Professional Documents
Culture Documents
<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
Control
“Descriptive Project Title”
Process Capability Analysis for Average Spee
Customer Profile – 28,000 Retail Business Process Capability – Before
LSL
USL
Process Data
Results/Benefits CPU
CPL
0.51
1.46
After the 3 month project, the customer saved US$150K,
Cpk or 0.51
Cpm *
30%, as a result of reduced end user downtime. 0 10 20 30 40
Overall (LT ) Capability Observed Performance Expected ST Performance Expected LT Performan
Pp 0.72 PPM < LSL 0.00 PPM < LSL 6.29 PPM < LSL 67
PPU 0.38 PPM > USL 130177.51 PPM > USL 62109.19 PPM > USL 12967
A Savings of US $150k in 2007!
PPL
Ppk
1.07
0.38
PPM T otal 130177.51 PPM T otal 62115.48 PPM T otal 13034
Bonacorsi Consulting 3
Control
Project “Storyboard” – Example
Define 1.2 Day
Project Charter CTQ Gap Sigma
Performan
BUS CASE: Be #2 Fin Service Provider ce Level
of 1.3
GOAL: Reduce Loan/Lease CT from
9.2 to 8.0 days by July 1
Measure
FIN IMPACT: $2.7M per year Analyze
Contro
l
Improv
Loan or e
Pilot Plan
Lease
Screen
Entry
Color
Printout
sReward
s&
Work & Turnover, Waiting, & Automation Recog
Affect CT; Job Aids affect Variation in CT Flex
Time
Bonacorsi Consulting 4
Program Nam
Lean Six Sigm
DefineMeasure
AnalyzeImproveControl
LEAN
SIX SIGMA
Project Charter Control
Measure Overview
Process Capability Graphical Analysis
I -MR Chart of Delivery Time
CTQ: ? 40
UC L=37.70
Unit (d) or Mean (c): ?
Individual Value
35
DPMO (d): ? 25
20 LC L=20.56
1 28 55 82 109 136 163 190 217 244
Observation
Sigma (Short Term): ?
UC L=10.53
10.0
Sigma (Long Term):?
Moving Range
7.5
5.0
MSA Results: show the percentage result of the 2.5
__
MR=3.22
Bonacorsi Consulting 7
Control
Analyze Overview
Hypothesis Tests Value-Add Analysis
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?
Bonacorsi Consulting 13
Control
Sign Off
Once the project is complete and has been reviewed by the Green Belt/Black Belt or
other Quality mentor, the project should be reviewed with Deployment Champion,
Project Sponsor, Process Owner, Master Black Belt and other project or process
stakeholders. In addition, financial benefits of the project (or the method used to
estimate financial benefits) should be confirmed by your Process Owner and/or finance
representative.
• Policies & Procedures for the Improve and Control phases were documented and
communicated on MM/DD/YY
• I understand the New Policies and Procedures
• I understand and take responsibility for monitoring the Defect Measurements as
delineated in the Control Plan
• I will report the progress on this subprocess on a regular basis to the customer (internal or
external)
• I have reviewed this project’s financial benefits with the Deployment Champion, Sponsor
and Finance
• I understand the corrective action procedure and am responsible for ensuring that action
items are completed toEnter
hold the gains and
Name capture
Here Enter theName
financialHere
benefits
Enter Name Here
Enter Name Here
Sponsor / Process Owner Executive Director Financial Representative Green Belt/Black Belt
Bonacorsi Consulting 14
Control
Project Contributors
Steering Team Support Team
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
Project Ownership Team Deployment Team
<Name>: <Contribution> <Name>: <Contribution>
<Name>: <Contribution> <Name>: <Contribution>
<Name>: <Contribution> <Name>: <Contribution>
<Name>: <Contribution> <Name>: <Contribution>
<Name>: <Contribution> <Name>: <Contribution>
<Name>
Has Successfully Participated In The
“Project Name”
Your Commitment to the Program Name is Recognized as the
Driving Force Behind the Future Success of Your Organization, Incorporated.
Month XX, XXXX to Month XX, XXXX
Bonacorsi Consulting 16
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.
Bonacorsi Consulting 17