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Lean Six Sigma Yellow Belt Training

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1. Yellow Belt Online Training

1.1 Welcome to Yellow Belt Training

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Notes:

Hello! Welcome to the Lean Six Sigma workshop for Yellow Belt candidates. This training will be an interactive and engaging way to learn the fundamentals of Lean and Six Sigma.

!As with other offerings from GoLeanSixSigma.com, the focus will be on making these concepts user friendly and accessible. Enjoy!

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1.2 What's Your First Name?

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Notes:

Before we begin, please type your first name in the blue box below. We'll be using your name to address you throughout the course, which will help make this more fun and interactive for you! When you're finished typing your name, just click the green "Submit" button.

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Greeting (Slide Layer)

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1.3 Yellow Belt Learning Objectives

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Notes:

The Yellow Belt learning objectives are simple - as a result of this training you will understand:

!• The basic tools and principles that underlie the Lean Six Sigma improvement methods

• How to identify opportunities to improve a process and how to establish goals

• How to plan for and collect data to uncover root causes of issues

• How to implement simple but effective improvements techniques and concepts

• How to sustain the gains of process improvements

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1.4 Yellow Belt Modules

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Notes:

This is a list of all the modules that are a part of this training. When you’re done with Yellow Belt Training, you can get your Yellow Belt Certification. You can also opt to take the Green Belt Training and gain an even greater mastery of the Lean Six Sigma toolkit.

!We'll provide you with links to do either or both at the end of this Training, or you can click the Resources button at the top of this slide and select Yellow Belt Certification or Green Belt Training from the menu.

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Lean Six Sigma Introduction (Slide Layer)

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8 Wastes (Slide Layer)

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Lean Six Sigma Roles (Slide Layer)

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DMAIC Overview (Slide Layer)

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DEFINE (Slide Layer)

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MEASURE (Slide Layer)

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ANALYZE (Slide Layer)

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IMPROVE (Slide Layer)

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CONTROL (Slide Layer)

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1.5 Module: Introduction to Lean Six Sigma

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Notes:

What is Lean Six Sigma? Let’s find out in these next few slides.

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1.6 What is Lean Six Sigma?

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Notes:

Lean Six Sigma is a combination of two powerful methodologies: Lean and Six Sigma. The Lean toolkit provides ways to streamline processes by reducing Waste and the Six Sigma toolkit provides tools to reduce Defects by conducting root cause analysis. Together, they provide the fastest, most effective way to improve processes.

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1.7 What is a Lean Process?

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Notes:

A Lean process is achieved by removing “Waste“, which is any activity not required to complete a process.

!After removing Waste, the only steps remaining will be those required to produce a product or service that is of value to a Customer.

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1.8 What is a Six Sigma Process?

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Notes:

A Six Sigma process is one that produces only 3.4 Defects per million opportunities (otherwise known as DPMO). This means that Six Sigma can also be thought of as a goal where processes encounter close to zero Defects, and do so consistently.

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1.9 Where did Lean Six Sigma come from?

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Notes:

Where did Lean Six Sigma come from?

!Lean actually originated with Henry Ford and his invention of the assembly line. But it was perfected by Toyota in Japan with the creation of the Toyota Production System.

!Six Sigma originated at Motorola where they were able to bring their production of pagers up to Six Sigma levels with close to zero Defects.

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1.10 Why do organizations use Lean Six Sigma?

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Notes:

Organizations use the powerful toolkits offered by Lean Six Sigma to increase revenue, decrease costs, improve efficiency and develop effective people and teams.

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Increase Revenue (Slide Layer)

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Decreases Costs (Slide Layer)

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Increases Efficiency (Slide Layer)

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Effective People (Slide Layer)

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1.11 Welcome to Bahama Bistro!

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At this point, we’d like to introduce you to our friends at the Bahama Bistro, a fictional tropical restaurant. We’ll make frequent trips to Bahama Bistro in order to demonstrate the tools and techniques in each module.

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1.12 Bahama Bistro: Naming Activity

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Before we continue, let's assign names to each of the people we'll meet at Bahama Bistro, which includes a customer, a manager, a host, a server, a busboy, and a chef. Simply type in one name in each of the six blue boxes below, and when you're finished, click the green "Submit Names" button.

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1.13 Bahama Bistro: Meet the People

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Thanks for naming all the people at Bahama Bistro. Now, let's learn more about each of them by clicking on their pictures.

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Customer (Slide Layer)

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Manager (Slide Layer)

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Host (Slide Layer)

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Server (Slide Layer)

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Busboy (Slide Layer)

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Chef (Slide Layer)

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2. Module: Roles

2.1 Module: Lean Six Sigma Roles

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In a typical organization, there are a number of roles that help ensure a robust rollout of Lean Six Sigma. Not all organizations appoint individuals to each of these positions, but the following outlines the roles along with a description of the responsibilities for each.

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2.2 Lean Six Sigma Roles: Learning Objectives

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Notes:

By the end of this module you will gain a better understanding of where different types of belts come from, what they are, what the differences are between them and key roles that support the belts.

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2.3 Lean Six Sigma Belt Levels

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Notes:

The use of belt levels come from Karate and gives Lean Six Sigma some of the attributes of martial arts. People don’t actually walk around in robes and belts as they would at your neighborhood dojo, but as in Karate, the different belt colors indicate different skill levels.

!Each level has corresponding implications for a person’s job description. Let’s take a look at what the differing belt levels mean in the world of Lean Six Sigma.

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2.4 Yellow Belt

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Notes:

The title of Yellow Belt indicates that a person has a basic understanding of Lean Six Sigma concepts and can help identify opportunities and participate in applying improvements to processes. They often work with Green Belts or Black Belts who provide project leadership and training on additional tools and concepts when it makes sense. Yellow Belts assist in projects on a limited basis which does not interfere with their normal job duties.

!Obtaining a Yellow Belt through training and certification is a great place to start the Lean Six Sigma Journey.

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2.5 Green Belt

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Notes:

Green Belts receive a greater level of training than Yellow Belts and typically lead or participate as a member of a process improvement team. They might dedicate 20% of their time to improvement projects while still performing their normal job duties. Green Belts have a strong, tactical understanding of the most common Lean Six Sigma tools and they can deploy simple, high-impact solutions with regularity. They are often a great source of increased productivity and cost savings for typical organizations.

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2.6 Black Belt

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Notes:

Unlike Yellow Belts and Green Belts, Black Belts hold full-time positions in Lean Six Sigma organizations. They are trained to lead improvement teams, Green Belts and Yellow Belts. They provide mentoring and support for Green Belts who are leading their own teams and they provide advanced expertise on more complex processes and projects.

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2.7 Master Black Belt

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Notes:

The Master Black Belt role is also a full-time position and in addition to mentoring Black Belts, they work with leadership to strategically select and launch improvement projects. When they work as a project leader they are often working on large, cross-departmental, complex processes. Master Black Belts receive the most training of any of the Lean Six Sigma Roles.

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2.8 Champion

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Champions have general understanding of Lean Six Sigma but their role is primarily to help select, support and promote specific projects to completion. They hold leadership positions within the organization and are capable of removing barriers and obtaining resources as needed by the project teams. Champions are often asked to support a specific project or a suite of projects because they have what you might call, “skin in the game.” They care about the outcome. Champions are essential to smoothing the way to a culture of process improvement.

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2.9 Q&A #1: About Lean Six Sigma Roles

(Multiple Choice, 10 points, unlimited attempts permitted)

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Feedback when correct:

That's right! You selected the correct response.

Feedback when incorrect:

You did not select the correct response.

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Notes:

Correct Choice

Master Black Belt

Black Belt

X Green Belt

None of the above

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Time for Q&A: This Lean Six Sigma role applies DMAIC and Lean Six Sigma concepts while maintaining a different full time position within a company. Please click on the correct answer.

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Correct (Slide Layer)

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Incorrect (Slide Layer)

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Try Again (Slide Layer)

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2.10 Learning Objectives Summary

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Notes:

So let’s recap:

!The belt names originated in the martial art of Karate. Some are full time like Black Belts and Master Black Belts and others are part time such as Green Belts and Yellow Belts.

!And Champions are the critical sponsors of Lean Six Sigma projects.

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3. Module: 8 Wastes

3.1 Module: The 8 Wastes

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Notes:

Eliminating Waste is one of the underlying goals of Lean Six Sigma. You might imagine the Waste of uneaten food that gets regularly thrown out at Bahama Bistro, but we’re actually talking about a much broader concept of the word “Waste.”

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3.2 The 8 Wastes Learning Objectives

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Notes:

By the end of this module, you will gain a better understanding of each of The 8 Wastes of Lean. You will also be introduced to examples of each type of Waste. And finally, you will understand what to do when Waste is discovered.

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3.3 Waste is a Waste

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Notes:

Since Toyota, a japanese company, perfected Lean, you’ll notice that many tools and concepts have Japanese names. “Muda” means Waste in Japanese.

!It’s important to eliminate Waste in order to spend more time and resources on providing value to the customer.

!The more an organization can reduce Waste, the better!

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3.4 Seeing with New Eyes

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Marcel Proust, Said “The real voyage of discovery consists not in seeking new lands, but seeing with new eyes.” That is what happens when you learn The 8 Wastes. You’ll start to identify the Waste all around you. Sometimes, we have been surrounded by Waste for so long, we become desensitized to it.

!Seeing with new eyes means that you recognize Waste that previously went unnoticed at your workplace everyday,. People are not a Waste, but their time might be focused on Wasteful activities. You may hear coworkers complain about how there is too much to do, but many of the activities they’re engaged in are probably not adding value. The goal is to identify and eliminate these non-value adding steps so people can spend more time on activities that add and create value.

!Some of the prevailing attitudes about process change can be summed up in the following expressions: “If it’s not broken, don’t fix it.” or, “That’s the way we’ve always done it.” The result is that processes are never questioned, never examined for improvement potential.

!Applying new tools to the same old process can help people see with new eyes. Applying The 8 Wastes provides this essential new perspective.

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3.5 Learning to See with New Eyes

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Notes:

Sometimes we don’t see the Waste because it’s been ignored for a long time. Or maybe we didn’t realize it was there in the first place.

!Looking for The 8 Wastes is an easy first step to reducing Waste in an organization. It helps employees begin to see with new eyes.

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3.6 The 8 Wastes

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The acronym DOWNTIME is an easy way remember The 8 Wastes.

!The 8 Wastes are Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion and Extra Processing.

!We’ll explore each Waste separately in the next few slides.

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3.7 Bahama Bistro: 8 Wastes

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Now, let's learn how The 8 Wastes affects Bahama Bistro. Before we continue, let's hear what the Bahama Bistro Shift Manager has to say. When you're ready, just click either the green button, or the next button.

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3.8 Bahama Bistro: 8 Wastes & DOWNTIME

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Here are Bahama Bistro's 8 Wastes organized according to the "DOWNTIME" acronym. Click on each one to learn more.

!Defects

!Defects mean something wasn’t created or completed correctly. Defects usually results re-work or re-do’s, which means more time and money spent fixing and correcting.

!Defects are usually defined by the customer. Customers don’t want to receive products or services with Defects, nor do they want to engage in processes that cause Defects.

!Defects will be different for each process. They can result in missing information, non-working products or inadequate services.

!Have you experienced a defect in a process recently? Did you get the wrong order at a restaurant? Was your

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flight cancelled? Were your hospital records inaccurate?

!What are some examples of Defects that you’ve experienced as a customer?

!Overproduction

!Overproduction refers to producing something faster or in more abundance than needed.

!In manufacturing this is sometimes done to keep a production line busy or provide insurance against an unexpected increase in orders.

!Think about meal portion sizes in restaurants, many times the portions are too large for one person. Most people have to take the rest home, throw it out or leave the meal unfinished.

!In administrative processes, an example of Overproduction could be producing or printing reports that very few people read or use.

!What are some of your examples of Overproduction?

!Waiting

!Waiting is one of most prevalent Wastes. Waiting refers to any time there is a delay and customers are Waiting for goods or services. This also happens internally when one colleague is Waiting on another colleague for parts or information in order to do their job.

!And internal wait time eventually leads to delays for customers. Have you experienced a delay during visit an emergency room? Going to the DMV? Checking out at a grocery store? These are all times when you probably preferred not to wait.

!Wait time occurs in a production environment as well. If you’re building a product, the unit is often sitting Waiting to be worked on, Waiting for other parts to arrive, or Waiting to be assembled.

!Can you think of a process that has significant amounts of wait time?

!Non-Utilized Talent

!Non-Utilized Talent is the Waste of intellectual capital.

!This occurs when organization and/or managers fail to leverage people’s skills, talents, knowledge or experience.

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Have you ever worked somewhere where your opinions and input were not valued?

!Or maybe you’ve heard the saying, “don’t think, just do.”

Meaning someone else will make all the decisions and you are meant to just follow instructions.

!People feel underutilized and underappreciated in this type of environment and the organization misses out on critical talent and know-how. In the case where products or services lie Waiting for “experts”, the underutilization of intellectual capital often leads to the Waste of “Waiting.”

!Can you think of examples where people’s talents, creativity, or knowledge is being underutilized?

!Transportation (TOUCHES)

!Transportation or “touches” is a Waste that refers to the movement of materials or information.

!This could be the result of poor layout or poor planning. In the service industry, Transportation can refer to moving information and services between people or departments. The more people there are who have to “touch” the unit whether it’s for review, approval or reporting, the more time the process takes and the more opportunity there is for errors.

!In manufacturing, Transportation can result in physical damage to the product or materials.

!Whether it results in Defects or delays, Transportation is also a potential Waste of money.

!Can you think of some examples of the Waste of Transportation or “touches”?

!Inventory

!Inventory is another potential Waste. There was a time when Inventory was considered an asset, but storing and holding Inventory costs money and is now considered a liability.

!Long lead times for receiving products or information can cause cash Flow issues, especially if there is a lot of money tied up in Inventory. The more Inventory you have, the more you have to count it, move it, clean it, and store it. There are carrying costs to having too much Inventory. There is also the risk of obsolescence and damage.

!Inventory Waste also applies to ordering office supplies, such as having too many printer cartridges on hand or having a year’s supply of paper. These might not be the right order quantities and could be adjusted to the “right” amount.

!Organizations such as car manufacturers and technology companies have adopted the Just-In-Time concept, They order just the right amount at just the right time.

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!What are some examples of Inventory Waste?

!Motion

!The Waste of Motion refers to excessive movement involved in a given task. People can get confused between the Waste of Transportation and the Waste of Motion.

!Transportation is when the unit going through the process is moved around too much. Motion is when the people that do the process move around too much.

!Nurses provide a good example. On average, nurses walk 7-8 miles per day in their job. Significant organizational efforts have been made by certain healthcare facilities to allow them to spend more time with patients instead of walking around looking for supplies, wheelchairs or other needed items to do their job.

!Workstation analysis helps identify the best way to organize the nursing station in order to minimize unnecessary movement for nurses.

!In general, excess Motion indicates that people are spending more time moving around and less time adding value to their customers.

!What are some other examples of the Waste of Motion?

!Extra-Processing

!The final Waste is excessive processing. This is most prevalent in administrative or non-manufacturing processes.

!Have you ever experienced a process that seemed overly complicated and thought to yourself, “There’s got to be an easier way!”

!Complex processes often have unnecessary and redundant steps that do not add value.

!Processes are like junk drawers in the kitchen. If you don’t make a focused effort to clean it up every so often, it just fills up with “stuff”. It’s the same for our processes. If we don’t make an effort to “spring clean” our processes every once in a while, the process just gets bigger and messier.

!What are some examples of the Waste of Extra-Processing?

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Defects (Slide Layer)

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Overproduction (Slide Layer)

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Waiting (Slide Layer)

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NonUtilizedTalent (Slide Layer)

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Transportation (Slide Layer)

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Inventory (Slide Layer)

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Motion (Slide Layer)

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Extra-Processing (Slide Layer)

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3.9 Once Waste Is Identified

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Once identified, there are 4 things you could do with Waste:

!• Eliminate the cause of the Waste where possible

• Simplify the process or step that is creating the Waste

• Streamline - especially with complex processes

• And lastly, minimize the amount of Waste in the process

!Working with a team to identify and reduce Waste can be a way to build confidence with quick wins for improving processes.

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3.10 Eliminating Waste At Bahama Bistro

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Back at Bahama Bistro, the Chef has learned how to eliminate a specific type of Waste. When you're ready to learn more, click the green button or the next button.

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3.11 Bahama Bistro Motion Waste: Before & After

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Let’s eliminate Waste at Bahama Bistro!

!In this example, the team at Bahama Bistro has discovered the Waste of Waiting and the Waste of Motion from moving back and forth from the stockroom. After assessing which were the high-volume items, the team laid out the ingredients more strategically in order to reduce their movement. Now, sandwiches are produced faster and customers have a shorter wait!

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After (Slide Layer)

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3.12 Q&A: About Wastes


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Correct Choice

Transportation

X Motion

Excessive Processing

Overproduction

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Notes:

Time for Q&A: Which Waste is it when the people that do the process move around too much? Please click on the correct answer.

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3.13 The 8 Wastes: Learning Objectives Summary

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So let’s recap. You know the definitions of all 8 Wastes, or “muda” as the Japanese say. You can identify Waste in the workplace, and you have new ways to go about eliminating each of The 8 Wastes. You can see with new eyes!.

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4. Module: DMAIC Overview

4.1 Module: DMAIC Overview

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The 5 Phase method that underlies Lean Six Sigma is called DMAIC which stands for Define, Measure, Analyze, Improve and Control. We’re going to look at each of these Phases in detail and learn about the tools and techniques involved within each Phase.

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4.2 Learning Objectives

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Notes:

By the end of this module, you’ll gain a better understanding of where and when DMAIC can be applied to a process. You’ll learn what DMAIC stands for, and you’ll get a bird’s eye view of the different Phases and their activities.

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4.3 Why DMAIC?

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Since DMAIC is used to uncover the root cause of problems, it’s not the right method for implementing obvious solutions to obvious problems. But if the cause of the problem is not entirely clear then DMAIC is a great choice. It provides a step-by-step approach to investigate root causes to problems.

!It’s a good choice in situations that require robust solutions to long-standing problems.

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4.4 DMAIC Methodology

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DMAIC is the Six Sigma methodology used to conduct root cause analysis.

!This methodology is a variation of the original PDCA or “Plan, Do, Check, Act” methodology created by Walter Shewhart and Edward Deming.

!DMAIC stands for Define, Measure, Analyze, Improve & Control.

!During the Define Phase, the problem is outlined and scoped. It’s critical to define exactly which problem is being addressed. Once the issue is defined, the customer requirements are clarified and a high-level map of the process provides a picture of the basic process steps.

!During the Measure Phase, the process is assessed for how well it meets the customer requirements outlined in the Define Phase. Data collection is carefully planned and carried out so the process can be better understood.

!Data analysis and process analysis characterize the main efforts of the Analyze Phase where the focus is

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uncovering the root causes of Defects and other forms of Waste. The use of detailed Process Maps and different methods of charting and graphing provide ways to develop and test hypotheses.

!Once the root causes are identified, the project can move into the Improve Phase where solutions target the Waste uncovered in the Analyze Phase. The goal is to improve the process Flow, remove root causes, mistake-proof the process and provide increased value to the customer.

!The fifth Phase, Control, is critical to maintaining the gains achieved in the Improve Phase. Ongoing monitoring and Documentation ensure that the DMAIC project continues to be a success.

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4.5 DMAIC Roadmap

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Here is a high level roadmap of each DMAIC Phase. This shows the actions, tools and deliverables for each Phase from a Yellow Belt perspective. As a Lean Six Sigma practitioner moves through each of the belt levels, the number of tools used within each Phase increases.

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Define (Slide Layer)

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Measure (Slide Layer)

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Analyze (Slide Layer)

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Improve (Slide Layer)

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Control (Slide Layer)

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4.6 Q&A #1: About DMAIC


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Correct Choice

X Decrease the time between date of customer order and actual order delivery

Design a process for getting and screening sales leads

Deploy a customer relationship management software system

Develop a new compression technology for storing music

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Notes:

Time for Q&A: The DMAIC methodology is best suited for applying to which of the following project ideas? Please click on the correct answer.

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4.7 Learning Objectives Summary

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Notes:

So let’s recap: DMAIC is the structure for Lean Six Sigma problem solving. DMAIC stands for Define, Measure, Analyze, Improve and Control. The method starts with the critical Define Phase since that determines the focus of an improvement team’s efforts. The Define module is next!

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5. Module: Define Phase

5.1 Module: Define Phase

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Notes:

The Define Phase for Yellow Belts includes modules that cover what goes into the Project Charter, how to understand the Voice Of The Customer and how to build a high-level map of the process.

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5.2 Learning Objectives

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Notes:

By the end of this module, you’ll gain a better understanding of the Define Phase, the tools and activities used to initiate projects, and what kinds of barriers a project team might run into.

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5.3 DMAIC Roadmap: Define Phase

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Define is the first Phase of DMAIC. The main purpose of Define is to gain clarity around the problem and process that the team is looking to improve.

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Define (Slide Layer)

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Measure (Slide Layer)

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Analyze (Slide Layer)

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Improve (Slide Layer)

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Control (Slide Layer)

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5.4 Overview of Define Phase

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The 3 modules for the Define Phase are: Project Charter, Voice Of The Customer and SIPOC.

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5.5 Why a Define Phase?

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The function of the Define Phase is to clearly establish the focus of the improvement project. It’s important to spend time up-front to ensure that everyone involved in the project agrees on the issue, the goal and what exactly is being addressed.

!Just like the trajectory of a rocket ship - a lack of direction up front will lead the project off course down the road.

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5.6 Sub-module: Project Charter

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Let’s learn about the Project Charter.

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5.7 Project Charter: Learning Objectives

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Notes:

By the end of this module you’ll gain a better understanding of why Project Charters are essential to good projects, the key parts of a charter and how it becomes something called a “living document” throughout the life of the project.

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5.8 What Is a Project Charter?

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Notes:

The Project Charter provides the opportunity to put down on paper exactly what’s going to be addressed, who’s going to address it, what they estimate they’ll achieve and when they plan to achieve it.

!You may not have all of the answers up front, but you’ll be able to fill some of that information throughout the life of the project since the charter is a changeable, “living document.”

!

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5.9 Elements of a Project Charter

A

Notes:

This is a list of the charter contents, and we’ll go into depth on some of the key elements.

!

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5.10 Project Charter: Business Case

A

Notes:

By answering this list of questions, it’s relatively easy to build a strong business case for a project.

!

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5.11 Business Case Example at Bahama Bistro

A

Notes:

The business case should make it clear, as this one at Bahama Bistro does, that this is a worthwhile project.

!

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5.12 Project Charter: Problem Statement

A

Notes:

As we mentioned earlier, if the root cause and solution are clear then there is no need for DMAIC. This would be considered a “just do it” project. The problem statement should provide a clear picture what is happening, when it began along with the magnitude and consequence of the problem.

!

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5.13 Problem Statement: Travel Example

A

Notes:

This second problem statement gives critical specifics that help clarify that this is a worthwhile project.

!

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5.14 Problem Statement Examples at Bahama Bistro

A

Notes:

Again, the specifics of the second statement make it clear that this issue is important to address.

!

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5.15 Project Charter: Goal Statement

A

Notes:

The rollout of the employee recognition program is a classic example of a solution that is pre-determined. The second statement provides specific and measurable information. The team with a goal statement similar to this one would have a good sense of what would make them successful.

!!

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5.16 Project Charter Definitions

A

Notes:

In a moment we’ll take a look at a completed charter where you can see other aspects of the Project Charter, listed here, that help clarify the project.

!

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5.17 Updating the Charter Throughout DMAIC

A

Notes:

As we mentioned, the Project Charter is a “living document.” This means that as we study the process and make discoveries, we will continue to update the Project Charter to reflect our expanded understanding of the process and the project. The Project Charter is also a great communication tool since there are bound to be others interested in the progress of the project.

!

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5.18 Project: Reducing the Cycle Time at Bahama Bistro

A

Notes:

As you can see, the Bahama Bistro team is ready to start solving the food delivery problem. Click on the "Click to read" button for each section to learn more. When you're finished, click the "Next" button at the bottom right to continue.

!

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Problem Statement (Slide Layer)

A

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Goal Statement (Slide Layer)

A

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Scope In/Out (Slide Layer)

A

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Business Case & Benefits (Slide Layer)

A

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Preliminary Plan / Timeline (Slide Layer)

A

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Team Members (Slide Layer)

A

5.19 Q&A: Lean Six Sigma Project Charter


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A

!





!

Correct Choice

Project Scope

Preliminary Plan

X Business Case

Problem Statement

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Notes:

Time for Q&A: Which of these Project Charter elements describes the importance and the reason for doing the project? Please click on the correct answer.

!


A

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A

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A

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5.20 Project Charter: Learning Objectives Summary

A

Notes:

So let’s recap. The Project Charter is an important, living document that helps to define the project. You are now clear on the Project Charter elements but there is more information available if you’re interested. Check out the Resources button on the top right of this player!

!

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5.21 Sub-module: Define Value: Voice Of the Customer

A

Notes:

This next module explores the idea of the Voice Of The Customer.

!

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5.22 Voice Of the Customer: Learning Objectives

A

Notes:

By the end of this module, you will gain a better understanding of what we mean by the “Voice Of The Customer”, how we define “customers”, how they differ from stakeholders and how to quantify the customer requirements.

!

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5.23 Have you ever experienced a defect at a restaurant?

A

Notes:

Have you ever experienced a defect at a restaurant? At Bahama Bistro, an example of a defect would be a customer who received a cup of decaf instead of a cappuccino. But even if the customer got what they ordered, if they had to wait more than 20 minutes for a cappuccino that would also be a defect.

!

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5.24 What is the Voice Of the Customer?

A

Notes:

The Voice Of The Customer is critical because it helps an organization decide where to focus improvement efforts. By evaluating key drivers of customer satisfaction, an organization can measure whether or not they are meeting their customer requirements.

!

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5.25 Who Are Your Customers?

A

Notes:

Before we can identify our customers, we must first be clear on what we mean by customer.

!There may be different types of customers for a given process and there may be internal customers of a process. Internal customers are different from paying customers since they are our colleagues, but they are still customers of the process.

!!

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5.26 What Are Customer Requirements?

A

Notes:

Once you determine who receives the goods and services of a specific process, it’s time to determine what the customer cares about. Customer concerns are general categories of requirements, as seen here. These are examples of common customer concerns.

!!

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5.27 Voice Of The Customer Example at Bahama Bistro

A

Notes:

Once the Voice Of The Customer is identified, continue to better understand the customer requirements by converting comments or “cues” into requirements. In other words, make the comment measurable. Quantify in numbers what the customer requirement is for that particular process.

!For example, many processes have a customer requirement of Cycle Time, but for each process, the Cycle Time requirement might be different.

!

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5.28 Who Are Your Stakeholders?

A

Notes:

Why is it important to know who the process stakeholders are? Stakeholders are not the customers of the process, but you need their support and buy-in in order to ensure the success of your project.

!It’s important to think about who might be impacted by changes you could make to the process and to reach out to those groups and individuals to discuss the project plans. Stakeholders often have valuable input and engaging them can help build their sense of ownership about eventual process improvements.

!Some projects can fail due to a lack of internal acceptance. A little communication goes a long way toward success!

!!!

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5.29 Q&A #1: Voice Of the Customer

(True/False, 10 points, unlimited attempts permitted)

A

!





!

Correct Choice

True

X False

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Notes:

Time for Q&A! True or False: The customer is the same as a stakeholder.

!


A

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A

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A

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5.30 Voice Of the Customer: Learning Objective Summary

A

Notes:

So let’s recap:

!Customers can be internal or external and listening to their voice helps us understand the requirements they have of the process. These requirements are the focus of the problem statement and resulting goal of each project.

!Stakeholders are different from the customers of the process and consist of groups or individuals who might be impacted by changes made to the process. Ensuring they are engaged in our project is critical in order to ensure the acceptance and ultimate success of each project.

!

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5.31 Sub-module: SIPOC

A

Notes:

This next module explores the high-level map known as a SIPOC.

!

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5.32 SIPOC: Learning Objectives

A

Notes:

In this module you’ll gain a better understanding of why the high level map is important, the key parts of the map and how to build one.

!

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5.33 What is a SIPOC?

A

Notes:

The SIPOC is a high level Process Map. It might sound something like the “Son of Spock”, but it’s actually an acronym that stands for Suppliers, Inputs, Process, Outputs, and Customers. It’s a one page map that outlines what comes into and out of the process, who supplies inputs and who receives the goods and services as a result.

!We will use the SIPOC througout the project as we build our understanding of the process.

!

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5.34 SIPOC Example at Bahama Bistro:

Lunch Order to Delivery

A

Notes:

In this high-level map of Bahama Bistro we can see a lot of suppliers, but if we follow the first one, it’s the patrons who supply orders as inputs to the process.

!Once the order is placed there are six high-level steps that take place. A member of the staff takes the order, it’s delivered to the kitchen, the order is prepped and cooked, then it’s packaged or plated and finally it’s delivered. The delivered lunch order is the output and it’s received by the patron.

!There are other suppliers to the process such as the grocery or the vendors providing food ingredients. And there are the sources of paper plates and other packaging products.

!At the lower right you can see the customer requirements of the lunch order including how fast they expect delivery, how hot they’d like the soup and that they want the order they asked for. Having this information on one page provides key information to the project team.

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!

5.35 Creating a SIPOC: Questions to Consider

A

Notes:

These are key questions to consider when building your own high-level map.

!

5.36 Q&A: SIPOC

(Multiple Response, 10 points, unlimited attempts permitted)

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A

!





!

Correct Choice

X SIPOCs are a good method of defining the scope of a project

SIPOCs are a detailed view of the process

SIPOCs stand for Standards, Inputs, Process, Outcomes, and Concerns

X The outputs of a SIPOC are received by customers of the process

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Notes:

Time for Q&A. Which of the following are true regarding a SIPOC?

!Please click on all the correct answers.

!


A

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A

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A

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5.37 Other Fun Maps

A

Notes:

There are other forms of maps created within the DMAIC process depending on the type of project. These are examples of a few of the different ways to map a process that are outlined in Green Belt Training.

!

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5.38 SIPOC: Learning Objectives Summary

A

Notes:

So let’s recap:

!The SIPOC is a simple but powerful high-level map that puts the end-to-end process on one page. There are a clear set of questions that help Yellow Belts build a SIPOC for each project, and SIPOCs include the high-level steps, the process outputs along with the key customer requirements of those outputs.

!We’ll revisit the SIPOC throughout the DMAIC Phases.

!

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5.39 Update the Project Charter: Reducing the Cycle Time at Bahama

Bistro

!

A

Notes:

After Completing Define, the Bahama Bistro team had some updates to their Project Charter.

!1. The estimated date to complete Define was January 14th. The team finished on January 18th, so the team

updated the date on the Project Charter. The team is on track to start Measure.

2. The team forgot to include a host and a busboy as part of the team. The team lead updated the team members on the Project Charter.

3. Voice Of The Customer indicated that the Goal Statement should change in order to reflect the customer requirement. The original goal was to deliver lunch orders in under 35 minutes. Now, that Voice Of The Customer data has been gathered, it’s clear that customers prefer to have salads, sandwiches, and soups in under 16 minutes and entrees in under 20 minutes. We have updated the Project Charter to reflect the true customer requirements.

4. In terms of scope, the chef asked if we were going to be looking at our food vendors processes or delivery

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schedule and the team decided that at this time, supplier processes and delivery schedules are out of scope.

5. It’s also a good practice to document the project progress by Phase. The team should document the Define Phase work, so that they have the raw material for developing the project Storyboard.

!

Problem Statement (Slide Layer)

A

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Goal Statement (Slide Layer)

A

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Scope In/Out (Slide Layer)

A

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Business Case & Benefits (Slide Layer)

A

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Preliminary Plan / Timeline (Slide Layer)

A

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Team Members (Slide Layer)

A

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5.40 Define Phase Challenges

A

Notes:

In each Phase of DMAIC there are a few areas that might require more effort. Make sure you have a clear commitment from the project sponsor and the team members to work on the project. Make sure everyone is agreed on the charter and that no one is using the project as a way to implement their pre-conceived notion of a solution.

!You may need more people on the team than initially thought, but if it’s more than 6 or 7 it starts to resemble a sports team so be careful not to over pack. It’s also okay to work the project on your own, just make sure you reach out to your stakeholders and subject matter experts as soon as possible for support.

!!

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5.41 Checklist: Define Phase

A

Notes:

Every Phase of DMAIC ends with a checklist. This represents the action items to be completed for the Phase. Take a look at what’s left to do on your project.

!

5.42 Q&A: Define Phase


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