Sixsigmagreenbeltprojectroadmapin 10 Deliverables

Six Sigma Project Roadmap for
Green Belts
Job Aid created by
Francisco Pulgar-Vidal, fkiQuality
fpulgarvidal@fkiquality.com
7/18/2013 Copyright fkiQualityLLC 2012 1
The Need for a SSGB Route Map
Many companies and programs teach six sigma but fail to
coach.
As a result, potential green belts do not complete a project,
fail to practice the theory and do not become certified.

This route map aims to provide direction one basic deliverable
at a time.
These 10 deliverables are the bare minimum to learn to use
six sigma at the green belt level.
SSGB Project Route Map
Quantified
objective
Team
identified
Signed by
sponsor
1
Project
Charter
What you
observed
End to end
With issues
mapped
2 Current
Process
Map
Duration
Errors
Cost
8 Wastes
3 Current
Perfor-
mance
Ask 5-whys
Deliver quick
wins
4
Fishbone
Potential root
causes
quantified
5
Scatter-
diagram
Future
process map
Roles
defined
Forms &
tools
6
Counter-
measures
Updated
solution
SOP
7
Pilot
KPIs
Targets
8
Future
metrics
Communicat
ion plan
Training
plan
9 Sustain
the
solution
Dollarize new
performance
10
Financial
impact
Define Measure Analyze
Improve Control
Continuously
Improve
DMAIC Route map
DMAIC is a route of discovery and improvement

From an annoyance to a real business problem - Define
From a worthwhile problem to a deep understanding of why it
is happening Measure and Analyze
From understanding to finding a countermeasure
From a tested countermeasure to a higher standard of work -
Improve
From a new standard to an established practice - Control
DMAIC Route map - Define
Aim to solve a problem for which you do not know the
solution
If you know the solution already, go and implement it:
Apply project management
Use organizational change management
Six sigma is not the method of choice
Still, you will benefit from using these six sigma tools:
Standards (SOP) to define the new procedures, targets, roles,
forms/tools and technology
Metrics for key variables (KPIs) and targets
Control system to know how to respond to performance changes
Define Project Charter
Every problem impacts a customer get them to express how
they feel about outcomes the customer pain
Go see the process and ask those in charge of it what is not
working the process pain
Size the prize: quantify, dollarize the opportunity the
business pain
Assess how much of the opportunity you can address in this
project:
Greenbelts seek a realistic goal for 90 days
Blackbelts seek to fix the process end-to-end
The scope is based on the goal
The team is based on the scope ensure complete coverage
and adequate sponsorship
Business Case: Opportunity Statement (High Level Problem Statement):
Goal Statement: Project Scope:
Project Plan: Team:
Task/Phase Start Date End Date Actual End Name: Role: Commitment (%):
SigmaXL Copyright 2006 - 2010
Defect Definition:
Process Start Point:
Process End Point:
Expected Savings/Benefits: In Scope:
Out of Scope:
P
r
o
j
e
c
t

C
h
a
r
t
e
r

T
e
m
p
l
a
t
e

Define SIPOC Diagram
The way to understand the problem starts with identifying the
process where things seem to go wrong (SIPOC)
Schedule a workshop with team members representing the
process end-to-end
Identify the outcome of the process when is it done-done?
List the main tasks needed to produce the outcome:
Do not go into details or special cases
No more than 7 tasks
What are the outputs produced by each task? Who uses these
outputs?
What inputs are needed by each task?
Which task or organization supplies the inputs?
SIPOC Template
Process/Project Name:
Date:
Prepared By:
Notes:
Suppliers Process Customers
Provider
Input
Description
Input
Requirements
(optional)
Output
Description
Output
Requirements
(optional) Recipient of Output
Inputs Outputs
See High
Level
Process
Steps Below
Step 1
Start Boundary:
Step 2 Step 3 Step 4 Step 5
End Boundary:
DMAIC Route map - Measure
Create a detailed process map to place failures in context
Measure or estimate by how much things go wrong update
charter
Find out what more you must know to fully describe the
problem (key indicators)
Plan to measure key indicators: how, where, when, who will
help you
Collect data as per the plan above
Focus on the most damaging failures (Pareto)
Determine whether the process is predictable (is in control)
Assess whether the process does what it needs to do well (is
capable)
Measure Swimlane Diagram
Create a detailed process map (from SIPOC to swimlane)
Highlight the tasks where things go wrong
Describe what goes wrong
Measure or estimate by how much update charter
Swimlane Diagram Sample
Source: edrawsoft.com
Measure Data Collection Plan
Select key performance indicators to measure how serious is
the problem:
Select output measures that customers care about: critical-to-quality
metrics (CTQ)
Select process measures that directly impact the CTQs
Select input measures that feed directly into critical process steps
Plan to measure key indicators: how, where, when, who will
help you
Collect data as per this plan

Data Collection Plan Template
Project Name:
Date:
Prepared By:
Notes:
Measurement/Metric Operational Definition
Data Source
and Location
Who Will Collect the
Data?
When Will Data
be Collected?
How Will Data
be Collected?
Is the Measurement
System Capable?
Graphical and/or Statistical
Tools to be Used
Measure Pareto Diagram
Confusion at the start of a project makes all problem signals
seem important
Use to sort the most damaging problems
Use to scope the project and use resources wisely
Look at data from multiple angles (by location, by product
type, by client category, ) to create Paretos of the tallest bars
Use to select problems for further analysis with fishbone and
statistical methods

Pareto Diagram Sample
Source: vertex42.com
Problems using weekly report
Measure Control Chart
Determine whether the process has predictable outputs
that is, whether it is in a state of control or not
Create control charts for the CTQs
Use rules to find special cause variation or common cause
variation
Special cause variation makes a process instable and the
project team must seek a way to deal with it right away

Control Chart Sample
DMAIC Route map - Analyze
Identify the most damaging issue (from Pareto)
What you have measured so far are outcomes: what caused them?
Suggest relationships between outcomes, process and inputs
(fishbone diagram)
Measure process indicators that result in bad outcomes
Measure the inputs which could cause the process to falter
Follow the numbers to confirm relationships between outcomes,
process and inputs
Run a workshop for above tasks:
Process maps where things go wrong?
Measures how badly things get?
Fishbone why did the issue happen? And organize your ideas
Pareto confirm with data
Share findings with sponsor and/or champion and ask for support
DMAIC Route map - Improve
Identify in the fishbone things to change right away (quick
wins): your team knows how to fix it, you have the authority
to fix it, no technology is needed
Have a workshop (kaizen event):
Fishbone how will we fix the issue? And organize your
ideas
Countermeasures organize all components: procedures,
forms/files, measurements, associate training
Try it observe what went right or wrong
Fail-proof how to make it impossible to err again? And
update countermeasure

DMAIC Route map - Control
Establish measurement discipline: what to measure (metrics
for output, process, input), who will do it, how often, what to
report, to whom
Define corrective action when execution fails PDCA
Document countermeasure, metrics and corrective action in a
new standard
Share with sponsor/champion and get support to deploy new
standard to the target community

Get Your Winning Attitude
Not knowing what really happens breeds wild theories first
explanations are mostly incorrect, listen to:
http://www.freakonomics.com/2012/01/24/how-to-get-doctors-to-
wash-their-hands-visual-edition/
You think a report tells the whole story? go see whats
happening and be surprised
Try multiple times plan a change, do it, measure the impact,
learn from it
Do not work alone activate your sponsor and team
Better training or more communication alone are fake
solutions instead, fail-proof your proposed solution
Coaching Session Guidelines
Your coach or a willing colleague should challenge you weekly
with these questions.
Content:
What have you done since last meeting?
What are you going to do this week?
Which obstacles could stop you?
Support:
What can your coach do?
What can your champion do?

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