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© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
Process
Objective: Establish current/baseline performance or process and quantify customer requirement.
Objective: Define Opportunity/Gap, Customer Requirements, and Process.
Objective: Select process for Design/ Redesign and project team.
Output: Process and Team selected
TEAM FORMATION DEFINE MEASURE
ANALYSE
Output: A quantified picture of customer requirements reconciled to current process performance.
Key Steps:- Key Steps:-
Output: Project Charter, Customer Requirements, Process Map, Project plan
Project charter
Objective: Generate Insight and Vision for New Process Options
Objective: Develop detailed design and test/control plan Objective: Implement New Process
Key Steps:-
Key steps:-
Output: New process fully implemented.
Key steps:-
Objectives: Review team effectiveness, plan to address remaining issues and institutionalise the learning.
Output: Recommendations for future projects & improvements to team processes. Project documentation and learnings “pack”
DESIGN
C D
MA
I 6
VALIDATE FUTURE PLANS
Output: Design Options for New Process
Output: Preferred design ready for full implementation
Key Steps:-
•Select Process for Design/Redesign•Project Charter and Business Case•Understand the Process•Understand Customer Requirements•Develop project plan
•Implement new process design•Implemented PMCS•Manage the change•Plan continuous improvement
•Select preferred design option•Detailed Socio-technical design•Simulation and Piloting•Pilot evaluation•Implementation Planning
•Analysis•Generate Insights•Visioning•Generation of Options
METHODOLOGY
Process
•Quantify customer requirements & CTQ’s•Measure Current Process Performance•Understand Variation•Assess Process Capability
Process
Process PLAN
TRANSFORM
ANALYZE
COLLECT
Process Analysis/ Redesign Principles
Value Stream Analysis
Benchmarking Quality Function Deployment
Existing process redesign New Process Design
•Post implementation review•Prepare project documentation pack
Process PMCS
DMADV Process Storyboard
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
2
Process – Problem Matrix
Problems/Issues
Key
Pro
cess
es
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
“Rough Cut” Value Added/Non-Value Added Analysis
Customer Value Added
Operational Value Added
Non- Value Added
Activity
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
The Double Fishbone
Organisation and Roles
Process Structure
Technology Customer Interface
Process Structure
Organisation and Roles
TechnologyCustomer Interface
New Process Vision
Process to be Redesigned
Existing Process Analysis
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
Generating Improvement Opportunities
5
Present
Reason
Alternatives
Selection
Improvement
Concerning Purpose Place Sequence Person Means
What is done ?
done ?
Can it be
Should it be
Eliminate Combine or Change Simplify
done ? done in the it ? done ?
done there ?
could it be
Where should
done then ? done by that done that
could it be could it be could it be
When should it Who should it How should it
Method
Means of
Questions Aspects Examined
Why is it
eliminated ?
eliminated ?
Where is it When is it
sequence ?
Who does How is it
Why is it
Where else
done ?
it be done ?
Why is it Why is it
person ?
Why is it
way ?
When else
done ?
Who else
done by ?
How else
done ?
be done ? be done by ? be done ?
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
The 5W2H QuestionsWho What Where
Why
Who does it ? Who is doing it ? Who should be doing it ? Who else can do it ? Who else should do it ?
What to do ? What is being done ? What should be done ? What should be done ? What else should be done ? What else should be done ?
Where to do it ? Where is it done ? Where should it be done ? Where else can it be done ? Where else should it be done ?
Why does he/she do it ? Why do it ? Why do it there ? Why do it then ? Why do it that way ?
How much? How much does it cost
now ? What will the cost be
after the improvement ?
When
When to do it ? When is it done ? When should it be
done ? What other time can it
be done ? What other time
should it be done ?
How
How to do it ? How is it done ? How should it be done ? Can this method be
used in other areas ? Is there any other way
to do it ?
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
Generating Improvement Opportunities
7
Present
Reason
Alternatives
Selection
Improvement
Concerning Purpose Place Sequence Person Means
What is done ?
done ?
Can it be
Should it be
Eliminate Combine or Change Simplify
done ? done in the it ? done ?
done there ?
could it be
Where should
done then ? done by that done that
could it be could it be could it be
When should it Who should it How should it
Method
Means of
Questions Aspects Examined
Why is it
eliminated ?
eliminated ?
Where is it When is it
sequence ?
Who does How is it
Why is it
Where else
done ?
it be done ?
Why is it Why is it
person ?
Why is it
way ?
When else
done ?
Who else
done by ?
How else
done ?
be done ? be done by ? be done ?
© Max Zornada (2012)
Lean Six Sigma: Yellow Belt Advanced
The 5W2H QuestionsWho What Where
Why
Who does it ? Who is doing it ? Who should be doing it ? Who else can do it ? Who else should do it ?
What to do ? What is being done ? What should be done ? What should be done ? What else should be done ? What else should be done ?
Where to do it ? Where is it done ? Where should it be done ? Where else can it be done ? Where else should it be done ?
Why does he/she do it ? Why do it ? Why do it there ? Why do it then ? Why do it that way ?
How much? How much does it cost
now ? What will the cost be
after the improvement ?
When
When to do it ? When is it done ? When should it be
done ? What other time can it
be done ? What other time
should it be done ?
How
How to do it ? How is it done ? How should it be done ? Can this method be
used in other areas ? Is there any other way
to do it ?
