Define the problem to be solved.

D

M

A

I

C

Measure the current performance.

Measure Phase

M

A3

Measure

Revise A3

Analyze

Measure M

DMAIC/A3 cycle

Should I consider time, cost, survey

scores or something else?

How does this process

run?

What are some ways to measure this?

Where do we stand?

A3 M

Begin by thinking about your problem

2. Current Situation:

When would I like to get

there?

How far would I like

to get?

What are some

measurable targets?

Where do we need to

be?

A3 M

Then by thinking about your ideal

3. Target Goals:

MMeasure

Measure PhaseSteps:

1. Visualize and illustrate the current process

2. Collect objective data that quantify the process

3. Formulate appropriate goals

Tools:• Current State Map• Graphs and Charts

M

Tool: Current State Map

Purpose: Visualizes and illustrates the current flow of the entire process, from start to finish, providing a high-level view.

It helps you identify redundancies and inefficiencies in your process.

Current State Map

• A CSM is like a flow chart; it tracks the steps in the process.

• The CSM adds time to the steps – how long each step takes and the delay between steps.

MCurrent State Map

Current State Map

About Current State Maps

• The start and end of your CSM must match to the boundaries of your process as established in your Project Charter.

Verify the scope and stick with it!

MCurrent State Map

Current State Map

Avoid Scope Creep

• Begin by interviewing the people involved in your process – the stakeholders.

• Take time to watch your process, to observe the steps that the stakeholders overlook.

• Draft a map using Visio or Excel.

MCurrent State Map

Current State Map

Verify the map’s accuracy by sharing it with the

stakeholders.

Drafting a Current State Map

• This marks the two ends of the process.

• Be sure this aligns with your defined scope!

MCurrent State Map

Current State Map

Start/End

Routine

Time

Current State Map Symbols

• This marks any step in the process. Record the time it takes in the bottom box.

• This marks a decision point, a yes/no or true/false question.

MCurrent State Map

Current State Map

Decision

Wait

Time

Current State Map Symbols

• This marks delay. Record the wait time in the bottom box.

M

Example (Generic)

Current State Map

Order food Drive to work

Eat at home?

Eat Cereal Drive to work

5 minutes

Yes

No

In Line

Wake up

Arrive at work

In Line

5 minutes

3 minutes 10 minutes

5 minutes

5 minutes 5 minutes

Drive to fast-food location

• Once you have your map drafted and verified, you are ready to analyze it for waste and inefficiencies that are obstacles to your goal.

• Some examples of obstacles:

– bottleneck: too much work for the number of workers

– redundancy: work passing through the same step without adding value

– batching: work is only processed on a certain day leading to delay

MCurrent State Map

Current State Map

CSM Initial Analysis

M

Example (Specific/Analyzed)

Current State Map

MMeasure

Measure PhaseSteps:

1. ✔Visualize and illustrate the current process

2. Collect objective data that quantify the process

3. Formulate appropriate goals

Tools:• ✔Current State Map• Graphs and Charts

MObjective Data

To improve your process, you need to define what category you want to improve: quality, cost, time, or output.

Output:BacklogWork in process

Time:Cycle time

Waiting

Cost:SavingsWaste

avoidance

Quality:Satisfaction

Accuracy

Improvement categories

MObjective Data

For every problem, there are usually many causes. Identify the main contributors.

Lean calls these the “vital few.” They are more important than the “trivial many.”

Rule of Thumb: 80% of a problem is the result of 20% of the causes

Vital few

MObjective Data

Ways to QuantifyCount: • How many vendors

were paid on time?

• How many vendors were paid late?

Measure:• How many days early

were vendors paid?• How many days late

were vendors paid?

• How long did it take for a bill to move through the process?

Good

Best

Better

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

• Check sheets gather data on various effects and how often they occur.

• This helps you separate the significant from the trivial.

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

Example:

Causes of late paymentX

X X

X X X

X X X X

Lost bill

Waiting for approval

Late arrival

Waiting for check to be cut

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

Example:

Timeliness of vendor paymentX

X X

X X X

X X X X

Paid 4-5 days early

Paid 2-3 days early

Paid 1-0 days early

Paid 1-2 days late

Paid 3-4 days late

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

• Histograms are bar charts that show the frequency of an event.

• They are easily created from check sheets.

• They help formulate hypotheses regarding root causes of problems.

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

Example:

Causes of late payment

Lost bill

Waiting for approval

Late arrival

Waiting for check to be cut

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

Example:

Timeliness of vendor payment

Paid 4-5 days early

Paid 2-3 days early

Paid 1-0 days early

Paid 1-2 days late

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

• Run Charts are line graphs that show variation in the process over time.

• They help identify when problems are happening and allow us to focus on the particular circumstances in which the problem occurs.

MObjective Data

Tool OptionsChoices: • Check sheet

• Histogram

• Run chart

Example:

Bills paid late

Mon Tue Wed Thu Fri

Now revise the A3 Current Situation

• Name your metric and record data from the current process.

A3 M

Current Situation Example

A3 M

MMeasure

Measure PhaseSteps:

1. ✔Visualize and illustrate the current process

2. ✔ Collect objective data that quantify the process

3. Formulate appropriate goals

Tools:• ✔Current State Map• ✔ Graphs and Charts

• Now that you understand your process thoroughly, identify which elements and indicators are key to process success? These are your Key Performance Indicators.

• Gather new information as necessary to compare your indicators with best practices.

• Which of these is the biggest problem for your process?

MBenchmarking

Benchmarking --

Revisited

Do you have the right benchmarks?

By now you have:

• measured your current status;

• identified industry norm;

• identified performance gaps, and

• gathered the information necessary to establish meaningful goals and targets in the next phase.

MBenchmarking

Benchmarking --

Revisited

Progress Check

60/40 Rule• Do not try to do it all at once!

• Make your goal realistic and achievable.

• When in doubt, aim for about 60% of the ideal.

• Remember that Lean is an iterative process.

MTarget Goals

Target Goals

Lean Rule of Thumb

Improve

Verify

Correct

Course

MTarget Goals

Target Goals

Direction iterations

Revise the A3 Target Goals

• Use the data collected in the current state in combination with the benchmarks to establish goals.

A3 M

Target Goal Example

A3 M

MMeasure

Measure PhaseSteps:

1. ✔Visualize and illustrate the current process

2. ✔Collect objective data that quantify the process

3. ✔Formulate appropriate goals

Tools:• ✔Current State Map• ✔Graphs and Charts

Update M

Revisit, Verify, UpdateRevisit and Verify:• At the end of every

phase, review your:– Project Charter

– Stakeholder Analysis Tool

– Communication Plan

• Check that you are on track!

Update:• Every quarter you will

receive an email from the Lean Office asking for your updated Project Charter to be submitted to the Board of Trustees

• Modify your plans as circumstances and developments require

Remember to communicate and engage

• Map your current process flow.

• Collect objective measurements that quantify the process.

• Use benchmarking to formulate target goals.

Key Lessons

MMeasure

Major Take Aways: