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Lean Six Sigma Champion

SprangerBusinessSolutions.com 1

Lean Six Sigma Champion Training

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Chris SprangerSpranger Business Solutions

Founded management consulting firm focusing on Lean Six Sigma coaching/training/deployment. Have worked with hundreds of businesses and individuals across the United States

ASQ Certified Six Sigma Master Black Belt

BS in Industrial Engineering, University of Wisconsin -Platteville, and MBA from University of Wisconsin -Whitewater

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Activity: Introduction of Participants◦ Name

◦ Position, how long have you worked here?

◦ Experience with Operational Improvement?

◦ What are your goals for the training?

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Course Objectives•Understand the role of a champion and how to support a successful program

•Learn and apply principles of effective project chartering, planning, and execution

•Learn and apply facilitation skills in order to enhance your ability to engage others and obtain maximum results from improvement efforts

•Apply the appropriate Lean and Six Sigma tools to the execution of a Green Belt project

•Provide the confidence to guide improvement projects being facilitated by belts using the DMAIC structure

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Looking ahead▪Introduction to Lean and Six Sigma

▪The Mechanics of an Operational Improvement Program

▪Mindset, Skillset, Toolset

▪The role of a Champion

▪Leading Teams, Managing Change

▪Project Execution - Tollgates

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Lean Six Sigma ChampionINTRODUCTION TO LEAN AND SIX SIGMA

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Six Sigma – What is it?Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success.

The Six Sigma approach is driven by:◦ Closely understanding customer needs◦ Disciplined use of facts, data & statistical analysis◦ Diligent attention to managing, improving & reinventing business processes

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Six Sigma – What is it?Three Short Definitions:◦ A statistical measure of performance

◦ A rigorous analytical approach to reduce or eliminate the root cause of problems

◦ A philosophy that fosters the concept that higher quality will result in lower cost, increased productivity and improved customer satisfaction

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Six Sigma – What it is NOT!It is not just STATISTICS!◦ Statistics are a tool, but there are other tools in the Six Sigma tool chest

It is not only a cost reduction program◦ Cost reduction is just one of many benefits of this approach

It is not a rigid approach◦ Six Sigma is flexible

It is not a panacea◦ Six Sigma is not suited for every situation

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Six Sigma - ResultsGeneral Electric increased profitability by $7 – $10 billion in five years

DuPont added $1 billion to its bottom line within two years of implementation

Bank of America saved hundreds of millions of dollars, and cut cycle times by more than half in the first three years

Honeywell saved $2 billion in direct costs and achieved record operating margins

Motorola saved $4.4 billion in four years

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The DMAIC MethodologyDEFINE the problem. Why is it important to the customer?

MEASURE how often or how much.

ANALYZE to determine what is causing the problem.

IMPROVE the process. Implement changes to reduce or eliminate variation and non-value added activities

CONTROL process inputs so that problems don’t reoccur

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)( ,...,, 321 xxxfY =

The project scope statement needs to clearly identify the project “Y”

The “Y” is driven by customer expectations

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1. Identify & quantify these “causes”.

2. Quantify the relationship between the causes & and the output (Y).

3. Improve & control critical “Xs” for sustained improvement of…

Output / Outcome / Effect Factors / Variables / Causes

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Inputs vs. Outputs

Input measures: quality, speed, cost of items or information coming to the process. (Xs)

Process measures: quality, speed, cost performance of points in the process. (Xs)

Output measure: quality, speed, cost metrics of your project. This is what your team is trying to improve the performance of. (Y)

)( ,...,, 321 xxxfY =

Inputs Outputs

Process

Xs

Xs

Ys

The overall goal of a lean six sigma project is to identify, improve, and

control the critical Xs that are highly correlated with

the Y of interest.

How does the Six Sigma approach work?▪Identifying what’s critically important to customers, and the overall business

▪Clearly defining the process or processes involved to deliver that product or service

▪Continuously improving those processes using a reliable, project based improvement methodology (DMAIC)

▪Selecting improvement activities strategically aligned with your business needs/objectives

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Six Sigma – Historical Perspective▪Motorola is credited with the inception of Six Sigma in 1987

▪Texas Instruments (1988) and IBM (1990) also adopted the methodology in the “early” years

▪General Electric put Six Sigma into practice in the mid 1990s.▪ Projects were more analytically selected to not only reduce process defect rates, but also

selected projects were aligned to GE business needs/objectives.

▪ GE also gave birth to the Six Sigma support infrastructure of Executives, Champions, Master Black Belts, Black Belts and Green Belts. The concept of dedicated black belts was practiced whereby full-time black belts were deployed on projects.

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Six Sigma – What is happening now?Today Six Sigma and Lean concepts are implemented as part of a core business strategy◦ Six Sigma provides the methodology of how problem solving, and improvement is to be done

◦ Management uses the appropriate tools to lead business improvement efforts

◦ Six Sigma, through the DMAIC methodology, is used to execute projects and report on progress

Involves application of statistical tools to projects that will produce a high return on investment

Project facilitators are referred to as Black and/or Green Belts

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The “Belt” Structure

Champions provide visible leadership for effective problem solving using the DMAIC strategy & guide the selection and monitoring of projects.

Deployment Manager oversees and manages the deployment of the Six Sigma program.

Process Owners provide valuable insight to the project team into the area that is being investigated and assume accountability for sustaining results.

Master Black Belts are experts in Lean Six Sigma Methodology and tools; coach, mentor and provide training support for Belts to identify, share and deploy best practices.

Black Belts demonstrate strong technical /analytical skills, ensure a process focus, coach the use of Lean Six Sigma tools, assist with 10-20 projects per year

Green Belts lead process improvement projects, encourage use of Lean Six Sigma tools, strive for continuous process improvement, complete 2-3 projects per year

Yellow Belts are educated on a core set of Lean and Six Sigma tools, apply tools to their daily job activities, strive to make “daily improvements”, educate peers on LSS tools and their uses

White Belts are provided a background perspective and education on Lean and Six Sigma. White Belt is typically an all employee general training

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Six Sigma – The Benefits▪Improved bottom line for the business

▪Increased customer satisfaction

▪Simplified work processes

▪Development opportunities for future organizational leadership

▪Systematic elimination of waste and poor-quality issues

▪Workforce empowerment

▪Business management based on metrics, rather than emotion and “gut feel”

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So, why is it called Six Sigma?“Sigma” is a Greek alphabet letter ()

◦ Used in statistics to describe variability

Process measurement starts by determining the mean (average)

We can measure how much a process differs from output to output using standard deviation

A “Six Sigma” process is defined as a process whose variation is no more than half the specifications

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We are comparing process performance to process requirements – with the aim of less than 3.4 defects per million opportunities!

Isn’t 99% good enough?

99% Good 99.99966% Good (6σ)

20,000 lost articles of mail every hour 7 lost articles of mail per hour

Unsafe drinking water for 15 minutes per day 1 minute of unsafe drinking water every 7 months

2 short or long airline landings every day 1 short or long landing every 5 years

550 incorrect drug prescriptions every day 68 incorrect drug prescriptions every year

No electricity for 7 hours each month 1 hour without electricity every 34 years

130 – 265 deaths due to hospital errors every day

17 to 34 deaths due to hospital errors each year

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A six sigma golfer who plays one round of golf each week will miss one putt every 76 years!

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Six Sigma Summary

Six sigma is an organization wide approach to statistically improving processes with the aim of

reducing variation. By reducing variation, processes are more consistent, reliable, and predictable.

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In your groups, list five examples of “real-world” situations where you get inconsistent results.

Lean Overview

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Historical Perspective

LEAN

▪Create Value (Customer Focus)

▪Minimize Resource Consumption

▪Focus on Time

▪Engage Everyone in Improvement

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A Lean Enterprise is one that:

▪Utilizes the knowledge of all company employees to create a high performance organization

▪Produces highest quality products or services that meet or exceed customer demands

▪Succeeds in reducing work-in-process, space usage, and cycle times

▪Strives to eliminates all non-value-adding waste and activities

▪Is totally committed to creating a culture of continuous improvement

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The Lean Concept of “Value”Value is defined by the customer’s perspective

The concept of value is categorized three ways:◦ Value Added: Activity that processes material or information to meet

customer needs

◦ Non-Value Added: Activities performed which do not contribute to meeting customer requirements

◦ Business Non-Value-Added: Activities that contribute to running the business, but do not directly add value to meeting customer requirements.

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Value-added time is the amount of time used for activities that the customer would be willing to pay for. All other activities are non-value-

added and should be scrutinized for possible reduction, simplification, or elimination.

Eight “Deadly” Wastes of LeanTransport - Moving people, products & information

Inventory - Storing parts, pieces, documentation ahead of requirements

Motion - Bending, turning, reaching, lifting

Searching/Waiting - For parts, information, instructions, equipment

Over production - Making more (or buying more) than is IMMEDIATELY required

Over processing - Tighter tolerances or higher grade materials than are necessary

Defects - Rework, scrap, incorrect documentation

Skills - Under utilizing capabilities, delegating tasks with inadequate training

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Lean Means SpeedIn most organizations, 95% of the time is spent waiting. Think of your work processes, is there ever waiting for……information…

…materials…

…people…

…communication…

…decisions…

…etc….

The goal of lean is to virtually eliminate wait time

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Lean Means SpeedLess than 20% of the processes cause the majority of the time delay –they are the TIME TRAPS!!

Identifying and prioritizing the Time Traps ◦ At the most basic level, it’s all you need to know!

Lean principals apply to any process: manufacturing, clinical process, office processes, service processes, etc., etc., etc…

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Lean Improvement Cycle

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Source: www.lean.org

Lean Summary

Lean is a systematic approach to identifying and eliminating waste (non-value added activities) by

analyzing the process flow through the eyes of the customer in order to reduce the time and effort it takes to

accomplish the process.

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Philosophical Comparison

LEAN

Create Value (Customer Focus)

Minimize Resource Consumption

Focus on Time

Engage Everyone in Improvement

SIX SIGMA

Improve Quality through Consistency

Rely on Facts and Data to make Decisions

Engage everyone in structured problem solving

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Adaption of Lean Six Sigma

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Lean Six Sigma ChampionMINDSET, SKILLSET, TOOLSET

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The Roles to Get TherePERMANENT ROLES

▪Executive Leadership

▪Site Champion

▪Process Owners

▪Operational Improvement Team▪ Deployment / Infrastructure

▪ Monitoring program “health”

▪ Communicating

▪ Developing people

▪ Training / Coaching

PROJECT-SPECIFIC ROLES

▪Executive Sponsor

▪Project Champion

▪Process Owner

▪Project Leader

▪Team Members

▪Coach

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Blending the roles into the Org Structure

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Leading the Integration▪Within each area:▪Active, engaged, and committed champions

▪Maintaining a sufficient number of trained employees at appropriate belt levels▪ Green Belts 1 per 30 employees (also consider # of managers)

▪ Yellow Belts – all employees

▪Continually developing proficient “belts”

▪ Strategic effort to involve every employee on a project team

▪Maintaining “just enough” active projects

▪ Focus on results - number of projects completed

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How to pick…

Leader

CapacityProject

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Selecting the Right People

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InnovatorsEarly

AdoptersEarly

MajorityLate

MajoritySlow

Adopters Immovables

3%

34%34%

13%13%

3%

Rate of ChangeEnergy Required

Law of Diffusion of Innovation

Project Pipeline

Filter Criteria

Impact on Customer

Impact on Quality

Impact on Turn Around Time

Impact on Cost

Impact on Revenue

Impact on Compliance

Time to Complete

Level of Engagement

PotentialProjects

(Problems)

SelectedProject

(Problem)

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Buy-in/ Consensus

Exist?

Solution Known?

DMAICDMAIC Kaizen

Rapid Improvement

SPM

YesNo

Is there buy-in to change?

Yes

Yes

No

Cause Known?

Is historical

Data Readily

Available? Yes

No

START

Problem Solving Approaches Solution Implementation Approaches

Once you have a

problem identified…

Yes

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TollgateControlTollgateImproveTollgateAnalyzeTollgate

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The DMAIC Project Roadmap

IdeaSelect & Prioritize

Determine Approach

Charter and

Launch

Final Report

Measure

Project Closure

Report Out

TollgateDefine

Audit

Start

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What makes a great champion?

Mindset – the attitude and beliefs

Skillset – abilities that can be applied to an endeavor, demonstrated through behaviors

Toolset – Scripts, routines, instruments

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What is a Champion?NOUN

a person who fights or argues for a cause or on behalf of someone else.

"a champion of women's rights"

synonyms:

advocate · proponent · promoter · proposer · supporter · standard-bearer

VERB

support the cause of; defend.

"priests who championed human rights"

synonyms:

advocate · promote · plead for · hold a torch for · defend · protect · uphold

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A Champion’s Mindset

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https://www.youtube.com/watch?v=lmyZMtPVodo



The Environment for Sustainable Improvement

“If we get the environment right –every single one of us has the

capacity to do remarkable things.

When we feel safe amongst our own, the natural reaction is trust and

cooperation.”

~Simon Sinek

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Principles to Create and Sustain an Environment OF Improvement

RESPECT FOR PEOPLE

ALIGNMENT AND CONSISTENCY

DATA DRIVEN EXPERIMENTATION

DISCIPLINE AND FOCUS

COMMITMENT FOR THE LONG TERM

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Respect for PeopleOnly people can think and solve problems

Training is the beginning – we don’t just train people and then expect them to “improve stuff”

“No one will lose their employment as a result of this program”

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Alignment and Consistency

▪All pulling in the same direction

▪Consistent, standardized methods

▪Consistent communication

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Data Driven Experimentation▪Active experimentation must be encouraged

▪Failure is a part of the learning process

• In God we Trust…All others bring data!

• Rely on objective evidence, voice of the customer, voice of the process, voice of the business

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Disciplined focus on priorities

“When we try to do too much, we miss a lot. We are all more successful when we focus on

and do a few things well.”

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Commitment for the long term

▪This is a never-ending marathon

▪Carve out the resources necessary to be successful

▪Know what a “win” looks like

▪Completed projects are a result of the whole Operational Improvement effort

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Discussion

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Champion Skillset

“We don’t want to just shift the thinking; we want to change behavior”

~Hal Elrod, author of the Morning Miracle

Becoming good at tollgate questioning – not directing

Hands off regarding project work

Hands-on with commitment, resources and cultural influence

Maintaining alignment with the business

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Lean Six Sigma ChampionLEADING TEAMS AND MANAGING CHANGE

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Why is change difficult?

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Effective Implementation of Change

𝑓 𝑥 = 𝑎0 +

𝑛=1

∞

𝑎𝑛 cos𝑛𝜋𝑥

𝐿+ 𝑏𝑛 sin

𝑛𝜋𝑥

𝐿

𝐸 =𝑄𝑥𝐴

𝑡

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Components of a Successful Change Effort▪Vision

▪Engagement

▪Knowledge & Skills

▪Resources

▪Action Plan

▪Incentives

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Managing Complex Change

Vision IncentivesAction

PlanResources Resistance+ + =+

Knowledge

& Skills +

VisionKnowledge

& SkillsIncentives

Action Plan

Resources Change+ + + + =Engagement +

ResourcesVisionKnowledge

& SkillsIncentives+ + =

False Starts+Engagement +

Gradual Change

Action Plan

VisionKnowledge

& SkillsResources+ + + =Engagement +

VisionKnowledge

& SkillsAction

Plan+ + = FrustrationIncentives+Engagement +

Knowledge

& SkillsIncentives

Action Plan

Resources Confusion+ + + =Engagement +

Vision IncentivesAction

PlanResources Anxiety+ + =+ Engagement +

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Lean Six Sigma ChampionEXECUTING PROJECTS

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DMAIC Project Execution

▪Toolset: Checklists, tools, forms, etc.

▪This project must be important TO YOU, THE CUSTOMER, AND THE BUSINESS!

▪Projects are done FOR the Champion, BY the Project Leader, WITH THE ASSISTANCE OF an Operational Improvement Manager

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The DMAIC Problem Solving Process

Define – What is broke?

Measure – How broke is it?

Analyze – Why is it broke?

Improve – Fix it!

Control – Keep it fixed!

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From Problem to Charter▪Project selection and chartering is a team effort – champion, leader, process owner, coach

▪Don’t charter everything! Use the filter criteria in the project pipeline to be intentional about what gets started and what doesn’t

▪Make sure you have the right type of problem for the DMAIC process – the cause and solution are both not known

▪There is only so much capacity for improvement projects – don’t overcommit yourself! Don’t overcommit other resources!

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Project Pipeline

Filter Criteria

Impact on Customer

Impact on Quality

Impact on Turn Around Time

Impact on Cost

Impact on Revenue

Impact on Compliance

Time to Complete

Level of Engagement

PotentialProjects

(Problems)

SelectedProject

(Problem)

Buy-in/ Consensus

Exist?

Solution Known?

DMAICDMAIC Kaizen

Rapid Improvement

SPM

YesNo

Is there buy-in to change?

Yes

Yes

No

Cause Known?

Is historical

Data Readily

Available? Yes

No

START

Problem Solving Approaches Solution Implementation Approaches

Once you have a

problem identified…

Yes

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Determine Approach

Charter and

Launch

Final Report

Measure

Project Closure

Report Out

TollgateDefine

Audit

Start

Tollgates – Who should be there?

Must be there:The Project Leader

The Champion

Operational Improvement Manager

Optional/As Needed:The Process Owner

Key Team Members

Key Stakeholders

Project Sponsor

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Tollgate Outcomes

▪Champion and Operational Improvement Approval to proceed

▪Proceed with exceptions (no sign off until resolution)

▪Stop the project (generally less than 5% of the projects)

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The Champion’s Role

Inquiry and examination of the project status and team’s work

Avoid judgement, confrontation, and directing

They are working on the project; the champion is working on developing their thought process and leadership skills

“could you explain how you arrived at that conclusion?”

Vs.

“that’s not accurate…why didn’t you just…”

IMPORTANT: Always ask, “how can I help?”

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The Leader’s Role

▪Pre-work to prepare for the tollgate

▪Schedules the tollgate with the appropriate attendees

▪Presents the work done, tools used, conclusions reached, and answers the core questions

▪Reveals any team/stakeholder concerns

▪Reveals any timeline concerns or potential barriers

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The Operational Improvement Manager

▪Provides advice on tools, approaches, change management, structure

▪Evaluates the effectiveness of the tollgate

▪Provides feedback to the Team Leader to help them improve

▪Provides feedback to the Champion to help them improve

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DMAIC Tollgate standard agenda▪The project leader will reintroduce the project goal and identify the current project phase

▪The project leader will present the data, tools, thought process, evidence and conclusions to the Champion and the Black Belt

▪The Champion and Black Belt will create discussion with open ended questions

▪Make sure the conversation stays centered on the current phase –DO NOT JUMP AHEAD!!!

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The DMAIC ProcessTHE DEFINE PHASE DELIVERABLES

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The Define Phase Roadmap▪Charter▪ Problem statement

▪ In Scope / Out of Scope

▪ Clear Goal Statement

▪ Team Members

▪ Estimated Project Timeline

▪Visualize the Process▪ SIPOC Diagram

▪Voice of the Customer Analysis▪ Affinity Diagram > Critical To Quality Tree

▪Determine Stakeholders and Plan to Keep them Informed▪ ARMI

▪ Communication Plan

▪Tollgate Approval

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Project Charter: (Title Here)

Basic Information Team Members (Name, Role)

Location/Department:

Leader:

Project Sponsor:

Project Champion:

Process Owner: In Scope Out of Scope

Financial Rep: • •

Coach:

Business Case/Problem Statement

▪ Currently…

▪ Why is it important to the Business?

▪ Explain the problem to be solved (What, Where, When, To What Extent, I Know

Because).

Estimated Project Timeline

Planned Completion Actual Completion

Project Goal Statement (SMART) Define

▪ To improve process from “XX” to “YY” by “ZZ/ZZ/ZZ” Measure

Analyze

Improve

Control

Re-Measure

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Voice of the Customer Analysis

Determine Determine measurable specifications

Create Create a critical to Quality Tree

Sort, group and summarize Sort, group and summarize (affinitize)

Gather Gather information about needs and wants

Identify Identify who your customers are (internal and external)

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Affinity Diagram

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Critical to Quality Characteristics (CTQC) Tree Diagram

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High Level SIPOC DiagramS

SuppliersI

InputsP

Process

OOutputs

CCustomers

Grind Coffee

Put Filter in Coffee Maker

Measure Grounds and dump in filter

Pour water in reservoir

Press start

Enjoy Coffee

Ground Coffee

Filter Ready

Grounds Ready

Water Ready

Brewed Coffee

Caffeinated Drinker

Coffee Beans

Coffee Filter

Measuring Spoon, Grounds

Water

Electricity

Brewed Coffee

Measure and Dump (step 3)

Measure and Dump (step 3)

Press Start (step 5)

Press Start (step 5)

Coffee Drinker

Coffee Drinker

Local Coffee Co.

Ed’s Grocery

Drawer,Grind Coffee (step 1)

City Water Commission

Zap Electric Co.

Press Start (Step 5)

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Team Members & Stakeholders

Responsible – the people who will do the project work. These are your “core team members”.

Accountable – The people who “own” the process being worked on. These are typically your Sponsor, Champion and Process Owner.

Consulted – People who may need to be consulted at some point throughout the project and provide assistance or expertise. These are resources that are not core team members.

Informed – People who may be impacted by the future changes or be curious about what is happening with the project. These are interested parties who need to be kept informed.

Communication PlanAudience What When Method Who

Champion and Operational Improvement Manager

DMAIC phase deliverables

At the end of each phase

Verbal presentation Project Leader

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Define Tollgate - Key QuestionsESSENTIAL QUESTIONS

Who is your customer and what is their pain points?

How have you collected customer data and translated it to customer requirements?

What is the main measure of success?

What is the Process Output (Y) of concern

Have you already searched if the solution to this problem already exists within your company?

Who are your team members and stakeholders? How will you keep them informed?

What is the high-level process flow of your scoped area?

POTENTIAL QUESTIONS

Does the team understand and agree upon the elements of the charter?

What are you trying to accomplish?

How have you created a sense of urgency?

When will the project be completed?

How will you know if you have been successful?

What are the boundaries of the project?

How confident are you in your current state process map?

Is your team committed?

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Focus the conversation on describing “what is broke?”

The DMAIC ProcessTHE MEASURE PHASE DELIVERABLES

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The Measure Phase Roadmap▪Data Collection Plan

▪Validated Measurement System

▪Understand Current Performance▪ Graphical Display

▪ Historical Baseline

▪ Compared to Customer Requirements

▪Detailed Visual of the Current Process

▪Identification of Wastes

▪“Theories” of causes

▪Estimated impact

▪Tollgate Approval

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Data Collection Plan

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Reliable Data

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Measurement Systems Analysis

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Measurement System

People

Devices

Procedures

Standards

Training

A “good” Measurement System will have results that are both Repeatable and Reproducible

Results (Data)

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How “good” does your measuring system need to be?

It is a risk/cost balance

Tools: Gage R&R, Attribute Agreement Analysis

The measurement system should represent the actual process “within reason”

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Actual process Performance

Measurement System

Measured performance

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What is the historical performance?

0

10

20

30

40

50

60

Time Baseline Average

Average = 31.16

Minutes

Baseline Trend Chart / Time Series Plot

Control Chart

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How is the process doing relative to customer requirements?

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What is the Current State Process?

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What forms of waste are present?

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Estimated Benefit OpportunityUsing baseline data, estimate improvement opportunity

◦ Soft costs, hard costs, labor savings, material savings, lead time savings, quality improvement savings, cost avoidance…

How will the organization and the customer be better off as a result of accomplishing the goal? (If we met our goal, this would mean…)

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Measure Tollgate – Key QuestionsESSENTIAL QUESTIONS

Describe how you collected data to help you understand the problem?

How do you know that the data and insight that you’ve gained is reliable?

What are your observations of the historical performance of the process?

What is the current state process?

What forms of waste are present?

POTENTIAL QUESTIONS

What was your plan for data collection? How do you know you have collected enough data to proceed?

How have you ensured the accuracy of the data?

What input, output, and process measures are critical to understanding the performance of this process?

What is the baseline performance of the current process?

What is the improvement goal?

Show the graphs/charts that you are using to display the data – and explain.

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Focus the conversation on describing “how broke is it?”

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The DMAIC ProcessTHE ANALYZE PHASE DELIVERABLES

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The Analyze Phase RoadmapThe purpose of the Analyze phase of the DMAIC process is to narrow

down from the dozens of possible causes to the vital few (X’s) that contribute the most to the outcome of interest (Y).

How we get there…◦ Identify potential causes

◦ Focus in on key causes

◦ Gather evidence to understand the relationship between x and Y.

◦ Identify target values for the x’s

◦ Identify “quick wins”

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Key Inputs Summary Form

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Evidence and

conclusions

about the

relationships

between X and

Y.

Project Y: Service Turn Around Time

X How We Know It Contributes to the "Y" Analysis Tools Used

Staff Travel Time17 minutes of every hour is spent walking while doing work tasks. 78% of the walking is to the copier and back to the desk.

Direct observation, stop watch, spaghetti diagram, Pareto chart

Paperwork Errors32% of the applications have missing information; it takes 10 minutes per application to hunt down the missing information

Checksheet

Work schedules

51% of the forms are dropped off in the last hour of the work day

and there is not enough time to complete them before the end of

the shift. Additionally, with the AM work tasks, many of the forms

that are dropped off at the end of the day are not touched again

until the following afternoon.

Checksheet, time series chart

Approval path

The approval process for the form passes through four different

departments with wait times at each department ranging from 1

day to 5 days.

Value stream map

What factors

(Xs) do you

believe are

causing the

problem (Y)?

Analytical tools

used

Like in a court of law, X’s are innocent until proven guilty…

How “good” is your evidence?1. My opinion

2. Group consensus

3. Direct observation/data

4. Graphical Analysis

5. Statistical Analysis

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Key Deliverables of the Analyze PhaseWhat is the

optimal target value for the

X’s?

What evidence demonstrates

the impact each X has on

the Y?

What is the relationship

between the Y and the X’s?

What are the primary root

causes?

What quick wins can be

implemented?

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From Define…

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• Wastes• Starbursts• Bottlenecks• Non-Value added steps

• Outliers• Out of Control Data• Patterns

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What are all the possible causes?

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Causes are framed as inputs/problems, NOT SOLUTIONS or “things” we want to do.

As a facilitator – Ask questions like, “what is it about the methods we are using that could be causing this problem?”

What do we believe to be the primary causes?

Narrow using n/3 Technique◦ Count total causes (n)

◦ Divide by 3

◦ Give every team member n/3 votes

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105

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What evidence do we have?

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Paperwork Errors A ‘bunch’ of these happen every week.

Work schedules

51% of the forms are dropped off in the last hour of the work day and there is not

enough time to complete them before the end of the shift. Additionally, with the

AM work tasks, many of the forms that are dropped off at the end of the day are

not touched again until the following afternoon.

Approval path We think this is a big issue. N/3

Theories are – just theories

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“What data is there to support or refute our theories?”

Blinding flash of the obvious

Need more data, graphical analysis, statistical analysis◦ To increase our confidence in the x/Y relationship

◦ To communicate the relationship

Always question your “assumptions”

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108



Graphical AnalysisWhy graphical analysis?

◦ A picture tells more than the written word

◦ Graphs help us spot patterns, trends, anomalies

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Source: Minitab 17

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109

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Statistical AnalysisStatistical analysis is about breaking through biases to find patterns with variables – to identify the “high leverage” opportunities.

111

What are the target values for the x’s?From isixsigma.com, “Design of experiments (DOE) is a systematic method to determine the relationship between factors affecting a process and the output of that process. In other words, it is used to find cause-and-effect relationships. This information is needed to manage process inputs in order to optimize the output.”

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111

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https://www.youtube.com/watch?v=KWPhV6PUr9o



Identify quick winsA “Quick-Win” is an improvement opportunity that presents itself

What does a “quick win” look like?◦ Minimal effort and planning

◦ Less than 2 people or two weeks to complete

◦ Near certainty of an immediate improvement

“Quick-win” rule: if there is any doubt, or any question how implement, just consider the idea during the improve phase – that’s your next stop anyway!

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114

Analyze Phase

)( ,...,, 321 xxxfY =

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Analyze Tollgate – Key QuestionsESSENTIAL QUESTIONS

Describe the relationship between the inputs and the output (X’s and Y)

What are the primary root causes that you want to focus on?

What evidence do you have that demonstrates each of the X’s impact on the Y?

Based on the validated and prioritized root causes, what is the target value for each of the X’s?

What quick wins can be implemented?

POTENTIAL QUESTIONSWhat tools did you use to analyze your data?

What are the significant causes (Xs) that are effecting the output (Y)? What are the improvement goals for each of the Xs?

How did you determine the significance of each of the causes (Xs)? How do you know they are contributing to the problem (Y)?

Show me your process map? What non value-added steps did you identify?

Did you determine the takt rate? What does this mean in terms of your improvement effort?

Did you determine how this (Xs) impacts the customer?

Anything I need to know about?

115

Focus the conversation on describing “why is it broke?”

The DMAIC ProcessTHE IMPROVE PHASE DELIVERABLES

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115

116



117

The Improve Phase RoadmapThe purpose of the Improve phase of the DMAIC process is to find and implement solutions to the vital few (X’s) that were identified as an outcome of the Analyze Phase – in order to

achieve a new level of performance.

How we get there…◦ Identify potential solutions

◦ Determine the best set of solutions

◦ Evaluate risks associated with changing the process

◦ Test solutions

◦ Full solution implementation

◦ Measure new performance vs. baseline

◦ Document new process

118

Recall: Key Inputs Summary Form

Evidence and

conclusions

about the

relationships

between X and

Y.





Paperwork Errors32% of the applications have missing information; it takes 10 minutes per application to hunt down the missing information

Checksheet

Work schedules

51% of the forms are dropped off in the last hour of the work day

and there is not enough time to complete them before the end of

the shift. Additionally, with the AM work tasks, many of the forms

that are dropped off at the end of the day are not touched again

until the following afternoon.

Checksheet, time series chart

Approval path

The approval process for the form passes through four different

departments with wait times at each department ranging from 1

day to 5 days.

Value stream map

What factors

(Xs) do you

believe are

causing the

problem (Y)?

Analytical tools

used

Like in a court of law, X’s are innocent until proven guilty…

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118



119

Solution Summary Table

Key factorsWhat did we do

to improve it?


X Solutions ImplementedStaff Travel Time

Paperwork Errors

Work schedules

Approval path

Key Deliverables of the Improve Phase

How did you plan and execute

the full implementation?

What did you learn from your

pilot test?

How did you identify,

evaluate, and prioritize

solutions?

How did you evaluate risks?

What evidence shows the solutions

were effective?

120

What does the new process look like?

119

120



How did you identify, evaluate, and prioritize solutions?

With a group of team members:

◦ Brainstorm potential solutions for each X

◦ Use silent brainstorming techniques if needed

◦ Get many possible solutions for each X

121

Solution Selection Matrix

122

Solution DescriptionTechnical Feasibility

Investment Product CostProduct Performance

Development Time

Development & Investment Cost

Total sum of weight x rating

0

0

0

0

121

122



123

How did you evaluate risks?

Prior to taking action

◦ What could go wrong?

◦ With the solutions?

◦ With the implementation?

Use a Failure Modes and Effects Analysis (FMEA) to evaluate and prioritize risks in a structured way

124

Simple FMEAFMEA

Process Name: Left Front Seat Belt Install

Process Number: SBT 445

Date: 1/1/2001 Revision Level: 1.3

FAILURE MODE

A) SEVERITYB) OCCURRENCE

Probability

C) DETECTIO

N Probability

RISK PRIORITY

NUMBER ACTION TO IMPROVE REVISED

VALUESRate 1-10 Rate 1-10 Rate 1-10 RPN

10=Most

Severe

10=Highest

Probability

10=Lowest

Probability AxBxC A B C RPN

1) Select Wrong Seat Belt

Color 5 4 3 60 02) Seat Belt Not Fully

Tightened 9 2 8 144 03) Trim Cover Clip

Misaligned 2 3 4 24 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

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124



Pilot Testing

We need to test the solutions and the implementation of the solutions

We want to “prove out” the solutions while being as least disruptive as possible

Think small >> how can you implement the solutions on a subset of the process?

125

How did you plan and execute the full implementation?

Use a documented action plan to organize the full-scale implementation

Work with a team to brainstorm all the actions that need to be completed before the “new process” is completely implemented

◦ Assign responsibility

◦ Build out a detailed plan with planned dates

◦ Establish a meeting frequency to move the plan to completion

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125

126



Action PlanAction Item Who Estimated Start Date Estimated Finished

DateCompletion Date

127

What evidence shows the solutions were effective?

▪After the solutions are implemented, we need to re-measure to understand new performance.

▪Go back to your baseline measure (remember your SMART objective?)

▪We need data to prove that a performance change happened (with the project Y)

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127

128



Compare Baseline vs. New

129

0

10

20

30

40

50

60

Time Baseline Average

Baseline Trend Chart / Time Series Plot

What does the new process look like?

130

129

130



Improvement SummaryKey Inputs (Xs) Action Taken

131

Improve Tollgate – Key QuestionsESSENTIAL QUESTIONS

Describe how you identified, evaluated, and prioritized solutions

What can you conclude from your risk analysis

What did you learn from your pilot and initial test of solutions

What is your full-scale implementation plan? How will you communicate that plan?

Did the improvement you selected solve the root cause and you demonstrated the solution worked?

What does the future state look like? What steps/waste were removed?

POTENTIAL QUESTIONSWhat improvement actions are necessary to achieve your improvement goal?

How did you determine the solutions? What criteria did you use to ensure the solutions will meet the improvement goals?

How do you know these solutions will resolve the cause?

Are there any risks with implementation, and how did you identify and mitigate those risks?

How are you ensuring your stakeholders are still committed?

Have you performed a pilot? What did you learn?

What is your timeline for full implementation?

Do you anticipate any resistance?

Anything else I need to know about?

132

Focus the conversation on describing “how it is fixed.”

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132



The DMAIC ProcessTHE CONTROL PHASE DELIVERABLES

133

The Control Phase Roadmap

The purpose of the Control Phase of the DMAIC process is to ensure the positive changes remain and the new level of performance is

maintained as time moves forward.

How we get there…◦ Ongoing monitoring of the Y metric

◦ Create Standard Work

◦ Handoff the Project

◦ Share Lessons

◦ Quantify Impact

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133

134



Key Deliverables of the Control PhaseWhat

improvements were achieved,

and what are the benefits?

What is the plan to communicate and handoff to

the process owner?

How will the process be monitored to

ensure the improvement is

sustained?

What standards and training

documents have you created?

What lessons were learned?

135

Can this project be replicated?

Was the project summarized for

future reference?

How will the process be monitored to ensure the improvement is sustained?

136

Critical X’s Controls Established

Project Y Controls Established

135

136



Control Plan

137

Critical Inputs & Outputs

Control Methods Responsibility Requirements Frequency

Time from Admission decision until patient leaves the ED

Metric Monitoring V.P. Nursing -Report performance vs. goal (<30 minutes) to CQIC

-Quarterly

Nursing Collaboration

Standard Work Nursing Director -Review performance with staff during huddles – identify CI opportunities

-Weekly

Time Communication Automation ED Director -Established “running timer” on department bed board

Continuous

Availability of Inpatient Staff

Standard Work Charge Nurse 2 next admissions pre-assigned and added to staff assignments

Every Shift

138

What standards and training documents have you created?

▪Update or create necessary documents, procedures, and standard work to ensure the new process is well documented

▪What if you are no longer around? What is essential to know for ongoing execution of the process?

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138



139

What is the plan to communicate and handoff to the process owner?

▪Who is the process owner?

▪They should already be up to date on the project

▪Give them an overview

▪Hand over (or show where to access) all of the project materials

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139

140



What improvements were achieved, and what are the benefits?

Three categories of benefits: ◦ Improved customer experience

◦ Improved use of resources

◦ Simplified the work

141

What lessons were learned?

What should be “shared forward”?◦ Specific project learnings

◦ DMAIC process learnings

◦ Change management lessons learned

◦ Other wisdom to share

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142



Can this project be replicated?

Can the solution(s) be leveraged elsewhere within the organization?◦ Think of…

◦ Similar processes

◦ Similar departments

◦ Other regions

143

Was the project summarized for future reference?

▪Complete your project summary presentation

▪Ensure all elements of the roadmap are documented

▪Forms, templates, files, and other tools are all in the Centralized Project Repository

144

143

144



Control Summary Table (example)Y Controls

The amount of time it takes from Physician

decision to admit until patient leaves ED

• Reported to Continuous Quality Improvement Council as a component of the

patient flow report.

• Weekly patient flow report is emailed to Nursing Directors

X Controls Established

Lack of Collaboration• Nursing directors review patient flow reports and discuss and brainstorm barriers to

process weekly.

Inadequate Communication• Established time factor on bed board and EDM that communicates when the clock

starts ticking

Lack of Knowledge• Continue to monitor throughput number. If performance slips, Net-learning will be

added to annual competencies

Difficult to move patients at change of shift• Charge nurses/supervisors work with transport staff to settle patient until change of

shift report is completed

Inpatient staff unavailable to take

admission

• Updated supervisor staffing sheet, next admissions are identified as part of staffing

plan

Provider admitting methods• Have developed a process to monitor individual physician admission times (both ED

and Hospitalists) and will be offering feedback as opportunities arise

145

Control Tollgate – Key QuestionsESSENTIAL QUESTIONS

How will the process be monitored on an ongoing basis to ensure that your improvement is sustained?

What standards and training documents have you created?

What is the plan to communicate and handoff to the process owner?

How did your key metrics improve post-implementation? What overall benefits did you achieve?

What were the main positive and negative points and the lessons learned throughout the project?

Can the improvement be replicated in other areas of the organization?

Did you complete your final project report presentation?

POTENTIAL QUESTIONS

Has the process been standardized? Has standard work been created?

Have all appropriate people been trained on the new process?

How do you know this problem will not reoccur in the future?

How will the project Y continue to be monitored in the future?

How will the Xs be monitored in the future?

Are the process owners and stakeholders committed and accountable for the improvement?

Are there other areas of the organization we can use a similar improvement strategy?

146

Focus the conversation on describing “How we are

keeping it fixed.”

145

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Determine Approach

Charter and

Launch

Final Report

Measure

Project Closure

Report Out

TollgateDefine

Audit

Start

147

DMAIC Tollgates▪Tollgates are a forum for the champion, process owner, green belt, and black belt to re-convene, discuss progress, obstacles, etc.

▪Before the project can move from one phase of the DMAIC process to the next, the belt must obtain champion approval.

▪It is the Belt’s responsibility to schedule the tollgate meetings (including their coach!) and ensure the project is staying with the project timeline.

▪You (champion) will be asking questions at the tollgate meeting, make sure…▪ They have evaluated with the appropriate depth

▪ They have used an analytical approach (tools)

▪The single biggest goal of improvement projects is to increase the Belt’s abilities to lead projects and solve problems!

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Lean Six Sigma SummaryLean-Six Sigma is a fact based, data-driven philosophy of improvement that

values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time, while

promoting the use of standard work and flow, thereby creating a competitive advantage. It applies anywhere variation and waste exist and should involve

every employee.

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