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Control Phase Six Sigma Control Plans
Now we are going to continue in the Control Phase with “Six Sigma Control Plans”.
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Statistical Process Control
Solution Selection Control Plan Elements Six Sigma Control Plans Lean Controls Welcome to Control Statistical Process Control (SPC) Wrap Up & Action Items The last physical result of the Control Phase is the Control Plan. This module will discuss a technique to select various solutions you might want to use from all of your defect reduction techniques found earlier in this phase. We will also discuss elements of a Control Plan to aid you and your organization in sustaining your project’s results.
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End of Control: Your Objectives
You have already decided on the some defect reduction methodology. Final decisions will clarify which defect reduction tools to use. Capital expenditures may be required. Training hurdles to overcome. Management buy-in not completed. This module will help select solutions with a familiar tool. The Control Phase allows the Belt and team to tackle other processes in the future. The elements of a Control Phase aid to document how to maintain the process. This module identifies the elements of strong Control Plans. We have discussed all of the tools to improve and sustain your project success. However you might have many options or too many options to implement final monitoring or controls. This module will aid you in defect reduction selection. Another objective of this module is to understand the elements of a good Control Plan needed to sustain your gains. Remember: The objective is to sustain the gains initially found in the D, M, A, I Phases.
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Selecting improvements to implement:
Selecting Solutions Selecting improvements to implement: High-level objective evaluation of all potential improvements ~ Impact of each improvement Cost to implement each improvement Time to implement each improvement Balance desire with quantifiable evaluation ~ Engineering always wants the gold standard Sales always wants inventory Production always wants more capacity The tool for selecting Defect Prevention methods is unnecessary for just a few changes to the process ~ Many projects with smaller scopes have few but vital control methods put into the process. What’s next?? Selecting solutions comes down to a business decision. The impact, cost and timeliness of the improvement are all important. These improvement possibilities must be balanced against the business needs. A cost benefit analysis is always a good tool to use to assist in determining the priorities. Recall us talking about the progression of a Lean Six Sigma project? Practical Problem – Statistical Problem – Statistical Solution – Practical Solution. Consider the Practical Solutions from a business decision point of view.
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Impact Considerations
Impact of the improvement: Time frame of improvements ~ Long-term versus Short-term effectiveness If a supplier will lose a major customer because of defects the short term benefit will prevail first. Effectiveness of the improvement types ~ Removing the Root Cause of the defect Monitoring/flagging for the condition that produces a defect Inspecting to determine if the defect occurred Training people to not produce defects Please read the slide. Now that’s IMPACT!
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Cost to implement improvement:
Cost Considerations Cost to implement improvement: Initial cost to implement improvement ~ Cost to train existing work force Cost to purchase any new materials necessary for improvement Cost of resources used to build improvement Any capital investments required On-going costs to sustain improvement ~ Future training, inspection, monitoring and material costs It’s all about the cash! Please read the slide.
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Time to implement improvement:
Time Considerations Time to implement improvement: Technical time constraints ~ What is the minimum time it would take to implement? Time to build/create improvement, time to implement improvement Political time constraints ~ What other priorities are competing for the technical time to build the improvement? Cultural time constraints ~ How long will it take to gain support from necessary stakeholders? Please read the slide. The clock’s ticking……
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Improvement Selection Matrix
Implementing this familiar tool to prioritize proposed improvements is based on the three selection criteria of time, cost and impact. All the process outputs are rated in terms of their relative importance to the process ~ The outputs of interest will be the same as those in your X-Y Matrix. The relative ranking of importance of the outputs are the same numbers from the updated X-Y Matrix. Each potential improvement is rated against the three criteria of time, cost and impact using a standardized rating scale Highest overall rated improvements are best choices for implementation Please read the slide.
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Improvement Selection Matrix
This should resemble the X-Y Matrix. This tool is of no use if you have one or two improvement efforts to consider. The outputs listed above in most cases resemble those of your original X-Y Matrix but you might have another business output added. The significance rating is the relative ranking of outputs. If one output is rated a 10 and it is twice the importance of a second output the rating for the second output would be a 5. The improvements, usually impacting the X’s, are listed and the relative impact of each item on the left is rated against its impact to the output. The overall impact rating for one improvement is the sum of the individual impact ratings multiplied by their respective significant rating of the output impacted. Items on the left having more impacts on multiple outputs will have a higher overall impact rating. The cost and timing ratings are multiplied against the overall impact rating. The improvements listed with the highest overall ratings are the first to get consideration. The range of impact ratings can be zero to seven. An impact of zero means no impact. The cost and timing ratings are rated zero to seven. With zero being prohibitive in the cost or timing category. Solution Matrix.xls
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Improvement Selection Matrix Project Outputs
Primary and Secondary Metrics of your Project. List each of the Y’s across the horizontal axis Rate the importance of the process Y’s on a scale of 1 to 10 1 is not very important, 10 is critical The Significance rankings must match your updated X-Y Matrix rankings Again, the project outputs in the selection matrix start with the primary and secondary metrics you had on your Project Charter. These significance ratings are rated one to ten. All even at the start!
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Improvement Selection Matrix
Just like when using the FMEA, your ratings may vary for the three Selection Matrix categories. Feel free to use whatever objective ratings you desire. These are some general guideline ratings, customize them to meet your business, just try to standardize whatever criteria you choose.
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Improvement Selection Matrix
The recommended cost ratings from zero to seven are here. In many companies expenditures that are not capitalized usually are desired because they are smaller and are merely expensed. Your business may have different strategies or need of cash so consider your business’ situation.
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Improvement Selection Matrix
These time ratings are ranked from zero to seven. You might wonder why something taking a year or more is suggested as a zero rating. This implies the improvement should not be considered. Many businesses have cycle times of products less than a year so improvements that long are ill considered. But again, it depends on the needs and objectives of your company so take that into consideration.
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Example of Completed Solution Selection Matrix
Improvement Selection Matrix Output Improvements with the higher overall rating should be given first priority. Keep in mind long time frame capital investments, etc. should have parallel efforts to keep delays from further occurring. This is just an example of a completed Selection Matrix. Remember a cost or time rating of zero would eliminate the improvement from consideration. Also remember your ratings of the solutions should involve your whole team to get their knowledge and understanding of final priorities. Again, higher overall ratings are the improvements to be considered. Do NOT forget about the potential to run improvements in parallel. Running projects of complexity might need the experience of a trained project manager. Often projects need to be managed with Gantt charts or timelines showing critical milestones.
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Implementing Solutions in Your Organization
Implementation plans should emphasize the need to: Organize the tasks and resources Establish realistic time frames and deadlines Identify actions necessary to ensure success Components of an implementation plan include: Work breakdown structure Influence strategy for priorities and resourcing Risk management plan Audit results for completion and risks. All solutions must be part of Control Plan Document. Once you have made your selection of defect reduction solutions you need to plan those solutions. A plan means more than the proverbial back of the envelope solution and should include timelines, critical milestones, project review dates and specific actions noted for success in your solution implementation. Many people use Excel or MS Project but many options exist to plan your project closing with these future sustaining plans. We have a plan don’t we?
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A Control Plan is: What is a Control Plan?
Written summary describing systems used for monitoring/controlling process or product variation Document allowing team to formally document all control methods used to meet project goal Living document to be updated as new measurement systems and control methods are added for continuous improvement Often used to create concise operator inspection sheet NOT a replacement of information contained in detailed operating, maintenance or design instructions ESSENTIAL portion of final project report ~ Final projects are organizationally dependent Informal or formal Filed as part of project tracking mechanism for organization Track benefits Reference for unsustained results Please read the slide.
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WHO Should Create a Control Plan
The team working on the project!!!! ANYONE who has a role in defining, executing or changing the process: Associates Technical Experts Supervisors Managers Site Manager Human Resources We did it!! Please read the slide.
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Why Do We Need a Control Plan?
Project results need to be sustained. Control Plan requires operators/engineers, managers, etc. to follow designated control methods to guarantee product quality throughout system Allows a Belt to move onto other projects! Prevents need for constant heroes in an organization who repeatedly (seem to) solve the same problems Control Plans are becoming more of a customer requirement Please read the slide. Going for distance, not the sprint!
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Implemented Improvements Verified Financial Impact
Control Plan Elements Implemented Improvements Control Plan Aligning Systems & Structures Documentation Plan Monitoring Plan Response Plan Training Plan Verified Financial Impact Process owners are accountable to maintain new level of process performance The five elements of a Control Plan include the documentation, monitoring, response, training and aligning systems and structures.
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Control Plan Information
The team develops the Control Plan by utilizing all available information from the following: Results from the Measure and Analyze Phases Lessons learned from similar products and processes Team’s knowledge of the process Design FMEAs Design reviews Defect Prevention Methods selected Aligning Systems & Structures Documentation Plan Monitoring Plan Response Plan Training Plan Control Plans use all of the information from the previous phases of your project and the Defect Prevention methods selected. Control Plans may not be exciting because you are not doing anything new to the process but stabilizing the process in the future with this document. You might wonder when you would review a design review but if your Six Sigma project was on a new product or service, this would be appropriate.
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Who/What organizations require training?
Training Plan Who/What organizations require training? Those impacted by the improvements ~ People who are involved in the process impacted by the improvement People who support the process impacted by the improvement Those impacted by the Control Plan ~ Process owners/managers People who support the processes involved in the Control Plan People who will make changes to the process in the future Training Plan Please read the slide.
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Who will complete the training?
Training Plan Who will complete the training? Immediate training ~ The planning, development and execution is a responsibility of the project team Typically some of the training is conducted by the project team Qualified trainers ~ Typically owned by a training department or process owner Those who are responsible for conducting the on-going training must be identified Specific training materials need developing. PowerPoint, On the Job Checklist, Exercises, etc. Training Plan Please read the slide.
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When will training be conducted?
Training Plan When will training be conducted? What is the timeline to train everyone on the new process(es)? What will trigger ongoing training? New employee orientation? Refresher training? Part of the response plan when monitoring shows performance degrading? Training Plan Please read the slide.
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Training Plan Outline Training Plan Please read the slide. Training
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Documentation must be kept current to be useful.
Documentation Plan Documentation is necessary to ensure what has been learned from the project is shared and institutionalized: Used to aid implementation of solutions Used for on-going training This is often the actual Final Report some organizations use. Documentation must be kept current to be useful. Documentation Plan Documentation Plan Please read the slide.
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Items to be included in the Documentation Plan:
Process documentation ~ Updated Process Maps/flowcharts Procedures (SOP’s) FMEA Control Plan documentation ~ Training manuals Monitoring plan—process management charts, reports, SOPs Response plan—FMEA Systems and structures—job descriptions, performance management objectives Documentation Plan Please read the slide.
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Assigning responsibility for Documentation Plan:
Responsibility at implementation ~ Belt ensures all documents are current at hand off Belt ensures there is a process to modify documentation as the process changes in place Belt ensures there is a process in place to review documentation on regular basis for currency/accuracy Responsibility for ongoing process (organizationally based) ~ Plan must outline who is responsible for making updates/modifications to documentation as they occur Plan must outline who is responsible to review documents—ensuring currency/accuracy of documentation Documentation Plan Please read the slide.
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Documentation Plan Outline
Please read the slide.
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Purpose of a Monitoring Plan: Assures gains are achieved and sustained
Provides insight for future process improvement activities Development of a Monitoring Plan: Belt is responsible for the development of the monitoring plan Team members will help to develop the plan Stakeholders must be consulted Organizations with financial tracking would monitor results. Sustaining the Monitoring Plan: Functional managers will be responsible for adherence to the monitoring plan ~ They must be trained on how to do this They must be made accountable for adherence Please read the slide.
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Knowledge Tests: When to Sample ~ After training Regular intervals
Monitoring Plan Knowledge Tests: When to Sample ~ After training Regular intervals Random intervals (often in auditing sense) How to Sample How to Measure Monitoring Plan I knew I should have paid more attention! Please read the slide.
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Statistical Process Control:
Monitoring Plan Statistical Process Control: Control Charts ~ Posted in area where data collected Plot data points real time Act on Out of Control Response with guidelines from the Out of Control Action Plan (OCAP). Record actions taken to achieve in-control results. Notes impacting performance on chart should be encouraged Establishing new limits ~ Based on signals that process performance has changed Monitoring Plan Please read the slide.
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FMEA is a great tool to use for the Monitoring Plan
Response Plan FMEA is a great tool to use for the Monitoring Plan Allows process manager and those involved in the process to see the entire process and how everyone can contribute to a defect free product/service. Provides the means to keep the document current—reassessing RPNs as the process changes Monitoring Plan Please read the slide.
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Decision criteria; decision road map Multi-variable tables
Monitoring Plan Check Lists/Matrices Key items to check Decision criteria; decision road map Multi-variable tables Visual Management Alerts or signals to trigger action ~ Empty bins being returned to when need stock replenished Red/yellow/green reports to signal process performance Can be audible also 5S is necessary for Visual Management Monitoring Plan Please read the slide.
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Response Plan Response Plans — outline process(es) to follow when there is a defect or Out of Control from monitoring ~ Out of control point on Control Chart Non random behavior within Control Limits in Control Chart Condition/variable proven to produce defects present Check sheet failure Automation failure Response to poor process results are a must in training Response Plans are living documents updated with new information as it becomes available. Response Plan Please read the slide.
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Components of Response Plan:
The triggers for a response ~ What are the Failure Modes to check for? Usually monitor the highest risk X's in the process The recommended response for the Failure Mode The responsibilities for responding to the Failure Mode Documentation of response plan being followed in a Failure Mode Detailed information on the conditions surrounding the Failure Mode Response Plan Please read the slide.
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Response Plan – Abnormality Report
Detailed documentation when failure modes occur. Provide a method for on-going continuous improvement. Reinforce commitment to eliminating defects. Fits with ISO 9000 standard of having a CAR or Corrective Action Request. Method to collect frequency of corrective actions. Response Plan Please read the slide.
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Aligning Systems and Structures
Systems and structures are the basis for allowing people to change their behaviors permanently ~ Performance goals/objectives Policies/procedures Job descriptions Incentive compensation Incentive programs, contests, etc There are long- and short-term strategies for alignment of systems and structures. Aligning Systems & Structures Please read the slide.
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Aligning Systems and Structures
Get rid of measurements not aligned with desired behaviors Get rid of multiple measures for the same desired behaviors Implement measures aligned with desired behaviors currently not motivated by incentives Change management must consider your process changes and how the process will respond? Are the hourly incentives hurting your chance of success? Aligning Systems & Structures Please read the slide.
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Project Sign Off Best method to assure acceptance of Control Plan is having supervisors and management for the area involved. Meeting for a summary report Specific changes to the process highlighted Information where Control Plan is filed Aligning Systems & Structures Now that’s a Control Plan! Please read the slide.
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End of Lean Six Sigma Methodology
At this point you should be able to: Identify all five phases of the Lean Six Sigma methodology Identify at least three tools from each phase Show progress on your ongoing project Now for the last few questions to ask if you have been progressing on a real world project while taking this learning. First, has your project made success in the primary metric without compromising your secondary metrics? Second, have you been faithfully updating your metric charts and keeping your process owner and project Champion updated on your team’s activities. If not, then start NOW. Remember a basic change management idea you learned in the Define Phase. If you get involvement of team members who work in the process and keep the project Champion and process owner updated as to results then you have the greatest chance of success.
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