Define Presentation

OMC Internal Revision No. 2.
0
Issue Date. Jan'2005
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MICROLAND
Six Sigma
DMAIC Green Belt Training
DEFINE
OMC Internal Revision No. 2.0
2
DEFINE
DEFI NE Learning Objectives
Toidentifytheprocessor product for improvement
To identify customers and translate the customer needs
intoCTQs
Todevelopateamcharter
Problem/goal statement, project scope, business case, teamroles, and
milestones
To develop a high-level process map for the most
significant four tofivestepsof theprocess
Toobtainformal project approval
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DEFINE
DEFI NE - Steps
Define Process Map
- Define Process
- Connect the Customer
to Your Process
- Map Business Process
- Verify Process Map
Define
Measure Analyze Improve
Control
Identify Customer
& Project CTQs
- Identify Customer(s)
- Compile & Evaluate
- Data for Existing
Customers
- Analyze Voice of the
Customer(s)
- Translate Customer
Needs Into
Requirements (CTQs)
- Integrate CTQs with
Business Strategies
- Identify Project CTQs
Develop Team
Charter
-Develop The Problem
and Goal Statements
-Develop The Business
Case
-Determine Project
Scope
-Select Team & Define
Roles
-Set Project Milestones
Obtain key stake holders
signoff
4
DEFINE
I dentify Customers
Customers
Internal
External
are those who utilize your product or
serviceas an input to their process to deliver
output for the next internal customer or the
external customer
are those who use your end product or
service
5
DEFINE
Critical To Quality
CTQs (Critical to Quality) are the key measurable characteristics of a
product or process whose performance standards or specification
limits must be met in order to satisfy the customer. They align
improvement or design efforts with customer requirements.
CTQs represent the product or service characteristics that are defined
by the customer (internal or external). They may include the upper and
lower specification limits or any other factors related to the product or
service. A CTQ usually must be interpreted froma qualitative customer
statement to an actionable, quantitative business specification.
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Translate VOC to Critical To quality measures ( CTQs )
ToolsUsed
AffinityDiagram - TooManyRequirements
Kanomodel - All RequirementsEquallyImportant
CTQtree - UnspecificCustomer Requirement
ComplexBroadNeeds
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Affinity Diagram
A tool used to organize and present large amounts of data (ideas, issues,
solutions, problems) into logical categories based on user perceived
relationshipsandconceptual frameworking.
Oftenusedinformof "stickynotes" senduptofront of roominbrainstorming
exercises, then grouped by facilitator and workers. Final diagram shows
relationship between theissueand thecategory. Then categories are ranked,
andduplicateissuesarecombinedtomakeasimpler overview.
DEFINE
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DEFINE
Affinity Diagram
Idea
Header
Verbatim VOC High-Level Needs
Header Header Header Header
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Exercise
How MICROLAND can improve its Customer Satisfaction ?
You being a part of internal customer are required to collect your
views/ideas and then carry out an Affinity Diagram exercise to figure out
the high level needs.
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DEFINE
Kano Model
Kano (a J apanese researcher), stated that there are four types of customer
needs, or reactions to product characteristics / attributes:
1. The 'Surprise & Delight' factors. These really make your product stand out
fromthe others. Example, a passenger jet that could take off vertically.
2. The 'More is Better'. E.g. a jet airliner that uses a little less fuel than the
competition.
3. The 'must be' things. Without this, you'll never sell the product. E.g. A jet
airliner that cannot meet airport noise regulations.
4. Finally, there are the 'dissatisfiers', the things that cause your customers
not to like your product. E.g. a jet airliner that is uncomfortable to ride in.
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DEFINE
Kano Model
Delighters
Innovation
Less functional
Satisfaction
Functional
Dissatisfaction
Must be
Critical Priorities
One Dimensional
Competitive Priority
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DEFINE
CTQ Tree
A CTQ tree is a tool that aids in translating Customers Language into
Quantified requirements of our product/ service.
Purpose: -
Translates broad customer requirements into specific critical to quality
requirements
Helps teamto move fromhigh level to detailed specification
Ensue that all aspects of need are identified
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CTQ Tree
Response (Y)
Measurement definition
Customer Requirement Target
Specification Limits
USL
LSL
Maximum allowable defect rate
Response (Y)
Customer Name Customer Requirement Target
USL
LSL
Response (Y)
Customer Requirement Target
USL
LSL
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Example CTQ Tree - I M Sev 3 Ticket
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Big Y Small Y's Detail Y's Measurement SLA
Tkt ack Response Y1 ack time " mints"
Measurment definition
From the time the time at which a tkt is
opened at CHD andtill the time an
Engineer gives the ack 60 mints
Target <60 mints
Specification limit USL =60 mints
Tkt restoration Response Y2 Response time " hrs"
IM S3 ticket
From the time time at which a tkt is opened
at CHD and till the time an Engineer does
the resoration
24hrs
Target <24 hrs
Specification limit USL=24 hrs
Tkt closure Response Y3 Closre time " hrs"
From the time at which a tkt is opened at
CHD and till the time at which an Engineer
closes the tkt with RCA 72 hrs
Target <72 hrs
Specification limit USL=72hrs
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DEFINE
DEFI NE - Steps
Define Process Map
- Define Process
- Connect the
Customer to Your
Process
Define
Control
Identify Customer
& Project CTQs
- Data for Existing
Customers
Customer(s)
Needs Into
Requirements (CTQs)
Business Strategies
Develop Team
Charter
and Goal Statements
Case
-Determine Project
Scope
Roles
signoff
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Business Case
Problem Statement
Goal Statement
Scope
Milestones
Roles and Responsibilities
Document that provides framework & objectives
Clarifies what is expected out of the project
Develop Team Charter
DEFINE
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Why is the project worth doing?
What are the consequences of NOT doing it now?
Why is it a priority?
What are the advantages of doing it now?
How does it fit with business initiatives and targets?
Business Case
DEFINE
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Should answer:
What is wrong or not meeting our customers need?
When and where do the problem occurs?
Whom is it impacting?
How big is the problem?
What is the impact of the problem?
Should NOT answer:
Potential cause
Conclusions or potential solutions
Description of pain.
What, When, Where, Whom, Which
How much?
Problem Statement
DEFINE
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Problem Statement
DEFINE
Poor Example:
Our customer arehighlydissatisfiedbecauseof theSev3ticket closureissue
Improved Example:
Inthemonthof March-04( when), theaverageTAT for Sev3tickets( what) is
105hrsi.e.~4days( howmuch). Thisrangesfromaminimumof 40minsto
amax of 1147 hrs. This is abreach of SLA ( impact) for TAT of tickets and
henceeffort shouldbetheretoreduceTAT within72hrs.
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Definition of improvement the team is seeking to
accomplish
Startswithaverb(reduce, eliminate, control, increase)
Shouldberealisticandnot aggressive
Transformsvisionintoadiscretestatement of direction
Should be SMART (Specific, Measurable, Attainable,
Relevant, Time-Bound)
Goal Statement
DEFINE
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Purpose: To clearly describe and gain agreement on the logical
boundariesof theproject
InScope
Out of scope
What iswithintheboundariesof theproject andwhat isoutsidethose
boundaries.
What isthestart point andwhat isthestoppoint?
Project Scope
DEFINE
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Project Scope I n Frame Out Frame
DEFINE
This is avisual tool based on theanalogy of apictureframe. It challenges
theteamto identify thoseaspects of theproject (thetypeandextent of end
results or deliverables, thepeopleimpacted, timing, product lines impacted,
sitesinvolved,etc.) whichare
intheframe (meaningclearlywithinthescopeof work),
out of theframe,
or half-in-half-out (meaning this is either up for debate, or some aspects
areinthescopeof work but onlyinapartial way.)
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Referencepoint markingmajor eventsinaproject
Highlevel Project planwithdates
Typicallydatesof completingDMAIC phases
Consider theeffort andflowof dataindefiningdates
Aggressivebut realistic
Mile Stone
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Role of Champion
Role of BB
Role of GB
Role of Project Team
Frequency of interaction
Purpose of Interaction
Process of Interaction
Roles & Responsibilities
DEFINE
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What: A tool to determine individuals and/or groups whose
commitment isessential for project success
Why: Toensurethat theproject leader hasidentifiedKeyStakeholders
How: List individuals/groups involved in the process and identify
project function
ARMI Model
DEFINE
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A Approval of team decisions outside their charter authorities, i.e., sponsor,
businessleader
R Resourcetotheteam, onewhoseexpertise, skills, or clout may beneededonan
adhocbasis
M Member of team, withtheauthoritiesandboundariesof thecharter
I Interestedparty, onewhowill needtobekept informedondirection, findings, if
later support istobeforthcoming
Key
stakeholders
Startup/planning
PROJ ECT
Implementation
PHASE
Evaluation
ARMI Model
DEFINE
27
This tool is based on a simple model for teamformation. It
challenges the teamto consider four critical and interrelated
aspects of teamwork: Goals, Roles, Processes and
Interpersonal relationships. It is invaluablein helping agroup
becomeateam.
G.R.P.I Check List
DEFINE
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GOALS Howclear andinagreement areweonthe
missionandgoalsof our team/projects?
ROLES - Howwell doweunderstand, agreeon, and
fulfill therolesandresponsibilitiesfor our team?
PROCESSES - To what degree do we understand
and agree on the way well approach our project
AND our team? (Procedures and approaches for
getting our project work done? For running our
team?)
INTERPERSONAL - Are the relationships on our
team working well so far? How is our level of
openness, trust, andacceptance?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
G.R.P.I Checklist Low High
G.R.P.I Team Model
DEFINE
29
DEFINE
DEFI NE - Steps
Define Process Map
- Define Process
- Connect the
Customer to Your
Process
Define
Control
Identify Customer
& Project CTQs
- Data for Existing
Customers
Customer(s)
Needs Into
Requirements (CTQs)
Business Strategies
Develop Team
Charter
and Goal Statements
Case
-Determine Project
Scope
Roles
signoff
30
Process
A seriesof actions, changes, or functionsonaninput bringingabout an
output that arevaluetothecustomer
ProcessMapping
Techniquefor creating acommon vision and shared languagefor
improvingbusinessresults
Graphical display of steps, events and operations that constitutea
process
Processboundary
The limits of a particular process, that define the start and stop
pointsof theprocess
Process Explained
DEFINE
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Starts With the Customer . . .
. . . Ends With the Customer
SIPOC - Process Flow
COPIS - Process Thinking
S
Suppliers
I
P
Process
O
Outputs
C
Customer
Measures
Measures
Requirements Requirements
Xs Inputs Ys
Its goal is to connect the customer to the process and identify key
inputs and requirements.
High Level Process Map
DEFINE
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Messaging Sev3 tickets High Level Process Map
SIPOC
DEFINE
Suppliers Input Process (High Level) Output Customers
1 1 Problem Description Start Point: 1
Work Around /
Temporary Fix 1 GE E-Mail Users
2 User Details 2
Permanent Fix of the
Incident
3
Snap shots or
attachements if required 3 Resolved Incident
2 1 Problem Description 1 Acknowledge the ticket
2 User Details 2
TSE works to resolve the
problem
3
Snap shots or
attachements if required 3
TSE Resolves the call
and restores the ticket
4
TSE requests for
confirmation from User
to close call
End Point:
Ticket closed in Service Centre
TS/TAM/SM
GE Businesses
Operation or Activity
Service Centre Ticket assigned
to Messaging TSE

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