DMAIC Define Overview

1. DMAIC Define Overview Paul Grooms Black Belt in Training

2. Define Overview • Six Sigma Intro • DMAIC High Level • “Define” - objectives, tools & deliverables • Checklists • Big “Y” / PMCS Alignment • Q&A

3. Before What is Six Sigma? • A universal problem-solving methodology (DMAIC) • A rigorous performance improvement approach • A customer-focused, data-driven approach to understanding process variation (VOP) and defect reduction (VOC) • A performance target of 3.4 defects per million opportunities Target Value Process Center Upper SpecLimit Lower SpecLimit After VOP VOC Where VOP meets VOC!!!

4. DMAIC Define Measure Analyze Improve Control • Project Selection • Business Case • Charter • SIPOC / VSM • VOB / VOC • CTQ Tree • Generate Solutions • Rank & Select • ROI / Pilot • Implement • E =Q*A • Process Flows • Data • Collection Plan • Pattern’s In Data • Process Capability • Control Plan • Results • Process Flows • Data • Root Cause Analysis CTQ’s (Six Sigma Problem Solving Model)

5. Identify Outcome Indicators Identify Business Opportunity/Gap • Select measures that link process performance to problem area related to CTQ • Shows need for improvement Select Resources (% Time) and Charter Project Good Run Chart Develop Preliminary Problem Statement D D D D D A B C D E Identify Customer’s Critical To Quality (CTQ) Attributes Voice Drivers CTQ’s Baseline Goal Assess Financial $ Impact (COQ) ~28 days 48 hrs # Days for return Return Time -1.79 σ 2.78 σ VOB Time & $/case TBD TBD Resources Prepare Communication & Project Plans Map High Level Processes and Set Boundaries Stakeholder Analysis Project Planning Worksheet Core A A B B C C D D E E A A A A B B C C D D E E A A Who What When L D D D D D D D D D D D D B B C C D D E E A A 1 A A DEFINE: Story Components To define the customer, the CTQs, the team charter, and map the core business process

6. M A I C D (Highlight the current phase your project is in) Team Members: (Core team members only) Project Overview: Insert the general business case for why we are working on the project. Highlight the Big Y that the project supports. Summarize in 2-4 sentences. Use Arial 12 point. Big “Y’s”: CSAT, CoPQ, Cash, TTM Mentor: Problem Statement: Insert a complete description of the problem, not the proposed solution. Follow the SMART model as best it applies. Do not use acronyms (unless they are defined within the text). Define what the opportunity is. Use Arial 12 point, no caps, not Italics for this text. Sponsor(s): Champion: Project CTQ(s): Benefits: VOC, VOB. Should include benefits to the organization and to the customer. If defined, these should be financial in nature (i.e., inventory reduction of $xxx, service level improvement from 50 to 75%, backlog reduction of $xxx or x%). If customer benefits can be quantified, then do so. Benefits should directly relate to what you defined as a defect and an opportunity. Therefore, a reduction in DPMO will have a direct impact on the business by xxx. Use Arial 12 point. Project Metric: If you are working an inventory project, metric would be inventory $ or turns, cycle time would be cycle time hours, days, etc. Defect: Define what is the defect. Opportunity: Risks: When can a defect occur. Identify any risks the business leaders should be made aware of at this point in the project. If data integrity is a risk, then highlight it and ensure you include it in your action plan to address it at the back of the package. If you have no risks, then leave blank and state that as you are progressing through your current phase there are no risks identified. Risks should tie back to the problem statement you have outlined and are working on, not something dealing outside the scope of the project. Use Arial 12 point. DPMO (for each CTQ) Starting: (Baseline, if it has been calculated, otherwise TBD) Goal: (50% reduction if >3 Sigma, 10X reduction if <3 Sigma) Stretch: (100X reduction) Current DPMO: TBD (if it has not been calculated)

7. Define Phase Checklist: Charter • Met with the Value Stream Leader (VSL)/Process Manager and the team to kick off the project? • Validate the charter and made necessary changes? • Identified key stakeholders and their perspectives/needs/concerns? • Identified product families within the value stream? • Identified initial Business Case and projected values against corporate “Y” VOC/VOB • Did the team use VOC/VOB data to validate the CTQ’s? • Are the CTQ’s defined from the Customer/Business point of view? • Is more VOC/VOB data needed? If yes what’s the plan? • Has the specification been defined with data? • Has the team identified all relevant customer/business segments? VOP • Is the start and stop of the process clearly defined? • How much process data exists and will more need to be collected? • Are you understand what’s “in & out?”

8. Define Phase Checklist: Product Family Matrix • Are all relevant products and processes included? • Has it been confirmed with coach, Champion, VSL? • Has volume variation (within a day, day-to-day, seasonal) been identified? Stake Holder management • Does the team have a list/map of stakeholders? • Was the list created with input from all team members? • Is the list broad enough? Has the team considered all elements of the project (to the extent known) and identified stakeholders for each? • Has the team been able to imagine the stakeholders’ likely perspectives on and commitment to the project, or has the group gone no further than it’s own perspective? Next Steps • When will the Data Collection Plan be ready for review? • Does a value stream mapping workshop need to be scheduled? • When will the team have a more thorough analysis of the project stakeholders?

9. Keep Big ‘Y’ & PMCS Alignment In Mind • What is the High Level Business Focus (Big ‘Y’) • CSAT, CoPQ, etc… • How do the CTQ’s align or influence the Big ‘Y’? • Can you measure the the impact and the key influencing elements (X’s)?