Black Belt Training - Module 1 - Day 1
Transcript of Black Belt Training - Module 1 - Day 1
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Belt Training
WelcomeWelcome toto ModuleModule 11
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Administration Details
Emergency Exits and Fire Drills
Contact Point
Mobile phones and PagersPlease leae them s!itched o"" duringthe !or#shop sessions$
Co""ee and Meals
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%ntroductions
Who are you&
Where do you !or#&
What is your#no!ledge o"
DMA%C'&
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The Course (tructure
Module 1
Module )
Module *
Module +
%ntroduction to DMA%C' and to the
DMA%C' process$ The "irst t!o phases,De"ine and Measure- o" the DMA%C'process$ ,* days-
The third phase ,Analyse- in the DMA%C'process$ ,* days-
The "ourth and "i"th phases ,%mproe and
Control- in the DMA%C' process$ ,* days-
The "inal phase ,'eplicate- in the DMA%C'process$ ,1 day-
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This Module.s /b0ecties
nderstand the basic philosophy o" DMA%C' nderstand the "undamentals o" data
management$
nderstand the DMA%C' process
Proide all the material so that the "irst t!ophases can be commenced 2 De"ine andMeasure$
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This Module.s Agenda
0830
1000
1230
1330
1500
1830
Day *
Lunch
Measure3 (tep 4Collecting the
data
Measure3 (tep 4
The next phase
Day )
Lunch
De"ine3 (tep *Forming Team
Measure3 (tep 5(ta#eholders
Measure3 (tep 67eed
Measure3 (tep 8
9ision
De"ine3 (tep +De"ining
/pportunity
Measure3 (tep 67eed
Day 1
%ntroduction
to DMA%C'
The DMA%C' process
Lunch
DataManagement
P:T Process
De"ine3 (tep 1and (tep )
%ntroductions
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Co""ee Brea# 2 1; minutes
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%ntroduction to%ntroduction toDMA%C'DMA%C'
Belt Training
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DMA%C' is about reducing ariation
/""2Target
<<
<<<<<
<<<
<
< <
9ariation
<
<
<
<
<<
<
<
<<<
Centre theProcess
Reduce theSpread
/n2Target
<
<
<<<< <<<<<
<< <
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*σ
+σ
6σ
8σ
(igma
As ariation reduces so do errors
1 misspelled !ord eeryother line o" text
1 misspelled !ord in1* lines o" text
1 misspelled !ord in5 pages o" a document
1 misspelled !ord in+6; pages ,a boo#=-
De"ects
1 hour !asted eeryt!o !or#ing days
1 hour !asted eery) !or#ing !ee#s
1 hour !asted in)$+ !or#ing years
1 hour !asted in18; !or#ing years
Time
But getting there isn.t easy 2 it needs a systematic andBut getting there isn.t easy 2 it needs a systematic and
disciplined approach to process improementdisciplined approach to process improement
Money
>85?;;; !asted per >1 million in assets
>8?;;; !asted per >1 million in assets
>)*; !asted per >1 million in assets
>* !asted per>1 million in assets
Factor
x)8
x84
x11
DMA%C' is *$+ de"ects in eerymillion opportunities
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Where are !e today &
Actiity dpmo (igma ,de"ects per million opportunities-
Manual assembly 1;;; +$6Automated assembly 18 6$8Typical s@! build *;;; +$)Credit notes );?;;; *$+Exchange build 18;?;;; )$67et!or# upgrades )6;?;;; )$)
;
6
1;
16
);
)6
*;
8 6 + * )
(igma eel
Cost o"9ariation
o" (ales
The Cost$
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(o !e must reduce ariation$$$
DMA%C' is consistently meetingcustomers. reuirements pro"itably
$but !ho sets the targets&
Customers? Customers and
Customers
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no!ing !hat causes the outputs to ary
DependentDependent
/utput/utput E""ectE""ect
(ymptom(ymptom
Monitor Monitor
<<11 $ $ $ <$ $ $ <NN
%ndependent%ndependent
%nput2Process%nput2Process CauseCause
ProblemProblem
ControlControl
Therefore we need to understand the X’s andTherefore we need to understand the X’s and
improve the ones with most influence on Y improve the ones with most influence on Y
The variation in Y is caused by variation of the X’s
/utput ,.s- Process,<.s- %nput ,<.s-
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'emember it.s the process not the people
“ “ Eightyfive percent of the reasonsEightyfive percent of the reasonsfor failure to meet customerfor failure to meet customer
e!pectations are related toe!pectations are related to
deficiencies in systems anddeficiencies in systems and process" rather than the employee# process" rather than the employee#
The role of management is toThe role of management is to
change the processchange the process rather thanrather than$adgering individuals to do $etter#% $adgering individuals to do $etter#%
W Ed!ards Deming
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But DMA%C' !ill impact and change people
GA programme aimed at the near elimination o"de"ects "rom eery product? process andtransaction. 2 &inancial Times
GA hard2edged programme to delier results. 'eil Sutcliffe( CE) *arconi Services
GA consuming passion s!eeping across the
company. 2 +ac, -elch( CE) .eneral Electric
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:etting to DMA%C' is li#e$$$$$
$$$trying to eat an elephant
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There"ore$$$
ots o" small chun#s 2 PR)+ECTS
A pro0ect must hae a minimum leel o" potentialimpact 2 T/*E or *)'EY
A rigorous uantitatie improement process"ocused on !hat is important to the customer 2 T0E 1*2/CR PR)CESS
Highly trained? highly capable people2 C02*P/)'S 3 4E5TS
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Does it !or#&
Motorola 2 turnaround in semiconductormanu"acturing I "inancial per"ormance$
Allied (ignal 2 Cost saings exceeding J4;;msince1KK6$
:eneral Electric 2 most admired company t!oyears running? and consistently increasinggro!th and pro"it$
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Case study3 Motorola
Motorola began implementing its 8σ improement
programme in 1K45 !hen it per"ormed at a +σ leel$
By 1KK) Motorola.s diisions aeraged a 6$)1σ leel o" per"ormance in their pursuit o" 8σ$
During the same period Motorola.s salesproductiity had increased "rom J84$K to J11;$1per employee and saings due to operationsimproements in the (A !as oer J)$) Billion$
Motorola.s 8σ per"ormance demonstrated thathigh uality and lo! cost can be mutuallyachieed$
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Case study3 Allied (ignal
%mplemented 8σ in 1KK+ "or Loperations excellence$
%nitial + months? 8;; pro0ects reduced de"ects 84$
(aed J156M at bottom line in 1KK6 22 J1$)B in 1KK8=
,These saings do not include oerhead? inentory?indirect charges or aoidance costs 22 the impact is
bigger=- Fastest improement rate obsered implementing 8σ=
Expects to sae J1$4 billion annually ,8 o" reenues-!hen lin#ed to3
Product design Customer serice
Allied stoc# gains 18) ,December 1KK+2Nune 1KK5-
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Case study3 :eneral Electric
:E began its 8σ e""orts in late 1KK6 and targets to sae oer
J1;B during the next year by reducing its current cost o"poor uality ,J5B a year- to less than J1B annually? ,J8Bsaings annually-$
'educing scrapped parts to 8σ leels$ 'educing re!or#ed parts to 8σ leels$ 'ecti"ying transaction mista#es to 8σ leels$
Analysts estimate 8σ could "ree another J)B in cash "romimproed inentory processes$
:E has trained )*; internal auditors as six sigma roingconsultants rotating to three assignments annually? inaddition :E !ill train a total o" 1?+;; blac# belts$
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Why does (ix (igma !or# &
DMA%C' is drien by top leel management$
DMA%C' is aligned to strategic businessob0ecties$
DMA%C' has uniersal application across thebusiness$
Pro0ects are selected based on #ey businessissues and !ill not be chosen i" there is notangible impact on the business$
DMA%C' pays "or itsel"O returns are "ar greater
than inestment$ Bene"its are isible and traceableO "ocus is on
pro"itability$
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Why Are Most Companies at *2 +σ
&
* sigma + sigma 6 sigma 8 sigma
MostMost
companiescompanies Already G(uccess"ul.
Dependence on inspection andre!or#
'eliance on trial and error
'e!arding "ire2"ighting behaiour
ittle "ocus on ualitymeasurements
Functional silos
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Ta#ing the /perational Excellence eap
(trong and sustained leadership
(ystematic and rigorous approach
(trong "ocus on measurement andanalysis
Continuous and Brea#throughimproement
Dedicated pro0ect support
* sigma + sigma 6 sigma 8 sigma
What.s needed to ma#e the leap&
MostMost
companiescompanies
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%n Conclusion? DMA%C' is3
A philosophy
A measurement
A methodology A standard 2 !orld class per"ormance
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BeltM1D1 -26
Exercise 1 2 Why 8σ ???
%denti"y the possiblebene"itsto DMA%C'
%denti"y the possibleobstacles toDMA%C'
Ho! might you sellDMA%C' in yourdiision&
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BeltM1D1 -27
unch Brea# 2 8; minutes
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Belt Training
%ntroduction to%ntroduction toData AnalysisData Analysis
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BeltM1D1 -29
(ix (igma is about reducing both$
/""2Target
<<
<<<<<
<<<
<
< <
9ariation
<
<
<
<
<<
<
<
<<<
Centre theProcess Reduce theSpread
<
<
<<<< <<<<<
<< <
To do this you need dataand you need to be able to analyse that data
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BeltM1D1 -30
/""2Target 9ariation
Centre the
Process
Reduce the
Spread
/n2Target
Dra!ing the same picture a di""erent !ay$$
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BeltM1D1 -31
(iing ariation$$$
<
<<<<
<
<<<<<
<< <
<
<
<
<
< <
<
<
<<
<
(tandard deiation Qσ
QΣ
,mean2alue-)
n
σ
Q large number
σ
Q medium number
σ
Q small number
<
<
<
<
<
<
<
<
<<<
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BeltM1D1 -32
'educing ariation$$$
'educing ariation is bene"icial?'educing ariation is bene"icial?
but you also need to #no! thebut you also need to #no! thelimits that apply to the processlimits that apply to the process
output$output$
These are imposed eitherThese are imposed either
directly or indirectly by thedirectly or indirectly by the
customer$customer$
The !ider the process spread? orThe !ider the process spread? or
the tighter the limits? the morethe tighter the limits? the more
de"ects "rom the process$de"ects "rom the process$
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BeltM1D1 -33
Process Potential %ndex 2 Cp
%t !ould be use"ul i" !ecould hae a "igure that
de"ines ho! good aprocess is? in relation tothe speci"ication limits$
The "irst o" these is#no!n as the ProcessPotential %ndex andabbreiated to Cp
Process Potential? Cp
Q (2 ( DMA%C'
o!er (peci"icationimit ,(-
pper (peci"icationimit ,(-
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BeltM1D1 -34
Typical alues o" Cp
Approximately )? CApproximately )? Cpp Q ;$5Q ;$5
Approximately *? CApproximately *? Cpp Q 1$;Q 1$;
Approximately +? CApproximately +? Cpp Q 1$*Q 1$*
,"or DMA%C'? C,"or DMA%C'? Cpp Q )$;-Q )$;-
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BeltM1D1 -35
Centering the process $$$
<
<<<<
<
<<<<<
<< <
<
<<<
<<<
<<
<
<
<target
target
The process is capable?The process is capable?
but o"" target$ Ruotingbut o"" target$ Ruoting
standard deiation or eenstandard deiation or eenCCpp does not coney thedoes not coney the
sie o" the problem$sie o" the problem$
target
<<
<<
<<<
<<<
<
< <
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BeltM1D1 -36
Process Capability %ndex 2 Cp#
Cp assumes the process
is centred on the targetalue? !hich is rarely thecase$ (o? !hen it isn.t?!e hae to use another
index$
This is the ProcessCapability %ndex and
abbreiated to Cp#
o!er (peci"icationimit ,(-
pper (peci"icationimit ,(-
Process Capability? Cp#
Q 7earest (pec imit 2 Mean *
σ
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BeltM1D1 -37
Typical alues o" Cp#
CCp#p# Q ;$+Q ;$+
CCp#p# Q ;$4Q ;$4
CCp#p# , Q C, Q Cpp - Q 1$*- Q 1$*
%nterpreting Cp#
%ncapable S 1Capable 1? S 1$69ery capable 1$6
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BeltM1D1 -38
Transactional Processes
%n transactional processes !e o"ten do not
#no! the speci"ication limits "or the process$There"ore !e can not determine the sigmaleel in the method using spec limits$
Ho!eer? !e !ill #no! the number o" de"ects
produced by the process and the DMA%C'leel can be calculated "rom this number$
De"ectie :ood
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BeltM1D1 -39
Method "or calculating Gdpmo.
Count the obsered leel o" de"ects$,/ccasions !hen customer reuirements arenot met$-
Determine the number o" opportunities "orde"ects to occur !ithin the process$
From the t!o "igures calculate the Gdpmo.,number o" de"ects per million de"ect
opportunities-$ Derie process DMA%C' "rom a Gdpmo. table$
"
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BeltM1D1 -40
'ules "or calculating Gdpmo.
The de"ect opportunity must be important to
the sta#eholder @ customer$ When calculating process DMA%C' a"ter
improement actions? use the same numbero" opportunities as "or DMA%C' be"ore the
changes$ Don.t arti"icially hi#e the number o"
opportunities 2 they must be reasona$ly li#elyto occur=
First2pass yield is used? not "inal yield incalculating DMA%C'$
C l l ti P DMA%C'
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BeltM1D1 -41
Calculating Process DMA%C'
7umber o" units processed 7 Q UUUUUUUUUU Total number o" de"ects made
,include de"ects made and later "ixed- D Q UUUUUUUUUU
7umber o" de"ect opportunitiesper unit / Q UUUUUUUUUU
Calculate V de"ects per millionopportunities dpmo Q 1?;;;?;;; x ,
Q 1?;;;?;;; x
Q UUUUUUUUUU
oo# up process DMA%C' inDMA%C' conersion table DMA%C',(T- Q UUUUUUUUUU
D7 x /
, -
, - , -
-
DMA%C' ( l
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BeltM1D1 -42
DMA%C' (cale
To increase the DMA%C' alue reuires acorresponding exponential reduction in de"ects$
σ
,DMA%C'leel-dpmodpmo (de"ects permillion
opportunities- ield ield
*;4?6*5 )
88?4;5 *
8?)1; +
)** 6
*$+ 8
8K$); ;$5
K*$*) 1
KK$*5K 1$*
KK$K55 1$5
KK$KKK88 )
CCpp
%n the next module !e !ill loo# in detail at the Data
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BeltM1D1 -43
%n the next module !e !ill loo# in detail at the DataAnalysis Tools because$
We !ill hae to understandariation and distribution$
We hae to be able to compareone set o" data to another$
We o"ten hae to use samplesrather than test eerything$
We !ill hae to test out ourtheories and understand theresults$
We hae to predict !hat !illhappen !ith some degree o"con"idence$
Data AnalysisTools
E i * B li i
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BeltM1D1 -44
Exercise * 2 Base lining
se the internalscrap and customerre0ects to calculate
dpmo and theDMA%C' leel$
Case study
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BeltM1D1 -45
%27exus Belt Training
%ntroduction to%ntroduction tothe DMA%C'the DMA%C'
ProcessProcess
DMA%C' P B # d
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BeltM1D1 -46
DMA%C' Process 2 Bac#ground
%t has built on our #no!ledge o" otherimproement methodologies that !e haeused? e$g$ %DEA? DEFEAT? BEM Wor#shops$
%t has built on the Public Domain material "orDMA%C'$
%t has built on the company.s experiences o"
balancing change management and statistics$
% t d i th DMA%C' P
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BeltM1D1 -47
%ntroducing the DMA%C' Process
A 8 phase? ); step rigorous and uantitatie
improement process$ ses best practice tools and techniues "rom
change? pro0ect and data managementdisciplines$
%ncorporates monitor and reie! mechanisms$ Training is normally aligned !ith pro0ect
actiity$
'euires3 Actie senior champions$
Dedicated "ull2time resources$
Th DMA%C' M th d l
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BeltM1D1 -48
OPPORTUNITIES
Stats Package
Tools &
Techniques
•Rework•Delays•Complaints
•Expediting•etc. etc.
•Perormance•Customers•Proita!ility
User Guide
The DMA%C' Methodology
'EP%CATECONTROL %MP'/9E A7A(E MEA('E DEF%7E
Project Teamham!ion
Th DMA%C' P
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BeltM1D1 -49
The DMA%C' Process
De"ine 2 "orming a team !ith agreed? clear goals ande""ectie sponsorship$
Measure 2 inoling users o" the process and gatheringdata on current per"ormance$
Analyse 2 identi"ying and uanti"ying root causes o"current per"ormance limitations$
%mproe 2 implementing per"ormance improements$Control 2 achieing predicted bene"its and sustaining
per"ormance$
'eplicate 2 maximising the bene"its o" the learning gainedduring the pro0ect$
'EP%CATECONTROL %MP'/9E A7A(E
MEA('E DEF%7E
OPPORTUNITIES
The Tool#it
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BeltM1D1 -50
The Tool#it
ProcessAnalysisTools
Data AnalysisTools
ChangeManagement
Tools
Pro0ect
ManagementTools
The Tool#it
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BeltM1D1 -51
The Tool#it
sing "acts and real datasing "acts and real data
to ma#e decisions?to ma#e decisions?
there"ore3there"ore3 Teams trained to
understand andinterpret data$
Data tools to ensurethe correct data iscollected$
(tatistical (o"t!aretool to speed thestatistical analysis$
Process
AnalysisTools
Data AnalysisTools
Change
ManagementTools
Pro0ectManagement
Tools
The Tool#it
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BeltM1D1 -52
The Tool#it
Processes delier theProcesses delier theitems to the customer?items to the customer?
there"ore3there"ore3
Teams trained tounderstand andanalyse processes$
Process Analysis toolsin the general tool #it$
Process
AnalysisTools
Data AnalysisTools
Change
ManagementTools
Pro0ectManagement
Tools
The Tool#it
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BeltM1D1 -53
The Tool#it
Care"ul selection o"the Champion$
:eneral tools toensure so"ter side o"
change is managed$ %nolement o" Ma0or
(ta#eholders$
9ital that improements9ital that improements
are "ully implementedare "ully implementedand sustained?and sustained?
there"ore3there"ore3
Process
AnalysisTools
Data AnalysisTools
ChangeChange
ManagementToolsTools
Pro0ectManagement
Tools
The Tool#it
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BeltM1D1 -54
The Tool#it
:uides de"ining pro0ectmanagement$
Wee#ly 'eie!s$
Milestones andMilestone 'eie!s$
Pro0ect Trac#ing Early
Warning (ystem$ Templates$
Many pro0ects? clearMany pro0ects? clear
targets? tight time2targets? tight time2
scales? there"ore3scales? there"ore3
Process
AnalysisTools
Data AnalysisTools
Change
ManagementTools
Pro0ectPro0ect
ManagementManagement
Tools
What.s 7e! &&&
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BeltM1D1 -55
What s 7e! &&&
We Hae seen this be"ore& BT
Don.t "ocus on customer needs Don.t engage all the right people
Don.t hae a rigorous process
Don.t hae a consistent set o" tools
Don.t demonstrate bottom line impact
'esulting in incomplete@ inaccurate data @ in"ormation
'esulting in !rong or poor decisions
'esulting in $$ unsustainable solutions
another G"ailed. initiatie
Putting DMA%C' in Context
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BeltM1D1 -56
Putting DMA%C' in Context
Business (ituationBusiness (ituation
• Process roughly de"ined !ithcapability )2+
σ
Customers Ghappy. but !antimproement
DMA%C' Brea#throughPro0ect
or " (eeral processes around
the company doing the same
tas#$ Customers Ghappy. but!ant improement
• 7o real process or erybro#en process$
Customers ery unhappy
%mproementPro0ect
DMAICR
Typical Di""erences
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BeltM1D1 -57
Typical Di""erences
%ncremental Brea#through
-ho sets goal (enior Manager The Board
Processes ocal@(upport Core@ <"unctional
1uration * 2 8 months 1) 2 *8 months
Resources Part2Time Full2Time
Pay$ac, 1$6 2 * Times + 2 8 Times
Purpose 'esole critical Achiee strategic
issues ob0ecties
Ris, (mall High
Typical Approaches
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BeltM1D1 -58
Typical Approaches
%ncremental Brea#through
+o$ Content Minor mod$ 'ede"ined
/T Systems Minor mod$ Ma0or mod$
S,ills Broadened 'ede"ined
)rganisation Existing 'e2aligned
Rewards6
/ncentives Modi"ied 'e2ealuated
5eadership (enior manager The Board
Tea Brea# 2 1; minutes
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BeltM1D1 -59
Tea Brea# 2 1; minutes
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BeltM1D1 -60
Belt Training
De"ineDe"ine
De"ine Process (ummary
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BeltM1D1 -61
•Pro#ect Champion•Pro#ect Charter
•Pro#ect Plan
(ummaryo" (tarting
outcomes
Purpose3 $o get the
team esta!lished with
an agreed% clear opportunity
and eecti&e sponsorship
De"ine Process (ummary
'tep 'electing the
Champion
'tep )Deining the
*pportunity
'tep +,orming the
$eam
'tep 1Prioritising
*pportunities
Pro#ect 'ources
7ormally done be"ore the
pro0ect is "ormally set up
Prioritising /pportunitiesDEF%7E
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BeltM1D1 -62
Prioritising /pportunities2 What is done&
Purpose To identi"y possible opportunities "or
improement in order to select the best ones"or the business at this time$
Delierables A list o" prioritised opportunities? !ith a
scoping document detailing bac#groundin"ormation? bene"its and resources reuired"or each possible improement opportunity$
(TEP 1
DEF%7E
Why PrioritiseDEF%7E
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BeltM1D1 -63
y/pportunities&
(electing the right opportunity !here e""ort!ill not be !asted and the bene"its !ill betangible and sustainable$
nderta#en so that e""ort and resourcescan be 0usti"ied to all inoled$
Aoids !or#ing on opportunities !here the
organisation is not ready$
(TEP 1
DEF%7E
Prioritising /pportunities
DEF%7E
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BeltM1D1 -64
g ppProcess
Pro#ect'ources
-enerate
nitial List
Critical $o
/uality aspects
nitial process
!aseline
-ap 0nalysis
Prioritise on
C$/s and gaps
Who 27ormally done be"ore the pro0ect7ormally done be"ore the pro0ect
team has been "ormed 2team has been "ormed 2
Done by #ey personsDone by #ey personsin the business in the business
Ho! 2
(TEP 1
DEF%7E
Hearing 9oicesDEF%7E
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BeltM1D1 -65
g2 :enerating the %nitial ist (TEP 1
DEF%7E
•Account manager "eedbac#•Customer complaints
•Customer sureys
9 o i c e
o " t h e c u
s t o m e r
•Wor# Areas•Hotline ,%ntranet-
9 o i c e o " t
h e p e o p l e
BusinessBusiness%mpact%mpact,9oice o",9oice o"
(hareholder-$(hareholder-$
•
(hare price•Future direction
•(trategic analysis•'is#s
9oice o" the process•(crap and !aste costs
•E""iciency @ oertime•Per"ormance measures
Hearing the Customer 9oice DEF%7E
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BeltM1D1 -66
Hearing the Customer 9oice
DMA%C' is aboutconsistently meetingcustomers. reuirementspro"itably$ There"ore inprioritising the pro0ects !eneed to select those !here
the customer is least happy!ith our per"ormance$
Must listen to their oicesand conert their needs intomeasurable CTR.s ,Critical to
Ruality aspects-$
(TEP 1
DEF%7E
9 o i c e
o " t h e c u
s t o m e r 9
o i c e o " t
h e p e o p l e
9oice o" the process
Business%mpact,9oice o"
(hareholder-$
7ote that CTR.s can also come "rom other sta#eholders 2(hareholders? Employees? (ociety? (uppliers and :oernment$
CTR.s to .s to <.s A7A(E
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BeltM1D1 -67
CTR s to s to < s
2oice o Customer Their #ey issues in
Gtheir spea#.
ssuesThe #ey issues in
Gour spea#.
C$/sThe #ey issues expressed ina !ay that can be measured
3 measures
The process output measuresrelating to that CTR
4 measuresThe process and input measuresthat !ill in"luence the sie o" $ is a "unction o" <1? <)? <* etc$
(TEP K
A7A(E
CTR.s and .s and <.s
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BeltM1D1 -68
CTR s and s and < s 9oice o" Customer
L% !ant to hae a hot mug o" co""ee
%ssueLCustomer !ants a mug o" co""ee !hich they can start to drin# !ithin 1 minuteo" being seated$
CTR
Mug o" co""ee needs to be < X )o
C at table$ Measure
Temperature o" co""ee at centre o" mug? 6 cms "rom bottomo" mug? at point o" pouring$
< Measures
<1 2 temperature o" !ater used to ma#e co""ee ino
C$<) 2 temperature o" mil# used to ma#e co""ee in oC$<* 2 ratio o" hot !ater olume to mil# olume$<+ 2 time "rom pouring co""ee to point o" sale in seconds$
eys to 9oC translation DEF%7E
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BeltM1D1 -69
eys to 9oC translation
As# the customer? do not assume that you canspea# on the customer.s behal"$
Probe to get underneath and really understand$,se the ipling chec#listO !hat? !hy? !hen? ho!?
!here and !ho&- Ma#e sure your translations ma#e sense "or your
organisation$
'eie! and re"lect !ith the customer and theprocess team$
'e"ine and prioritise reuirements$
(TEP 1
DEF%7E
ipling Chec#list
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BeltM1D1 -70
p g L% #eep six honest sering2men? they taught me all % #ne!? their names are
What and Why and When? and Ho! and Where and Who$
What is done& is the purpose o" it&
and is it necessary&
Why is it done& is it done this !ay& and is it 0ust historic&
When is it done& !ould be better& should it be done? be"ore or
a"ter&
Ho! is it done& can it be done better@ easier@
more e""iciently @moree""ectiely&
Where is it done& is the best place to do it& and can it be done
some!here else&
Who does it& could do it more easily@
economically&
:uidelines For CTR.s DEF%7E
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BeltM1D1 -71
:uidelines For CTR s
Customers. o"ten express their reuirements inague statements$ These hae to be translatedinto measurable CTR.s$
Write the CTR as a reuirement? not the solution$
Be concise$ Write as a sentence and maybe include an
example$
'emember? CTR.s can be? and !ill need to be
measured$ Write the CTR as a positie statement$
(TEP 1
DEF%7E
Example3 Translating Customer DEF%7E
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BeltM1D1 -72
Example3 Translating Customer7eeds to CTR.s
9oice /" TheCustomer
ey %ssue CTR
%" %.m not put onhold? % al!ays
seem to get the!rong departmentor person
Add additional menu itemsto oice system ,BAD-
Customer gets to the correctperson the "irst time
,://D-
The customer!ants to be put
through uic#lyto the rightperson
ou send me aninoice atdi""erent times
o" the month
Customer !ants timely bill,BAD-
Customer bill receied 16th
day o" month? eery month$,://D-
Consistentmonthly billing
(TEP 1
DEF%7E
Hearing the Process 9oice DEF%7E
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BeltM1D1 -73
Hearing the Process 9oice
nderstanding ho! ourprocesses are per"ormingtoday and !hich are causingproblems3 Do they meet customer
reuirements consistently&
Ho! stable are they&
Ho! much do they cost&,re!or# and oertime=-
Can they be improed? or dothey need a "undamental
redesign& Baseline the processes 2 to
help prioritise those "orimproement$
(TEP 1
DEF%7E
9 o i c e
o " t h e c u
s t o m e r 9
o i c e o " t
h e p e o p l e
9oice o" the process
Business%mpact,9oice o"
(hareholder-$
What is meant by DEF%7E
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BeltM1D1 -74
ybase lining&
Base lining is ealuating initial processcapability$
We really ought to measure this? but thatcomes later
There"ore !e need to estimate3 Process DMA%C' Cp#
'olled ield Ruality 'elated Cost
(TEP 1
DEF%7E
Hearing the People 9oice DEF%7E
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BeltM1D1 -75
Hearing the People 9oice
:ie the employees theopportunity to highlight the!ea# areas !ithin theorganisation3 Which processes are di""icult
to operate&
What reduces their morale&
Where do they continuallyhae to Gbuc# the system. to#eep the customer happy&
What processes? i" not
changed? !ill cause peopleto leae the organisation& =
(TEP 1
DEF%7E
9 o i c e
o " t h e c u
s t o m e r 9
o i c e o " t
h e p e o p l e
9oice o" the process
Business%mpact,9oice o"
(hareholder-$
Hearing the (hareholder 9oice DEF%7E
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BeltM1D1 -76
Hearing the (hareholder 9oice
oo# at all the potentialproblems and classi"y orran# in terms o" "inancialimpact 2 increased costs?reenue lost or at ris#$
Are !e li#ely to loosebusiness as a result&
What !ill help us to meet our"uture business strategy&
Ensure this ran#ed list meets
(hareholders. reuirements,CTR.s- 2 o"ten e""iciency?cost reduction? or 'oCE$
(TEP 1
9 o i c e
o " t h e c u
s t o m e r 9
o i c e o " t
h e p e o p l e
9oice o" the process
Business%mpact,9oice o"
(hareholder-$
:ap Analysis DEF%7E
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BeltM1D1 -77
p y
This is essentially sub0ectie$
Each management team member rates the process gap
as Ghigh.? Gmedium. or Glo!. ,or a ariant-$ 9oting and ran#ing allo!s processes to be listed
according to estimated gaps$
(ome discussion and "acilitation may be necessary?
including presentations o" past per"ormance measuresby process o!ners$
%denti"ication o" !here !e are ,baselining- to%denti"ication o" !here !e are ,baselining- to
!here !e should be relatie to the CTR process!here !e should be relatie to the CTR processelements$elements$
(TEP 1
(o prioritising is$$$ DEF%7E
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BeltM1D1 -78
p g
For each problem? opportunity or
potential pro0ect identi"ying3 The business impact
the Gbottom line. "inancial impact?
the relatie e""ectieness o" the process?
impact on customers$
The resources reuired expenditure and the time o" all those inoled
i#elihood o" success an assessment o" the ris#s
(TEP 1
$$and plot on a Desirability DEF%7E
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BeltM1D1 -79
p yMatrix
5ed
Low
6igh
B u s i n e
s s % m p a c t
'esources 'euired
Low 5ed 6igh
Likelihood o
'uccess
Low
5ed
6igh
(TEP 1
sing the Desirability Matrix DEF%7E
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BeltM1D1 -80
g y
5ed
Low
6igh
B u s i n e
s s % m p a c t
'esources 'euired
Low 5ed 6igh
Likelihood o
'uccess
Low
5ed
6igh
Plot all potential projects
and then focus on the
large circles nearest to the
TLH corner.
. n c r e a s i n g D e s i
r a ! i l i t y
(TEP 1
Examples o" Poor Pro0ects DEF%7E
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BeltM1D1 -81
p 0
Business %mpact Writing a report
Ruanti"ying the per"ormance o" a process
'educing cycle time on a non2bottlenec# process step
'esources %nstalling a ne! computer system
%mproing the pro"itability o" an entire product range
LFixing the annual planning process
i#elihood o" (uccess Depends on completion o" other ris#y pro0ects
7ot aligned !ith operational goals
'euires help "rom extremely busy people
(TEP 1
Exercise + 2 9oice o" the Customer
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BeltM1D1 -82
Who are the customers
"or the process underconsideration&
se the 9oice o" theCustomer tool to
speci"y their mainneeds and translatethem to CTR.s$
Are there any otherCTR.s&
(electing the ChampionDEF%7E
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BeltM1D1 -83
2 What is done&
Purpose To select the most appropriate senior person
to mentor the pro0ect team and champion the
improement !ithin the business$Delierables
The champion agreeing to sponsor the pro0ectand accepting the initial scoping document "or
the pro0ect$
(TEP )
Why Hae a Champion&DEF%7E
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BeltM1D1 -84
Their role !ill be to$
Act as pro0ect sponsors?approing results? deliering resources?#eeping in touch? but not doing the !or#$
Proide genuine and committed leadership
throughout the entire change process$ Assist? encourage? gain support and remoe
roadbloc#s across the organisation$
Challenge the status uo$
%denti"y #ey players and gain their support$ 'eie! the pro0ect regularly$
(top the pro0ect i" appropriate$
(TEP )
our 9ie!s$$ DEF%7E
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BeltM1D1 -85
What in your ie! are thes#ills and behaiours o" asuccess"ul champion&
What !ill you do i" yourchampion does not meetyour expectations&
(TEP )
The Champion shouldb
DEF%7E
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BeltM1D1 -86
be3
A member o" the Diision Management Team$
(omeone !ith a speci"ic interest in the processor problem$
%deally the process o!ner$ Prepared to commit the necessary time and
support$
Experienced? !ith a good trac# record on
improement issues$
(TEP )
What is the Blac# Belt.s role&
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BeltM1D1 -87
Wor# !ith the champion to bring about an
improement on a de"ined opportunity !ithin thegien time boundaries$
Coach a small team o" Gpart2time. improersO settingdirection? applying tools? managing ris#? trans"erring#no!ledge? deeloping their s#ills? discoering ne!perspecties and in"luencing results$
Promote DMA%C' across the organisation$
(elected "or technical pro"iciency? interpersonal s#illsand leadership ability$
Deeloped by pro0ect planning? statistics training?on2the20ob application and mentored reie!s$
The eadership (tyles
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BeltM1D1 -88
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Autocratic
(tyles
Participating(tyles
Tell Exerting pressure? carrot and stic#? being directie$
(ell 'easoned case? persuading? personal appeal$
Coach Train? sho! Gho! to.
As# "or ideas? decide and in"orm$
:ie and ta#e
Wor# together as a team$
nbiased support and guidance
Assigning a tas#? allo!ing scope on ho!
7o inolement? leaing team on their o!n
The eadership (tyles
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BeltM1D1 -89
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Autocratic
(tyles
Participating(tyles
Tell
(ell
Coach
All styles are alid and hae their
bene"its$ :ood leaders moe "romstyle to style as appropriate$
Which !ill be yourmain styles as a
Blac# Belt&
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -90
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 Putting across "acts2 Communication
Pros32 uic#
Cons32 chec# authority leel2 chec# "acts are correct
2 buy2in may be limited
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -91
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 Putting across solutions2 Changing methods2 (elling the DMA%C' approach
Pros32 gets buy2in
Cons32 !hat is the contingency&2 ta#es time
2 smaller audiences
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -92
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 sing tools !ith team2 Teaching DMA%C'2 Handoer to !or# area
Pros32 gro!s s#ill base
Cons32 di""icult to do !ell2 initially can be slo!
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -93
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 (iing the opportunity2 'esearching root causes
Pros32 gets inolement
Cons32 ta#es time2 chec# balance o" ie!s
2 builds expectations
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -94
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 'olling out di""icult solution2 :aining co2operation
Pros32 !or#s !hen othermethods "ail
Cons32 can sho! !ea#ness
2 #no! the bargaining limits
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -95
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 Problem soling2 %mplementing pilot2 %mplementing solution
Pros32 strengthens team
Cons32 some team members !ill expect direction
2 it is easy to reert
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -96
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 Helping group deelop solution "or themseles
Pros32 ery good buy2in
Cons32 some team members !ill expect direction
2 "acilitation is di""icult
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -97
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 (haring the !or# load2 :etting actions completed
Pros32 e""icient use o" team
Cons32 some need chasing2 day 0ob ta#es prime place
2 result not as expected
The eadership (tyles 2 Blac# Belts
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BeltM1D1 -98
Consult
Bargain
Participate
Facilitate
Delegate
Aoid
Tell
(ell
Coach
When sed in DMA%C'3
2 Ensuring you do not do the 0ob "or the !or# area2 /nce handoer complete
Pros32 essential at right time
Cons32 #no!ing !hen to leae2 seen as lac# o" interest
2 di""icult to !al# a!ay
The autocrat in sheep.s clothing
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BeltM1D1 -99
L:uess !hat.s on my mindAs# a uestion and #eep on going until the ans!er
corresponds to your ans!er$
Clay Pigeon (hooting(hoot do!n eery ans!er !ith reasons !hy they can not!or#? until an ans!er corresponds to your ans!er$
indly ncle@AuntLWhat % !ould do i" % !ere you? is$$$
eading RuestionsTelling the group under the guise o" as#ing$ LWouldn.tyou agree that the best !ay to do it is $
The expertLThere is only one !ay to do this? so do it my !ay$
Exercise 6 2 My team role as a BB&
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BeltM1D1 -100
What do you need todo as the team leaderto set up a good!or#ing relationship!ith the team&
What !ill help tocement your role as
leader&
/ernight Challenge
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BeltM1D1 -101
Create a scheme toCreate a scheme tohelp an indiidual tohelp an indiidual to
remember the stepsremember the steps
that ma#e up thethat ma#e up the
DMA%C' process$DMA%C' process$
S
SS
S
S S