Bonacorsi Consulting Define Master Template

Program Nam
Lean Six Sigm
<Project Title
(State From ... To)>
< Last Name, First Name >
DefineMeasure
AnalyzeImproveControl
Wave No: <xx>
Review Date: <xx/xx/xxxx>
LEAN
SIX SIGMA
Program Nam
Lean Six Sigm
DefineMeasure
AnalyzeImproveControl
LEAN
SIX SIGMA
Define
Define Phase Road Map
Define Measure Analyze Improve Control
Activities Tools
• Team election and scoping • Project Charter
• Review Project Charter • Voice of the Customer and Kano
• Validate High-Level Value Stream Map and Analysis
Scope • SIPOC Map
• Validate Voice of the Customer • Project Valuation/ROIC Analysis Tools
and Voice of the Business • RACI and Quad Charts
• Validate Problem Statement • Stakeholder Analysis
and Goals • Communication Plan
• Validate Financial Benefits • Effective Meeting Tools
• Create Communication Plan • Inquiry and Advocacy Skills
• Select and Launch Team • SWOT Analysis
• Develop Project Schedule • Time Lines, Milestones,
• Complete Define Gate and Gantt Charting
• Pareto Analysis
Bonacorsi Consulting 3
Define
Project Description
 Describe the project in non-technical terms
 ?
 Define the project’s scope and boundaries

(locations, products, operations, etc)
 Is the scope reasonable?
 Have key constraints and key assumptions been
identified?
Where are you feeling the pain?

 ?
Enter Key Slide Take Away (Key Point) Here
Clarifying roles is a critical
preliminary step for setting Define
Responsibility Grid Improvement teams up for success!
Responsibility Grid Decision

1 = should be the only one to
Cham ent
make this decision
pi on
2 = should have veto power
Lead e
t
r
t
t
nbel
o me
oym
uti v
kbel
kbel
sor
er
Bla c r
over this decision
Spon t
ec
te
3 = should be one of those
Mas
Proj
Exec
Gree
Cust
Depl
Bla c
who votes
Charter
Define
Execution
Measur A = has to execute
e B = has to assist in
execution (provide
information,…)
C = not involved in execution
Analyze
Improve
Responsibility
Control P = Perform
A = Approve
R = Review

Define
Team Effectiveness
 Ground Rules
 Team Roles
 Team Meeting Frequency
 Tools used by Team
 Team Issues (Schedule, Vacations, Availability,
Communication)
 Other

Define
Strategy - Thought Map
Are the
team
members
identified?
Are my
champions
and
Problem Controller
briefed? Critical
variables
identified?
Has the
CTQ’s
been
defined?
Is Y=F(X) Can we
Are the establishe control
CTQ’s d? X’s?
measurabl
e?
Can we
Do we have a
have
measurement
dashboard
system?
s on X’s?
Define
Customer Segmentation Matrix
Customer Segmentation Matrix
Product / Service Customers Potential Segments

Define
Kano Analysis Chart
Ranking
of
Custome
r Needs

Define
VOC Plan
Process Name: Project Name:
Created By: Date Initiated:
Location: Current Revision Date:
Additional Information:
Customers and Segments
• List the various customers (external) and other key stakeholders • ?
(business partners, regulatory agencies, etc.) of your process.
• ?
• Are there different types of stakeholders who may have very different
needs? If so, list these as different segments. • ?
What You Want to Know
• Develop a list of specifically what you want to know about your • ?
customers and other stakeholders needs. • ?
• Use the following list as a guide: • ?
• What are the most important process outputs • ?
(products/services)?
• ?
• What is the performance level of the important outputs?
• ?
• What are the problems with the outputs? What is their impact?
• ?
• What do you like about _______?
• ?
• What can be improved about _______?
• ?
• What can be done to make your job easier?
• ?
• What specific recommendations would you make to us?
• ?
• How do we compare relative to our competitors?
• ?
• How easy is it to do business with us?

Define
VOC Plan (Cont.)
Information Sources (Check the data sources that you think will be most useful)
Reactive Data Proactive Data
Complaints Interviews
Problem or service hot lines Focus groups
Technical support calls Surveys
Customer service calls Comment cards
Claims, credits Sales visits/calls
Sales reporting Direct observation
Product return information Market research/monitoring
Warranty claims Benchmarking
Web page activity Other:
Other:
VOC Collection Plan Summary

• Summarize your plans to gather and use both reactive and proactive • ?
sources of VOC information.
• ?
• Indicate how much data you will get, how you will get it, and when.
• Include, for instance: • ?
• What specific sources of data you plan on exploring • ?
• The number of interviews or surveys you plan to use • ?
• Which customers you will contact • ?
• The amount of data you will collect - When you will start and end the
data collection • ?
• How you plan on analyzing the gathered information • ?
• Etc. • ?

Define
Voice of the Customer (VOC)
Critical
Voice of Key Customer
Custome Customer
the Issue(s)
r Requirement
Customer
Who is the What does the We need to identify the We should summarize key issues
Customer? customer want from issue(s) that prevent us from and translate them into specific and
us? satisfying our customers. measurable requirements
 ? ? ? ?
 ? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?

Define
Voice of the Customer (VOC)
Questions
Customer “Voice of the Categories: Critical To
Customer” Verbatim Delighters / One Satisfaction Who are the customer focus
Dimensional / groups?
MustBe’s
<Right Click, and select Add Text>
<Customer> <“…..”> <….> <Design /
Service /
Process> What methods were used to
capture customer needs?

Service / <Right Click, and select Add Text>
Process>
What CTQ is the primary focus
for this project?
Service /
Process> <Right Click, and select Add Text>
Critical-to-Quality (CTQ)
Define
Tree
Performance Level 1 Level 2 (CTQ:Y)
attribute (Big Y) Revenue
Gross Margin
COGS
Operating Income
Profitability Sales General &
Effectiveness of Net Income Admin (SG&A)
return Corporate Taxes
Share Return on assets
Supply chain
responsiveness Delivery Performance Supplier on time
Supply chain P.O on time
Delivery reliability Fill rate
Warehouse on time
Perfect order & in full shipment
fulfillment
3PL on time
Process Requirement <Right Click, Add Text> Unit of Measure <Right Click, Add Text>
Defect <Right Click, Add Text> Data Type <Right Click, Add Text>

Quality Functional Deployment Define
(QFD)
Importance Rating Legend Correlation Matrix
Importance
Strong Impact 9
Ratings
Moderate Impact 3 Strong Positive
Strong
Weak Impact Impact 1 9
"Blank" for no Impact Positive
Moderate Impact 3
Negative
Weak Impact 1
# Strong Negative #
# "Blank" for No Correlation
Competitor Comparison:
VOC Prioritization Rating
Totals "What Importance"

Process Requirements
Credit Approval Check

Fill Out Forms Washington Mutual
Funding Loan
Underwriting
Lock Loan
Close
VOC Prioritized Comments Wells Fargo
Countrywide
Bank of America
1 2 3 4 5
Loan Approval Cycle Time 5 <= 14 days 9 9 9 0 0 0 135
1st Call Resolution 2 >= 75% 1 0 9 0 0 9 38
Approval to Loan Close Cycle Time 5 <= 30 days 0 0 1 3 9 0 65
Fee (Good Faith Estimate) Accuracy 3 >= 85% 9 3 1 0 0 1 42
Invoice Completeness 4 100% 9 9 9 0 0 1 112
Average Speed To Answer 1 <= 15 sec 1 0 0 0 0 0 1
Unexpected Fees 2 <= $5 9 1 1 9 1 1 44
Totals "How Importance" 129 92 109 33 47 27

Project Definition - Define
Includes/Excludes
Project Scope
Includes Excludes
What:
Where:
When:
Who:
Time:
Define
VOC - SIPOC
S I P O C
Suppliers Input Process Output Customers
Providers of the Resources required (Numerical Top level description of the activity Deliverables (Numerical Stakeholders
required resources by the process requirements on inputs) from the requirements on inputs)
Requirements process Requirements
• ? • ? • ? • ? • ? • ?

Start
• ? • ? • ? • ? • ? • ?
• ? • ? • ? • ? • ? • ?
Stop

Define
Schedule
 Review high-level schedule milestones here
 Phase Completions
 Gate Reviews
 Executive Briefing
Tollgate Review Schedule
Tollgate Scheduled Revised Complete
Define: XX/XX/XX - XX/XX/XX
Measure: XX/XX/XX XX/XX/XX XX/XX/XX
Phase 1: Define Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Phase 2: Measure Improve: XX/XX/XX XX/XX/XX XX/XX/XX
Phase 3: Analyze Control: XX/XX/XX XX/XX/XX XX/XX/XX
Phase 4: Improve
Phase 5: Control
Oct 07 Nov 07 Dec 07 Jan 08 Feb 08 Mar 08 Apr 08

Define
Team Charter
Resource Plan Project Information Tollgate Review Dates
Date Signoff
Project Lead
Define
Project Sponsor
Measure
Project Champion
Analyze
Coach
Improve
Team Members Control
Rolling Action Item List (RAIL)
Meeting Date Project Status
Meeting Frequency

Green (Done)
Red (offtrack)
Yellow (WIP)
Define
Project Charter
Business Case Project Scope
• Process Start: <…>
• Process End: <…>
<Explain why did you pick up this project?> • In Scope: <…>
• Out of Scope: <…..>
• Constraints: <…>
Problem Statement Key Learning's
• Impacted Process: <…>
• Cultural Change:<…>
<Explain the pain felt by the customer> • Organizational Change: <…>
SMART Goals Recommendations
CTQ Baseline Actual World • Effort Replication Areas: <…>
Benchmark
Customer Satisfaction Benefits
<Explain the benefits for the customer>
Critical Path Analysis / Pert / Define
Gantt Chart

Define
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
Annual Estimate Replicated Estimate
Revenue • Type 1: ? • Type 1: ?
• Type 2: ? • Type 2: ?
Enhancement • Type 3: ? • Type 3: ?
Expenses • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Reduction • Type 3: ? • Type 3: ?
Loss • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Reduction • Type 3: ? • Type 3: ?
Cost • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
Avoidance • Type 3: ? • Type 3: ?
Total Savings • Type 1: ? • Type 1: ?

• Type 2: ? • Type 2: ?
• Type 3: ? • Type 3: ?

Define
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?

Define
SWOT Analysis
Strength Weakness
 ?  ?
 ?  ?
 ?  ?
 ?  ?
Opportunity Threat
Short Term
 ?  ?
 ?  ?
Long Term
 ?  ?
 ?  ?

Define
Multi-Generational Project Plan
MGPP
Gen1 Gen2 Gen3
Target Date
Vision
Key
Functionality
Technology
Requirements
Target
Customers
Metrics
Dependencies
Process Bottleneck Identification & Define
Workload Balancing
 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

Takt Time Net
= Process Time Available
Number of Units to Process


Define
Influence Strategy

Define
Communication Plan
Topics of
Audience Media Purpose Discussion/ Owner Frequency Notes/Status
Key Messages
Define
RACI Chart
R
A== Responsible
Accountable –– The
The person
person who
who performs the action/task.
is held accountable that the action/task is
completed.
C = Consulted – The person(s) who is consulted before performing the action/task.
I = Informed – The person(s) who is informed after performing the action/task.
Responsibl Accountabl
Step Action/Task e e Consulted Informed
1
2
3
4
5
6
7
8
9
10

Define
Current Status
 Key actions
completed
 Issues
 Lessons
learned
 Communication
s, team
building,
organizational
activities
Define
Next Steps
 Key actions
 Planned Lean Six Sigma Tool use
 Questions to answer
 Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
Last Revised:
Status Revised Due
No. Description/Recommendation Due Date Resp Comments / Resolution
Open/Closed/Hold Date
1
2
3
4
5
6
7
8
9
10
Define Stop
Has the team defined
the opportunity from
both business and Define
Tollgate Checklist Tollgate
Review
customer
perspectives?
 Is this project important, i.e. has the project been chosen because it is in alignment with <Business Unit> goals and the
strategic direction of the ‘business’?
 What is the problem statement – detailing (what) is the problem, (when) was the problem first seen, (where) was is it
seen, and what is the (magnitude or extent) of the problem. Is the problem measured in terms of Quality, Cycle Time
or Cost Efficiency, not expected financial benefits? Ensure there is no mention or assumptions about causes and
solutions.
 Does a goal statement exist that defines the results expected to be achieved by the process, with reasonable and
measurable targets? Is the goal developed for the “what” in the problem statement, thus measured in terms of Quality,
Cycle Time or Cost Efficiency?
 Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the
business units, suppliers, external and business customers, etc.?
 Is the project scope reasonable? Have constraints and key assumptions been identified? Have IT implications been
addressed and coordinated with IT managers?
 Who is on the team? Are they the right resources and has their required time commitment to the project been
confirmed by Sponsor and Team?
 What is the high level work plan? What are the key milestones (i.e. dates of tollgate reviews for DMAIC projects)?
 Who are the customers (business units, suppliers, external and business customers) for this process? What are their
requirements? Are they measurable? How were the requirements determined?
 Who are the key stakeholders? How will they be involved in the project? How will progress be communicated to
them? Do they agree to the project?
 What kinds of barriers/obstacles will need assistance to be removed? Has the development of a risk mitigation plan to
deal with the identified risks been developed?
Define
Sign Off
• I concur that the Define phase was successfully completed on
MM/DD/YYYY
• I concur the project is ready to proceed to next phase: Measure
Enter Name Here Enter Name Here

Green Belt/Black Belt Deployment Champion
Enter Name Here
Enter Name Here Sponsor / Process Owner
Enter Name
Financial Representative
Here
Master Black Belt
Bonacorsi Consulting
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. Steven Bonacorsi is a Senior Master
Black Belt instructor and coach.
© 2006 by Bonacorsi Consulting, L.L.C. Steven Bonacorsi
All Rights has trained
Reserved.
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.

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Program Nam

Lean Six Sigm

 Define the project’s scope and boundaries

Where are you feeling the pain?

Enter Key Slide Take Away (Key Point) Here

Responsibility Grid Decision

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

VOC Collection Plan Summary

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

<Customer> <“…..”> <….> <Design /

Enter Key Slide Take Away (Key Point) Here

Process Requirement <Right Click, Add Text> Unit of Measure <Right Click, Add Text>

Defect <Right Click, Add Text> Data Type <Right Click, Add Text>

Enter Key Slide Take Away (Key Point) Here

Totals "What Importance"

Credit Approval Check

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

• ? • ? • ? • ? • ? • ?

Enter Key Slide Take Away (Key Point) Here

Oct 07 Nov 07 Dec 07 Jan 08 Feb 08 Mar 08 Apr 08

Enter Key Slide Take Away (Key Point) Here

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Expenses • Type 1: ? • Type 1: ?

Loss • Type 1: ? • Type 1: ?

Cost • Type 1: ? • Type 1: ?

Total Savings • Type 1: ? • Type 1: ?

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

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Enter Name Here Enter Name Here

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