Green Belt Certification Chapter 4

© 2006 MHTC, Inc.© 2006 MHTC, Inc.

Green Belt Certification

Chapter 4

Lean Six Sigma for Government Certification Series

Introduction to Continuous Process Improvement (CPI)

DMAIC (CONTINUED)

DMAIC in CPI

• ADMIN:– CLASS TIMES: 0800 – 1600?– LUNCH: ???– INTRODUCTIONS: NAME, JOB,

EXPECTATION• SCHEDULE:

– MONDAY: Introduction to Analyze – TUESDAY: Analyze (Continued)– WEDNESDAY: Improve– THURSDAY: Improve (Continued)– FRIDAY: Control (CASE STUDY / EXAM ?)

• Objectives: – Understand the role of Analyze in the

DMAIC process– Understand the role of Improve in the

DMAIC process– Understand the role of Control in the

DMAIC process– Apply the DMAIC problem solving

methodology– Apply Value, Waste and Flow Analysis

tools in a DMAIC CPI project– Appreciate the role of Decision Analysis,

Constraint Analysis, Metrics and Statistics– Be aware of Risk Analysis and TPM/RCM

DMAIC in CPI

• Course Roadmap– Brief Review of Define and Measure

– Introduction to Analyze

• Analyze Tools and Techniques

– Introduction to Improve

• Lean Improvement Tools and Techniques

– Introduction to Control

• Standardization

• Statistical Process Control (SPC)

• Engineered Process Control (EPC)

– The Road Ahead

DMAIC in CPI

DMAIC in CPI

• Review of Define– Establish the Project

• Define Scope, Goals and Targets

• Develop Project Charter

• Collect Voice of the Customer (VOC)

• Perform Stakeholder Analysis

– Create Process Model/Map (SIPOC)

• Identify Key Process Output Variables (KPOV)

– Create Project Plan

• Schedule of Events (Gantt Chart)

• Communication

• Risk and Barriers

DMAIC in CPI

• Review of Measure– Understand the Current (As-Is) Process

• Create Value Stream Map• Identify Output, Input and Process Variables• Create a Data Collection and Analysis Plans• Validate the Measurement System

– Gage R & R (Repeatability / Reproducibility)

• Update VSM With Data– Determine Process Cycle Efficiency (PCE)– Determine Process Capability

• Cp,CpK,Pp,PpK,CpM

DMAIC in CPIAnalyze

• Analyze Stage Objectives– Determine the steps in VSM that provide

value for the customer

– Determine sources of variation

– Determine the process drivers that impact the process output

• Purpose– To identify and validate the causes that affect

the key input and output variables of the process defined by the projects scope

– Find and Prioritize Root Causes!!

• Analyze the Process– Update and Analyze Models and/or Maps– Perform Activity Analysis

• Update / Analyze Process Models• Determine Critical Outputs (Ys), IDEF 0: (O)• Determine Critical Inputs (Xs), IDEF 0: (I,C,M)• Determine Critical Activities (As), IDEF 0: (A)• Update / Analyze Process Maps

– Document Initial Process Analysis Findings• Graphic and Narrative Description of

Process• Define Key Variables and Their

Characteristics

DMAIC in CPIAnalyze

DMAIC in CPIAnalyze

DMAIC in CPIAnalyze

• IDEF 0 – Context Diagram

PROVIDE DOUGHNUTS AND PASTRY

A0INGREDIENTSCUSTOMER ORDERSUPPLIESBILLPAYMENT

SALEMATERIAL ORDERPAID BILLBANK DEPOSIT

PERSONNEL

RECIPEPOLICY & PROCEDURESHEALTH REGULATIONS

EQUIPMENTINFORMATION SYSTEMFACILITIES

BUDGET

DMAIC in CPIAnalyze

IDEF 0 – Node Tree / Node ListA0: PROVIDE DOUGHNUTS AND PASTRY

A1: TAKE ORDERA11: RECEIVE ORDERA12: PROCESS ORDERA13: RECORD ORDER

A2: OBTAIN MATERIALA21: PLACE ORDERA22: STOCK MATERIALA23: DISTRIBUTE MATERIAL

A3: MAKE PRODUCTA31: MIX INGREDIENTSA32: COOK PRODUCTA33: FINISH PRODUCT

A4: SELL PRODUCTA41: ADVERTISEA42: MAKE SALEA43: COLLECT $

A5: SUSTAIN BUSINESS

DMAIC in CPIAnalyze

IDEF 0 – Decomposition Diagram

I4 O3O4I5

I1I3 O2I2

O1

C1C3C4

M3

C2

M1M2M4

SUSTAIN BUSINESS

A5

SELL PRODUCT

A4

MAKE PRODUCT

A3

OBTAIN MATERIAL

A2

TAKE ORDER

A1

BILL PAID BILLBANK DEPOSITPAYMENT DDAILY RECEIPTSDOUGHNUTSPIESCAKE SALE

COMPLETED PRODUCTINGREDIENTSSUPPLIES DISTRIBUTED INGREDIENTSDISTRIBUTED SUPPLIES MATERIAL ORDERCUSTOMER ORDER COMPLETED ORDER

RECIPEHEALTH REGULATIONSBUDGET

INFORMATION SYSTEM

POLICY & PROCEDURES

PERSONNELEQUIPMENTFACILITIES

DMAIC in CPIAnalyze

Cross-Functional Process Map

MARKETING AND SALES

LOGISTICS

PRODUCTION

STAFF

Start LOG ORDERSPECIAL ORDER

ANNOTATE ORDER DETAILS

CHECK PRODUCT

AVAILABILITY

Yes

No

SCHEDULE SPECIAL ORDER

REQUEST MATERIAL DELIVERY

SCHEDULE MATERIAL DELIVERY

END

PRODUCTION COPY OF 2005

PRODUCT AVAILABLE

NEED FINISHING

Yes

TAKE PRODUCT TO

COOK

Yes

FINISH PRODUCT

SUGGEST ALTERNATIVE

No

ACCEPT

Yes

PACKAGE PRODUCT

No

COMPLETE ORDER

PARTIAL ORDER OK

No

Yes

ISSUE RAIN CHECK

No

ANNOTATE THE 2005

DISTRIBUTE 2005

UPDATE INVENTORY FORCAST

UPDATE MASTER

SCHEDULE

LOG SALES DATA

COMPLETE ORDER

COMPLETE ORDER

COMPLETE ORDER

DMAIC in CPIAnalyze

• Process Analysis – Looking for Clues– Redundant Activities

– Restrictive Controls (Constraints)

– Many levels of Approval

– Complex Feedback

– Under Utilized Mechanisms

– Outputs Without Value (VOC)

– Activities Without Value (VOC)

– Complex Process Paths

– Rework Paths / Activities

– High Cost Activities

DMAIC in CPIAnalyze

• Conduct Value Analysis– Create Value Stream Maps

Field Unit

MRP

ProductionControl

OutsideSource

AssembleInspectMachinePlateMachine

Disassemble

Warehouse

MRP

MaterialControl

Inspect/Order Parts

Pack/Ship

LANDING GEAR OVERHAUL

Rework Process

PASS

FAIL

Repairable Item

Packing Material

Assembly PartsMachiningConsumables

MachiningConsumables

PlatingConsumables

Repairable Item

Consumables &Repair Parts

Request for Replacement

30/60/90 Day

Purchase Order ProductionSchedule

Ship Order

Name UnitValue

Name UnitValue

Name UnitValue Name UnitValue Name UnitValue

Name UnitValue

Name UnitValue Name UnitValue

Name UnitValue

DMAIC in CPIAnalyze

• Conduct Value Analysis– Create Value Stream Maps :Basic Process

Field Unit

MRP

ProductionControl

OutsideSource


Disassemble

Warehouse

MRP

MaterialControl

Inspect/Order Parts

Pack/Ship


Rework Process

PASS

FAIL

DMAIC in CPIAnalyze

• Conduct Value Analysis– Create Value Stream Maps: Material Flow

Field Unit

MRP

ProductionControl

OutsideSource


Disassemble

Warehouse

MRP

MaterialControl

Inspect/Order Parts

Pack/Ship


Rework Process

PASS

FAIL

Repairable Item

Packing Material



PlatingConsumables

Repairable Item


DMAIC in CPIAnalyze

• Conduct Value Analysis– Create Value Stream Maps: Information Flow

Field Unit

MRP

ProductionControl

OutsideSource


Disassemble

Warehouse

MRP

MaterialControl

Inspect/Order Parts

Pack/Ship


Rework Process

PASS

FAIL

Repairable Item

Packing Material



PlatingConsumables

Repairable Item



30/60/90 Day


Ship Order

DMAIC in CPIAnalyze

• Conduct Value Analysis– Create Value Stream Maps: Process Data

Field Unit

MRP

ProductionControl

OutsideSource


Disassemble

Warehouse

MRP

MaterialControl

Inspect/Order Parts

Pack/Ship


Rework Process

PASS

FAIL

Repairable Item

Packing Material



PlatingConsumables

Repairable Item



30/60/90 Day


Ship Order

Name UnitValue

Name UnitValue

Name UnitValue Name UnitValue Name UnitValue

Name UnitValue

Name UnitValue Name UnitValue

Name UnitValue

• Value Stream Map Data– Cost of the Activity

– Process Time (Value-Added / Non-Value-Added)

– Setup Time

– Queue (Waiting) Time

– Defects and/or Rework

– Demand Rate (TAKT Time)

– Number of Products/Services

– Uptime

– Work-In-Process

DMAIC in CPIAnalyze

Value Added Analysis

Can eliminate without impacting

customer?

Can eliminate without impacting

customer?

Value AddedValue Added

Eliminate ifpreceding activitydone correctly?

Eliminate ifpreceding activitydone correctly?

Required by a Control?

Required by a Control?

Customer request? Customer request?

Impact internal customer?

Impact internal customer?

Improving internal efficiency

Improving internal efficiency

Non-value addedNon-value added

NecessaryNecessary

Non-value addedNon-mandatory

Non-value addedNon-mandatory

Can control be eliminated?

Can control be eliminated?

Yes

No

No

Yes Yes

No

No

Yes

Yes

Yes

No

No

Yes

No

Yes

DMAIC in CPI Analyze

• Calculate Process Cycle Efficiency

– PCE = Value Added Time / Total Lead-time

• Total Lead-time (Little’s Law)

– Total Lead-time = WIP / Average Completion Rate

• Workstation Turnover Time

– WTT = ∑[(Setup Timei)+(Process Timei *Batch Sizei)]

DMAIC in CPIAnalyze

DMAIC in CPIAnalyze

• Document Findings– Process Models/Maps

– The Value Stream

– Process Cycle Efficiency

– SIPOC

– Rework / Defects

• Walk the Process– Eyes on the Work

– “Show Me”

DMAIC in CPIAnalyze

• Perform Data Analysis– Determine Process

Capability– Determine Process

Yield• Traditional Yield• First Time Yield• Rolled Throughput

Yield– Identify Potential

Problems/Opportunities

DMAIC in CPIAnalyze

• Two Basic Questions– Is the process under review and

the overall enterprise processes providing optimal value to the customer?

– Is the process operating at optimal performance?

DMAIC in CPIAnalyze

• Determine Process Capability and Drivers

– Is the process capable of meeting customer requirements / specifications?

– How does normal variation in the process compare with the expectations of the Customer?

– Is the process characteristic centered within the specification limits set by the customer or other requirement?

– What is causing the variation in the process?• Common Cause Variation• Special Cause Variation

DMAIC in CPIAnalyze

• Determine Process Capability and Drivers– Cp, CpK, Pp, PpK, CpM

LOWER SPECIFICATION LIMIT = LSL

UPPER SPECIFICATION LIMIT = USL

LSL USL

6 σCp = 1

DMAIC in CPIAnalyze




LSL USL

6 σCp < 1

DMAIC in CPIAnalyze




LSL USL

6 σCp > 1

DMAIC in CPIAnalyze


LSL USL

Cpk ≥ 1, Cpk < 1

_X

3σ 3σ

The capable process is not centered within specification limits.

DMAIC in CPIAnalyze


LSL USL

Cpk = 1, Cpk = 1

_X

3σ 3σ

The capable process is centered within specification limits.

DMAIC in CPIAnalyze

• Determine the Yield of the Process– Traditional Yield

• Yield = Output / Input

– First Time Yield (FTY)

• FTY = (Output – Rework) / Input

– Rolled Throughput Yield (RTY)

• Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn

DMAIC in CPIAnalyze

Traditional YieldYield = Output / Input

OverhaulLanding

Gear

100 RepairableLanding Gear

98 OverhauledLanding Gear

2 Scrap

Y = 98 / 100 = .98 =98%Y = 98 / 100 = .98 =98%

DMAIC in CPIAnalyze

First Time Yield (FTY)FTY = (Output – Rework) / Input

OverhaulLanding Gear

100 RepairableLanding Gear

98 OverhauledLanding Gear

Inspect

ReworkLanding Gear

Pass

40 Fail

38

2 Scrap

Hidden Factory

FTY = (98 – 38) / 100 = .60 = 60%FTY = (98 – 38) / 100 = .60 = 60%

DMAIC in CPIAnalyze

Rolled Throughput Yield (RTY)Yrt = Yt1* Yt2* Yt3* Yt4* Yt5* … Ytn

Machine MachinePlate Inspect

FTY1 = 0.75 FTY2 = 0.80 FTY3 = 0.75 FTY4 = 0.60

Yrt = (0.75)(0.80)(0.75)(0.60) = .27 = 27%

DMAIC in CPIAnalyze

• Identify Potential Problems / Opportunities– Basic Process

Knowledge– Process

Understanding– Based on FACTS

DMAIC in CPIAnalyze

• Determine Potential Root Causes– Root Cause Analysis Tools

• Idea Generation– Brainstorming– Five “Whys?”– Mental Imaging

• Failure Mode and Effects Analysis (FMEA)

• Cause and Effect Diagrams & Matrices– Fishbone / Ishikawa Diagrams– C/E Matrix

DMAIC in CPIAnalyze

• Idea Generation– Brainstorming

• Define the problem being addressed

• Clarify and provide information

• Write down ideas

• Gather ideas: Round Robin / Open

• Consolidate and Correlate

– Affinity Diagram (“KJ” Jiro Kawakita)

– Five “Whys?” -- Taiichi Ohno in Japan

– Mental Imaging

DMAIC in CPIAnalyze

Failure Mode and Effects Analysis (FMEA)• Failure Modes and Effects

– Process Step/Input (X)– Possible Failure– Effects of Failure– Severity/Impact Rating (1-10 with 10 highest)

• Causes and Controls– Potential Cause– Likelihood Rating (1-10 with 10 highest)– Existing Controls– Detection Rating (1-10 with 10 least likely)

• Calculate Risk Priority Number (RPN)– RPN = (Severity Rating * Likelihood Rating *

Detection Rating)• Action / Status (Cont.)

DMAIC in CPIAnalyze

Failure Mode and Effects Analysis (FMEA)• Action / Status

– Suggested Action– Responsible Person– Status of Action– New Severity Rating– New Likelihood Rating– New Detection Rating– Calculate New RPN

• Monitor Progress to Action Completion• Measure Results

DMAIC in CPIAnalyze

DATE:

RANK

Process Activity / Input (Y)

Possible Failure Effect of FailureSeverity (Impact) Rating

Potential Cause

Probability Cause Will

Occur Rating

Existing Controls

Potential Detection Rrating

Risk Priority Number (RPN)

Suggested Action

OPR (Person)

Status of Action Taken

New Severity (Impact) Rating

New Probability Cause Will

Occur Rating

Initial Machine Landing Gear

Piston or Cylinder

Excess material removed

More Plating will be required

5

Machine tool can't

hold tollerance

7

Inspection at end of maching

run

7 245

Automate for

continuous Inspection

Machining Forman (John)

Laser Monitor Installed

5 7

5Operator

error3

Inprocess Inspection/certification

5 75Increase IPIs & training


Training Complete

5 1

Part beyond repair (Scrap)

10

Machine tool can't

hold tollerance

7


run

7 490Replace

With CNC Machine


CNC machine on order

10 7

10Operator

error3




Increase IPIs

10 1

Insufficient Material

Removed

Machine Rework Required

3Incorrect Technical

Spec.1

Technicaal Data

reviews2 6 None 3 1

3Operator

error3


5 45 TrainingMachining

Forman (John)

3

Machine tool can't

hold tollerance

7


run

7 147Replace

With CNC Machine



3 7

Final Machine Landing Gear

Piston or Cylinder

Excess material removed

Complete Rework

7

Machine tool can't

hold tollerance

7


run

7 343

Automate for

continuous Inspection


Laser Monitor Installed

5 7

7Operator

error3




Training Complete

5 1

Part beyond repair (Scrap)

10

Machine tool can't

hold tollerance

7


run

7 490Replace

With CNC Machine



10 7

10Operator

error3




Increase IPIs

10 1

FMEA START DATE: 30-May-05 REVISION #:

FAILURE MODES AND EFFECTS CAUSES & CONTROLS ACTION / STATUS

FAILURE MODES AND EFFECTS WORKSHEET

PROJECT TITLE:

OPR (PERSON):

Landing Gear Overhaul

Sarah Johns COMPLETED BY:Sam Smith

DMAIC in CPIAnalyze

Effect: Excessive Reworkrequired to meet customer

demand.

Material Manpower

Methods Machines

Measurements

Mother Nature

Manually adjusted

Old require a lot of maintenance

Cutter headfluctuates

Training

Temperature

Taken atthe end of amachine run

Sequential Flow

Chromium

Critical toPlating Process

Technical Data

Experience

Bearing Wear

Electrolysis

Fishbone / Ishikawa Diagrams5/6 Ms or 4 Ps

Policy

Procedure

Plant

People

DMAIC in CPIAnalyze

QUALITY REPAIR

DELIVERY SPEED

DELIVERY ACCURACY

IMPORTANCE 10 8 6

PROCESS STEP PROCESS INPUT SCORE

WAREHOUSE L/G REPAIRABLE L/G, PERSONNEL & EQUIPMENT

1 8

DISASSEMBLE L/G REPAIRABLE L/G, PERSONNEL & TOOLS

1 8

INSPECT/ORDER PARTS REPAIRABLE L/G, PERSONNEL & TOOLS

1 1 1 24

MACHINE COMPONENTS 1 L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES

9 3 114

PLATE COMPONENTS L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES

9 90

MACHINE COMPONENTS 2 L/G COMPONENTS, PERSONNEL, TOOLS & MACHINES

9 3 9 168

INSPECT COMPONENTS L/G COMPONENTS, PERSONNEL, TOOLS

9 9 144

ASSEMBLE L/G L/G COMPONENTS, REPAIR PARTS, PERSONNEL, TOOLS

3 3 3 72

PACK/SHIP L/G REPAIRED L/G, PACKING MATERIAL, PERSONNEL & TOOLS

1 8

DELIVER L/G PACKAGED L/G, PERSONNEL & EQUIPMENT

3 18

PROCESS OUTPUT CHARACTERISTIC

CORRELATION OF INPUTS TO OUTPUT

CAUSE & EFFECT MATRIX

PROCESS NAME


DMAIC in CPIAnalyze

• Prioritize Root CausesPARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL

0

20

40

60

80

100

120

140

160

180

PROCESS STEP

SC

OR

E

DMAIC in CPIAnalyze

• Perform Root Cause Analysis– Identify Root Causes

– Verify Root Causes

• Conduct Hypothesis Test– Choose Statistical Test– Conduct Analysis of Variance

• Conduct Correlation and Regression Analysis

• Conduct Design of Experiments

Identify Root Causes– Pareto Analysis and Diagramming – rank orders the

potential causes enabling the team to focus on highest impact causes based on the criteria the team establishes.

– Hypothesis Testing – enables the team to determine if a potential cause and effect relationship truly exists.

– Multivoting – finds the important items on a list and avoids a “win-lose” situation for group members.

– Nominal Group Technique – prioritizes items in a list makes decisions based on inputs from all members.

– Pairwise Ranking – prioritizes items in a short list through the reaching of consensus.

– Benchmarking – compares your process against others to help identify key areas for improvement.

DMAIC in CPIAnalyze

DMAIC in CPIAnalyze

Verify Root Causes• Resolution : how finely the measurement system

describes the characteristic being measured?

• Accuracy : how well does the data we collect center itself about the true center of the process characteristic we are investigating?

• Precision : how close the data points are grouped together?

– Repeatability refers to the amount of variation in sets of data collected the same way with the same people around the same process performed the same way.

– Reproducibility enters the picture when factors in the measurement or process are changed.

DMAIC in CPIAnalyze

Verify Root Causes• Graphical Techniques

– Scatter diagrams– Box plots– Histograms– Run charts

• Statistical Techniques– Hypothesis Testing– Analysis of Variance (ANOVA)– Regression Analysis – Correlation analysis

DMAIC in CPIGraphical Techniques

– Scatter diagrams – Box plots

– Run charts – Histograms

5

7

9

11

13

15

17

0 1 2 3 4 5 6 7 8 9 10

ERRORS

0

5

10

15

20

25

1 2 3 4 5 6 7 8 9

ERRORS/DAY

Errors/Day

0

1

2

3

4

5

6

M T W Th F

Day

Err

ors

1 2 31 2 3

99

77

55

33

1100

DMAIC in CPIStatistical Techniques

– Hypothesis Testing

• Establish the hypothesis• Collect evidence (data)• Evaluate the whether the evidence is

consistent with the hypothesis• If consistent accept the null hypothesis, if

not reject the null hypothesis H0.

DMAIC in CPIAnalyze

Action Alternatives

States of Nature

Action 1

Accept the hypothesis on the basis of sample

evidence

Action 2

Reject the hypothesis on the basis of sample

evidence

State of Nature 1:Hypothesis is True

State of Nature 2:Hypothesis is False

Correct Decision

Type IIError

Type IError

Correct Decision

• Possible Errors

– Type I : Alpha Error α– Type II: Beta Error β

DMAIC in CPIAnalyze

NullHypothesis

μ0

β

αTrue Condition

αα Decision Line Decision Line Paul Keller, Paul Keller, Six Sigma DeMYSTiFieDSix Sigma DeMYSTiFieD

DMAIC in CPIAnalyze

Correlation Analysis

0

2

4

6

8

10

12

14

0 2 4 6 8 10 12

x

y

0

5

10

15

20

25

0 2 4 6 8 10 12

X

Y

PositivePositive

NegativeNegative

DMAIC in CPIAnalyze

Regression Analysis

A Line Fit Plot

02468

101214

0 5 10 15

A

B

B

Predicted B

DMAIC in CPIAnalyze

Design of Experiments (DOE)• Experiments vs. Observations• Experimental Approaches

• Trial and Error• One factor at a time• Multiple factors at a time

(DOE)

• Purpose of DOE: What drives the process?

• Identify which Xs are Significant to Y

• Quantify relationships between Xs and Y

• Confirm Improvement• Set Xs to Optimize Y

DMAIC in CPIAnalyze

• Design of Experiments (DOE): The Language– Response

• What happens to the output (Y) with changes to the Xs

– Factors• Conditions, Variables, Inputs –The Xs

– Levels• The values the Xs can take on

– Replications• Repeated experiments

– Run• One cycle of the experiment with unique

values for the factors (Xs)

DMAIC in CPIAnalyze

Design of Experiments – Huge Experiment vs. Iterative

and Methodical– Types of Experiments

• Screening Experiments – Separate the Wheat from the Chaff

• Characterizing Experiments – Determine the form and magnitude of the Xs on Ys

• Optimization Experiments – Determine what settings of the Xs will reap the optimum Y

DMAIC in CPIAnalyze

Design of Experiments: • Experimental Designs

– Factorial Designs: • Study the effects of several factors at a time. • Screening

– Response Surface Designs: • Examine the relationship between one or more

response variables (Ys) to a set of experimental variables (Xs)

• Characterizing– Taguchi Designs:

• Help find the best settings for a given product or service

• Optimization

DMAIC in CPIAnalyze

Analysis of Variance (ANOVA)

• Six Sigma statistical tool

• Understand the nature of the variation of a process

• Can be applied to nonparametric tests

• Comparison of variation between subset means

• Supported by many software packages

DMAIC in CPIAnalyze

• Prioritize Root CausesPARETO OF C&E MATRIX FOR LANDING GEAR OVERHAUL

0

20

40

60

80

100

120

140

160

180

PROCESS STEP

SC

OR

E

DMAIC in CPIAnalyze

• Analyze Stage Objectives– Determine the steps in VSM that provide

value for the customer– Determine sources of variation– Determine the process drivers that impact the

process output

• Purpose– To identify and validate the causes that affect

the key input and output variables of the process defined by the projects scope

– Find and Prioritize Root Causes!!

• Which root causes represent Opportunities for Improvement???

DMAIC in CPIAnalyze

• Gate Review– What Process Analysis was

performed?

– Where do process problems exist?

– What are the root causes and which will be addressed in Improve?

– Document! Document! Document!

• Tips– Are any process problems open to a

Kaizen Event?

– Don’t get caught in “Analysis Paralysis.”

– Celebrate progress and any immediate improvements!!

Green Belt Certification Chapter 4

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