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The 12 Steps of the Breakthrough Strategy

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Module Objectives

By the end of this module, the participant will:• Know the 12 Steps of the Breakthrough Process• Understand how the 12 Steps of the Breakthrough Strategy provide

the backbone for six sigma DMAIC projects• Understand the value of the 12 Steps

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Why Learn About the Breakthrough Strategy?

• Six sigma DMAIC methodology is a Project driven find and fix method• That is data driven• That is based (starts with) on the Voice of the Client• Whose success is measured in reduction in DPMO• Whose application may involve potentially many statistical tools• That is a time limited activity (typically 4 to 6 months)

• Therefore we need a Project Management System that• Is based on data (Verifiable Data)• That starts by defining what is important to a client• That establishes and uses DPMO and other capability indices• That keeps the use of the tools organized and efficient• That drives completion on a timely basis

The 12 Steps are the actionable breakdown of DMAIC for Project Management For Six Sigma

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What is the Breakthrough Strategy?

• The 12 Steps are the actionable breakdown of DMAIC for Project Management For Six Sigma

• For example, we have a Define/Measure phase that will break down into identifying who is the client, what is important to them, how it is defined in our process, and what exactly makes it good or bad for our client.

• We will now take a look at the 12 Steps• Note: The exact breakdown of which of the 12 Steps is in which phase

of DMAIC is subject to interpretation as some of the steps link phases together

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The Breakthrough Strategy

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12 Steps of the Breakthrough Strategy

1) Select Output Characteristics

2) Define Performance Standards

3) Validate Measurement System

4) Establish Process Capability

5) Define Performance Objectives

6) Identify Variation Sources

7) Screen Potential Causes

8) Discover Variable Relationships

9) Establish Operating Tolerances

10) Validate Measurement System

11) Determine Process Capability

12) Implement Process Controls

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Step 1- Select Output Characteristic

The Big Y • You have to have a reason to do a project and that reason should be

something that is bothering a client, either internal or external. There must be clear line of sight to the key issues of the business. If you can’t identify what is important to work on, don’t work on anything• What is Critical to Satisfaction (CTS)? - $$$, Cycle, Defects,

Safety, etc.• If you can’t put a name on it, you can’t do it• If you can’t define the units of measure - be careful! You will end up

having to:• define the units of measure

AND• create a measuring system for the issue at the beginning of your

project

Start of Y = f(?)

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Step 2 – Define Performance Characteristics

The Spec • If you don’t know what makes something good or bad, how can you

measure the problem in terms of defects (DPMO)?• If the definition of what makes a defect (the specification) is not in

the same units of measure as the selected CTS from step 1, you have the wrong spec

• The definition needs to be crystal clear and brief• Does your client agree with your spec?

What is a “good” Y? What is a “bad” Y?

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Step 3 –Validate Measurement System

Can I See?• If you can’t measure something, how do you know where you are,

where you have been, or where you are going?• If your measuring system is incapable, STOP and FIX IT before

proceeding• Note: MSA must be done on any and all defects you wish to count

(watch out if you have a visual inspection of 6 characteristics)

Is it really Y?

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Step 4 –Establish Product Capability

Baseline• I know what needs to be fixed (step1), what defines it as good or

bad (step 2), and I can accurately measure it (step 3) so:• Now I can say how my process is performing in terms of long

and short term Z and DPMO• I improve from here

• Common tools: 6 Sigma “Process Report” for continuous data & “Product Report” for discrete data

What is your ability to make “good” Y’s?

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Step 5 – Define Performance Objectives

My Goal • Where do I want to be at the end of my project?

• The goal should be a stretch• Use logic when setting goals• Do I need to Benchmark?• Is the goal aligned with the business strategy?• Where do I want to be and when do I want to be there?• Does achieving the project goal also achieve entitlement?

What does your ability to make “good” Y’s need to be?

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Step 6 –Identify Variation Sources

What makes it tick?• List all potential inputs (PIV, X) that could effect my output

(KPOV,Y)• This is filling the top of the funnel• Some tools include fishbone, C&E matrix, FMEA, detailed process

maps• Think outside the box - if you fix it the same way you did last year,

you will have the same problem you have now

Potential X’s for Y = f(X1, X2, …, Xn)

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Step 7 – Screen Potential Causes

Narrow it Down • Screening is done using Graphical Tools, Experiments, and

Hypothesis Tests to identify and prove which are the vital X’s • This is the middle of the funnel for most projects (multiple X’s or

with variable relationships between X’s)• for some simpler projects with a single X, this is the bottom of

the funnel, the final vital X

Important X’s for Y = f(X1, X2, …, Xn) – we still need to determine “f”

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Step 8 – Discover Variable Relationships

How the X’s affect Y

• Evaluate how my Vital X’s affect Y, either independently or in combination with other Vital X’s. This is primarily done through the use of DOE (Regression)

• This is the bottom of the funnel, I know which X’s affect my Y and I know how they affect Y

• The function Y = f(X1, X2,…, Xn) is called a “transfer function” – it describes how a change in one or more of the X’s transfers to a change in Y

We now know what Y = f(X1, X2, …, Xn) is

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Step 9 –Establish Operating Tolerances

How To Set My Xs• I know which X’s are important. What settings do I use to improve

my project?• In the case of a variable X,I have to provide a setting tolerance

(e.g. a target amount ± an allowed amount of variation about the target)

• In the case of a non-variable X , I know which value of the variable provides the best value of Y, therefore I have specified the absolute operating tolerance

Make use of what we know about Y = f(X1, X2, …, Xn)

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Step 10 – Validate Measuring System

Can I Measure My Xs & Y?• In the case of a variable X I need to validate that it can be

measured (a vital X MSA)• In the case of a non-variable X, I need to validate that I can tell

whether the X is the right value (e.g. is this from Supplier A?)• Also, I might have improved my Y so much that I can no longer

“read” my process, and may have to improve my measurement system to truly measure the improvement

Can’t control Y = f(X1, X2, …, Xn) if you can’t measure it

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Step 11 - Determine Process Capability

Where Am I? • This measures the capability of controlling my Xs at their optimal

settings• This is also the time when we determine formal results by

comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5)

• Common tools:• Six Sigma “Process Report” for continuous data• Six Sigma “Product Report” for discrete data

Can you consistently make X1, X2, …, Xn to produce “good” Y’s?

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Step 12 - Implement Process Controls

Let’s Not Do This Again • The X’s you have determined as vital, their settings, and other

actions you have taken to make the improvement must be:• nailed down• set in concrete• fully implemented (NOT just agreed to)• put into a rigorous audit schedule• Documented in a Control Plan

BEFORE you can say a project is closed!

How do you control X1, X2, …, Xn to always produce “good” Y’s?

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Benefits of Following the 12 Steps

• It is a logical and proven method for achieving success• Would you want to give a baseline DPMO (step4) if you did not trust

your data (step 3)?• Would you put 6 months into fixing a client’s problem and then not

bother to control it to assure ongoing value (step 12)?• Etc.

• It provides a roadmap for your activities• It prevents “jumping to conclusions” and “firefighting”• It forces data to be evaluated before it is used• It provides a skeleton upon which to hang the various analytical and

statistical tools in the six sigma toolbox

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Module Summary

The participant should:• Know the 12 Steps of the Breakthrough Process• Understand how the 12 Steps of the Breakthrough Strategy provide

the backbone for six sigma DMAIC projects• Understand the value of the 12 Steps

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ML Six Sigma Roadmaps

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Module Learning Objectives

• By end of this module participants will have reviewed:

• An introduction, via 3 roadmaps, to the 5 phases of ML Six Sigma (Define, Measure, Analyze, Improve & Control). A 5th week of focused training on DFSS will be available in the future – This training is optional. You will be advised of training dates.

• Roadmap 1 - High level guideline project path. • Roadmap 2 - 5 phases without detailed tools • Roadmap 3 - Detailed phases with applicable tools

Note:• Roadmaps are included throughout the training and will intentionally be repeated daily to orient specific

training sections to the 5 phase methodology.

• Roadmaps 1, 2 and 3 (applicable phase only) are shown at beginning of each week. Additionally, Roadmap 3 (applicable phase) is shown at the beginning and end (use Display Roadmap 3) of each day of training.

• Display Maps (put on wall) – Roadmaps 1, 2 and 3 (applicable phase). Instructor to close each day (with Roadmap 3 only) and week using Display Maps. Close Day 5 with review of Roadmap 3 for previous and next phase.

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Roadmap 1:Guideline – ML Six Sigma

Project Path

BB and PO Monitor Project Performance Over Time

Apply Work Organization

and Balancing Techniques

Implement Process Controls

Take Actions

Map

Future State

Complete 5S Process

(Get Organized)

Create Value Stream and/or Process Map

Reduce Variation via MAIC format

Create

Project

Definition

Kaizen Process BlitzAppropriate

Yes

Project Goals

Attained

Yes

No

No

Make Waste Visible

Project Goals

Attained

Project

CompletionYes

Implement Design For Six

Sigma

No

MeasurementSystem Analysis

& Baseline Process

Do WorkOrganization

and Balancing Techniques

Apply?

Yes

No

Advanced Lean Concepts

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Monitor Project

Performance

Over Time

Implement

Process

Controls

Determine Capability for

Improved Process

Validate Measurement Systems and Improvements

Establish

Operating

Tolerances

Discover

Variable

Relationships

Identify Vital

Few X’s from

Trivial many

Graphical Analysis of Families of Variation

Establish

Baseline

Capability

Validate

Measurement

Systems

Identify Actions

Map

Future State

Define

Performance

Standard(Y)

Make Waste Visible & Prioritize

Opportunities

Select

CTQ

Characteristic

Screen

Potential

Causes

Statistical Analysis of Families of Variation

Create

Project

Definition

Define - Measure

Analyze

Improve

Control

Roadmap 2:Waste Elimination &

Variation Reduction Roadmap

Implement

Improvements

DefinePerformance Objectives

(Goal)

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Roadmap 3D/M:

WK1 – Define/Measure

Receive Project Approval Form

from Champion which includes:

Problem Statement

Objective

Benefits

Scope

Line of Sight to Key Business

Lever

Process Owner/Stakeholders

Gap Analysis

Big Picture

CT Tree

CTC

CTQ

CTD

Customer

Requirements

(VOC)

Project Metrics

Performance Standards

Gap Analysis

Project Goal

Metric Definition

Spaghetti Charts

Pareto Charts

High Level Process

Map (SIPOC)

Process Maps

Value Stream Maps

Cause & Effect Diagram

Process Map to Fishbone to C&E Matrix to FMEA

Process Knowledge

Brainstorming

Current Control Plan

Week 1

CreateProject

Definition

Make Waste Visible &

Prioritize Opportunities

Identify Actionsand Map Future

StateWeek 2Analyze

Select CTQCharacteristic

DefinePerformance

Standard

Workplace Organization

Visual Factory/Office

5S

Standardized Work

JIT

Kaizen

Cellular Layouts

Pull Systems

Single Piece Flow

Advanced Lean Concepts

Validate

Measurement

System

Capable Measurement System on KPOV (Y)

Validate Performance Data

Data Collection/Sampling Plan

Measurement System Analysis

Attribute R&R

Variable R&R

Calibration Systems

Bias, Linearity, Resolution

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Histogram on Y

Baseline Run Chart

Baseline Process Capability

Z short term, DPMO, COPQ, RTY

Pareto types of defects

Revised Project Definition

Quantified Project Objectives

Validated Financial Goals

Week 1Define

Performance Objectives

(Goal)

Week 3

Roadmap 3A:

WK2 - Analyze

Establish

Baseline

Capability

Graphical Analysis of Families of Variation

Statistical Analysis of Families of Variation

Identify Vital Few X’s from Trivial Many

Multi Vari Charts

Box Plots

Main Effect Plots

Dot Plots

Interaction Plots

Means Tests

Variance Tests

Proportion Tests

ANOVA

Chi Square

Correlation

Simple Linear Regression

Ranked importance of KPIV’s ready for experimentation and/or actions

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• Passive and/or Data Collection on KPIV’s and KPOV’s

• Measurement System Analysis on Critical X’s

• Correlation

• Regression

• DOE Plan Worksheet

• Screening DOE’s

• Identify Relationships

• Optimum Input Levels

• Y = f (X)

• s = g (X)

• “To Be” Process

• Alternative Solutions Matrix

• Multiple Regression

• Response Surface Methods

• DOE (optimizing)

• Evolutionary Operations

• Robust Design

• Optimal robust setting for X’s with tolerances

• Cost Benefit Analysis

• Confidence Intervals

Week 2Screen Potential

CausesEstablish Operating

Tolerances

Week 4Discover Variable

Relationships

Roadmap 3I:

WK3 - Improve

ImplementImprovements

• Revisit previously used tools for changes

• Cost / Benefit Analysis

• Pilot Studies

• Validation

• Take Actions

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Update Value Stream/Process Maps to “To Be” state

Update FMEA

Apply FMEA to new process

Pilot Solution

Implement active data collection on X’s and Y

Calculate Improved Capability, Z.lt

Evaluate Pilot Plan results

Perform hypothesis testing for new process (old vs. new)

Develop current Control Plan

Implement appropriate SPC on X’s and Y

Implement Poka Yoke

Develop/Revise SOP’s

Training

Documentation Control

Finalize Project Savings (Cost/Benefit Analysis)

Finalize Transition to Process Owner

Process Owner and Black Belt Responsible to report out on Primary Metric Chart.

Seek out opportunities to leverage lessons learned.

Week 3Validate Measurement

Systems andImprovements

ImplementProcessControls

DetermineProcess Capability for

Improved Process

Monitor ProjectPerformanceOver Time

Roadmap 3C:

WK4 - Control

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Module Learning Objectives

• By end of this module participants will have reviewed:

• An introduction, via 3 roadmaps, to the 5 phases of ML Six Sigma (Define, Measure, Analyze, Improve & Control). A 5th week of focused training on DFSS will be available in the future – This training is optional. You will be advised of training dates.

• Roadmap 1 - High level guideline project path. • Roadmap 2 - 5 phases without detailed tools • Roadmap 3 - Detailed phases with applicable tools

Note:• Roadmaps are included throughout the training and will intentionally be repeated daily to orient specific

training sections to the 5 phase methodology.

• Roadmaps 1, 2 and 3 (applicable phase only) are shown at beginning of each week. Additionally, Roadmap 3 (applicable phase) is shown at the beginning and end (use Display Roadmap 3) of each day of training.

• Display Maps (put on wall) – Roadmaps 1, 2 and 3 (applicable phase). Instructor to close each day (with Roadmap 3 only) and week using Display Maps. Close Day 5 with review of Roadmap 3 for previous and next phase.

Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

METREQ is a trademark of Six Sigma Academy.

Weaving excellence into the fabric of business is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of Six Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.