STEP 1: DEFINE THE PROBLEMProblem Statement: What is the problem?• A problem is a discrepancy between a standard and the current situation. The ‘standard’ can be a goal, target, policy, plan, level of performance, way of operating or accepted expectation in the organization

• A useful problem statement indicates: the Standard, the Current State relating to the standard, and the Discrepancy between the current state and the standard

• A properly stated problem highlights the important ways in which the current situation is different from the desired situation.

Background: • Information necessary for the reader to understand the complete situation

• Reason for choosing theme. Why are we doing this project? Efficiency, Quality, Customer Satisfaction, etc.

• What is the Impact or Urgency around this problem?Scope:• What are the boundaries of the project; at what points does it Start and Stop

A properly stated problem highlights the important ways in which the current situation is different from the desired situation. A useful problem statement indicates:

the standard the current status relating to the standard the discrepancy between the current status and the standard

STEP 2: GRASP THE SITUATION• Document the Current “As Is”  State• “Go Look Go See “ See with your own eyes where the process is actually occurring

• Understand Quantifiable measurements that will be impacted by the improvement project. (Objective is to understand current condition and drive to the “Root Cause(s)” of the identified problem

• This might include: value stream maps, SIPOC’s, flow charts of the processes, system reports / system queries, statistical analyses, review of existing standard work documentation, performance , quality, or volume metrics

• Analyse data gathered using basic charts. i.e. Pareto, Run Charts, etc. (What is the analyses showing?)

• Utilise “Fishbone” Diagram (Cause and Effect). Look for the “7 Wastes” in the causes identified

• Perform “5 Whys” of the most significant cause or to help in establishing the primary, secondary, etc. bones of the fish. Most commonly used to identify potential root causes for a problem.

Title: (This is the TEAM NAME)Step 1 Step 2 Step 3 Step 4

DD/MM/YY DD/MM/YY DD/MM/YY DD/MM/YY

Step 5 Step 6 Step 7 Report Out

DD/MM/YY DD/MM/YY DD/MM/YY DD/MM/YY

Sponsor Who is the Sponsor?

Leader Who is the Leader?

Facilitator Name of Facilitator? (If applicable)

Team Members Names of all Team Members (Core)Date: __/__/__

STEP 3: PLAN – SMART TARGETS (cont.)• Develop a “Implementation Plan”, describes planned improvement, responsibilities and planned completion dates

STEP 3: PLAN – SMART TARGETS• Develop a “Plan of Action Statement”, state exactly what changes the team is going to make based on the “Root Cause”, Opportunities, and original Problem Statement.

• Establish SMART (Specific, Measurable, Attainable, Relevant, and Time-Based) targets for the improvement that tie back to the problem. “Do What”, “To What”, by “How Much”, by “When”.

• Identify “Activity” (Action to be taken in regards to the root cause), associated Principle, and expected benefit

STEP 2: GRASP THE SITUATION (cont.)Commonly utilised tools:

• After Analysis of all the collected Data, Cause & Effect diagram and / or 5 Whys, develop a specific root cause statement that clearly defines the “Root Cause(s)” of the problem. Summarise the Opportunities identified.

Fish bone (Cause & Effect)

Pull

Customer

Remedy

Broken iPad

User attempts diagnosis/fix

Contact Service (SD)

Toll

SD Performs Basic Config of

replacement

Fully Functional iPad

Service Desk

Telstra

Manager Approval

SD Performs Diag./ Wipes

iPad

SD performs iPad swap

Customer sends iPad to SD

Customer receives New

iPad

SD sends confirmation

email & offers assistance

SD sends iPad to Telstra w/PoP

Repaired iPad

Pre-approval for max. $469

repair

@

Toll

1 day

???

1 day

1 day

15 minutes

5 minutes

30 minutes

1 day 21 d

IT Purchasing

Purchase proof not in

MOaM

AAE

SD Performs troubleshooting

on Phone

Customer continues to use

faulty device

If manager does not

approve and device is still

working

Customer sends faulty device to

SD

SD wipes device SD sends to Billing Ops via Internal Mail Mobile Muster

Toll

Value Stream Map (Documents process and information flows with time)

Pareto Chart (80/20 rule)

0.290

0.300

0.310

0.320

0.330

0.340

0.350

0.360

Weeks of the Season

Ba

ttin

g A

ve

rag

e

Run Chart (Shows changes over time and variation)

Flow Chart (Process Sequence)

# Measure Baseline % Change Target Benefits

1

2

3

Activity Principle Benefits

# Action Item Resp. Date

12X

STEP 4: DO – ACTUAL SOLUTIONS• Implement the Plan described in Step 3• Document any physical layout or process changes as a result of the plan. (Might include graphs etc. showing the changes)

• Monitor the results of each implemented action. Stagger implementation to see the effect of each solution if possible

STEP 5: CHECK – THE SMART TARGETS• Gather data from the changes and compare the results against the targets set in Step 3

• Provide Actual vs. Target results; describes whether plan was achieved.

• Rate each target: 100% = ⃝, 75% = ∆, < 50% = X# Measure Baseline Target Actual Rating

1

2

3

STEP 6: ACT – STANDARDISE / SUSTAINMENT• If the Desired results are achieved in Step 5 (Improvements are Sufficient) Document changes, Update SOP’s, Train all on new process, plan for Monitoring, and Expansion.

• If the Desired results are Not achieved return to Step 2

STEP 7: CONCLUSIONS & LESSONS LEARNED• Describe Lessons Learned from event and list out-of-scope or to-do items

• Document What Went Well? (What do you want in the next project)

• Document What Didn’t Go Well? (What do you want to make sure you avoid in the next project)

• Are there any Opportunities identified that were out of the scope of this project, but should be addressed in the future