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RLM & Associates LLCYour Lean Six Sigma & Project Management Trainers
Lean Six Sigma DMAIC WorkshopGreen Belt Part 2
6 σ Green Belt
04/18/23 1Kraft Foods Green Belt
04/18/23 Kraft Foods Green Belt 2
Six Sigma Pizza Inc.
Start Boundary: Customer places order Stop Boundary: Customer receives order
Suppliers Inputs Process Outputs Customers
Order Received
Pizza Built
Pizza Cooked
Pizza Finished
Pizza Served
04/18/23 Kraft Foods Green Belt 3
Customer Identification
Objective is to determine who is directly impacted by the problem
Looking for ROI in improvement effortso Identify most impacted” customers
Correcting the problem for this group generates the largest benefit, and can be applied to the other customer groups
04/18/23 Kraft Foods Green Belt 4
Who Are My Customers?
A customer is the recipient of a product or service:
May be internal or external– External customer
– pay for the product or service– Internal customer
– utilize the same output to complete their own processes, ultimately supplying the output to the external customer
04/18/23 Kraft Foods Green Belt 5
Customer Identification Exercise
Internal ExternalCustomers Customers
04/18/23 Kraft Foods Green Belt 6
Critical Customer Requirements
Objective is to determine the qualities the customer views as important.– How does the customer define quality?
What specific characteristics matter most?
Is there a difference among customer segments?– Which segment is the target segment?
Must be measureable!
Requires that we gather feedback from our customers
04/18/23 Kraft Foods Green Belt 7
Six Sigma Pizza Inc.
Product Quality Service Quality Price
Reliability Convenience Low original priceDurability Reliability ValueUseability/Features Speed Total costsPrestige InterractionServiceability TangiblesFailure Recovery Failure Recovery
04/18/23 Kraft Foods Green Belt 8
Voice of the Customer
Collects information from the customer directly through various sources
– Internal intelligence– Outbound communications– Inbound communications– Casual contact– Formal transactions– Research
04/18/23 Kraft Foods Green Belt 9
Voice of the Customer
Typical Methods
Interviews
Focus Groups
Surveys
Customer Complaint Data
04/18/23 Kraft Foods Green Belt 10
Critical Customer Requirements CCR’s
Voice of the Customer
Key Customer Issues
Critical Customer Requirements
Actual customer comments which reflect their perception of:
• An attribute of a product orService
• An experience with aproduct/service or delivery
• An encounter orexperience with a businessprocesses or representative
“This mower is way too hard to start”
“I’m always on hold or end up talking to the wrong person”
“This package doesn’t do squat”
The real customer concerns, values or expectations regarding a product or service. Void of emotion or bias, the statement describes the primary issue a customer may have with the product or services. Describes the experience surrounding the attributes of the product or service expected or desired by the customer.
Wants the mower to start quickly and painlessly
Wants to talk to the right person quickly
The software does what the vendor said it would do
The specific andmeasurable expectation which a customer has regarding a product or service.
Mower starts within two pulls on the cord
Mower starts with an effortless pull on the cord not exceeding 24” in length
Customer reaches correct person the first time within 30 seconds (good)
The software is fully operational on the customer's existing system
04/18/23 Kraft Foods Green Belt 11
VOC to CCR
Customer Said Customer Issue Critical Customer Requirement
04/18/23 Kraft Foods Green Belt 12
Six Sigma Pizza Inc.
Multiple CCR‘s will require prioritization– ROI is key
1. “Must Be‘s”– Unless fully functional, customer will be dissatisfied
2. Performance Improvement–Improves competitiveness
3. Delighters–The “human touch” extras
04/18/23 Kraft Foods Green Belt 13
Air Travel Example
Must Be’s Performance Delighters
Safe Arrival Seat Comfortable Free Upgrades
Accurate Booking XM/Sirius Satellite Wireless Internet Available for free
Luggage Arrives with Passenger
Friendliness of Staff Computer Plug-ins
On-time Arrival
04/18/23 Kraft Foods Green Belt 15
Six Sigma Pizza VOC
Customer Complaints
Delivery took too long to arrive
Pizza cold when delivered
Pizza was stuck to the top of the box
Adding 20% tip to my group of 16 was not justified
Jeff Gordon crashed in turn 3 and my pizza was stuck to the top of the package
My pizza was cold when I got it home
04/18/23 Kraft Foods Green Belt 16
Six Sigma Pizza Inc.
Customer Loyalty Score over the last 12 months
– Dine In Customers 52%
– Carry Out Customers 48%
– Delivery Customers 22%
04/18/23 Kraft Foods Green Belt 17
Team Exercise
Assign teams:
Complete the SIPOC Exercise for Six Sigma Pizza Inc.
Complete VOC to CCR template
Complete Prioritization Matrix
Be prepared to present
04/18/23 Kraft Foods Green Belt 18
Six Sigma Pizza Inc.
Customer Said Customer Issue Critical Customer Requirements
Delivery took too long to arrive
Pizza was cold
Pizza was stuck to the top of the box
Jeff Gordon crashed in turn 3 and ………
04/18/23 Kraft Foods Green Belt 19
Six Sigma Pizza Inc.
Customer Said Customer Issue Critical Customer Requirements
Delivery took too long to arrive
Timely delivery
Pizza was cold Pizza is supposed to be HOT
Pizza was stuck to the top of the box
Pizza should be in one piece
Jeff Gordon crashed in turn 3 and ………
Safe and courteous drivers
04/18/23 Kraft Foods Green Belt 20
Six Sigma Pizza Inc.
Customer Said Customer Issue Critical Customer Requirements
Delivery took too long to arrive
Timely delivery Delivered in 35 minutes
Pizza was cold Pizza is supposed to be HOT
110 degrees at time of delivery
Pizza was stuck to the top of the box
Pizza should be in one piece
Intact not stuck to box
Jeff Gordon crashed in turn 3 and ………
Safe and courteous drivers No accidents, tickets or complaints about drivers
04/18/23 Kraft Foods Green Belt 21
Six Sigma Pizza Inc.
Start Boundary: Customer places order Stop Boundary: Customer receives order
Suppliers Inputs Process Outputs Customers
Customer
Ingredient Suppliers
Oven Suppliers
HR Department
Marketing Department
Media
Order
Ingredients
Equipment
Staff
Coupons
Order Received
Pizza Built
Pizza Cooked
Pizza Finished
Pizza Served
Carry Out Customers
Dine in Customers
Delivery Customers
Cooked Pizza
04/18/23 Kraft Foods Green Belt 23
Functional Deployment Process
Like the top-down process map, a functional deployment process map displays the steps depicted in a process in sequential order. The functional deployment process map also illustrates where each step is performed and who is involved.
– Features
Symbols, such as those shown below, are used to illustrate the process flow, decision points, and activities performed.
Functional deployment process maps generally take considerable time to prepare, but they are extremely useful in understanding a process prior to attempting improvements. They require input from people familiar with each area of the process.
04/18/23 Kraft Foods Green Belt 26
Six Sigma Pizza Exercise
Turn top-down flow chart in to Functional Deployment Map
Hand drawn or Visio is acceptable
Present to group
Remember…. AS IS Process!
04/18/23 Kraft Foods Green Belt 27
Quick Win Opportunities
Some processes have been neglected for so long that a simple mapping exercise may illuminate many easy and obvious improvement opportunities.
Conducting a common sense assessment of the value of each step may help to identify these opportunities, referred to as ―quick wins, “or ―low hanging fruit.”
Teams should always be prepared to identify and pursue quick win opportunities —the return on investment can be very high.
04/18/23 Kraft Foods Green Belt 28
Quick Win Opportunities
Criteria for Defining an Opportunity as a Quick Win
Easy to Implement: Making the change or improvement does not require a great deal of coordination and planning.
Fast to Implement: Making the change or improvement does not require a great deal of time.
Cheap to Implement: The change or improvement does not require a large investment of capital, of human resource or of equipment or technology.
Within the Team‘s Control: The team and its management are able to gain the support of the people needed to make the change. The scope of the change is within the team‘s ability to influence.
04/18/23 Kraft Foods Green Belt 29
Qualitative Analysis
Introduction to Improvement Criteria Prior to detailed measurement and analysis of a process,
a team can often identify quick and simple opportunities for significant improvement. Sometimes these ―quick wins‖ are sufficient for accomplishing the team‘s improvement goals.
Customer Value-Added
An activity can be described as adding value for the customer only if:
The customer recognizes the value It changes the product toward something the customer expects It is done right the first time
04/18/23 Kraft Foods Green Belt 30
Qualitative Analysis
Operational Value-Added
An activity adds operational value if it is not a customer value-added activity and is:
Required to sustain the workplace ability to perform customer value-added activities
Required by contract or other laws and regulation Required for health, safety, environmental or
personnel development reasons Done right the first time
04/18/23 Kraft Foods Green Belt 31
Value Added Analysis
Examples: Non-Value-Added Activities
– Counting the amount of work– Inspection and checking– Sorting work– Logging information– Checking calculations– Reviewing and approving– Moving and set-up– Monitoring work– Stamping– Any type of rework
04/18/23 Kraft Foods Green Belt 32
Value Added Observations
Let’s get back into your teams
Based on everything you know so far….
– Quick Wins?
– Value Add Concerns?
04/18/23 Kraft Foods Green Belt 34
Stakeholder Management
Committed Leadership is critical for success!
Questions to ask:
Who is the sponsor and stakeholders?
What is his/her current level of dissatisfaction with the current state?
What data has been surfaced to create this need or discomfort?
04/18/23 Kraft Foods Green Belt 35
Stakeholder Management
Create and strengthen relationships which can be leveraged to manage the change efforts
Manage expectations
Establish two-way communications channel
Develop a process to detect fearful or negative reactions which could hinder the change effort
Manage resistance to change
04/18/23 Kraft Foods Green Belt 36
Who is a Stakeholder?
Stakeholders are individuals and groups of people who have the ability to influence or are impacted by the direction and success of the project
–Customers, owners, suppliers and other business partners, manufacturers, team members, regulators, people within the process, investment community
Different stakeholders can perceive the same changes in dramatically different ways
Assessment of stakeholders and stakeholder issues are necessary to identify:
–The range of interests –Issues to be taken into consideration in planning change and –To develop the vision and change process in a way that generates the greatest support
04/18/23 Kraft Foods Green Belt 37
Stakeholder Management
Risks of Inadequate Stakeholder Management:
Unrealistic expectations
Stakeholders concerned over personal impact
Rumor mill becomes the main source of information
Resistance to the change effort
Fear and confusion
04/18/23 Kraft Foods Green Belt 38
Types of Resistance in Stakeholders
Technical Resistance: stakeholders believe 6 Sigma produces feelings of inadequacy or stupidity on statistical and process knowledge
Political Resistance: stakeholders see 6 Sigma as a loss of power and control
Organizational Resistance: stakeholders experience issues of pride, ego and loss of ownership of change initiatives
Individual Resistance: stakeholders experience fear and emotional paralysis as a result of high stress
04/18/23 Kraft Foods Green Belt 39
Listens
Positive toward the project
Demonstrates awareness of project goals, approach, timeline and team members
Enthusiastic; desire to be involved
Willingness to offer resources, facilities & personal time
Proactive to see what personal impact the project will have
Voluntarily contributes ideas
Supportive Stakeholder Challenging Stakeholder
Apathetic
Interrupts, not really interested complacent, why change?
Project perceived as low priority
Not cooperative or forthcoming
Plainly critical…a vocal opponent
Wants nothing to do with project
Behaves as a barrier to project implementation requirements
Reluctance to talk/discuss
04/18/23 Kraft Foods Green Belt 40
Strategies to Overcome Resistance
Technical Resistance: focus on high-level concepts to build competencies. Then add more statistical theorems as knowledge base broadens
Political Resistance: address issues of perceived loss straight on. Look for champions to build consensus for 6 Sigma and change
Organizational Resistance: look for ways to allow the resistor greater control over the 6 Sigma initiatives
Individual Resistance: decrease the fear by increased involvement, information and education
04/18/23 Kraft Foods Green Belt 41
Communication is the Key
Keep stakeholders aware and involved in your project…
Gate Reviews
Update Meetings
Gallery Walk
04/18/23 Kraft Foods Green Belt 42
Project Stakeholder Management Plan:
Stakeholder Primary Needs
Planned Actions Frequency of Action
Who will Manage this Stakeholder?
Support Needed to Execute Role
Project Name: __________________
04/18/23 Kraft Foods Green Belt 43
Communication Strategy
Communication strategy defines the message to be delivered and the method of delivery
What is the message to be delivered?
Who is the target audience?
Is it tailored to the audience?
Who will deliver the communications?
When should the communications be delivered?
How will the communications be delivered?
How frequently should communications occur?
How will feedback be obtained and used to address resistance?
04/18/23 Kraft Foods Green Belt 44
Communication for Successful Change
Honest and simple
Communicate early and communicate often
Communicate with all of your change ―targets‖ –be consistent from one audience to the next but tailor your message to be relevant
Be open to concerns and questions from all levels and areas of the business affected; invite dialogue
Build communications to address concerns voiced
A clear demonstration of the leadership‘s commitment to the change and the success of the business
A clear description of the compelling need to change
04/18/23 Kraft Foods Green Belt 45
Project Communication Plan:
Action/Task Objective Key Message Audience Timing Media Activity
Owner
Project Name: __________________
04/18/23 Kraft Foods Green Belt 47
Organizational Change Management?
Organizational Change Management is the process of managing change with a focus on people, culture, structure and process
The goal of Organizational Change Management is to “manage” the change by demonstrating the value of the change and addressing any resistance
Organizational Change Management does not eliminate “resistance” to change, it simply manages it
04/18/23 Kraft Foods Green Belt 48
Why is Change Management Important to the Success of 6 Sigma Projects?
Understanding and managing change is vitally important. Managing the human element will be one of the most challenging and dynamic components of your team experience.
6 Sigma methodology and tools are fact based and data driven. The project team also needs tools to manage one of the most important tasks of all…getting people to champion your project and accept your solutions!
04/18/23 Kraft Foods Green Belt 49
A Basic Change Model
Change can cause a mixture of thoughts and emotions
– Excitement
– Yearning for the past
– Unfocused energy
– Productivity dip—remember, the “dip” is going to happen, however the objective is to lessen the dip, not remove all the pain
04/18/23 Kraft Foods Green Belt 50
Transition State
The transition state is defined by the implementation plan developed in Improve. This is the process in which people and organizations move from the “as is” to the “to be”.
Consider this: Today I work at Chuckie‘s, tomorrow I‘m doing brain surgery…
–What needs to be done to get there? What skill sets, training, procedures are required to facilitate the change?
04/18/23 Kraft Foods Green Belt 51
Change Management Roles
Sponsor
–Person with ultimate responsibility, allocates resources and calls for change
Stakeholder
–May be responsible for area being impacted –Needs clear understanding of the change
–Willing to support the change
–May be a sponsor
04/18/23 Kraft Foods Green Belt 52
Change Management Roles
Change Agent
–Sponsors, Stakeholders, Black Belts, Green Belts
–Create and monitor change plan
–Need to fully understand and be able to clearly communicate the change
Target
–Group or groups impacted by the change
–Sponsors, stakeholders, change agents and customers could and would likely be targets of the change
04/18/23 Kraft Foods Green Belt 53
Culture Change
Culture shapes an organization‘s decision patterns, guides its actions, and drives the individual behavior of all members (“The way we do things around here”).
–What are the written and unwritten rules?–How do people behave? –What do we believe?
The degree of change and what people believe, how they behave, and the rules they follow will have a strong impact on the success or
failure of the change.
04/18/23 Kraft Foods Green Belt 54
What is Required for Change?
A Compelling Need…
The benefits or rewards of change are greater than the cost and risk of change
...lighting a "burning platform" at both the organizational and personal level
04/18/23 Kraft Foods Green Belt 55
Determine Compelling Need
Documenting the compelling need will require the team to answer the following questions using data captured in the Define Phase:
–Process mapping –Qualitative Analysis –Define Critical Customer Requirements
Questions to Answer: Process
What is not working well today?Are inter-related process identified?
StructureWhat are current tools/technology? What is the organization structure?Who are potential targets?Resources unused or underutilized?
04/18/23 Kraft Foods Green Belt 56
Validate Compelling Need
Dissatisfaction with the current state must be greater than the natural resistance to change
Validates the business opportunity and risk
Builds the momentum needed to keep the project moving forward
Establish shared recognition, by both the team and key stakeholders of the need and logic for change
The ability to define the need for change as both a threat and an opportunity
04/18/23 Kraft Foods Green Belt 57
Threat Opportunity Matrix
Short Term Threats:What are the threats if the project does not happen / if we do not do the project?
Short Term Opportunities:What are the short term opportunities with the proposed project?
Long Term Threats:What are the threats if the project does not happen / if we do not do the project?
Long Term Opportunities:What are the long term opportunities with the proposed project?
Threats(if we don‘t do the project)
Opportunity(if we do the project)
LongTerm
ShortTerm
This matrix helps determine the driving factors behind the project which can then be used in communicating the need.
Focusing on the Long Term ensures involvement beyond what can be gained from the Short Term
sense of urgency!
Fill Out Each
Quadrant
04/18/23 Kraft Foods Green Belt 58
Threat/Opportunity Exercise
Threats(if we don‘t do the project)
Opportunity(if we do the project)
Long Term
ShortTerm
04/18/23 Kraft Foods Green Belt 59
Twelve Key Drivers of Successful Change
Accountability - Identifying specific roles, goals, and performance measures for the change
Adaptability - Learning from, and taking action based on, the successful and unsuccessful change actions that are taken
Communication - Influencing those who will sponsor, support, implement or be affected by the change, including the possible determination of a displacement plan
Focus, Purpose, and Vision - Defining articulate descriptions of the technical and organizational compelling need and vision for the change
04/18/23 Kraft Foods Green Belt 60
Twelve Key Drivers of Successful Change
Measurement and Results - Determining the measurable improvements to be achieved through the change, and identifying the data to be used to track those improvements
Momentum - Responding to shifts in the pace of the implementation of change actions and acceptance
Readiness - Aligning the change with the existing culture and work climate based on an assessment of the ―readiness to change‖ of those individuals, or groups of individuals, likely to be impacted by the change
Recognition - Reinforcing individuals and groups achieving results consistent with the change, and determining sanctions for those who are not
04/18/23 Kraft Foods Green Belt 61
Twelve Key Drivers of Successful Change
Skill Development - Providing training to prepare for and enable effective participation during and after the change at all levels
Team Orientation - Using teams throughout the organization to manage, implement and take ownership for the change
Involvement - Ensuring that those affected by the change participate fully in decisions and implementation
Leadership – Taking leadership actions through an infrastructure designed to promote and enable change
04/18/23 Kraft Foods Green Belt 62
Team Exercise
Complete Stakeholder Management plan
Complete Threats/Opportunities Matrix
Complete Communication Planning