Lean Six Sigma Toolkit sample

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toolkit contents introduction 1 DMAIC Problem Solving Framework 12 2 How to Use This Toolkit 3 Lean Sigma Role Definitions 14 Lean Six Sigma Support Website 4 Accreditation Exam 8 Identifying Project Ideas 16 What is Lean Six Sigma 11 Design for Six Sigma Great Sponsorship 18 Levels of Improvement Activity Evaluating Initial Project Ideas 20 define phase 25 analyse phase 81 27 83 Scoping Projects 29 Root Cause Analysis Tools: Project Charter 31 Cause & Effect Analysis 85 Problem Statements 33 5-WHYs 87 y = f(x) Cascade Statistical Analysis Tools: 89 SIPOC Map 35 Basic Stats & Normal Distribution 93 In/Out of Frame Tool 37 Dealing with Non-Normal Data 95 Understanding Voice of 39 Minitab Quick Guide the Customer 41 Hypothesis Testing Voice of the Customer 43 Regression Analysis Affinity Diagrams 45 CTQ Tree improve phase 99 Kano Analysis 47 103 Paired Comparisons 49 Flow Processing Techniques 109 Operational Definitions 51 Creative Thinking 111 Setting-up a Project 53 Payoff Matrix 113 Commitment Plan 55 Design of Experiments 115 Elliott Kemp Matrix 57 Solution Selection Techniques Stakeholder Analysis Piloting RACI Chart Responsibility Matrix control phase Skills Matrix Maintaining Process Control measure phase Control Plan 119 Process Mapping & Analysis Tools Control Charts 121 Waste Analysis & Elimination Value Stream Map Long Term Measurement Plan 123 Process Mapping Process Sequence Charts 61 Mistake Proofing 125 Managing Risk 63 Failure Mode Effect Analysis 65 Standard Operating Procedures 127 Data Collection Planning 67 Data Collection 5S Workplace Organisation 129 Measurement System Analysis 69 Sampling Visual Management 131 Process Capability 71 73 Implementing & Embedding Change 75 77 Anchoring Change 133 Capability /Readiness Chart 135 Embedding Change 137 Force Field Analysis 139 Persuasion Framework 141

Y = f(x) Cascade: scoping projects a tool for scoping projects define What is it & what do we use it for? measure • Improvement projects should be scoped so that they have the potential analyse to deliver significant business benefits, but they must also be manageable within the required timescale. improve • The Project Scoping Cascade (also known as a Y=f(x) Cascade) is one of several team-based tools which can be used to help with this scoping to: – focus the project on key issues and maintain alignment with key business goals. – ensure that ‘lower level’ improvements feed through to ‘higher level’ business goals. How to use • Identify the key business output we are trying to improve: denoted Y1 in the cascade. • Working at this initial (high) level, list the key inputs (‘X-factors’) which affect Y1: denoted X1.1, X1.2, X1.3, etc. in the cascade. • Use data and/or team experience to identify the most significant • ‘X-factor’ at this level, then focus on this key factor, which becomes the 2nd tier Y: denoted Y2 in the cascade. • Working at this new (lower) level, list the key inputs which affect Y2: denoted X2.1, X2.2, X2.3, etc. in the cascade. • Use data and/or team experience to identify the most significant ‘X-factor’ at this level, then focus on this key factor, which becomes the 3rd tier Y: denoted Y3 in the cascade. • Working at this next level down, list the key inputs which affect Y3: denoted X3.1, X3.2, X3.3, etc. in the cascade. • Continue the cascade, using as many levels as necessary, until the project is scoped to a manageable level. control 29 © 2016 Smallpeice Enterprises

Y = f(x) Cascade: define a tool for scoping projects User tips measure • The ‘big issues’ (i.e. the key business outputs) will normally be monitored by business managers, and projects may be identified as a direct result. • Management information collected by businesses often includes the key inputs (‘X factors’), but may only be available at a high level. If it can be trusted, this information can be used when developing the cascade, although often it does not drill down deep enough for the lower levels. • If data is not available, and cannot be obtained in a reasonable timescale, team experience may have to be used. In this case, it is important that the team includes or consults staff from all relevant areas. • The cascade should be reviewed as a team and with key stakeholders at each stage of development to ensure that the key issues are being correctly identified. • The cascade is also helpful in identifying opportunities for replicating improvements, and for identifying additional worthwhile projects. Example Downloadable www analyse template available Y1 = Flights to leave on schedule improve Y1 = f (Aircraft, Crew, Check in, Baggage, Ground Services, Security, ATC,) Higher level X becomes lower level Y Y2 = f (Check in, Security, Labelling, Sorting, Offload, Uploading, etc.) Y3 = f (Staffing, Tugs, Schedules, Conveyors, etc.) Y4 = f (Breakdown, Cart availability, Off load schedules, Drivers) control © 2016 Smallpeice Enterprises 30