7. LEAN SIX SIGMA BELT LEVELS
Yellow Belt: The classification given to those who have gained
knowledge and understanding of lean six sigma tools, techniques and
methodology through a formal education program which provides the
opportunity for participants to demonstrate the application of those
concepts through training exercises and interactive activities.
9. Define the problem and why it needs to be
solved. Define the client and their definition of
value.
Measure the current performance of the process
to establish a baseline from which to measure
improvements against.
Analyze the current process through data
collection to determine root causes of
defects/waste.
Improve the process by selecting solutions to
prevent and eliminate sources of the problem.
Test the solution(s) by piloting, auditing and
validating process changes.
Control the process by monitoring to ensure
sustained process improvements.
DMAIC
Cycle
DEFINE
CONTROL
IMPROVE ANALYZE
MEASURE
DMAIC – A framework for continuous improvement
13. Characteristics of a good problem statement
q Limits the scope (don’t “boil the ocean”)
q States what is wrong, not why it is wrong
q Includes impact to the business
q Is Measurable; how often, how much, when
q Is Specific – avoids ambiguous words
q Is Objective – does not imply blame
q Does not include the solution
Ø Always
Ø Everyone
Ø Sometimes
Ø Rarely
Ø Everyday
Ø Nothing
Ø Everything
Ø Slows down
Ø His/her fault
Ø Just use technology
Ø Just need training
14. Defining the problem
• First attempt
–The theater is always sold out of Hamilton tickets. Attempts to acquire
tickets through web and social media platforms have not worked. The
websites are difficult to use and it’s hard to coordinate with the other
members of the group that want tickets. This delay has caused frustration
and we still haven’t gotten to see Hamilton. If my brother would be more
responsive, we would have gotten the tickets.
• Try this instead
–In the past three months, our group of five individuals has tried to purchase
Hamilton tickets at least once a week for the Saturday matinee but have not
been successful.
18. Gaining customer insights through VOCs
“Voice of Customer” Interviews: The process of listening to the customer and
clarifying their definition of value
–Determine customer expectations, needs and wants
–Identify customer pain points
–Gain deeper understanding of customer’s business and concerns
–Learn how to go from “good” to “excellent”
20. “Great” customer service examples
– When have you experienced “great” customer service with a service provider
(e.g., hotel, physician, restaurant, mechanic, etc.)?
– What made it great?
– What was the result?
– What value have you gotten out of it?
– What value has the service provider gotten out of it?
25. What is a Process Map?
• Graphical depiction of sequence of steps to produce an output
• Defines tasks and may define resources, cycle times, tools (templates, guidelines, etc.)
• Process maps can be simple or highly sophisticated
• Process maps can be used during a number of the DMAIC phases
26. What a Process Map Shows Us
• A process map is used to clarify and create a common understanding of the process
• A process map makes it much easier to identify:
– Roles & responsibilities
– Bottlenecks
– Unnecessary steps
– Missing steps
– Redundant steps
– Rework
• Provides an effective communication / training tool
A picture is worth a 1000 words!!
28. visual depiction of reality
create common understanding
baseline for measuring improvements
diagram to identify waste in the process
forum to identify opportunities for improvement
value of current state process mapping
34. MUDA (“WASTE”)
• a strain on an organization’s time and
resources
• no value add for the customer
The more you can reduce Waste, the better!
35. 8 WASTES
reduce inefficiencies, eliminate delays & add value
Wasted Product
too many mistakes
Delays
waiting for the
previous step in the
process to complete
Talent
failure to match
the right talent
with each task
Inventory
overstaffing or
backlog in process
Motion
unnecessary
movement & time due
to failure to batch
Extra Processing
too many steps to
complete the job
Overproduction
unnecessary
deliverables
Transportation
too many
touchpoints
38. Y = ƒ(x1, x2, x3, x4)
y1 = ƒ(x1, x2, x3, x4)
y1a = ƒ(x1, x2, x3, x4)
output
new output
new output
variables
variables
variables
39. Y = f(x) Example
Y = f(x)
Y = X X X X
Late to work Traffic Kids Over Slept Weather
What can we not control? Traffic, Weather
Y = X X X X
Over Slept Alarm clock sick stayed up did not sleep well
did not wake me late
What can we not control? Sick, did not sleep well
Y = X X X X
Alarm clock did Alarm clock hit snooze radio too set the time
not wake me broken too many times low wrong
44. data measurements
• “We can see the problem, so why waste time with data collection?”
– How big is the problem?
– Is there just one problem?
• Value of data collection
– Facts or figures from which conclusions can be drawn
– Can provide useful information for decision-making and solution selection
45. tips about data collection
• Determine:
– what you want to measure
– how you are going to measure it
– who will measure it
– length of time you will measure it
• Develop data collection plan
– collect only data needed (not too
much, not too little)
– get the right data for the problem
– measure accurately
• Consider leveraging current measurement systems already in use
• Manual data collection may be necessary but labor intensive
46. data collection
Problem: Pizza King is receiving too many client complaints which is resulting in a loss of
revenue. Pizza King wants to improve its client satisfaction. What data should we
collect?
Date Time Order
was taken
Customer Name Type of Pizza
Ordered
Time picked up
by driver
Driver name Time
Delivered to
Customer
Complaint?
(OK, Late,
wrong,
other)
51. 1. Write as
many ideas as
possible (2”)
2. Pass list to
person on
your left
3. Review
ideas passed
to you
4. Let your
mind expand
5. Elaborate
on ideas and
add more (2”)
6. Pass list to
your left
(repeat until
circle is
complete)
7. Put all
ideas on
whiteboard
(grouping by
type)
8. Distribute
10 dots to
vote for your
ideal
solutions
brain writing
52. further testing of potential solutions
“Solutions Matrix”: A Solutions Matrix helps the team narrow down ideas by evaluating
and prioritizing proposed solutions with regard to:
• Effectiveness: How effective will the solution be in fixing the overall problem?
• Feasibility: How feasible will it be to implement this solution considering time, cost,
work, acceptance, approval levels, etc.? How much work will be required to deliver
the solution?
53. solution matrix example
# Solution Description Effectiveness Feasibility Overall
Rating
Recommendations
1 Hire more resources 9 2 11 Would need to increase FTE
budget
2 Outsource this activity 8 2 10 Would likely increase budget
3 Streamline and remove
waste from our current
processes
7 7 14 Schedule process mapping
session with full team;
4 More overtime for
existing resources
6 2 8 Some OT is in budget but not
enough to eliminate backlog
Example
Backlog of Requests
54. change management assessment
Supporting Forces: What forces exist to support the
change
Opposing Forces: What forces exist that will oppose
and resist the changes?
55. force field analysis sample
Forces Driving Change
(score)
Forces Resisting Change
Cost savings 10 7 Users not tech savvy
Reduced user burden 7 4 Previous attempts to change process failed
Faster response time 6 7 Time away from day jobs for training
Strong Executive sponsorship 5 8 Ingrained in the old way
Improved quality of work product 8 4 No “Burning Platform”
“+” Forces total 36 30 “-” Forces total
Example
Streamline Process
57. what is piloting?
Piloting is performing a small scale implementation in order to:
– test solutions
– evaluate feasibility
– assess costs
– estimate effort and timing
– minimize risks
– gather learnings
– avoid wide scale project failure
58. piloting best practices
• Be thoughtful on selecting your pilot group
and length of pilot
– Create champions
– Convert skeptics
– Engage Process Owners and participants as
early as possible
– Manage pilot team expectations
• Include all deployment phases in your pilot
– communication plan
– training plan
– support system
• Collect feedback
– Determine how you will collect feedback
– Identify what works and what doesn’t
• Adjust the piloted solution based on feedback
and pilot results
– modify training plan as necessary
– identify what works and what doesn’t
• Improve for full scale implementation
