pe playbook - process excellence
TRANSCRIPT
Copyright2016Gisoco 13/10/2016 1
SIPOC
Affinity Diagram
Cause-and-Effect Diagram
Control ChartCTQ Tree
Design of Experiments (DoE)
VOCTRIZ
Stratification
Stakeholder AnalysisQuality Control Process Chart
Pugh Matrix
Prototyping
Project Charter
Process Sigma
Prioritization Matrix
Pareto Chart
MGP
Mind Map
Lessons LearnedKano Model
In-and-Out-of-Scope Tool
HOQ
Gage R&R study
FTA
Frequency Plot
FMEA
Flow Diagram
Five Whys
Design Scorecards
PEPLAYBOOK
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WhoamI?
• Enterprisearchitect• Mypassion,give toyourbusinessvalue, efficiencyand vision• Previousworkexperience:CEOoutdoorsportseventscompany,SAPconsultant,16yearsJohnson&Johnson
• PEblackbeltsixsigmacertified• PMP• Ilovetocombinesportsandthesunrise
• https://twitter.com/Sgielen1• https://fr.linkedin.com/in/sonjagielen• http://www.gisoco.com
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SIPOC
Affinity Diagram
Cause-and-Effect Diagram
Control ChartCTQ Tree
Design of Experiments (DoE)
VOCTRIZ
Stratification
Stakeholder AnalysisQuality Control Process Chart
Pugh Matrix
Prototyping
Project Charter
Process Sigma
Prioritization Matrix
Pareto Chart
MGP
Mind MapLessons Learned
Kano Model
In-and-Out-of-Scope Tool
HOQ
Gage R&R study
FTA
Frequency Plot
FMEA
Flow Diagram
Five Whys
Design Scorecards
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Lean✔ ️
✔ ️
Agree what customer really wants
Understand your process
✔ ️ Smooth the flow
✔ ️ Shift from push to pull
✔ ️ Continue to attack waste
Measure
Process Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
PEisastructuredapproachconsistingof5phasestoimprovecurrentprocess(DMAI2C)ortodesignnewprocess(DMADV2)inacontrolledefficientway.
ProcessExcellence(PE)
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• PEoProjectChartero StakeholderAnalysiso SIPOCoVOC
§ AffinityDiagram§ KanoModel§ CTQTree
• DEXoProjectCharteroMulti-GenerationPlan(MGP)o In-and-Out-of-ScopeToolo StakeholderAnalysis
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Phase1- DefineMeasure
Process
Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
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• PEoPrioritizationmatrixo FMEAo StratificationoGageR&RstudyoPlots
§ FrequencyPlot§ ParetoChart§ ControlChart
oProcesssigma
• DEXoVOC
§ AffinityDiagram§ KanoModel
oHouseofQuality(HOQ)oDesignScorecards
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Phase2- MeasureMeasure
Process
Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
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• PEoAffinityDiagramo FiveWhysoCause-and-EffectDiagramo FlowDiagramoPlots
§ FrequencyPlot§ ParetoChart§ ControlChart
oDesignofExperiments(DoE)
• DEXoConcept
§ MindMap§ TRIZ§ FlowDiagram
o Feasibility§ Pughmatrix§ FMEA§ FTA
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Phase3- AnalyzeMeasure
Process
Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
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• PEInnovativeImprovementoGenerateSolutions
§ PrioritizatonmatrixoPilotSolutionbasedondatafrom
§ DesignofExperiments§ FlowDiagrams§ FMEA§ StakeholderAnalysis
• DEXDesignoPrototypingoDetailedDesignElements
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Phase4Measure
Process
Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
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• PEControloQualityControlProcessChartoControlCharto LessonsLearned
• DEXVerifyValidateoHardware/SoftwareValidationo SoftwareTestingoDesignScorecardsoPlots
§ FrequencyPlot§ ParetoChart§ ControlChart
§ Processsigma
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Phase5Measure
Process
Exists?Define
Measure
Analyze
Analyze
Design
Innovative Improvement
Verify Validate
ControlYes
No
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AffinityDiagram
AffinityDiagramorganizesdata
Cluster/group thedataincapabilities/needs
Need
Capability
Capability
Capability
DMAI2C- DMADV2
CausesCausesCauses
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Cause-and-EffectDiagramDMAI2C- DMADV2
“fishbone”TofocusalargenumberofcausesSetprioritiesbymarking themostlikelycauses
MainProblem(Effect)
CauseCauseCause
PotentialCauses
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ControlChartDMAI2C- DMADV2
UCL
LCL
Meanplusorminus 1.5σ
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
ChartTitle
32.34
32.34
Mean=44
Mean=44σ=21.56153983
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CTQTree
Need
Capability
Capability
Capability
URSURSURSURS
URSURSURS
URSURS
HighLeveltoDetaileduserSpecificationsHardtomeasuretoEasytomeasure
DMAI2C- DMADV2
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DesignofExperiments(DoE)
Toanalyzecause-and-effectToexperimentchangesintheprocess
“TrialandError”• Identifythevitalfewcausesorprocessbottleneckstoinvestigate• Modifyvariables• Plotthedataandanalyzetheeffect
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DMAI2C- DMADV2
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DesignScorecardDMAI2C- DMADV2
Totrackprogressuntiltargetspecificationsaremet
Targeta Targetb ….CTQ x
TargetSpecifications (HOQroom6)
CTQs(HOQroom3)
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DetailedDesignElements
• Service/Product• Valuetothecustomer
• Process• SIPOC,ActivityFlowDiagrams,FocusonVA,Minimizefailures
• Informationsystems• ITdata,integration,applicationandinfrastruture architectures
• Organization• DeploymentFlowDiagram
• Facilities• Equipment/Materials• Environment
• Regulatory• Publicopinion• Community• Environmentalrisks
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DMAI2C- DMADV2
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FiveWhys
ComposefiveWhyquestionstoidentifythecausesofaproblem
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DMAI2C- DMADV2
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FlowDiagram• Basicflowdiagram(seeSIPOC)
• Toidentifymajorprocesssteps
• Activityflowdiagram• Toidentifyloops,complexity
• Deploymentflowdiagram• Toidentifyorganizationalinefficiencies
• Opportunityflowdiagram• ToidentifyValueAdded– NonValueAddedprocesssteps(VA– NVA)
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DMAI2C- DMADV2
Start/End
Decision
Activity
Groups/Departments/PeopleStart/End
Decision
Activity
VA NVA
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FMEADMAI2C- DMADV2
Processstep
PotentialFailure
PotentialEffect
SeverityofEffect
PotentialCause
CauseOccurrence
Currentcontrols
CauseDetection
RPN Action
x x.1
x.2
y y.1
FailureModeandEffectAnalysis
RPNRiskPriorityNumber(RPN)Multiply the3rates
RateSeverity– Occurrence– Detection:1 Good10 Bad
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FrequencyPlotDMAI2C- DMADV2
Howoftendifferentvaluesoccur
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5 6 7 8
Histogram DotPlot
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FaultTreeAnalysis(FTA)DMAI2C- DMADV2
Undesiredevent
Failure
Toidentify theweakpoints inadesignconcept
Failure Failure
Basicfailure,nolowerlevel
Failurewithlackofinformation, nolowerlevel
OR
AND
FailureFailure Failure Failure
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GageR&Rstudy
Assessbymeasuringasameitemmultiplenumberoftimes:
RepeatabilitySamepersongetsameresultonsameitem
ReproducibilityDifferentpersonsgetsameresultonsameitem
à Analyzeresult,variation:determineshowmuchcomesfromdifferencesinthepersons ortechniques
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DMAI2C- DMADV2
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HouseofQuality(HOQ)DMAI2C- DMADV2
Room7Correlation
CustomerNeeds(WHAT)
Room1
MeasuresHOWRoom3
Howimportant Score
Room6
Room5
Target/Specifications
TechnicalEvaluation
Relationships
StrongModerateWeak Room4 Room2
Importance
CustomerRating
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In-and-Out-of-ScopeTool
INSCOPE
OUTSCOPE
DMAI2C- DMADV2
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KanoModel
KanoModel(JapaneseexpertNoriaki Kano)3categoriesofcustomerneeds:Mustbe– MoreIsBetter- Delighters
Presence
Custom
erSatisfactio
n
Absent Fulfilled
Dissatisfied
Delighted
Neutral
Delighters MoreIsBetter
Mustbe
DMAI2C- DMADV2
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LessonsLearned
• Whatworkedwell?• Whatdidn’tworkedwell?• Plan– Actualcomparison
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DMAI2C- DMADV2
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MindMapDMAI2C- DMADV2
Mainidea
Idea
Idea
IdeaIdea
IdeaIdea
Idea
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Multi-GenerationPlan(MGP)DMAI2C- DMADV2
Product/Services
Technologies
0– 2Years 2– 4Years 4+Years
Product/Services
Technologies Product/Services
Technologies
Vision
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ParetoChartDMAI2C- DMADV2
Frequencyorimpactofdatadividedintocategories
0 10 20 30 40 50 60 70 80 90
Productlook
Delivery
Productfunction
Invoice
Customerservice
Complaints - Paretochart
Occurence
Categories
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Prioritization/PughmatrixDMAI2C- DMADV2
Toprioritize,Tohelptofocus
Priority a b c ..1.Process
2.URS
1.Outputoftheprocess/2.Potentialsolutions
1Delighted3Neutral5Mustbe
1Notacceptable3Acceptable5Satisfactory
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ProcesssigmaDMAI2C- DMADV2
AccuracyRate(Yield)
DPMO ProcessSigma
69% 308,537 2
93% 66,807 3
99% 6,210 4
99,977% 233 5
99,9997% 3.4 6
DataOpportunities for defects 20Defects 4
ResultsFailure Rate 0,2000Accuracy Rate 0,8000Sigma Level 0,8416Long Term Sigma Level 2,3416
ExamplewithDatafromcontrolchart:
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ProjectCharterDMAI2C- DMADV2
Status Elements
Scope Has the scope of the project increased or decreased?
Timing Is the project currently scheduled to be completed on-time?
Resources Is the project staffed with the appropriate resources?
Issues Are the project issues being properly managed and resolved?
Status Levels
No significant issues/risks exist that could impact scope, schedule, or budget
Issues/risks exists that could/may impact scope, schedule, or budget
Milestones have/will be missed; risks/issues exist that will likely impact scope, schedule, or budget
Stakeholders StatusScope Timing Resources Issues
ProblemStatement ProjectGoal&Scope
KPIsTeamLeadMembers
Milestones&Deliverables KeyAccomplishments
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Prototyping
• Toreceivecustomerfeedbackearlyinthedevelopment
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DMAI2C- DMADV2
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QualityControlProcessChart
Plan/Do
“PlanDoCheckAct”(PDCA)Toensurequalityandeveryoneusesthenewprocessproperly
Check Act
ProcessSteps
IndicatorsWhattocheck
CorrectiveActions
DMAI2C- DMADV2
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SIPOC
SUPPLIERS INPUTS PROCESSES OUTPUTS CUSTOMERS
start stop
DMAI2C- DMADV2
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StakeholderAnalysis
Influenceisbubblesize
Involvement
Resistance
MIN
MAX
MAX
TheStakeholdersAnalysisisatoolusedtoidentify thestakeholdersimpactedtodefine theattitudestoencourageandanalyzethestakeholders'communication needs
Identifystakeholdergroup/individualIdentifylevelofInvolvement,Resistance,InfluenceMaininterests/concernsObjectivesCommunicationneeds
Usetheprioritization graphtoidentify thestakeholdersthatarekeyforsuccess
DMAI2C- DMADV2
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Stratification
Stratification
• Dividedataintogroups
• Typicalgroupsare:• Who:persons,departments,organizations• What:machines,supplies,services,products• Where:physicallocations• When:time,day,week
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DMAI2C- DMADV2
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TRIZDMAI2C- DMADV2
A“knowledgebase”modelforgenerating innovativesolutions
Yourknowledge
Teamknowledge
Companyknowledge
Competitorsindustriesknowledge
Non-Competitorsindustriesknowledge
Allotherinformation
GartnerForrester…
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VOC
VoiceOftheCustomer(VOC)isusedtodescribecustomersneedsandtheirperceptionsofyourproductorservice.
• Identifyyourcustomer• Collectinformation• Analyzeinformation(AffinityDiagram,KanoModel)• TranslateintoCriticaltoQuality(CTQtree)• SetspecificationsforCTQs
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DMAI2C- DMADV2