DEFINE

1. HSBC Six Sigma Roadmap DEFINE MEASURE ANALYSE ENGINEER CONTROL Tollgate Tollgate Tollgate Tollgate Tollgate Methodology: Problem is specified and detailed. Customer needs are clearly stated, process and products to be improved are identified, goals established, and project plan completed. Focus improvement efforts by gathering information and data on the “as-is” process to determine current process capability based on voice of the customer. Identify, test and confirm root cause(s) to identify gaps between current process performance and targeted goal performance. Generate, prioritise, select and implement approved improvements to better meet customer requirements. Improvements bridge the gap. Eliminate problems and prevent reoccurrence. Monitor, document and institutionalise improvements to ensure that processes “hold the gains” and customers remained satisfied. Steps: 1. Complete Team Charter 4. Ensure Accuracy of Data Sources 7. Identify Sources of Variation 10. Generate Solution Ideas 13. Implement Solution 2. Specify Customer Requirements 5. Collect Data 8. Rank Key Causes of Variation 11. Select Best Fit Solution 14. Monitor Process and Results 3. Complete High Level Process Map 6. Determine Process Capability 9. Validate Root Causes 12. Test Solution and Confirm Results 15. Replicate and Share Best Practice 15 Steps To Business Optimisation

2. HSBC Six Sigma Tool Selector DEFINE MEASURE ANALYSE ENGINEER CONTROL Tollgate Tollgate Tollgate Tollgate Tollgate 1. Complete Team Charter 4. Ensure Accuracy of Data Sources 7. Identify Sources of Variation 10. Generate Solution Ideas 13. Implement Solution Output: Tools: Output: Tools: Output: Tools: Output: Tools: Tools: Output: Project Charter completed (initially with many “TBD’s”) • Business Case • Problem Statement • Goal Statement • Cost Benefit Analysis • Team list • Project Plan / MGPP Capable measurement system for the Y metric with minimised error • Attribute Gage R&R • Continuous Gage R&R • Test / Retest • MSA • Calibration Structured set of possible sources of variation (X’s) • Fishbone Diagram • Affinity Diagram • Brainstorming • Five Whys • Process Analysis • Simulation Set of possible solutions to the prioritised critical X’s • Brainstorming • Triz • Innovation • QFD • Prototyping • Project Plan • Change Management • Cost Benefit Analysis • Stakeholder analysis • FMEA • Poka-Yoke Improved process Key Question(s): Key Question(s): Key Question(s): Key Question(s): Key Question(s): Have you made sure that the Business Case, Problem and Goal “triangulates” and aligns the project to the sponsor’s intent Are you sure that your data is accurate? Before you start collecting, have you tested the system? Are you happy that you have taken the time to consider ALL of the possible sources of ideas? Have you really produced a creative list of options using a balance of the tools available Have you created the conditions for authorship to drive ownership? 2. Specify Customer Requirements 5. Collect Data 8. Rank Key Causes of Variation 11. Select Best Fit Solution 14. Monitor Process and Results Output: Tools: Output: Tools: Output: Tools: Output: Tools: Tools: Output: CTQ’s details in a SMART format • VOC • Stakeholder Analysis • Focus Groups • Sampling • CTQ Tree • Kano Model Y (output) Data • Process Map • XY Matrix • Data Collection Plan • VA/NVA & ABC • FMEA • Sample Size • Benchmarking Ranked list of critical X’s • Screening DOE • Graphical Analysis • Hypothesis Testing • Process Analysis The proposal for implementation • Should be process map • Cost Benefit Analysis • Force Field Analysis • Solution Selection • Simulation • FMEA Audited ongoing performance • Process Capability • Audit • Process Management • Signed off benefits. • Control Charts • Critical X MSA • Documentation Key Question(s): Key Question(s): Key Question(s): Key Question(s): Key Question(s): Are we sure that we know what our customers want? How can we make the output measurable? What do you need to know? How will you balance the the need for speed and accuracy with the cost. Which X’s have an impact on the Y? Which ones can we control? Does your solution fix the problem? Does it meet the required ROI hurdle? In the absence of the Black Belt and team, does the process continue to be capable? 3. Complete High Level Process Map 6. Determine Process Capability 9. Validate Root Causes 12. Test Solution and Confirm Results 15. Replicate and Share Best Practice Output: Tools: Output*: Tools: Output*: Tools: Output: Tools: Tools: Output: Scope and high level process map • SIPOC Process capability and stability • Control Chart • Process Capability • Pareto • Descriptive Statistics Y=f(x) • Optimising Design • of Experiments • Multi-variant • Regression Proven solution • Planning tools • Pilot • DOE Leverage impact across HSBC globally • Project database • Six Sigma network • Celebrate Key Question(s): Key Question(s): Key Question(s): Key Question(s): Key Question(s): What process are we working on (in 5-7 steps)? Where is the start and stop? How well are we doing; are we capable? Are there stability issues? Is this still a top priority What is the function that drives the biggest impact for the fewest, controllable, X’s? Can you prove the solution has the desired impact before full roll out -balance risk and speed. What have you done to share this knowledge across the company? Mandatory tools are in normal font, Recommended tools are in grey * Quick Hits? * Quick Hits? Define Tollgate Sign-Off: Contract between the sponsor and team as to what they are going to work on Measure Tollgate Sign-Off: Detailed measurement of how the process is currently performing Analyse Tollgate Sign-Off: Validated and prioritised list of root causes Improve Tollgate Sign-Off:Proposed set of solutions for implementation Control Tollgate Sign-Off: Solutions implemented, institutionalised and offered for replication