoves BarriersCoordinates with SteeringCommittee & LSS DeploymentLead
Leads larger projects Coaches Green Belts & Junior BBsFull-time or Part-time positionConducts LSS TrainingDevelops LSS strategic plans
Lead projectsSME on process areaPart time role
Team or Project specific supportPart time
Internal Deployment LeaderOwns Deployment PlanCaptures and Reports Metrics
LSS DeploymentLSS DeploymentLeadLead
Brian GroarkeBrian Groarke
Value StreamValue StreamChampionChampion
TeamTeamMembersMembers
ExecutiveExecutive ChampionChampion
Celia MetzCelia Metz
Green BeltsGreen Belts
MasterMasterBlack BeltBlack BeltDuke SorensenDuke Sorensen
ProcessProcessOwnersOwners
Sponsors LSS projectsResponsible for executionProvides resources for projectReports ROIRemoves Roadblocks
All Employees
Trains Black Belts / Green BeltsLeads Complex Projects Full-time position
Black BeltsBlack Belts
04/09/23 4
Future Notional View of SSC SD LSS Hierarchical Structure
SSC-SD
MBB/BBs
Division
Black Belt
Division
Black Belt
Division
Black Belt
Division
Black Belt
Division
Black Belt
Department
Sr. Black Belt
Branch
Green Belt
Branch
Green Belt
Branch
Green Belt
04/09/23 5
LSS Green Belt Certification Requirements
• Nominated and selected as a Green Belt Candidate in accordance with the GB selection criteria
• Attend 1 week Green Belt Training• Pass Green Belt written test• Complete two GB DMAIC/DFLSS projects or 4 RIE’s
within 2 years of training• Present project completion brief to Black Belt and
archive project artifacts in the LSS database
04/09/23 6
LSS Black Belt Certification Requirements
• Nominated and selected as a Black Belt Candidate in accordance with the BB selection criteria
• Attend 1 week Green Belt Training• Attend 3 weeks Black Belt Training• Attend leadership training (e.g. HPO)• Pass Black Belt written test• Complete two DMAIC/DFLSS projects and 1 RIE • Mentor 2 Green Belts through 1 project each or 3 RIE’s
each• Present a minimum of 10 hours of formal LSS training
course instruction• Present project briefing to the certification board
– Requirements must be completed within 2 years of BB training
04/09/23 7
DMAIC Model
DEFINE MEASURE ANALYZE
IMPROVE CONTROL
Define the Problem• Define Scope /
Boundaries• Define the Case for Action• Define the Sponsor• Commit Resources
Define Customer ValueDefine Expected BenefitDefine the Vision
Observe “As Is” Baseline• Describe the Situation
Measure Actual• Obtain Process X’s• Obtain Process Y’s• Determine Process Capability
Develop Process MapDetermine Cause and Effect Relationships
Understand• ID Potential Causes• ID Solutions for Improvement• Summarize & Prioritize Solutions• Plan the Improvements
Reduce WasteReduce ComplexityReduce VariabilityConduct Pilots
• Run Pilots, Gather Data• Design Controls• Plan Implementation• Deploy Improvements
Implement ControlsAssess and AdjustTrain personnel
• Update PrioritiesPlan Next Steps
• Identify Potential Follow-on Projects
Publicize & RecognizeKnowledge Sharing
Tollgates prior to proceeding to Next Phases
04/09/23 8
Step 1: DEFINE• Goal
– Define the project’s purpose and scope and get background on the process and customer
• Output– A clear statement of the
intended improvement and how it is to be measured
– A high level map of the process
– A list of what isimportant to thecustomer
IMPROVE
Pro
ject
C
hart
er
VO
CSIP
OC
04/09/23 9
Step 2: MEASURE• Goal
– Focus the improvement effort by gathering information on the current situation
• Output– Baseline data on
current process performance
– Data that pinpoints problem location or occurrence
– A more focused problem statement
IMPROVE
Determine Measuresbased on CTQs
Measure
As-Is
Patterns
04/09/23 10
Step 3: ANALYZE
• Goal– Identify root causes
and confirm them with data
• Output– A theory that has
been tested and confirmed
Data
Analy
sis
IMPROVEA
nalyze waste
and variation
Identify rootcauses
Process
Analysis
04/09/23 11
Step 4: IMPROVE
• Goal– Develop, try out,
and implement solutions that address root causes
• Output– Planned, tested
actions that should eliminate or reduce the impact of the identified root causes
Solutions
FMEA
Pilot
Imple
men-
tatio
n
IMPROVE
04/09/23 12
Step 5: CONTROL• Goal
– Use data to evaluate both the solutions and the plans
– Validate that all changes adhere to all operating company change control, and compliance requirements
– Maintain the gains by standardizing processes
– Outline next steps for on-going improvement including opportunities for replication
• Output– Before and After analysis– Monitoring system– Completed documentation of
results, learnings, and recommendations
Co
ntro
l
Stan
dard
ize
Docum
ent
MonitorEvaluate
Closure
IMPROVE
04/09/23 13
DesignIdentify Optimize VerifyDefineDefine
1-Description/ Problem Refined
2-Business Case Approved (StartIt Page and Assumptions in Briefing)
3-Schedule Established4-Quad
1-Customers Identified2-Customer Needs
Gathered (VOC)3-CTQs Specified (In
Measurable Terms)
4-Stakeholder Analysis5-Risks Quantified
(Initial Mitigation Approach Identified)
1-Design Concepts Developed (Functional
Analysis, High Level Requirements, Mapping of these to CTQs)
2-Alternative Concepts Evaluated (Trades) and Optimum Solution Selected (with rationale presented)
3-High Level Design Developed (e.g., architecture, next level process steps, etc.)
4-High Level Design Evaluated Against CTQs/ Requirements
1-Detailed Design Developed (Design captured How, Process Work Instruction Steps Developed, etc.)
2-End Product* implemented then piloted or simulated (Describe this)
3-End Product Optimized (Describe how)
4-Identify Specific post-institutionalization control measures to be monitored (What to Measure)
1-End product Verified that it does satisfy CTQs (and all requirements identified during earlier phases)
2-End Product “Roll-Out” Plan Established and “Bought Into” (By Process Owner, When? How Trained?, etc.)
3-Control Plan Defined/ Established (What Metrics, Who, How Often, etc.)
4-Financial Validation Plan Established (How, Who, How Often, etc.)\
5-Replication Opportunities Identified
6-Lessons Learned Summarized
DFLSS Model
Tollgates prior to proceeding to Next Phases
04/09/23 14
SSC SD Balanced Scorecard
04/09/23 15
Measuring an Organization’sLean Six Sigma Maturity
• In a Lean Six Sigma culture:
– The leadership team drives Quality
– Quality is embedded in our strategy
– Lean Six Sigma is built into project planning
– Targets are set in Six Sigma terms
– Everyone is Lean Six Sigma trained
– Lean Six Sigma tools are widely used
– Quality is a core theme in communications
– Everyone is engaged
– Lean Six Sigma defines the way we work
Mat
uri
ng
Lea
n S
ix S
igm
a C
ult
ure
Key Performance Indicators (KPI):
• Utilization of Trained Personnel
• Participation of Workforce in Projects
• Training of Workforce
• Certification of Green and Black Belts
• Contribution to Business KPI
Level 5• Utilization of Trained Personnel = 100%• More than 40% Participation in Projects• 80% or more of Workforce Trained• >70% of Trained Belts Certified• LSS Contribution to Business KPI > 20%
Level 5• Utilization of Trained Personnel = 100%• More than 40% Participation in Projects• 80% or more of Workforce Trained• >70% of Trained Belts Certified• LSS Contribution to Business KPI > 20%
Level 4• Utilization of Trained Personnel = 100%• 30 to 40% Participation in Projects• 60 to 79% of Workforce Trained• 55 to 70% of Trained Belts Certified• LSS Contribution to Business KPI 16-20%
Level 4• Utilization of Trained Personnel = 100%• 30 to 40% Participation in Projects• 60 to 79% of Workforce Trained• 55 to 70% of Trained Belts Certified• LSS Contribution to Business KPI 16-20%
Level 3• Utilization of Trained Personnel >75%• 20 to 29% Participation in Projects• 40 to 59% of Workforce Trained• 40 to 54% of Trained Belts Certified• LSS Contribution to Business KPI 11-15%
Level 3• Utilization of Trained Personnel >75%• 20 to 29% Participation in Projects• 40 to 59% of Workforce Trained• 40 to 54% of Trained Belts Certified• LSS Contribution to Business KPI 11-15%
Level 2• Utilization of Trained Personnel > 50%• 10 to 19% Participation in Projects• 20 to 39% of Workforce Trained• 25 to 39% of Trained Belts Certified• LSS Contribution to Business KPI 5-10%
Level 2• Utilization of Trained Personnel > 50%• 10 to 19% Participation in Projects• 20 to 39% of Workforce Trained• 25 to 39% of Trained Belts Certified• LSS Contribution to Business KPI 5-10%
Level 1• Utilization of Trained Personnel <50%• < 10% Participation in Projects• Less than 19% of Workforce Trained• Less than 25% of Trained Belts Certified• LSS Contribution to Business KPI ≤ 5%1
Level 1• Utilization of Trained Personnel <50%• < 10% Participation in Projects• Less than 19% of Workforce Trained• Less than 25% of Trained Belts Certified• LSS Contribution to Business KPI ≤ 5%1
04/09/23 16
LSS and CMMI are Complementary Improvement Initiatives
Lean Six Sigma
CMMI
Lean Six Sigma focuses on designing the best processes to reach the
desired end state
Integration of these two organizational
improvement initiatives is powerful!
CMMI provides guidance for measuring,
monitoring and managing processes
Both are business strategies to deliver value to the customerand develop a sustainable competitive advantage
04/09/23 17
Examples of LSS Tools for Project Management Guide Implementation
PMG Function
Activity LSS Tool
Initiation Determining customer needs Project Description/Team
responsibilities/SOW Determine needed mgt and engineering
processes
Voice of the Customer Project and Team Charters Value Stream Analysis
Planning
Identify Risks Conduct Peer Reviews
Failure Modes and Effects Analysis DMAIC – Improve existing peer review
process Execution
Design the product or service solution Review for Defects Implement QA methods
DFLSS – Design it right the first time Root Cause Analysis Control Plans – Plan/Do/Check/Act
Control Measure Project Performance Statistics tool bag