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AnalyzeImproveDefineMeasure Control
LEANSIX SIGMA
Lean S
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<Project Title (State From ... To)>
< Last Name, First Name >
Wave No: <xx>
Review Date: <xx/xx/xxxx>
AnalyzeImproveDefineMeasure Control
LEANSIX SIGMA
Lean S
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Bonacorsi Consulting 3
Improve
Analyze Phase Road Map
• Process Constraint ID and Takt Time Analysis
• Cause & Effect Analysis
• FMEA
• Hypothesis Tests/Conf. Intervals
• Simple & Multiple Regression
• ANOVA
• Components of Variation
• Conquering Product and Process Complexity
• Queuing Theory
• Identify Potential Root Causes
• Reduce List of Potential Root Causes
• Confirm Root Cause to Output Relationship
• Estimate Impact of Root Causes on Key Outputs
• Prioritize Root Causes
• Complete Analyze Gate
ToolsActivities
ControlMeasureDefine Analyze
Analyze
Bonacorsi Consulting 4
Measure Overview
CTQ: ? Unit (d) or Mean (c): ? Defect (d) or St. Dev. (c): ? DPMO (d): ?
Sigma (Short Term): ? Sigma (Long Term):?
MSA Results: show the percentage result of the GR&R, AR&R or other measurement systems analysis carried out in the project
Process Capability
Tools Used
Graphical Analysis
Root Cause / Quick Win
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Observation
Indiv
idual Valu
e
2442171901631361098255281
40
35
30
25
20
_X=29.13
UCL=37.70
LCL=20.56
Observation
Movin
g R
ange
2442171901631361098255281
10.0
7.5
5.0
2.5
0.0
__MR=3.22
UCL=10.53
LCL=0
I-MR Chart of Delivery Time
Detailed process mapping Measurement Systems
Analysis Value Stream Mapping Data Collection Planning Basic Statistics Process Capability Histograms
Time Series Plot Probability Plot Pareto Analysis Operational
Definitions 5s Pull Control Charts
Analyze
Bonacorsi Consulting 5
Graphical Analysis SummaryData is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX
Normality Central Tendency VariationNormal Average Std. Dev (long term)
Non-Normal Median or Q1 or Q3 Span (1/99) or Stability Factor (Q1/Q3)
Analyze
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 6
Sources Of Resistance Definition Causes Of Resistance Rating Examples
Technical-Political-Cultural (TPC) Analysis
Technical
Political
Cultural
TPC Analysis
Enter Key Slide Take Away (Key Point) Here
Analyze
Bonacorsi Consulting 7
Sources of Variation
NVA
Defect Overproduction Transportation
WaitingInventoryMotion
<Area 1>
<Sub area 1>
Area 1
Sub area 1
Area 1
Sub area 1
Processing
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
Enter Key Slide Take Away (Key Point) Here
<Right Click, and select Add Text>
Was the Action workout performed #1?
Was the Action workout performed #2?
<Right Click, and select Add Text>
< Insert your variation percentage as shown
in pie chart >
Analyze
Bonacorsi Consulting 8
Cause and Effect MatrixAnalyze
Speed to Reach
Decision
Decision Meets
Req
Cooperation, Clarity,
AccuracyFeedback
Seats Available
Schedule Options
Budget for
Options
Funding Source
Identified
Process Outputs
10 7 6 7 10 9 5 7Importance
Rating
Item Process Step Process Inputs Total
16Develop Options including price & schedule
Customer schedule & requirements
9 9 1 9 9 9 9 3 459
18 Approve options Proper decision makers 9 9 9 9 3 1 9 392
15Inventory Search of known Vacant Space
Database, tribal knowledge
9 9 9 3 261
14Interview Customer to Understand Form
Form 3 1 9 9 9 217
17Brief customer on options
options, costs, schedule options, funding vehicle
9 9 3 3 3 216
8 Supervisor Approval 9 3 1 118
7 Peer Review Approval 9 3 111
11 Fill out Forms 9 3 108
12 Accept Form 3 3 51
3 Create Spreadsheet 3 30
4 Dept Approval 3 30
5 Approval Mgr 1 3 30
6 Approval Mgr 2 3 30
1 Identify Need 3 21
13 Assign to Team 3 21
2 Mark Up Floor Plan 0
9 Notification 0
19Forms to requestor and Log in issue
0
19 Prepare brief 0
Correlation of Input to Output
Higher score =
Importance Rating ScoreBlank = no correlation1 = remote correlation3 = moderate correlation9 = strong correlation
To what extent does variability in these process steps/inputs impact variability across these outputs ?
Enter Key Slide Take Away (Key Point) Here
Was the rating of importance done by Kano analysis?
<Right Click, and select Add Text>
Were all the process steps identified?
<Right Click, and select Add Text>
<Right Click, and select Add Text>
What is the % of quick hits causing the problem?
Bonacorsi Consulting 9
Run ChartsAnalyze
Enter Key Slide Take Away (Key Point) Here
There is a no non-random influence acting upon this
process. There is no Oscillation
Median = 38
When the points are connected with a line, a run ends when the
line crosses the median
A run, in this case, is one or more
consecutive points on the same side
of the median
There is a non-random influence acting upon this process that is
creating clustering
There is a no non-random influence acting upon this
process. There is no trend
1 Run about the Median, can you
count the other 8?Longest Run about the median
There is a no non-random influence acting upon this
process. There is no Oscillation
Median = 38
When the points are connected with a line, a run ends when the
line crosses the median
A run, in this case, is one or more
consecutive points on the same side
of the median
There is a non-random influence acting upon this process that is
creating clustering
There is a no non-random influence acting upon this
process. There is no trend
1 Run about the Median, can you
count the other 8?Longest Run about the median
Bonacorsi Consulting 10
SouthNorth East
Others
100 50 15 658.5 29.2 8.8 3.5 58.5 87.7 96.5 100.0
0
50
100
150
0
20
40
60
80
100
Defect
CountPercentCum %
Perc
ent
Count
Pareto ChartPareto Plot Analyze
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 11
Scatter PlotAnalyze
Enter Key Slide Take Away (Key Point) Here
Average Expenses decrease as Sales Increase
Bonacorsi Consulting 12
Linear Regression 95% confident that 94.1% of the variation in “Wait Time” is from the “Qty
of Deliveries”
Deliveries
Wait Tim
e
353025201510
55
50
45
40
35
S 1.11885R-Sq 94.1%R-Sq(adj) 93.9%
Fitted Line PlotWait Time = 32.05 + 0.5825 Deliveries
Analyze
Enter Key Slide Take Away (Key Point) Here
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50403020100
Improve Data
Dotplot of Improve Data(with Ho and 95% t-confidence interval for the mean)
[ ]X_
Ho
One-Sample T-Test and Dot Plot
We Are 95% Confident The Improve Mean Is Not Statistically Different
One-Sample T: Improve Data
Test of mu = 30 vs mu not = 30
Variable N Mean StDev SE Mean
Improve Data 30 28.10 12.45 2.27
Variable 95.0% CI T P
Improve Data (23.45, 32.75) -0.84 0.410
This Dot Plot graphically displays 95% confidence intervals that the data will
fall between 23.45 and 32.75 for response time (see the red brackets
and red line). It also indicates that the Mean (Red X) is at 28.1. The blue Ho
marks the Target Mean.
The test statistic, T, for Ho: mean = 30 is calculated as –0.84. The P-Value of this test, or the probability of obtaining more extreme
value of the test statistic by chance if the null hypothesis was true, is 0.410 (> 0.05). This is
called the attained significant level, or P-Value. Therefore, Accept Ho, which means we
conclude that the Improve data set mean (28.1) is NOT different than the Target mean (30).
Hypothesis Test: Is the Improve data set mean
different from the Target Mean mean of 30 minutes?
Analyze
Enter Key Slide Take Away (Key Point) Here
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Test for Equal Variance
The spread of the data is statistical
greater for completing the
payroll form than the Antenna time
tracking.
Analyze
Enter Key Slide Take Away (Key Point) Here
Test for Equal Variance Confirms Payroll Input Type
Cycle Time is Significant
Bonacorsi Consulting 15
No
Pa
rt
Pa
rt
0
50
100
150
Part/No Part
Net
Hour
s C
all
Op
en
Boxplots of Net Hour by Part/No(means are indicated by solid circles)
Analysis of Variance for Net HourSource DF SS MS F PPart/No 1 7421 7421 8.65 0.004Error 69 59194 858Total 70 66615 Individual 95% CI's For MeanLevel N Mean StDev --+---------+---------+---------+----No Part 27 21.99 19.95 (--------*---------) Part 44 43.05 33.70 (------*------) --+---------+---------+---------+----Pooled StDev = 29.29 12 24 36 48
One Way ANOVA After further investigation,
possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.
It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.
Boxplot: Part/ No Part Impact on
Ticket Cycle Time
Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time.
Analyze
Enter Key Slide Take Away (Key Point) Here
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Be
fore
Aft
er
40
30
20
10
0
Subgroup
De
fect
s
Dotplots of Defects by Subgroup
Mood’s Median After further investigation,
possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.
It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.
Dot Plot: Part/ No Part Impact on Ticket Cycle Time
Analyze
Enter Key Slide Take Away (Key Point) Here
Chi-Square = 19.14 DF = 2 Mood’s Median TestP = 0.000 Individual 95.0% Confidence Interval’sMonth N<= N> Median Q3-Q1 ------+---------+---------+---------+10 88 132 8.43 12.15 (--------+-------)11 123 121 6.57 10.52 (------+------)12 111 68 4.77 7.10 (-----+------) ------+---------+---------+---------+Overall Median 6.63 4.8 6.4 8.0 9.6
Because the p-value <= 0.05, we can be confident
that calls requiring parts do have an
impact on the ticket cycle time.
Bonacorsi Consulting 17
Statistical Testing for Discrete Data
Because this p value is less than 5% (0.05), we can be confident that department does have an impact on the proportion of correct tickets processed
This is due to the fact that Department 4 has fewer people who need to add information to each ticket, which reduces the chances that an error will be made. Also, in Department 4 the customer name, address and ticket number are added directly from the contracts system without human intervention, reducing the possibility that a typo or other error type could occur that will need to be corrected later (taking more time)
Analyze
Enter Key Slide Take Away (Key Point) Here
Chi-Square Test
Expected counts (calculated by Minitab) are printed below observed counts
Errors Correct Total1 33 60 93
40.46 52.54
2 27 67 9440.90 53.10
3 132 114 246107.03 138.97
4 32 132 16471.35 92.65
5 168 136 304132.26 171.74
Total 392 509 901
Chi-Sq = 1.376 + 1.060 +4.722 + 3.637 +5.827 + 4.487 +
21.703 + 16.714 +9.657 + 7.437 = 76.620
DF = 4, P-Value = 0.000
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Process Bottleneck Identification & Workload Balancing
<Right Click, and select Add Text>
<Right Click, and select Add Text>
<Right Click, and select Add Text>
Enter Key Slide Take Away (Key Point) Here
Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint
Net Process Time AvailableNumber of Units to Process
Takt Time =
Analyze
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Hypothesis Test Summary Analyze
Enter Key Slide Take Away (Key Point) Here
Was the hypothesis roadmap followed?
<Right Click, and select Add Text>
What was the power and Sample Size?
<Right Click, and select Add Text>
<Right Click, and select Add Text>
What are α and β risks?
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Control / Impact AnalysisAnalyze
Enter Key Slide Take Away (Key Point) Here
?
?
?
?
?
?
?
?
?
Out of Our Control
?
?
?
?
?
?
?
?
?
In Our Influence
?
?
?
?
?
?
?
?
?
In Our Control
Low ImpactMedium ImpactHigh Impact
Does the X have a high, medium, or low impact on the project Y?
Doe
s the
X in
he
team
s con
trol,
influ
ence
, or o
ut o
f the
ir co
ntro
l?
Bonacorsi Consulting 21
In/Out of FrameCreating a visual depiction of what
elements of the project are in the scope (frame) and out of the scope
Vital X #1
Vital X #2
Vital X #9
Vital X #8
Vital X #7
Vital X #6
Vital X #5
Vital X #4
Vital X #3
No Control ControlIn
flu
en
ce
Analyze
Enter Key Slide Take Away (Key Point) Here
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Systems & Structures Assessment
How should we use or modify to support "____" vision and objectives? 1
2
1
2
1
2
1
2
1
2
1
2
1
2
Communication
Organization Design
Information Systems
Resource Allocation
System or Structure
Staffing
Training & Development
Measurements & Reward
Enter Key Slide Take Away (Key Point) Here
Analyze
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Quick Wins 5s
4-Step Setup Reduction
Inventory Reduction
MSA Improvements
Price reductions
Reduced DOWNTIME (Non-value added steps or work)
Pull System
Kaizen events
OtherEnter Key Slide Take Away (Key Point) Here
Analyze
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Business Impact State financial impact of project Separate “hard or Type 1” from “soft Type 2 or 3” dollars State financial impact of future project leverage opportunities
Enter Key Slide Take Away (Key Point) Here
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Total Savings
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Cost Avoidance
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Loss Reduction
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Expenses Reduction
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Revenue Enhancement
Replicated EstimateAnnual Estimate
Analyze
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Business Impact Details Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell
the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )
Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )
Show the financial calculation savings and assumptions used. Assumption #1 (i.e. Labor rate used, period of time, etc…) Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)
Describe the Type 3 Business Impact(s) areas and how these were measured Assumption #1 (i.e. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc…)
Other Questions Stakeholders agree on the project’s impact and how it will be measured in financial terms? What steps were taken to ensure the integrity & accuracy of the data? Has the project tracking worksheet been updated?
Enter Key Slide Take Away (Key Point) Here
Analyze
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Current Status Key actions
completed
Issues
Lessons learned
Communications, team building, organizational activities
Enter Key Slide Take Away (Key Point) Here
Analyze
Bonacorsi Consulting 27
Next Steps Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Last Revised:
No. Description/RecommendationStatus
Open/Closed/HoldDue Date
Revised Due Date
Resp Comments / Resolution
12345678910
Lean Six Sigma Project Issue Log
Enter Key Slide Take Away (Key Point) Here
Analyze
Bonacorsi Consulting 28
Analyze Tollgate Checklist
Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could contribute to the problem statement?
Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for variation in the process, and generate hypothesis as to the root causes of the current process performance?
Has an evaluation been done to determine whether the problem can be solved without a fundamental ‘white paper’ recreation of the process? Has the decision been confirmed with the Project Sponsor?
Has the team investigated and validated the root cause hypotheses generated earlier, to gain confidence that the “vital few” root causes have been uncovered?
Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem Statement) is being seen?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders?
Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place?
Tollgate Review
StopStopHas the team identified the key factors (critical X’s) that have the biggest impact on
process performance? Have they validated the
root causes?
Analyze
Enter Key Slide Take Away (Key Point) Here
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Sign Off
• I concur that the Analyze phase was successfully completed on MM/DD/YYYY
• I concur the project is ready to proceed to next phase: Improve
Enter Name Here Deployment Champion
Enter Name Here Financial Representative
Enter Name Here Green Belt/Black Belt
Enter Name Here Master Black Belt
Enter Name Here Sponsor / Process Owner
Analyze
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 30
Bonacorsi Consulting
Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies.
This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C.The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law.
© 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved.