Target Work Sheets (TWS) Issue 1 · Target Work Sheets (TWS) Issue 1.2. ... The subject area for...

Level 4 Improvement Practitioner apprenticeship standard (Lean & Six Sigma Green Belt) Target Work Sheets (TWS) Issue 1.2

Version 1.2 - Level 4 Improvement Practitioner apprenticeship standard (Lean & Six Sigma Yellow Belt) © 2019 United Centre of Excellence Limited

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CONTENTSWELCOME........................................................................................................................................................................3

TWSGB01Compliance......................................................................................................................................................4

TWSGB02Communication...............................................................................................................................................6

TWSGB03Voiceofthecustomer(VOC)...........................................................................................................................9

TWSGB04Projectmanagement.....................................................................................................................................11

TWSGB05Changemanagement....................................................................................................................................14

TWSGB06Principles&methods....................................................................................................................................17

TWSGB07Projectselectionandscoping........................................................................................................................18

TWSGB08Problemdefinition........................................................................................................................................21

TWSGB09Processmapping&analysis..........................................................................................................................22

TWSGB10Dataacquisitionforanalysis..........................................................................................................................24

TWSGB11Basicstatistics&measures...........................................................................................................................26

TWSGB12Processcapability&performance.................................................................................................................29

TWSGB13Rootcauseanalysis.......................................................................................................................................31

TWSGB14Leantools......................................................................................................................................................32

TWSGB15Identification&prioritisation........................................................................................................................36

TWSGB16Sustainability&control.................................................................................................................................39

TWSGB17Dataanalysis&statisticalmethods...............................................................................................................41

TWSGB18Benchmarking...............................................................................................................................................43

TWSGB19MeasurementSystem...................................................................................................................................45

TWSGB20Experimentation&optimisation...................................................................................................................50

TWSGB21Coaching........................................................................................................................................................53

TWSGB22Dataanalysis–StatisticalProcessControl(SPC)...........................................................................................56


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WELCOMEWeareverypleasethatyouhavegotyourselfacopyoftheTargetWorkSheets(TWS)whichwillhelpyouguideyourtrainingmaterialtoassistwithsomepracticalexerciseyoumaywanttoaddtoyourtrainingorsupplydirecttoyourlearner/delegatesthisTWSwillhelpyouwiththeEndPointAssessmentofyourlearner.Weexpectthatyouarekeentogetonwithyourjobinhand,sowewillkeepthewelcomeintroductionbrief.First,wewouldliketodrawyourattentiontothetermsandconditionsofusage.It’saconditionofprintingtheseTargetWorkSheetsthatyouagreetothetermsandconditionofusage.Theseareavailabletoviewatwww.UCE.org.uk.Essentially,wewanttohelplearners/trainingprovidersgetthroughtheirexamsandendpointassessment.IfyouarealearnerandyouareusingtheseTWSorTKSforyourownuseonly,youwillhavenoproblemcomplyingwithourfairusepolicy.YouwillhoweverneedtogetourwrittenpermissioninadvanceifyouwanttouseTWSaspartofatrainingprogrammethatyouaredelivering.WARNING!TheseTargetWorkSheets(TWS)arenotdesignedtocovereverythinginthesyllabus!Theyaredesignedtohelpyouassimilateandunderstandthemostimportantareasfortheexamasquicklyaspossible.IfyoustudyorusetheexampleworksheetsfromtheseTWSonly,youwillnothavecoveredeverythingthatisintheImprovementApprenticeshipStandards.Thisistheaccountabilityofthetrainingprovider.Thetrainingproviderwillbeprovidedwiththefollowing:

• UCEsetofTargetKnowledgeSheets(TKS)• UCEsetofTargetWorkSheets(TWS)• UCETargetPortfolioKit(TPK)• UCEwebe-portallinktovariousexternalweblinksandsupportingmaterial

Ourportfolioofmaterialsisasfollows:

TKS(Knowledge) TWS(Skills) TPK(Behaviour)TheTargetKnowledgeSheets…WillprovideabaseunderstandingofthemostimportantareasofthesyllabusthetrainingproviderwilltrainaccordingtotheApprenticeshipImprovementStandard.

à TheTargetWorkSheets…Willprovideabasicexampleandframeworktotesttheknowledgeofaparticulartool.

à TheTargetPortfolioKit…willprovideguidanceonhowtocreateyourprojectreport,exampleofpresentation&questioning.Includingexamplequestionsinpreparationfortheleaner’smultiple-choiceexam.

Tomaximisethechancesofsuccessforthelearnerintheexam,werecommendthetrainertovisittheUCEwebsiteonwww.UCE.org.ukwheretheywillbeabletoaccessadditionalfreeresourcestohelpthemsupporttheirlearners.


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TWSGB01ComplianceThesubjectareaforthisWorkSheetisto:Workinaccordancewithorganisationalcontrolsandstatutoryregulations.TheTargetKnowledgeSheetreferenceisTKSGB01Compliancethatwillgiveyouanoverviewofthesubject.Withtheintroductionandapplicationofbusinessimprovementprojectsitisimportantfortheimprovementteamtohaveawarenessofthestatutoryregulationsassociatedwithhealthandsafety.Atypicalapplication,priorandpostanyimprovementinitiativeinaworkareaisfortheteamtocarryoutariskassessmentactivity.Theworksheetassociatedwiththissectionisariskassessmentsheet.PriortothecarryingouttheimprovementprojecttheRiskAssessmentidentifiesanypotentialhazardsthattheteammightfaceifthetryandworkonthearea.Asanexample,ifateamhadidentifiedanengineeringworkshopthatneededa5Sactivitytherecouldpotentiallybedangerousplant,equipmentandservicessuchaspneumatics,electricsandgasthatwouldneeddisconnecting.Someequipmentmightbetooheavytoliftmanuallyandrequirespecialistliftingequipment.Thiswouldneedtobetakenintoconsiderationbeforeundergoinganychangestotheexistingworklayout.Similarly,afterabusinessimprovementactivityhasbeencarriedoutthenewlayoutwillinevitablyneedanewriskassessmentcarryingoutpriortoanystaffworkinginthatarea.

RiskAssessment–whatisit?• Acarefulexaminationofwhatcouldcauseharmtopeople,sothatyoucanweighupwhetheryouhavetakenenough

precautionsorshoulddomore.• Theaimistomakesurethatnoonegetshurtorbecomesill.• Itisalegalrequirement.

Whatisahazard?Ahazardisanythingthathasthepotentialtocauseharm.Thiscouldbesomethingasspecialisedasapieceofcomplicatedequipment,orascommonplaceasacupofcoffee.Ifitcouldbeharmfulinanyway,thenit’sahazard.Typicalexamplesincludeslips,trips,falls,electricity,pneumatics,hazardoussubstances,workingatheights,vehiclessuchasforklifttrucks.Ahazardissomethingthatcouldcauseinjury,harmordamagetoaperson,plantorproperty.WhatisRisk?Riskisthelikelihoodofharmresultingfromahazard.Risk=SeverityxProbabilityRiskassessmentsmustbe“SuitableandSufficient”Whatissuitableandsufficient?

• Identifyallhazards• Identifyspecificregulations• Employasystematicapproach• Includenon-routineoperations• Identifywhoisatrisk• Takeexistingcontrolmeasuresintoaccount

5StepstoRiskAssessment

• Lookforandlistthehazards• Decidewhomightbeharmedandhow• Evaluaterisksarisingfromhazardsanddecidewhetherexistingcontrolsareadequate• Recordthefindings• Reviewassessmentwhennecessary

Version 1.2 - Level 3 Improvement Technician apprenticeship standard (Lean & Six Sigma Yellow Belt) © 2019 United Centre of Excellence Limited

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Template:TWSGB01

RiskAssessment Department/Area/Equipment Date: Riskassessor Reviewer: Activity People

affectedHazards Risk(Severity

xLikelihood)Existingcontrolsinplace

RemainingRisk(Severityxlikelihood)

PotentialImprovementOpportunity


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TWSGB02CommunicationThesubjectareaforthisWorkSheetisto:Speakandwriteclearly.Influenceothers,questioneffectively.Plananddelivermeetingspresentinginsighttoengageaudiences.

1. Makeaconnection,notanimpression.It’seasytogetcaughtupintheideathatyouhavebeenbroughtintobebrilliant.Thatyouneedto‘wow’theaudiences’onhowmuchyouknowandhowintelligentyouare,butpresentationgivenfromthisperspectiverarelywinoveraudiencesormakealastingimpact.Beingrelatableanddown-to-earthcanmakeyourpresentationmorerelevantandunderstandable.Cutouttheheavyjargonandfocusmoreonconnectingwithyouraudiencethanimpressingthem.Thisperspectiveswitchwillchangeyourapproachfrombeingsomethinglargeandimpressivetocomprehensibleandhelpful.Makingyourpresentationentirelyabouthelpingyouraudiencewillmakeyoulookbetterinthelongrun.

2. Bestrategic.

Ifyouhavealotofcomplexinformationtoshare,youaregoingtoneedagreatstrategy.Whileyoumightbetemptedtojustjumpinandshareeverythingyou’vegot,thismightnotbeinyouraudience’sbestinterest.Insteadofdumpingallyourdataonthem,buildyourdataintoastory,intoamessage.

• Whatdoyouwantyouraudiencetotakeaway?• Whatistheonethingyouwantthemtoremember?• Whatisyourkeyinsightthatisgoingtotransformtheirapproach?• Howareyouhelpingthem?

Getthecoreofyourmessageclearandthenuseyourdatatohelptellthatstory.Eachfact,statistic,andnumberyousharewiththemshouldaddtoyourcoremessage — cutanythingthatdoesn’thelpyouweaveyourmainmessage.Thiswillhelpclearawayalotoftheextrainformationthatmightoverwhelmyouraudience.

3. Getexcited

Ifyouareboredbyyourpresentation,thereisverylittlehopethatyouraudienceswillbeengaged.You’vegottofindawaytogetfiredupaboutwhatyouaresharing.Beingexcitedaboutwhatyouaretalkingaboutnaturallyandpositivelychangestheflexionofyourvoice,yourpacing,yourbodylanguage,andyourfacialexpressions.Speakingfirmlyinamonotonevoice,listingstatisticafterstatistic,nomatterhowgoodthosestatisticsare,willboreyouraudienceandleavethemachingforthedoorinsteadofwantingmore.

4. Tellstories

Storytellingiskeytomakingbigdatadigestible.Wehaveatendencytobelievethatcoldhardfactsmakeformorecompellingcontent,andthattoprovesomethingyouneedstraightstatistics,andthatstorytellingisfineforfilms,butnotforadeptlysharingkeymessages.Thisisamistake.Storytellingbreaksinformationdowninawaythatismemorable,understandableandvaluable.Storiesbreathelifeintodata.

5. Startwithinsights.

Startingeachpointoffwiththekeyinsight,thenusethedatatosupportthat,insteadofdroppingatonofdataontheaudienceandhopingtheywalkawaywithsomethinguseful,inalllikelihoodtheywon’tbeabletomaketheclearconnectionsyouareassumingtheywill.Usethe“SandwichApproach”bystatingtheinsight,sharingtherelevantpiecesofdata,thenreiteratingtheinsight.Thiswillhaveatremendouseffectonhowusefulthedataistotheaudiencemembersandwhattheyenduptakingaway.

6. Beconciseandspecific.

Vaguegeneralitiesarenotveryhelpfulwhenitcomestorelayingcomplexdata.Beasconciseandspecificaspossible,anduseyourstatistictomakeanimpact.Whileyoucangivealotofinformationandstatistics,makesureyoustateitminimally,comprehensively,andbriefly.Thiswillhelpensurethatyoudon’toverwhelmtheaudience.Writedowneverythingyouwanttosayandthenedititdowntothebareminimum,removingtheextrafluff.


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7. Leaveoutthespreadsheets.

Manypresentersfallintothehabitofdisplayingtheirspreadsheets,eventhoughitisnotinspiringorhelpfultoaudiences.Spreadsheetsarebuilttohelpyoucalculateandtrackyourdata,butthinkofthemasyourdesktop.Whiletheyarenecessarytogettheworkdonetheyrarelyhelpaudiencesmakesenseoftheworkitself.Partofyourjobasthepresenteristosortoutthedataandhighlighttheimportant,impactfulinformation,packagingitawaythatisengagingandenticing.Showingthespreadsheetwhereyoucalculatedandtrackedtheinformationisnotgoingtohelpyouraudiencemakesenseofthedata,ortomakesignificantchangesintheirindustry.

8. Makeyourvisualsmemorable.

Humansarenaturallyvisual,andasdesignpermeatesalmosteveryaspectofourdailylives,itisimportantthatyoueffectivelyusevisualstosupportyourmessage.Droptheslideswithbullets:onestatisticperslideIfyouwanttoshareastatistic,createaslidejustforthatstatistic.

• Itcreatesashareableimage,andpeoplecangrabasnapshotofthestatisticthatimpactsthem,• itisclearandconcise,• anditkeepstheaudiencefocusedononething,ifyouadd4or5bulletstotheslidewilldotheaudiencewill

automaticallystartreadingallthepointsinsteadoflisteningtoyou.Choseastrongimagesoverwrittendataoragraph.

9. Focusontrendsandpatterns.

Whenyouarepresentingcomplexdata,alwaysmakethepatternsandtrendscrystalclear.Thiswillhelpyouraudiencecutthroughthenoiseanddeterminewhattheyshouldbefocusingonforthefuture.Ifyouunloadalotofdataontoyouraudience,theycanquicklybecomeoverwhelmed,astheytryandmakesenseofwhattodowiththeinformation.Ontheotherhand,iftheydon’timmediatelyseehowtheinformationisrelevanttothefutureoftheirorganisation,theycanbecomeboredanddistracted,becausetheycan’tframetheinformationyouareoffering,theywillmentallycheckout.Beclearaboutwhatthetrendsandpatternsare,andthenaddthedataintosupportwhatyouaresaying,insteadofgivingthedataandhopingtheaudiencewillmakesenseoftrendsandpatternsthemselves.Whileyoudon’twanttodownplayyourinformation,youdowanttomakeitaseasytounderstandasyoupossiblycan.

10. Givepracticaladviceandtakeaways.

Whenyouarecreatingyourpresentation,foreverypointmakesureyouincludeasectiononpracticaladviceortakeaways:thingsthattheaudiencecanstartimplementingtomakeadifference.Forthemostpart,whileaudiencesmightbemildlyinterestedinyourresearchandfindings,thebiggestimpactyoucanmakeonthemisofferingthemwaystoputyourinformationintopractice,waystomakeadifferenceontheirbusiness,industry,ortheworld.Theimportantthingtorememberistokeeppracticingandimprovingyourtechniques.Makenotesofwhatsectionsofyourtalkorpresentationtheaudiencetendstotuneoutduring,andmakeconstanttweakstomakeyourpresentationstrongerandstronger.


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Template:TWSGB02Communicationchecklist

NameofPresenter:

Date:

Questions Yes NoHaveIcapturedwhatIneedtotellmyaudience? DoIknowwantmyaudienceneedtotakeaway? HaveIcapturedtheonethingIwantthemtoremember? HaveIcapturedmykeyinsightthatisgoingtotransformtheirapproach? DoIunderstandhowIamhelpingthem? AmIexcitedintellingmystory? HaveIcapturedmyinsightsina“Sandwich”approach? HaveIanalysedmydataenoughtotellasimpleconcisestory? HaveIusedanyvisualstotellmyspecificmessage? Doesmysummaryhavepracticaladviceandtrendstohelpthekeymessage?

Istillneedtocommunicatewith:

Ineedtofollowupon:


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TWSGB03Voiceofthecustomer(VOC)Thesubjectareaforthisworksheetisto:Supportapplicationoftechniquestoidentifyandprioritisecustomers,theirrequirementsandensurebalanceagainstthestatedandunstatedneedsofthebusiness(VoiceoftheBusiness).WeareallfamiliarwiththeVoiceOftheCustomer(VOC),butjustlikeyourcustomerhasneedsandwants,thebusinesshasthemtoo.Sowhat’sthedifference?VoiceOftheCustomer

TheVoiceOftheCustomeraretheneeds,wants,expectations,andpreferences,bothspokenandunspoken,ofbusiness’scustomers,whetherinternalorexternal.VOCdatacanbeobtainedonreactiveand/orproactivewaywithcustomersurveys,customerinterviews,marketresearch,releaseevaluations,feedbackformsandevendaily/weeklystand-upmeetings.ToolsrangefromsimplesurveystoKANOanalysisandCriticalToQualityCharacteristics(CTQC’c).

Thedataacquiredcanbeusedfordifferentreasons:

• Modifyordiscontinueproducts.• Modifyprocesses.• Attunebusinessstrategy.• Identifyopportunities.

VOCmetrics(KPI’s)canbereleaseevaluations,customersatisfactionscores,theNetPromoterScore,productdeliverytimes,helpdesksupportcalls,…VoiceOftheBusiness

TheVoiceOftheBusinessistheneeds,wants,expectations,andpreferences,bothspokenandunspoken,ofthepeoplewhoconstitute(run)thebusinessitself(e.g.,shareholders,officers,orothersinvolvedincorporategovernance).VOBdatacanbeobtainedfromfinancialandmarketdataanalysis,competitionanalysis,employeesurveys,…Thedataacquiredcanbeusedforassuringbusinesshealthandthesame(generic)reasonsastheVOCdata.VOBmetrics(KPIs)canbeROI(Return-On-Investment),%incomefromreturningcustomers,shareholderequity,…AnotherviewpointfortheVOBaretheinternalprocessesneededtosupporttheprocessesthatdrivevalueforthecustomers,forexampleIT,facilitationandlogistics.Examplesneedsherearezerodefects,zerowaste,employeemotivation,…Metricsherecanbeemployeesatisfaction,employeeturnover,numberofdefects,etc…

Sowehavetheneedsandthewantsoftwopartiestoadhereto?Thecompanyisdoingbusinesstosustain,tomakeprofit,toaccomplishagreatergoal,…,butthiscannotbedoneatthecostofthecustomers.Thesamecountsforthecustomers,theywantthebestproductsforthecheapestprices:howcanthecompanydeliverwithoutgoingbankrupt?Becauseofthetwoangles,theVOCandVOBshouldalwaysbeconsidertogether.It’supforthecompanytotakeupthechallengetofindthematch,thesynergybetweenthem.That’swhyit’ssoimportanttolinkconceptslikeVOCandVOBwiththecompanystrategy.Whydoesthecompanyexist?Whoareourcustomers?Whatdoourcustomerswant?Andwhenarethey(dis)satisfied?Whenwehaveanswerstothequestionsabove,wecanstartwithmappingtheprocessesthatdelivervaluetoourcustomer.Oncewehavethose,wecanstartwithmappingtheinternalprocesses,whichareneededtosupporttheformer.


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Template:TWSGB03Voiceofthecustomer(VOC)

VoiceoftheCustomer(VoC) KeyCustomerIssue(s) CriticalCustomerRequirementsWhatdoesthecustomerwantfromus? Whatdoesthecustomerwantfromus?We

needtoidentifytheissue(s)thatpreventusfromsatisfyingourcustomers

Weshouldsummarisekeyissuesandtranslatethemintospecificandmeasureable

requirements

VoiceoftheBusiness(VoB) KeyProcessIssue(s) CriticalBusinessRequirementsWhatdoesthebusinesswant/needfromus? Whatdoesthebusinesswant/needfromus?

Weneedtoidentifytheissue(s)thatpreventusfrommeetingstrategicgoals/missions

Weshouldsummarisekeyissuesandtranslatethemintospecificandmeasureable

requirements


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TWSGB04ProjectmanagementThesubjectareaforthisWorkSheetisto:Define,sequence,planandscheduleactivitieswithphasesandmilestones.Estimateeffortandduration.Createandupdateprojectcharter.TheTargetKnowledgeSheetreferenceisTKSGB04Projectmanagementthatwillgiveyouanoverviewofthesubject.

ThefirststepinProjectmanagementisunderstandingthecustomerrequirementsandproducingthePlan,whichiscreatedfromtheWorkBreakdownStructure(WBS),listinganddefiningallthesequences,phases,activitiesandtasks/milestonesthatmakeuptheproject.Oncealltherequirementshavebeenagreedcreateaprojectcharterandhaveitsigned-off

Aphaseisasetofrelatedactivitiesthatcompriseasubstantialportionofanoverallproject.Youmayfinditusefultodrawupatableofphases:

PhaseTitle PhaseDescription PhaseSequence

ListPhasetitles(e.g.:Initiation,Planning,Execution,ClosureandEvaluation).

DescribethepurposeandkeyoutcomesofeachPhase

NumbereachPhaseinsequence

Anactivityisasetoftasks,whichmustbeundertakentocompleteaportionofaproject.Youmayfinditusefultodrawupatableofactivities:PhaseTitle ActivityTitle ActivityDescription ActivitySequence

ListthephasethattheActivitycorrespondsto.

ListthetitleofeachActivity.

DescribethepurposeandoutcomesofeachActivity.

NumbereachActivityinsequence.

Ataskisanitemofworktobecompletedwithinaproject.Youmayfinditusefultodrawupatableoftasks:TaskTitle TaskTitle TaskDescription TaskSequence

ListthephasethattheTaskcorrespondsto.

ListthetitleofeachTask.

DescribethepurposeandoutcomesofeachTask.

NumbereachTaskinsequence.

Theabovephase,activityandtasklistscomprisetheWorkBreakdownStructure(WBS)fortheproject.AswellascreatingtheWBS,youmustalsospecifyanycriticalprojectmilestones. MilestoneTitle MilestoneDescription MilestoneDate

EnterthetitleofeachMilestone. DescribetheMilestoneanditsimportancewithintheproject.

AddthedateonwhichtheMilestoneislikelytooccur.

Onceyouhavelistedallthetasksrequiredtoundertaketheproject,youneedtoidentifytheresourcesrequiredtocompleteeachtask,asshowninthetablebelow:TaskTitle Resource Effort

EnterthetitleofeachTaskintheproject.

EnterdetailsoftheprojectteamresponsibleforthecompletionoftheTask.

Quantifytheapproximateamountofeffort(days,weeksandmonths)requiredtocompletetheTask.

Thefirststepistoproduceadetailedlistofalltheindividualresourcesneededtocompletetheproject.Startbylistingeachofthemajorresourcegroups(eg:Labour,EquipmentandMaterials),andthenlisttheindividualcomponentsofeachgroup.Constructaprojectschedulewhichisalignedwithyourprojectcharterandsigned-offbyyourprojectsponsorwithallcustomerrequirementsinplace.


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TWSGB04Example:ProjectCharterProblemStatementAconcisedescriptionoftheproblemandshouldspecify:whatiswrong,whereand/orwhentheproblemisoccurring,themagnitudeoftheproblem,theimpactofproblemonthebusiness.PerformanceObjectivesandobjectivesAperformanceobjectivestatesthegoal(s)ofanactivityItisameasurablestatementofaparticulardesiredoutcomeofthetaskObjectivesaretangible,observable,measurableresultstobeachievedConsiderincludingthestatement:‘reduce“defect”from____to____by____(date)’MakesureyourtargetsareSMARTSpecific:TargetedtowardaspecificproblemorissueMeasurable:Projectteamisabletoassessperformance&determinesuccessAchievable:Teamcanviewtheobjectivesasreasonable&attainableRealistic:Alignswiththeorganisation’sstrategy&objectivesTimed:Start/EnddatesdefinedProjectTitle: Nameoftheproject Location: Departmentorsite?TeamLeader: Yourname… Sponsor: Who’syoursponsor?ProjectDescription/ExecutiveSummaryWhatistheproject?CurrentState/ProblemStatementWhyisitaproblem?BusinessCase/BusinessBenefits Goals/MetricsWhatisexpected,giveasummaryofyourbusinesscase…Summarisetheexpectedbusinessbenefits

Whatareyoutryingtoachieve,areyourgoalsandmetricsSMART?

InScope OutofScope• Item1• Item2• Item3etc…

• Item1• Item2• Item3etc…

KeyCustomers TeamMembers Milestones CompletionIdentifythekeycustomersofthisproject/processandtheirexpectationsincludingstakeholders

Listofteammembers

Milestone1 Date:dd-mm-yyyyMilestone2 Date:dd-mm-yyyyMilestone3 Date:dd-mm-yyyyMilestone4 Date:dd-mm-yyyyMilestone5 Date:dd-mm-yyyyMilestone6 Date:dd-mm-yyyy


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TWSGB04Template:ProjectCharterProjectTitle: Nameoftheproject Location: Departmentorsite?TeamLeader: Yourname… Sponsor: Who’syoursponsor?ProjectDescription/ExecutiveSummaryCurrentState/ProblemStatementBusinessCase/BusinessBenefits Goals/Metrics

InScope OutofScope

KeyCustomers TeamMembers Milestones Completion


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TWSGB05ChangemanagementThesubjectareaforthisWorkSheetisto:Stakeholderidentification,analysisandmanagement(RACI).Changecurve,resistancecharacteristics,changesponsorship,compellingpointofview.TheTargetKnowledgeSheetreferenceisTKSGB05Changemanagementthatwillgiveyouanoverviewofthesubject.AwellknowchangecurvebyDrElisabethKubler-Rosshelpsexplainthemotionspeoplegothroughchangeandwhychangemanagementisimportant.Foraslongaspeopleresistthechangeandremainatstage2oftheChangeCurve,thechangewillbeunsuccessful,atleastforthepeoplewhoreactinthisway.Thisisastressfulandunpleasantstage.Foreveryone,itismuchhealthiertomovetostage3oftheChangeCurve,wherepessimismandresistancegivewaytosomeoptimismandacceptance.

Atstage3oftheChangeCurve,peoplestopfocusingonwhattheyhavelost.Theystarttoletgo,andacceptthechanges.Theybegintestingandexploringwhatthechangesmean,andsolearntherealityofwhat'sgoodandnotsogood,andhowtheymustadapt.Bystage4,theynotonlyacceptthechangesbutalsostarttoembracethem:theyrebuildtheirwaysofworking.Onlywhenpeoplegettothisstagecantheorganisationreallystarttoreapthebenefitsofchange.Sorememberatstage1,peoplemaybeinshockorindenial.Thisiswhenrealityofthechangehits,evenifthechangehasbeenwellplannedandyouunderstandwhatishappening.Theyneedtimetoadjust.Here,peopleneedinformation,needtounderstandwhatishappening,andneedtoknowhowtogethelp.Thisisacriticalstageforcommunication.Makesureyoucommunicateoften,butalsoensurethatyoudon'toverwhelmpeople.They'llonlybeabletotakeinalimitedamountofinformationatatime.Butmakesurethatpeopleknowwheretogoformoreinformationiftheyneedit,andensurethatyoutakethetimetoansweranyquestionsthatcomeup.Aspartofyourchangemanagementastakeholdermapofpeoplethatcanhelpinfluenceorbecomechampionstothischangeareimportanttomanage.ThenyoucanuseaRACICharttobuildontheteamsactionsofaccountability,responsibility,oriftheyonlyneedtobeconsultedorinformedtosustainanddrivethechangemanagement.


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Example:TWSGB05(StakeholderMap/RACI)

ProjectTitle:StakeholderMap

High Abletoblockthechange:

DoNotIgnore!

Name1

Keytargetgroup:

Focusongainingtheirsupport

PotentialChampions:Enlisttheirsupport

Name2

Degreeofpower&influence

Likelytoresistbutwithlittleeffect:Monitor

PotentialSupport:Engage

Likelytosupport:Aimtoincreasetheirinfluence

Name2

Low

Opposed

LNeutral/Undecided

KSupportive

JStakeholderPosition

Compiledby: Issue: Date:

RACIChartR=Responsible,A=Accountable,

C=Consulted,I=Informed

PeopleFunctionA FunctionB FunctionC

Name1 Name2 Name3 Name4 Name5 Name6 Name7 Name8 Name9

Activ

ities

WorkStream1

ActivityA R R C C C C C C CActivityB C C C C C C C C CActivityC C C C C C C C C C

WorkStream2

ActivityD C C I C C C C C CActivityE C C C C C C C C CActivityF C C I C A C C C C

WorkStream3

ActivityG C C C C C R C C IActivityH C A R C C A C C CActivityI C C C C C C C C C

WorkStream4

ActivityJ C C C C C C C I CActivityK C C R C C C C C CActivityL C C C C C C C C C

Addnamesofstakeholderinrelevantareas.Positionleft/rightorup/downdependingon

influenceandposition.


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Template:TWSGB05(StakeholderMap)

ProjectTitle:StakeholderMap

High

Degreeofpower&influence

Low

Opposed

LNeutral/Undecided

KSupportive

JStakeholderPosition

Compiledby: Issue: Date:


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TWSGB06Principles&methodsThesubjectareaforthisWorkSheetisto:BusinessvalueofLeanandSixSigmaimprovementmethods-8D,practicalproblemsolving,DefineMeasureAnalyseImproveControl,DesignforSixSigma.TheTargetKnowledgeSheetreferenceisTKSGB06Principles&methodsthatwillgiveyouanoverviewofthesubject.Projectscanbeidentifiedfrommanysources,e.g.

• Reportedbycustomers• Identifiedinternally• Mayalreadybeprioritised-e.g.‘Top10Lists’

Projectsvaryinmagnitude&difficulty:

• Isitcompany-wide• Specifictoaparticularproduct• Customer• Team• Process• Machineorsystem,etc.?

Ateambased,structuredapproachtoimprovingisalwaysrequiredThetools&techniquesemployedwilldependonthenatureoftheproject.Ensurethatthecontinuousimprovementprocessthatyouuseisappropriateforthetypeofproblemsyouhave:

• DonotuseDMAIC&highleveltoolswhentheyarenotappropriate• Startwiththesimpletools;iftheydonotworkthenescalatetheproblemsolvingapproach.

Inbusiness,problemscanleadtolowproductivity,poorquality,highcostsandultimatelylossofcustomers,thevalueisonlyidentifiediftheproblemsisdealtwithrapidlyandtotallypreventsitsreappearance.Whenreferringtomethodologiesforsolvingproblemsandnottothetoolsthemselves,themostcommonmethodsforsolvingproblems:PDCA,8D,practicalproblemsolving,DMAIC:DefineMeasureAnalyseImproveControl,DFSS:DesignforSixSigmaandDMADV:Define,Measure,Analyse,Design,Verify.Allmethodologiesusetoolslike5Why,IshikawaorFishbone,Brainstorming,ParetobutSixSigmaalsousemorecomplextoolssuchashypothesistesting,(DOE)DesignofExperiment,ANOVAwithsoftwaresuchasMinitaborQ-DASforstatisticalprocessingofdata.


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TWSGB07ProjectselectionandscopingThesubjectareaforthisWorkSheetis:Supporttheidentificationofimprovementopportunityandthescopingoftheseprojects.TheTargetKnowledgeSheetreferenceisTKSGB07Projectselectionandscopingthatwillgiveyouanoverviewofthesubject

ProjectSelectionThisisaprocesstoassesseachprojectideathatcomesintoahopper(ofideas)orisidentifiedviaateam’sheatmap,thisallowsustoselecttheprojectwiththehighestpriority.Weneedtorememberthatprojectsarejustalistofideasatthisstage,andselectionisbasedonabriefdescriptionoftheprojectandhowitlinkstoanycriteriathebusinesshasagreedthatdrivesthedecision-makingprocessThereareanumberofwaysinwhichthebusinessleadershipteamcanidentifyapotentialimprovementproject.Thiscouldbevia:

1-ASelectionCriteriaMatrix(withinasectororbusiness)2-Aheatmap(withinafunctionorteam)

SelectionCriteriamatrix(exampleonly,percentagefiguresdonotrelatetowhatactualcalculationswouldgive)initiative Contributionto

KPIstrategyCostsavingover1year

CustomerSatisfaction

Paybackperiod Regulations/Healthandsafety

Total

weighting 25% 25% 25% 25% 100% Assessment Low

MediumHighCritical

<25K25K–75K75K–150K>150K

HighMediumLow

HighMediumLow

HighOverridesallotherweightings

ProjectA Low <25K Medium Low 50%

ProjectB High >150K Low Medium 75%

ProjectC Medium 75K–150K Medium high 80%

ProjectD Low Low Low Low High 100%

ProjectE Critical 25K–75K High Low 75%

Whileprojectscanbeidentifiedbyanyonewhoworkswithinthebusinessorwithinaprocesshavingtheabilitytocritiquethevalueofdoingtheprojectisvital.Therefore,asmallcoreteamshouldbeidentifiedwhocanlookatthematrixandscoreitaccordingtothedescriptionandtheinitiativessated.ThismatrixisnormallyExceldrivenandcreatedinlinewithbusinessneedsHeatMap(withinafunctionorteam)Aheatmapcanbecreatedbyalinedepartmentorteam.ItshouldlinktothebusinessKPIsandhowtheteamcouldandshouldimprovetheworkthattheydo.Thisheatmapisbestcreatedonaflipchartandusingpost-itnotes.Theteamwouldfollowthisprocesstoachieveasimpleheatmap,andideallyledbyafacilitatorofchange.

• Listoutthecustomers• Listouttheprocessesthatdeliverthecustomerrequirements• Betweenthesetwo,identifythehigh-levelstepsthattakeplace.


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Youwillnowhaveaflipchartthathasinformationonitandwritteninaclearmanner.Withtheteamwhoworktheseprocesseswouldbrainstormacrossthismapwhereanyissuesandconcernstakeplace.Thiscouldbe:

• Customercomplaints• Rework• Lackoftraining• Systemerrors• Toolingerrors• Andmanymore….

Eachissueorconcernwouldbeplacedontoapost-itnoteswithasmuchdetailonthecostofthisissuetotheteamorthebusinessorthecustomer.(hourstaken,costtoreplace,resourcerequired)Theteamcanthenallocateascoretoeachoftheseintermsofurgencytoimplementchange.

Exampleaboveshowsaheatmapacrossoneprocesslineonly,asanexampleonflipchartpaperstuckonawall.Pink/Redpost-itnotesshowissues,Greenpost-itnotegivesanindicationofimprovementrequired.Thisinformationandotherheatmapprocesslinescanhelpguidetheimprovementpractitionertowhichprojectsshouldbestartedandwhicharepotentially‘Justdoit’activitiesUsingoneofthetoolsaboveyouwouldnarrowdown(viathistypeofhopper)thenextmostcriticaltoperformanceprojectandfromthistheScopingoftheidentifiedprojectcanbeginSomeprojectswillbeautomaticallyselectedonthebasesthatthatareaRegulationrequirementoraHealthandSafetyissue.Thiswouldalsobeidentifiedviaoneofthetoolsabove.


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TemplateTWSGB07Changeandmodifytosuitbusinessrequirementsanduseexceltoconfigurescorecalculations

initiative Contribution

toKPIstrategyCostsavingover1year

CustomerSatisfaction

Paybackperiod

Regulations/Healthandsafety

Total

weighting 25% 25% 25% 25% 100% Assessment Low

MediumHighCritical

<25K25K–75K75K–150K>150K

HighMediumLow

HighMediumLow

HighOverridesallotherweightings

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE


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TWSGB08ProblemdefinitionThesubjectareaforthisWorkSheetis:Supportdevelopmentofproblem/opportunitystatements.TheTargetKnowledgeSheetreferenceisTKSGB08Problemdefinitionthatwillgiveyouanoverviewofthesubject.Aproblemstatementalsoknownastheproblemdefinitionisaclearconcisedescriptionoftheissue(s)thatneed(s)tobeaddressedbyaproblemsolvingteam.Itisusedtocentreandfocustheteamatthebeginning,keeptheteamontrackduringtheeffort,andisusedtovalidatethattheeffortdeliveredanoutcomethatsolvestheproblemstatement.GothroughtheProblemDefinitionworksheetindividuallyorinsmallteamsandreflectonaspecificissue(s)youhaveidentified,exchangingthoughtswhilewritingdownyournotes.Thekeyaimhereistocapture,compareanddiscussdifferentviewpointsontheproblem.Youcanthenreviewthenotesanddiscusswithyourteammemberswhetheryouaremakingthesameassumptions,andwhetheryouareframingthingsinthesameway.Thismayleadtoreframingtheproblemyouinitiallyaddressed.WorkingonaProblemDefinitionworksheetwithnotonlyyourteammembers,buttogetherwithotherstakeholderswillusuallybringupnewcontexts.Forinstance,workingwithserviceusers,stafforvolunteersmayprovideaslightlydifferentangletothetoolthanwhenworkingwithmanagersorentrepreneurs.Feelfreetoexperimentandrephrasequestionsintheworksheettokeepthemrelevantinsuchsituations.

Whatisthekeyissueyouaretryingtoaddressandwhyisitimportant?

Whoisitaproblemfor?

Whatsocial/culturalfactorsshapethisproblem?

Whatevidencedoyouhavethisisworththeinvestment?

Canyouthinkofthisproblemindifferentway?Canyoureframeit?

Template:TWSGB08 Whatisthekey

issueyouaretryingtoaddressandwhyisitimportant?

àß

Whoisitaproblemfor?

àß

Whatsocial/culturalfactorsshapethisproblem?

àß

Whatevidencedoyouhavethisisworththeinvestment?

àß

Canyouthinkofthisproblemindifferentway?Canyoureframeit?


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TWSGB09Processmapping&analysisThesubjectareaforthisWorkSheetis:Processmaptomeasureandanalyseflowandvalue.Identifyinterfaces,functionalresponsibilitiesandownership.Useinsighttoidentifypotentialopportunitiesandmapfuturestate.TheTargetKnowledgeSheetreferenceisTKSGB09Processmapping&analysisthatwillgiveyouanoverviewofthesubject.

Aprocessmapisaplanningandmanagementtoolthatvisuallydescribestheflowofwork.Usingprocessmappingsoftware,processmapsshowaseriesofeventsthatproduceanendresult.Aprocessmapisalsocalledaflowchart,processflowchart,processchart,functionalprocesschart,functionalflowchart,processmodel,workflowdiagram,businessflowdiagramorprocessflowdiagram.Itshowswhoandwhatisinvolvedinaprocessandcanbeusedinanybusinessororganisationandcanrevealareaswhereaprocessshouldbeimprovedthroughanalysis.Thepurposeofprocessmappingisfororganisationsandbusinessestoimproveefficiency.Processmapsprovideinsightintoaprocess,helpteamsbrainstormideasforprocessimprovement,increasecommunicationandprovideprocessdocumentation.Processmappingwillidentifybottlenecks,repetitionanddelays.Theyhelptodefineprocessboundaries,processownership,processresponsibilitiesandeffectivenessmeasuresorprocessmetrics.Processmappingisaboutcommunicatingyourprocesstoothers.Youcanbuildstrongerunderstandingwithprocessmaps.Themostcommonprocessmaptypesinclude:

• ActivityProcessMap:representsvalueaddedandnon-valueaddedactivitiesinaprocess• DetailedProcessMap:providesamuchmoredetailedlookateachstepintheprocess• DocumentMap:documentsaretheinputsandoutputsinaprocess• High-LevelProcessMap:high-levelrepresentationofaprocessinvolvinginteractionsbetweenSupplier,Input,Process,

Output,Customer(SIPOC)• RenderedProcessMap:representscurrentstateand/orfuturestateprocessestoshowareasforprocessimprovement• Swim-lane(orCross-functional)Map:separatesoutthesub-processresponsibilitiesintheprocess• Value-AddedChainDiagram:unconnectedboxesthatrepresentaverysimplifiedversionofaprocessforquick

understanding• ValueStreamMap:alean-managementtechniquethatanalysesandimprovesprocessesneededtomakeaproductor

provideaservicetoacustomer.• WorkFlowDiagram:aworkprocessshownin“flow”format;doesn’tutilizeUnifiedModellingLanguage(UML)symbols.

Processmappinghasbecomestreamlinedbecauseofsoftwarethatprovidesabetterunderstandingofprocesses.ProcessmapscanbecreatedincommonprogramslikeMicrosoftWord,PowerPointorExcel,butthereareotherprogramsmorecustomizedtocreatingaprocessmap.Processmappingisaboutcommunicatingyourprocesstootherssothatyouachieveyourmanagementobjectives.Knowinghowtomapaprocesswillhelpyoubuildstrongercommunicationandunderstandinginyourorganisation.Howeverthemostcommonandeffectivewayisstilltousestickynotes(Post-Its)pensateamandablankwallorsomewheretostickthenotesanddeveloptheprocessmap.Step1:Identifytheproblem

• Whatistheprocessthatneedstobevisualized?• Typeitstitleatthetopofthedocument.

Step2:Brainstormactivitiesinvolved

• Atthispoint,sequencingthestepsisn’timportant,butitmayhelpyoutorememberthestepsneededforyourprocess.• Decidewhatlevelofdetailtoinclude.• Determinewhodoeswhatandwhenitisdone.

Step3:Figureoutboundaries

• Whereorwhendoestheprocessstart?• Whereorwhendoestheprocessstop?


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Step4:Determineandsequencethesteps• It’shelpfultohaveaverbbeginthedescription.• Youcanshoweitherthegeneralfloworeverydetailedactionordecision.

Step5:Drawbasicflowchartsymbols

• Eachelementinaprocessmapisrepresentedbyaspecificflowchartsymbol.Addlabelsandcommentsandevenusecustomstylinginyourprocessmap.

• Terminator:Ovalsshowthebeginningofaprocessorthestoppingofaprocess.• Rectangles:Showanoperationoractivitythatneedstobedone.• Arrowsrepresenttheflowofdirection.• Diamondsshowapointwhereadecisionmustbemade.Arrowscomingoutofadiamondareusuallylabelledyesor

no.Onlyonearrowcomesoutofanactivitybox.Ifmorethanisneeded,youshouldprobablyuseadecisiondiamond.• Aparallelogramshowsprocessingofdata• OthershapescanbeusedforDocument,Delays,connectorsetc…

Step6:Finalizetheprocessflowchart

• Reviewtheflowchartwithothersstakeholders(teammember,workers,supervisors,suppliers,customers,etc.)forconsensus.

• Makesureyou’veincludedimportantchartinformationlikeatitleanddate,whichwillmakeiteasytoreference.


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TWSGB10DataacquisitionforanalysisThesubjectareaforthisWorkSheetis:Developasamplingstrategy.TheTargetKnowledgeSheetreferenceisTWSGB10Dataanalysis–BasicToolsthatwillgiveyouanoverviewofthesubject.Samplingisacollectivenameforobtainingfactualinformation(data)aboutprocessperformance.Itisareferencenameusedformultiplemethodsofobtainingarepresentativequalityofdatathattrulyreflectsmostofthevariationintheprocess(practicallyappliedtocover80%ormoreofvariation).Consideringdevelopingorapplyingasamplingstrategyyoumustconsiderthespeedoftheprocesstobeimproved/investigatedtodeterminehowfastdatapointscanbecollected.Ifmakinglowvolumes,thenthesamplingwillbeeverysingleitem/serviceprovision.Decideanduseadatacollectionplantoconfirmwhythedataisneeded.Collectthesampleandrecordwhatistobeinvestigated.Ifremovingsamples,determinebestdisposalormethodtoreturnthemtooriginatingprocess.

Example:TWSGB10(Sampling)

RandomSamplingTakingdatapointsfromanywherewithin

anareatoinvestigateacriteria

StratifiedSamplingTakingdatapointfromdefinedareasor

locations.Example:LitterorrubbishleftindifferentshoppingcentresacrossEngland.

SystematicSamplingFollowingastructuredpatterntoobtaindatapoints.Example:100,500,900,flyinghoursinspectionofwearoffanblades

SubgroupSampling

Followingastructuredpatterntakingmultipledatapointstoevaluateoddities(outlinervalue).Example:Timetakenforrepetitiveassemblytasksatdifferingtimesoftheday.(Fourshiftsover24hours.3

pointsmeasuredinthe1sthalfoftheshiftand3pointsinthesecondhalfoftheshift

overa12hoursshiftpattern).


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Exercise:TWSGB10(Sampling)

RandomSamplingTakingdatapointsfromanywherewithin

anareatoinvestigateacriteria

Colourindottorepresentsamples

StratifiedSampling

Takingdatapointfromdefinedareasorlocations.Example:LitterorrubbishleftindifferentshoppingcentresacrossEngland.


SystematicSamplingFollowingastructuredpatterntoobtaindatapoints.Example:100,500,900,flyinghoursinspectionofwearoffanblades


SubgroupSampling

Followingastructuredpatterntakingmultipledatapointstoevaluateoddities(outlinervalue).Example:Timetakenforrepetitiveassemblytasksatdifferingtimesoftheday.(Fourshiftsover24hours.3

pointsmeasuredinthe1sthalfoftheshiftand3pointsinthesecondhalfoftheshift

overa12hoursshiftpattern).



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TWSGB11Basicstatistics&measuresThesubjectareaforthisWorkSheetis:Usegraphicalanalysistounderstanddistributionandstability.TheTargetKnowledgeSheetreferenceisTKSGB11Basicstatistics&measuresthatwillgiveyouanoverviewofthesubject.Usinggraphicalanalysistounderstanddistributionandstability.ProcessStabilityreferstotheconsistencyoftheprocesswithrespecttoimportantprocesscharacteristicssuchastheaveragevalueofakeydimensionorthevariationinthatkeydimension.Ifaprocessbehavesconsistentlyovertime,thentheprocessisstableorincontrol.Thedistributionoftheprocessismadevisiblebythecurveandhownarroworwideitmadebefromthespecificationlimits.

StatisticalProcessControl(SPC)Chartsareutilisedtodetermineiftheprocessisstableornot.Somechartsareusedtoassessthestabilityoftheprocesslocation(forexample,xbarchartsthatmonitortheprocessaverage),otherchartsareusedtoassessthestabilityoftheprocessvariation(forexample,rangeorstandarddeviationcharts).Thestandarddeviationisameasureofvariability.Itdefinesthewidthofthenormaldistribution.Thestandarddeviationdetermineshowfarawayfromthemeanthevaluestendtofall.Onagraph,changingthestandarddeviationeithertightensorspreadsoutthewidthofthedistributionalongtheX-axis.Largerstandarddeviationsproducedistributionsthataremorespreadout.Whenyouhavenarrowdistributions,theprobabilitiesarehigherthatvalueswon’tfallfarfromthemean.Asyouincreasethespreadofthedistribution,thelikelihoodthatobservationswillbefurtherawayfromthemeanalsoincreases.


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Example:TWSGB11Imaginethatfourprocessesproduceceramiccupsofthesametypeforacustomerwhospecifiesthatweightshouldliebetween48.5gand49.5g,withatargetof49.0g.Imagine,too,thatallfourprocessesarebehavinginastableandpredictablemannerasindicatedbycontrolchartingofdatafromregularsamplesofceramiccupsfromtheprocesses.Letussupposethatthedistributionofweightisnormalinallfourcaseshoweverthestabilityoftheprocessisvaried,drawthebellcurvetodemonstrateyourunderstandingofeachprocess.Process1Mean=49.0StandardDeviation=1.5USL=UpperSpecificationLimitLSL=LowerSpecificationLimitT=Target

Process2Mean=49.2StandardDeviation=1.5USL=UpperSpecificationLimitLSL=LowerSpecificationLimitT=Target




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Exercise:TWSGB11Imaginethatfourprocessesproduceceramiccupsofthesametypeforacustomerwhospecifiesthatweightshouldliebetween48.5gand49.5g,withatargetof49.0g.Imagine,too,thatallfourprocessesarebehavinginastableandpredictablemannerasindicatedbycontrolchartingofdatafromregularsamplesofceramiccupsfromtheprocesses.Letussupposethatthedistributionofweightisnormalinallfourcaseshoweverthestabilityoftheprocessisvaried,drawthebellcurvetodemonstrateyourunderstandingofeachprocess.Process1Mean=49.0gStandardDeviation=1.5USL=UpperSpecificationLimitLSL=LowerSpecificationLimitT=Target

Process2Mean=49.2gStandardDeviation=1.5USL=UpperSpecificationLimitLSL=LowerSpecificationLimitT=Target




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TWSGB12Processcapability&performanceThesubjectareaforthisWorkSheetis:Selectmethodsandmetricsforanalysis.TheTargetKnowledgeSheetreferenceisTKSGB12Processcapability&performancethatwillgiveyouanoverviewofthesubject.Processcapabilityanalysisallowsustobaselineaprocess,demonstrateanimprovementhasbeenmadeanddefinecapabilityintermsofdefectsinandoutofspec.Thekeycomponentsarespecificationlimits,processdataandprocessstability.

ContinuousData:Capabilityisdefinedintermsofdefectsunderthecurveoutsideofthespecificationlimits.AttributeData:CapabilityisdefinedintermsofPASS/FAILWhenconductingprocesscapabilityashorttermstudyisoftenconductedtodeterminehowgoodtheprocessis.Aswecollectmoresamplesoverthelongertermwewouldexpecttoseemorevariationintheprocessdatafrominfluencessuchasshifts,batchesandseasons.TheCpandCpkisusedtodetermineshorttermcapabilityandPpandPpkisusedtodeterminelongtermvariationoftenreferredtoastheactualcapability.ThecalculationmethodisthesameexpectforthevalueoftheStDev(StandardDeviation)used.

ProcessPotential

ProcessActual

CP PP RelatesstandardDeviationtotolerance

CPK PPK RelatesmeanandstandardDeviationtotolerance

ShortTermWithinStDev

LongTermOverallStDev

CP(Blue)>CP(Red)PP(Blue)>PP(Red)

CP(Blue)=CP(Red)CPK(Blue)=CPK(Red)PP(Blue)=PP(Red)PPK(Blue)=PPK(Red)


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Template:TWSGB12SelectmethodsandmetricsforanalysisContinuous:Canbemeasuredonaninfinitydivisiblescale.Attributes:Canbecategorisedandcountedbutnotmeasured.

Defects:FeaturesofaproductorservicethatfailtomeetrequiredstandardcausingittobedefectiveDefectives:Aproductorservice,whichfailstomeettherequiredstandardduetothepresenceofdefects.

Individuals:Singleitemsofdatacollectedovertime.Subgroups:Setsofdata(typically3-5items)collectedongroupsovertime.


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TWSGB13RootcauseanalysisThesubjectareaforthisWorkSheetisto:Selectandapplytheappropriategraphicaltooldependentonthedatatypetoidentifypatterns,trendsandsignalstoestablishhypothesis.TheTargetKnowledgeSheetreferenceisTKSGB13Rootcauseanalysisthatwillgiveyouanoverviewofthesubject.

Whenyoucollectdataitisoftennotpracticaltomeasureeverysingleunitofinterest.Itiscommontotakeasampleofdataadusethestatisticsfromthesampletounderstandwhatishappeningwithinthewiderprocess.Inallcaseswherewemakeaconclusionaboutourprocessbasedonasampleofdatathereisariskofusdrawingthewrongconclusion.Sometimeswhenyouaremakingveryimportantdecisionsorwhereadecisionistooclosetocall,itcanbehelpfultocalculatetheprobabilityofdrawingthewrongconclusion.Hypothesistestingallowsyoutodothis.Hypothesistestingreferstoasetoftoolsthathelpsyoutodeterminehowcertainyoucanbeinthedecisionswhenusingonlyasampleofdatatodrawaconclusion.Mosthypothesisetestsareconcernedwithansweringthequestion“Isthereastatisticallysignificantdifference?”AsyoutestthedifferencebetweentheperformanceofProcessesAandProcessesBorTeamAandTeamB.

Althoughitispossibletocalculatehypothesistestbyhand,mostpeopleprefertouseastatisticalsoftwarepackagesuchasMinitab.Themethodologyworksbystatingthehypothesiseasapairofstatements,thesestatementsareusedtodescribethetest:

• H0=Thereisnodifference(knownasthenullhypothesis• Ha=Adifferenceexists

Thetestbeginswiththeassumptionthatnothinghaschangedorisdifferent.ThenyoutakealookforsufficientevidenceinthesampledatatodisprovethisassumptionandbeabletorejecttheNullhypothesis.Becauseofthecomplexityofthestatisticalmethodsinvolvedinhypothesistestingitisstronglyadvisabletoaskaimprovementspecialisttosupportthistypeofanalysis.


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TWSGB14LeantoolsThesubjectareaforthisWorkSheetisto:Seekin-processwastethroughunderstandingofvaluewithinthevaluestreamAllprocesseshavewhatwecallin-processwastewithinit.Thiswastefulactivityissomethingthatourcustomersdonotpayforandcansometimesmakeup70%ormoreofthelead-timeforthatprocess.Totrulyunderstandthein-processwasteweneedtomaptheprocessusingoneoftheValueStreammappingtoolsavailabletousBeforeyoucangetintomappingaprocess,youneedtotaketimetounderstandthataprocesscanbebrokendownintothreedistinctdivisions

1.ValueaddingThatactivitythatthecustomerdoespayfor.Itiswherewechangetheshapeorformorcharacteristicsofaproductinlinewithcustomerrequirements2.Non-ValueaddingbutEssentialundercurrentconditionsActivitythatisrequiredtohappenunderthecurrentconditions,butthatthecustomerdoesnotpayfor3.WasteActivitythattakesplacewithintheprocess,thatthecustomerdoesnotpayforandisatotalwasteofeffort,resource,planningandcost

ValueAdding:Anyworkthatchangesthenature,shapeorcharacteristicsoftheproduct,inlinewithcustomerrequirements.Non-ValueAdding:Anyworkcarriedout,whichisnecessaryundercurrentconditionsbutdoesnotincreaseproductvalue.Waste:8formsofwaste(asshowninTWSYB14)Defects,Overproduction,Waiting,Notutilisingtalent,Transportation,Inventory,Motion,ExcessProcessing.(DOWNTIME).Youcanapplythislogictostepswithinthevaluestreamandthereforewewillbeabletoseethethreedivisionsofworkclearly.Wastecanbebrokendownintowhatisknownasthe8wastesandisknownasDOWNTIME(aka,TIM-P-WORD,WORMPITS).InsomeprocessestheWasteisveryprevalentandthereforethevaluestreammappingtoolswillallowyoutoseethisclearly.ThetablebelowshowsthewastesexamplesforShopFloorbasedoperationsorOfficeprocesses.Allowingthesewastestoappearonavaluestreammapwillaidtheimprovementactivity.

Waste Shopfloor Office/TransactionalDefects–Scraporrework Partsscrap,reworkofparts Documentsorinformationcreatedand

notused,reworkingofinformationOverproduction Makingmorethanisrequired DongmorethanisrequiredWaiting OperativewaitingorWIPwaiting TeammemberwaitingorprocesswaitingNotutilisingtalent Untappedhumanpotential UntappedhumanpotentialTransportation–(Transfer) MovingWIPacrossshopflooror

departmentTransferringpaperworkelectronicallyormanuallytodepartments

Inventory WIP,tools,machines Todolists,E-mails,customerrequests,stationaryequipment

Motion OftheOperativeorMachineorMaterialwithinthecell

Oftheteammemberwithintheworkarea

ExcessProcessing Doingmorethanisrequired DoingmorethanisrequiredWecanalsouseatemplateatanytimetoidentifythewastesbydoingawastewalkactivity.Bywalkingtheprocess,youshouldbeabletomakenotesofthewastesthatexistwithinaprocessandapplythisleaningtoyourvaluestreammap.Awastewalkwouldvaryintimetakentocompleteandshouldbedonebyandwiththepeoplewhooperatetheprocess.


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ValueStreammappingTotrulyunderstandthevaluestream,youwouldmapeachstepoftheprocessatalevelthatidentifiesWASTEyouhaveanumberoftechniquesavailable.AtypicalValueStreammapisshownbelow.

ASimpleswimlaneprocessmapisshownbelow:

Mappingofaprocessrequiresafacilitatorandateamofpeoplewhoactuallyworkwithintheprocessbeingmapped.Themapwouldbecreatedusingalargeblankwall,allowingyoutouseflipchartpaperonitandsomedatacapturetemplatesusedtoidentifythestepoftheprocessandhowlongittakestocomplete.


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Weshouldrememberthataswithastreamwithwaterinit,itonlyflowsonewayandthereforesoshouldyourmap.Meaningthatanyreworkthattakesplacewithintheprocessshouldbeshownonthemapasarepeatsetofsteps.Colourcodingeachstepwillallowyoutoseethe3divisionsofworkclearly.(Forexample:Red:Non-ValueaddingtasksBlue:Taskwhichincludesoneormoreofthe8wastes,Brown:Valueaddingtasks)Youneedtorememberthattheteamneedtomap‘Whatactuallyhappensintheprocess’andnotwhatyouthinkhappensorwhatshouldhappenandthatiswhereagoodfacilitatorcanhelpguideandcoachtheteamOncetheteamhaveagreedtheCurrentStateValueStreamMapandcanvisuallyseethethreedivisionsofworkitwouldbethentimetoworkonwhattheFutureStateValueStreamMapcouldlooklikewithimprovementactivitycompletedonitTheteamwouldconsiderhowto:

• Eliminate• Combine• Reduce• Re-arrange• Simplify

ThestepsonthecurrentstatemapinsuchawaythattheprocessisimprovedandinlinewithaprojectcharterthatwasdrawnupinsupportoftheimprovementactivityandwherepossibleallWASTEstepsareremovedorreduced.TheteamwouldthendrawupanewFuturestatevaluestreammaptoshowthesechangesandcalculatethebenefitsthatwouldbeseenandthiscanthenbereportedbacktothestakeholders.Actionswouldnowneedtobetakentocompletethefuturestatemapanddeliverthebenefits.

ExampleTWSGB14Understandingofvaluewithinthevaluestream

ThisshowsaValueSteammap(swimlanemap)andthethreedivisionsofworkareidentifiedbythecolourcodingofthedatacapturetemplate


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TemplateTWSGB14Datacollection(Print,cutoutanduseperprocessstepandattachonvisualprocessswimlane/valuestreammap)

AREA: PROCESS:

Time taken

All Times in Hours

VA

NVA

W No:


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TWSGB15Identification&prioritisationThesubjectareaforthisWorkSheetisto:Identifyandprioritisefactors,ideasandsolutions.TheTargetKnowledgeSheetreferenceisTKSGB15Identification&prioritisationthatwillgiveyouanoverviewofthesubject.Wesuggestyouevaluateideasbasedontwofactors:impactandeffort.Whatcountsashighimpact,orloweffort?Thisdependsonyourcompany'sbusinessgoalsandyourteam'saccessresources.HereisanexampleofaITcompanywhichdevelopssoftware.Example:Impact:Whatmetricswillyouusetomeasurethesuccessofyouroptimisationprogram?

Whicheventsdirectlyinfluencethesemetrics?

ImpactFactorsHardImpact(Quantifiable) SoftImpact(Meaningful)

Higherconversionrate:• Purchases• Engagement• Sign-ups

• Internalbuy-in• Excitement(testideasfromdifferent

areasofyourcompany)• Resourceallocation• Executivesponsorship• Access(placeswheretestingcanor

shouldhappen)• Implementation

Metricsyouwanttomaximise:• Revenue• Webtraffic(Pageviews)

Metricsyouwanttoreduce:• InternalCosts

Effort: Whatiseasyordifficulttodo? Whichresourcesarededicatedtotestingandwhicharesharedorborrowedfromotherteams?

EffortFactorsTechnical Teams(orPeople)

• HTML• CSS• JavaScript• Backendchanges(recordingpagesina

checkoutflow)• Advancedaudiencetargeting

conditions(cookies,adcampaigns,customtags,etc…)

• Timetorun

• Executivesponsor• Powerusers• Designers• Developers• Graphicdesigners• Photographyteam• SEOand/orSEMteam• ITdepartment• QAdepartment

Teammemberstoconsult:

• Theprogrammanager,whoisresponsiblefortheoverallframeworkandfinalscoring• Thedeveloper,whoisresponsibleforestimatingeffort• Thedesignteam,whoisresponsibleforestimatingeffort• Theexecutivesponsor,whowillreviewandapproveprioritisedlist,andprovidestrategicalignment

Ultimately,thecriteriayouusetoprioritiseyourideaswilldependonyourparticularprogram’sgoalsandresources.Forexample:yourteammaybetechnicallysavvybutlowondesignresources,soyousetuptestseasilybuthavetroublegettingmock-ups.Orifyouhaveexecutivebuy-inbutfinditdifficulttogettimewithyourdevelopers,youmayfindthatadvancedtestideasquicklygetthegreenlightbutslowtobeimplemented.Thesetypesoffactorsareimportanttoconsiderwhendecidingonthecriteriaforeffortandimpact.ThesecondpartisthePrioritisationbyEffortandImpact.Assigneffortscoresandimpactscorestoeveryoptimisationideaandprioritiseaccordingly.Youcanusebroadcategorieslikehigh,medium,andlowwhenevaluatingimpactandeffort.High-impact,low-efforttestsandcampaignsshouldrunfirst.


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PrioritisationbyImpactvs.Effort

PrioritisedbyImpact PrioritisedbyEffort

TestNames Effort Impact


Test1 Low High Test1 Low High

Test2 Medium High Test2 Low Medium

Test3 High Medium Test3 Medium Low

Test4 Medium Low Test4 High High

Priority

First Second ThirdOr,youcanassignnumericalscores;scorescanhelpprovideamoregranularviewoftherelativeROIofeachexperiment.Thisisknownasablendedmodel.Assignnumericalvaluesforeffortandimpact.Then,simplysumtheimpactandeffortscoresforeachtestandcampaigntogenerateasingleprioritizationscorethatcombinesbothsetsofcriteria.

SampleBlendedPrioritisationFramework

Priority TestName Effort Impact Score

1 Test1 3 3 6

2 Test2 2 2 4

3 Test3 3 1 4

4 Test4 1 1 2

Scores=Effort+ImpactIntheexampleabove,highimpacttestsandcampaignsaregivenhighnumericalscores.However,higheffortideasaregivenlownumericalscores.Whenwesumthetwoscores,high-impact,low-effortideasrisetothetopoftheprioritisedlist.Thesetestsandcampaignsshouldrunfirst.


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Template:TWSGB15

ImpactFactorsHardImpact(Quantifiable) SoftImpact(Meaningful)

EffortFactors

Technical Teams(orPeople)

PrioritisationbyImpactvs.Effort

PrioritisedbyImpact PrioritisedbyEffort



SampleBlendedPrioritisationFramework

Priority TestName Effort Impact Score

Scores=Effort+Impact


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TWSGB16Sustainability&controlThesubjectareaforthisWorkSheetisto:Identifyfailuremodesandembedlearningfromimprovement.TheTargetKnowledgeSheetreferenceisTKSGB16Sustainability&controlthatwillgiveyouanoverviewofthesubject.Tohelpembedlearningandkeepprocessesincontrolaprocessfailuremode&effectsanalysis(FMEA)canbeusedasatoolforassessingandprioritisingprocessrisks,withaviewtoelimination,reductionoreffectivecontrol.Theapplicationofthistoolcanbeappliedon…

• ExistingFMEA’ssotheycanbeassessediftheyareavailabletounderstandthecurrentsituation• FEMA’sassesstherisksinherentinexistingprocesses• FMEA’scanbeusedtoidentifykeyprocessmeasuresforinclusioninthedatacollectionplan• FMEA’scanidentifytheneedforinterimimprovementactionifunacceptablerisksareidentified• FMEA’scanbeusefulwhenseekingpotentialrootcausesofaproblem• FMEA’scanassesstheriskimpactofnewormodifiedprocesses• FMEA’sareakeyinputtothecontrolplan,ensuringthatanyresidualrisksaremanagedeffectively• FMEA’smustbereviewedandupdatedonanongoingbasis

ThekeystepsfordevelopingaprocessFMEAaresummarisedinthediagrambelow,theFMEAshouldbedevelopedbyacross-functionalteamwithgoodprocessknowledge.

1. Keyprocessstepsfromanas-isprocessmapshouldbedetermined.2. Allfailuremodesshouldbelistedhoweverunlikelybutwithinreason.3. TheFMEAseverityrankingnormallyreflectstheimpactofthefailurewhenithitsdownstreamcustomers,butitis

possibletouseFMEAtolookattheimpactonyourownprocess.4. Severity,OccurrenceandDetectionratingsareonascaleof1to10(highnumber=highrisk).Thesearemultiplied

togethertogivethe“RiskPriorityNumber”(RPN).5. Currentcontrolsshouldbeidentifiedandmonitoredwithseverityratingincludingcustomerandreputationimpact.6. HighIndividualratingandhighRPNsshouldbetargetedforimprovement.7. Withthepossibleexceptionofhighercriticalprocesses,itisimportanttomaintainasenseofproportionwhen

developinganFMEA,sinceotherwiseitcanbecomeverytime-consuming.8. TheFMEAisalivingdocumentanditisvitaltoreviewandupdateitifprocessrisksaretobemanagedeffectively.


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Template:TWSGB16

FailureMode&EffectsAnalysis(FMEA)Process/Product:

FMEAteam: Responsibility: Accountability: Preparedby:

PROCESS# ProcessStep

OrProductFunction

PotentialFailureMode

PotentialEffect(s)

ofFailure SE

V(1-10) Potential

Cause(s)ofFailure

OCC

(1-10) CurrentProcess

Controls

DET(1

-10) RPN

PreventionofFailureCause

DetectionofFailureMode

RiskPriorityNumber

1

2

3

4

5

6

7

8

9

10

ACTIONS&RESULTS

# RecommendedCorrectiveActions

ResponsibilityandTargetCompletion

Date

ActionsTakenandActualCompletion

Date

SEV(1-10)

OCC

(1-10)

DET(1

-10) Revised

RPNRisk

PriorityNumber

1

2

3

4

5

6

7

8

9

10


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TWSGB17Dataanalysis&statisticalmethodsThesubjectareaforthisWorkSheetisto:identifydata-typesandselectanalysismethodsandtools.Assesstimeseriesdatastabilityandanalysemakingrelevantinsight.TheTargetKnowledgeSheetreferenceisTKSGB18Dataanalysis&statisticalmethodsthatwillgiveyouanoverviewofthesubject.AttributeData:Datathatcannotbefurtherbrokendownandifbrokendownwillnotmakeanysense.Datatypesthathaveafinitenumberofmeasurementsandarebasedoncounts.

Examples:à

• Numberofpeoplewhopassatest• Countoferrorsornumberoferrorsonabill• Numberofcallsofferedinaprocess• Numberofdefectsinasample• Numberofdaysinaweek• Countofcustomerswalkedinarestaurant

OrdinalDataThefirsttypeisdiscreteordinaldata.Asetofdataissaidtobeordinaliftheycanbeputitinanorder.Notethatordinaldatacanbecountedandsetinorderbutitcannotbemeasured.Forexample,Dataputinanorderfrom1stto5th.NominalDataThesecondtypeisdiscretenominalData.Thistypeofdataisdescriptive,andnotnumeric,withmorethantwocategories,forexample;names,phonenumbers,colours,typeofcar,capitalcitiesandstates.BinaryDataThethirdtypeisdiscretebinarydata.Thisisqualitativeorcategoricalinnatureandismadeupoftwoclassifications.Forexample,Yes/No,Pass/Fail,On/Off,Male/Female,Good/Badetc.

Continuous Attribute Quantitativedata Qualitative/Categorical/DiscreteMeasurement Units(example) Ordinal(example) Nominal(example) Binary(example)Timeofday House,minutes,Seconds 1,2,3etc N/A a.m./p.m.Date Month,day,year Jan,FebMaretc N/A Before/AfterCycleTime Hours,minutes,seconds,month,dayyear 10,20,30etc N/A Before/AfterSpeed Milesperhour/centimetrespersecond 10,20,30etc N/A Fast/SlowBrightness Lumens Light,medium,dark N/A On/OffTemperature DegreesCorF 10,20,30etc N/A Hot/Cold<Countdata> Numberofthings 10,20,30etc N/A Large/SmallTestscores Percent%numbe E,D,C,B,A N/A Pass/FailDefects N/A Numberofcracks N/A Good/BadDefects N/A N/A Oversized,missing Good/BadColour N/A N/A Red,Blue,Green N/ALocation N/A N/A East,West,South Domestic/InternationalGroups N/A N/A HR,Legal,IT Exempt/non-exemptAnything Percent(%) 10,20,30etc N/A Above/Below

ContinuousDataDatathatcanbefurtherbrokendown.ContinuousDatacantakeonanyvalueonacontinuousscalesuchastemperature,distance,cycletime,profitetc.Examples:

Examples:à

• Time(Hours,MinutesandSeconds)• Height(Feet,Inches,Fractionsofaninchsoon)• Temperature(DegreesCelsiusandFahrenheit)• Weight(Kg,Grametc.)• Money(PoundsSterling,Yens,Euros,andfractions

thereof)

ThinkabouttheUnitofMeasure,thenaskyourselfif“halfofthatthing”makessense.Iftheanswerisyes(meansifthatcanbebrokendown),thenthemeasureis“Continuous.”IftheanswerisNo,thenitis“Attibute”.


Page 42 of 57

Exercise:TWSGB17Dataanalysis&statisticalmethodsUsingthemeasurements,giveexamplesoftheUnitsofMeasureandexamplesoftheQuantitativedata,andQualitativeData,useN/Awhereyouthinkitisnotapplicable.

Continuous Attribute Quantitativedata Qualitative/Categorical/DiscreteMeasurement Units(example) Ordinal(example) Nominal(example) Binary(example)Timeofday

Date

CycleTime

Speed

Brightness

Temperature

<Countdata>

Testscores

Defects

Defects

Colour

Location

Groups

Anything


Page 43 of 57

TWSGB18BenchmarkingThesubjectareaforthisWorkSheetisto:conductstructuredbenchmarkingtosupporttargetsetting.Benchmarkingistheprocessofcomparingthecurrentproject,methods,orprocesseswiththebestpracticesandusingthisinformationtodriveimprovementofoverallcompanyperformance.Thestandardforcomparisonmaybecompetitorswithintheindustry,butisoftenfoundinunrelatedbusinesssegments.Inthosesituationswheretherearenoknownorrelatedprocessesavailable,acompanymayhavetoresorttoeitherreengineeringorrelatedtechniquestoimprovetheoperation,project,product,oractivityofconcern.AsimpleSWOTanalysiscanidentifyinternalweaknessandexternalthreatsaregoodsourcesforcompetitivebenchmarking.

WithoutBenchmarking WithBenchmarking

DefiningCustomerRequirements

• Basedonhistory/gutfeel• Actingonperception

• Basedonmarketreality• Actingonobjectiveevaluation

EstablishingEffectiveGoals

• Lackexternalfocus• Reactive• Laggingindustry

• Credible,customer-focused• Proactive• Industryleadership

DevelopingTrueMeasuresofProductivity

• Pursuingpetprojects• Strengthsandweaknesses

notunderstood

• Solvingrealproblems• Performanceoutputs

known,basedonbestinclass

BecomingCompetitive

• Internallyfocused• Evolutionarychange• Lowcommitment

• Understandthecompetition• Revolutionaryideas

withprovenperformance• Highcommitment

IndustryPractices• Notinventedhere• Fewsolutions• Continuousimprovement

• Proactivesearchforchange• Manyoptions• Breakthroughs

Somecompaniesattempttoachieveahigherperformancelevelthantheirbenchmarkpartner.Shownbelowisacomparisonbetweenatypicalandabreakthroughbenchmarkapproach.

TypesofBenchmarking• Internal:Comparisonsbetweenyourselfandsimilaroperationswithinyourownorganization.• Competitive:Comparisonsamongcompetitorsforaspecificproduct.• Functional:Comparisonstosimilarfunctionswithinthesameindustry.• Generic:Comparisonsofprocessesindependentofindustryoroverallfunctions.


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Template:TWSGB18BenchmarkingHavingcompletedthefollowingyoucanstarttoanalysistheperformance:

• Definewhatyouwanttobenchmark• Defineappropriatecomparators• Ensurethatyourcomparisonsarecomparable• Gatherdatainanindependentmannerandmakesureitisconsistent• Producecustomisedandmeaningfulreports

Examplesummary:

ProcessesKeyPerformanceIndicators

A B C D E F

SeniorExecutiveleadershipofqualifyefforts é é é é é é

Policydeployment ì ê é ê é ê

ChangeManagement í é é é ì =HighPerformanceworkorganisation í ê ê ê ê é

UseofCommonmeasurestoreinforcefocus é í í é ì =Explicitcommitmenttolearningandtraining í í é = ê ì

Corporateidentityandembeddedvalues é = í ê ê ì

é Significantlybetterthanthebenchmark ì Betterthanbenchmark

=Essentiallyequaltobenchmarkí Worsethanbenchmark

ê Significantlyworsethanbenchmark

ProcessesKeyPerformanceIndicators

A B C D E F


Page 45 of 57

TWSGB19MeasurementSystemThesubjectareaforthisWorkSheetisto:Plan,carryoutandassessresultsofameasurementsystemstudy.TheTargetKnowledgeSheetreferenceisTKSGB17MeasurementSystemsthatwillgiveyouanoverviewofthesubject.Thereare3commontypesofMeasurementSystemAnalysisstudies:

• DataValidation:UsedtocheckthevalidityofdatawhenitisnotpracticaltocompleteafullMSA,oftenusedintransactionalenvironments.

• GageRepeatability&Reproducibility(GageR&R):Usedtocheckmeasurementsystems,whichcapturevariabledata(nearlyalwayswithinamanufacturingenvironment).

• AttributeAgreementAnalysis:Usedtocheckmeasurementsystems,whichcaptureattributedata(suchasvisualinspectionorcategorisationoffaults).

DataValidation:Asaninitialstepindatacollectionplanningforameasurementsystemstudyisthepotentialrootcauses(X’s)oftheproblem,whichshouldbeidentified.Ifyoudon’tagreefactors‘upfront,’youmayhavetostartalloverlater.Ontheotherhand,seekingtoomanyfactorsmakesthedatamoredifficult&/ormorecostlytocollect.Measure Datatype:

Continuous/Attribute/Count

XorY

OperationalDefiniton Sampling

what how Where When(Duration)

Frequency(i.e.Daily)

HowMany Who DataFormRefNo.

Astatisticalmethodtoassesswhethervariabletypedataisconsistentlyobtainedbymultiplepeopleusingthesamegageormeasuringtoolmustbeidentifiedwhilstdatacollecting.Step1:Selectsamplepartsfromtheprocessthatrepresentitsentireoperatingrange.Numbereachpartdiscretelysothenumberisnotvisibletotheoperator.Step2:Considerusingatleast2ormoreoperatorsandatleast5samples,whereeachoperatormeasureseachsampleatleasttwice(allusingthesamedevice).Selectappraiserswhonormallyoperatetheinstruments.Step3:Enterdatapointintoastatisticalsoftwarepackage(Mostlyused–MiniTab)andrunthemeasurementstudybyusingmenucommand:StatàQualityToolsàGageStudyàGageR&RStep4:InterpretresultsasthisworksheetStep5:Confirmacceptanceoforconfirmactionstobetakentoimprovethemeasurementsystem.Step6:RecordresultsandplanforauditcheckofMSAin3,6,9monthstimetoensureon-goingacceptanceismaintained.


Page 46 of 57

GageRepeatability&Reproducibility(GageR&R):MeasureofSpreadvs.Precision

Commonlyreferredtoas‘EquipmentVariation’,or‘WithinSystemVariation’

Repeatabilityisthespreadofvaluesobtainedwhenseveralmeasurementsaremadebyoneappraiserusingonemeasuringdevicetomeasureonecharacteristicononepart.Reproducibilityisthevariationintheaveragesofvaluesobtainedbyseveraldifferentappraisersusingonemeasuringdevicetomeasureonecharacteristicononepart.Commonlyreferredtoas‘AppraiserVariation’or‘Between-Systems’AttributeAgreementAnalysis:Itisnotuncommonfordatatobecollectedinaninconsistentorill-definedway.Thismeansthattherecanbeariskthatwedrawinaccurateconclusionsfromourdataanalysisasaresultofhaving‘bad’data.Thereforebeforeyoucollectdata,orbeforeweuseexistingdata,weshouldalwayscheckthatthemeasurementsystemcanbetrusted.AttributegageR&R’sareconductedinthesamewaytothoseforcontinuousdata.Severaldifferentappraisersareaskedtodecidetheacceptabilityofseveraldifferentproducts,eachseveraldifferenttimes.


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Step1:Createsome‘good’and‘bad’units(e.g.recordedexamplesofdefectpartsorincorrectlycompletedforms)Step2:TraintheteamonhowtorecogniseagoodunitandabadunitStep3:GiveeachassessorasampleofunitstoassessindividuallyStep4:RecordtheirjudgmentStep5:ChangetheordertheyseetheunitsinandaskthemtoassessthesamesampleagainStep6:RecordthedataStep7:ComparetheresultstoassessrepeatabilityandreproducibilityoftheprocessStep8:Ifnecessarymakeimprovementstothesystembyimprovingthemeasurementproceduresandre-trainingtheappraisersifrequired.

Example:

FormNo. AppraisersA(1st) AppraisersB(2nd) AppraisersC(3rd)1stTime 2ndTime 1stTime 2ndTime 1stTime 2ndTime

1 Good Good Bad Good Good Good2 Good Good Good Bad Good Good3 Bad Bad Good Good Bad Bad4 Good Good Good Good Good Good5 Good Good Good Bad Good Good6 Good Good Bad Good Good GoodThetestshowsthatboththe1stand3rdappraisersREPEATEDtheirresultseachtime,butthe2ndappraiserfailedtoREPEATtheirresults.SointhiscasewehaveerrorfrombothREPEATABILITYandREPRODUCIBILITY.Somekeyquestionstoask:

• Howgoodisthemeasurementsystem?• Canwebeconfidentinanydatacollected?• Aredatacollectorsconsistent?• Aremeasurementstandardsclear?• Isimprovementnecessarybeforewestart-collectingdata?• Doweunderstandthesourcesofvariationaffectingourmeasurementsystem?

WhenassessingMeasurementSystemvariation:


Page 48 of 57

Template:TWSGB19DataCollectionPlanMeasure Datatype:

Continuous/Attribute/Count

XorY

OperationalDefiniton Sampling

what how Where When(Duration)

Frequency(i.e.Daily)

HowMany Who DataFormRefNo.


Page 49 of 57

Template:TWSGB19AttributeAgreementAnalysisFormNo.

AppraisersA(1st) AppraisersB(2nd) AppraisersC(3rd)1stTime 2ndTime 1stTime 2ndTime 1stTime 2ndTime


Page 50 of 57

TWSGB20Experimentation&optimisationThesubjectareaforthisWorkSheetisto:Plandesignedexperimentwithclearobjectives,andappropriatelevelsofMeasurementSystemsAnalysis,analyseexperimentdataandoptimise.TheTargetKnowledgeSheetreferenceisTKSGB14Experimentation&optimisationthatwillgiveyouanoverviewofthesubject.Adesignedexperimentisaseriesofruns,ortests,inwhichyoupurposefullymakechangestoinputvariablesatthesametimeandobservetheresponses.Inindustry,designedexperimentscanbeusedtosystematicallyinvestigatetheprocessorproductvariablesthataffectproductquality.ThemostcommonlyusedtermsintheDOEmethodologyinclude:controllableanduncontrollableinputfactors,responses,hypothesistesting,blocking,replicationandinteraction.Controllableinputfactors,orxfactors,arethoseinputparametersthatcanbemodifiedinanexperimentorprocess.Forexample,incookingrice,thesefactorsincludethequantityandqualityofthericeandthequantityofwaterusedforboiling.Uncontrollableinputfactorsarethoseparametersthatcannotbechanged.Intherice-cookingexample,thismaybethetemperatureinthekitchen.Thesefactorsneedtoberecognizedtounderstandhowtheymayaffecttheresponse.Responses,oroutputmeasures,aretheelementsoftheprocessoutcomethatgagethedesiredeffect.Inthecookingexample,thetasteandtextureofthericearetheresponses.Thecontrollableinputfactorscanbemodifiedtooptimizetheoutput.Therelationshipbetweenthefactorsandresponses

Hypothesistestinghelpsdeterminethesignificantfactorsusingstatisticalmethods.Therearetwopossibilitiesinahypothesisstatement:thenullandthealternative.Thenullhypothesisisvalidifthestatusquoistrue.Thealternativehypothesisistrueifthestatusquoisnotvalid.Testingisdoneatalevelofsignificance,whichisbasedonaprobability.Blockingandreplicationisanexperimentaltechniquetoavoidanyunwantedvariationsintheinputorexperimentalprocess.Forexample,anexperimentmaybeconductedwiththesameequipmenttoavoidanyequipmentvariations.Practitionersalsoreplicateexperiments,performingthesamecombinationrunmorethanonce,inordertogetanestimatefortheamountofrandomerrorthatcouldbepartoftheprocess.Interactionwhenanexperimenthasthreeormorevariables,aninteractionisasituationinwhichthesimultaneousinfluenceoftwovariablesonathirdisnotadditive.


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Example:TWSGB20DOE:DesignofExperimentsEntertheHighandLowlevelsforfactorA,BandC.NamesandLevelsarerecommendedbutnotrequired.

FactorName FactorLetter LowSetting HighSettingAccelerate A 45 90Boost B 6 10Cycle C 11 16

RuneachoftheeightcombinationsinrandomorderusingtheRunOdercolumn RunOrder Accelerate Boost Cycle AxB AxC BxC AxBxC Trail1 Trail2 Avg.

1 6 45 6 11 1 1 1 -1 17.9 17.6 17.752 8 45 6 16 1 -1 -1 1 20.3 20.2 20.253 1 45 10 11 -1 1 -1 1 15 14.8 14.94 4 45 10 16 -1 -1 1 -1 18 17.3 17.655 2 90 6 11 -1 -1 1 1 17.5 17.7 17.66 5 90 6 16 -1 1 -1 -1 21.5 20.9 21.27 3 90 10 11 1 -1 -1 -1 24.2 23.1 23.658 7 90 10 16 1 1 1 1 27.6 28.2 27.9

Collectatleastoneoutputmeasurementforeachoftheeightruns.Fivearerecommended(Only2areshownintheexample).

Reviewthebargraphtoidentifythefactorsorinteractionshavingthegreatesteffect.Iftheeffectofaninteractionisshowntobelarge,usetheinteractionplotstodeterminethebestsettingsthatwilloptimizetheoutput.Nowcomparethedetailedcalculationsforanyfactororinteractionbyusingthedatacaptured.

A x B Interaction

B Low B High

A Low

1 17.75 14.9

2 20.25 17.65

Avg 19 16.275

A High

1 17.6 23.65

2 21.2 27.9

Avg 19.4 25.775

19 19.4

16.275

25.775

0

5

10

15

20

25

30

A LO A HI

B LO

B HI


Page 52 of 57

Template:TWSGB20DOE:DesignofExperimentsEntertheHighandLowlevelsforfactorA,BandC.NamesandLevelsarerecommendedbutnotrequired.

FactorName FactorLetter LowSetting HighSetting

RuneachoftheeightcombinationsinrandomorderusingtheRunOdercolumn Run

OrderAccele-rate

Boost Cycle AxB AxC BxC AxBxC Trail1 Trail2 Trail3 Trail4 Trail5 Avg.

1

2

3

4

5

6

7

8

Collectatleastoneoutputmeasurementforeachoftheeightruns.Fivearerecommended.Createabargraphtoidentifythefactorsorinteractionshavingthegreatesteffect.Iftheeffectofaninteractionisshowntobelarge,usetheinteractionplotstodeterminethebestsettingsthatwilloptimisetheoutput.Thencomparethedetailedcalculationsforanyfactororinteractionbyusingthedatacaptured.


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TWSGB21CoachingThesubjectareaforthisworksheetisto:Observe,listen,usequestioning,providefeedbackandspotlearningopportunitiesAneffectivecoachissomeonewhocanhelpanindividual(Coachee)throughhisorherowncurrentcircumstancesthatcouldbeworkorpersonalrelated.Thecoachistheretohelpfocusonthehereandnowandnotthepastorintothedistantfuture.Thecoachwillbelievethatthecoacheehastheanswerswithinthemselvesandthattheyjustneedthecoachingprocesstohelpthemseethepaththeyneedtotake.Acoachisnotanexpert,justsomeonewhocanhelpanindividualtounlocktheirownpotentialortofindtheanswerstotheirownissuesThekeyskillforcoachingistoasktherightquestionstohelptheindividualworkthroughtheirownissues.Buildingrapport,goodeyecontactandhavingempathyandexcellentlisteningskillssupportsthisskillTobeasuccessfulcoachyouwillneedtouseHighQualityQuestionsthatstartwiththesesimplewords:

• What• How• When• Which

ItshouldbenotedthataqualitycoachwillneverusethewordWhyasthiscanshiftthefeelingsandatmosphereandisfocusedonthepast.Byusingthehigh-qualityquestions,youwillseethecoacheerelaxandbealotmoreopenwhenexploringtheircurrentpersonalissueorproblem.Duringthecoachingsessionyouwillalsowanttotakestructurednotesforthecoachee,arecordofyourconversation.ThiswillshowthecoacheethatyouhavelistenedanditisadocumentthatcanbehandedbacktothecoacheetohelpthemontheirjourneyAnyactionsagreedbythecoacheecanbecapturedonthedocumentandpassedtothecoacheeattheendofthesession.Asthecoachyoucanusethisdocumenttowrapupthesessionbyjustrunningthroughtheareasthatarekeytothisindividual’ssuccessandanyagreedactionsthattheywouldliketotake.Itwouldbeusefultoyoutostarttohaveathinkaboutthehigh-qualityquestionsyoumaywanttouseinasession.However,itshouldbenotedthatnotallsessionsgothesamewaysotheartistolistentothecoacheeandthenpickyourquestionsaccordingly

SomeHigh-QualityQuestionscouldbe:

• Whatdoyouwanttoachieve?• Whatextrathingsdoyouneedtobesuccessful?• Whatstopsyouatthistime

• Howwillyouknowyouhavebeensuccessful?• Howrealisticdoyouthinkthatwouldbe?• Howmanytimesdidthathappen?

• Whendoyouthinkyoucouldachievethat?• WhendiditcometolightandHowdiditmakeyoufeel?

• Whichofthoseoptionssuityoubest?• WhichcoursewouldhelpyouonyoujourneyandWhatothersupportdoyouneed?


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Whenyouusethequestioningtechniquesmentionedyoushouldalsobeusingyourobservationskilltocheckthatyouruseofquestioningishavingthedesiredeffectandtomakesurethecoacheeiscomfortable.Youmayneedtochangeyourquestionsifthecoacheeisgettinguncomfortable.Buildtherapportslowlyandgraduallyyoucanexploredeeper.Asacoachwehavetobeskilledatlisteningtoourcoachee.Thisisdonewithgoodeyecontactwheninconversationandgoodbodylanguagee.g.relaxedposture,noddingofheadwheninconversationtoshowyouhaveheardwhatissaid.Thetakingofnotesalsoshowsthis,howeverweshouldalwaystellthecoacheethatwewouldliketomakenotesthereasonsformakingthem.Wehavedifferentlevelsoflisteningandtheyareasfollows:

• Non-listening• Tellingmystory• Judgement(toagreeordisagree)• Applicationandtounderstand

OurroleistobeatthehigherleveloflisteningApplicationandtounderstand.LetsquicklyexploretheothersAcoachasanon-listenerwouldnotdemonstrategoodeyecontact,wouldnotmakenotesofthesession,wouldnotaskpertinentquestionslinkedtotheconversationandwouldpotentialdemonstrateabehaviourofnotcaringandnotwantingtobeinthissituationThecoachasTellingmyStorywouldbeonewhohooksontosomethingthecoacheesays(anexperienceorasituation)andstartstotellthecoacheetheexperiencethattheyhavehadonthis,howtheydealtwithit,andwhattheydid.Thisdoesnothelpthecoacheeandthesessionwillnotbesuccessfulwiththistypeoflistening.Thecoachwithjudgement(toagreeordisagree)isonewhogivestheirownopiniontothesituationthatthecoachesfindshimorherselfin.Wearenotacoachtoofferjudgementonthesituationthatthecoachesfindthemselvesin.Ifyouarecarefulandstructuredwithyourhigh-qualityquestionsthisleveloflisteningshouldnotappear.Whenwetrulylistenthenwecantaketheinformationgiven,thinkabouthowwemightdealwithit,orbeaffectedbyitifthishadhappenedtous(application)andthenaskhighqualityquestionstohelpthecoacheemoveforwardontheirownjourneyofunderstandinggivingthecoachthehighest-levelApplicationandtoUnderstand


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TemplateTWSGB21

QuestionsforcoachingPersonalnotes

What… Usethisspaceforyourhigh-qualityquestions

How…

When…

Which…

CoachingNotes Name: Date:Notesfromsession:


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TWSGB22Dataanalysis–StatisticalProcessControl(SPC) ThesubjectareaforthisWorkSheetis:Selectandapplyappropriatetoolsforongoingmonitoringandcontrol.Analyseandinterpretcontrolcharts.Acontrolchartisaspecialisedtypeofrunchartthatmonitorsandcontrolssomeaspectsofprocessperformanceovertime.Thiscanbeappliedtobothcontinuousandattributedata,usingsamplestakenfromtheprocessatregularintervals.Itwillhelpidentifyspecialcausevariationbyprovidinganoutofcontrolsignal,whichshouldtriggertheneedforanimprovementaction.Ithelpsto:

• Avoidunnecessaryprocessadjustmentswhenvariationisduetocommoncauses• Maintainstableprocessperformance• Quicklydetectabnormalvariation• Facilitatefurtherprocessimprovement• MaintainthegainsmadeandlinksintotheFMEAandcontrolplans.

Atypicalcontrolchartwithvaluesovertime

Controlchartwithonepointoutofcontrol(Specialcausevariation)


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Template:TWSGB22Dataanalysis–StatisticalProcessControl

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