Documente Academic
Documente Profesional
Documente Cultură
<Project Title
(State From ... To)>
< Last Name, First Name >
DefineMeasure
AnalyzeImproveControl
Wave No: <xx>
Review Date: <xx/xx/xxxx>
LEAN
SIX SIGMA
Program Nam
Lean Six Sigm
DefineMeasure
AnalyzeImproveControl
LEAN
SIX SIGMA
Analyze
Analyze Phase Road Map
Define Measure Analyze Improve Control
Activities Tools
• Identify Potential Root Causes • Process Constraint ID and Takt Time
• Reduce
Analysis
List of Potential Root Causes
• Cause & Effect Analysis
• Confirm Root Cause to Output Relationship
• FMEA
• Estimate Impact of Root Causes on Key
Outputs • Hypothesis Tests/Conf. Intervals
• Prioritize Root Causes • Simple & Multiple Regression
• Complete • ANOVA
Analyze Gate
• Components of Variation
• Conquering Product and Process
Complexity
• Queuing Theory
Bonacorsi Consulting 3
Analyze
Measure Overview
Process Capability Graphical Analysis
I -MR Chart of Delivery Time
CTQ: ? 40
UC L=37.70
Unit (d) or Mean (c): ?
Individual Value
35
DPMO (d): ? 25
20 LC L=20.56
1 28 55 82 109 136 163 190 217 244
Observation
Sigma (Short Term): ?
UC L=10.53
10.0
Sigma (Long Term):?
Moving Range
7.5
5.0
MSA Results: show the percentage result of the 2.5
__
MR=3.22
Bonacorsi Consulting 4
Analyze
Graphical Analysis Summary
Data is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX
Normality Central Tendency Variation
Normal Average Std. Dev (long term)
Non-Normal Median or Q1 or Q3 Span (1/99) or
Stability Factor (Q1/Q3)
Technical
Political
Cultural
Bonacorsi Consulting 6
Analyze
Sources of Variation
Defect Overproduction Transportation
Was the Action workout
Area 1 performed #1?
<Area 1> Area 1
Sub area 1
<Sub area 1> Sub area 1 <Right Click, and select Add Text>
NVA
Area 1
Area 1 Was the Action workout
Area 1
Sub area 1 performed #2?
Sub area 1 Sub area 1
<Right Click, and select Add Text>
Processing Motion Inventory Waiting
< Insert your variation
percentage as shown
in pie chart >
Bonacorsi Consulting 7
Analyze
Cause and Effect Matrix
Importance Rating Score Speed to Decision Cooperation, Budget Funding
Seats Schedule Process
Blank = no correlation Reach Meets Clarity, Feedback for Source
Available Options Outputs
1 = remote correlation Decision Req Accuracy Options Identified Was the rating of importance
done by Kano analysis?
3 = moderate correlation
Importance
9 = strong correlation 10 7 6 7 10 9 5 7
Rating
Item Process Step Process Inputs Correlation of Input to Output Total
To what extent does variability in these process steps/inputs impact variability across these outputs ? Higher score =
Develop Options <Right Click, and select Add Text>
Customer schedule &
16 including price & 9 9 1 9 9 9 9 3 459
requirements
schedule
18 Approve options Proper decision makers 9 9 9 9 3 1 9 392
15
Inventory Search of Database, tribal
9 9 9 3 261
Were all the process steps
known Vacant Space
Interview Customer to
knowledge
identified?
14 Form 3 1 9 9 9 217
Understand Form
Brief customer on options, costs, schedule
17 9 9 3 3 3 216
options options, funding vehicle <Right Click, and select Add Text>
8 Supervisor Approval 9 3 1 118
What is the % of quick hits
11 Fill out Forms 9 3 108
12 Accept Form 3 3 51
3 Create Spreadsheet 3 30 causing the problem?
4 Dept Approval 3 30
5 Approval Mgr 1 3 30
<Right Click, and select Add Text>
6 Approval Mgr 2 3 30
1 Identify Need 3 21
13 Assign to Team 3 21
2 Mark Up Floor Plan 0
9 Notification 0
Forms to requestor
19 0
and Log in issue
19 Prepare brief 0
Bonacorsi Consulting 8
Analyze
Run Charts
When the points are
connected with a line,
a run ends when the A run, in this case,
line crosses the is one or more
median consecutive points
on the same side
of the median
Median = 38
100
150
80
Percent
100 60
Count
40
50
20
0 0
th th t rs
Defect So
u
No
r
Ea
s
Ot
he
Count 100 50 15 6
Percent 58.5 29.2 8.8 3.5
Cum % 58.5 87.7 96.5 100.0
Bonacorsi Consulting 10
Analyze
Scatter Plot
Bonacorsi Consulting 11
Analyze
Linear Regression
95% confident that 94.1% of the variation in “Wait Time” is from the “Qty
of Deliveries”
45
40
35
10 15 20 25 30 35
Deliveries
Bonacorsi Consulting 12
One-Sample T-Test and Dot Plot
Analyze
No Part
Part
for the team
Analysis to confirm
of Variance for Netthese
Hour
suspectedDFroot causes.
Source SS MS F P Because the p-
Part/No 1 7421 7421 8.65 0.004
Error 69 59194 858 value <= 0.05, we
Total 70 66615 can be confident
Individual 95% CI's For Mean
Level N Mean StDev --+---------+---------+---------+---- that calls requiring
No Part 27 21.99 19.95 (--------*---------) parts do have an
Part 44 43.05 33.70 (------*------)
--+---------+---------+---------+---- impact on the
Pooled StDev = 29.29 12 24 36 48
ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 15
Analyze
Mood’s Median
After further investigation, 40 Dotplots
Dot Plot:of Defects
Part/ by Impact
No Part Subgroup
on
possible reasons proposed by Ticket Cycle Time
the team are supplier
30
backorders, lack of technician
certifications and the distance
Defects
from the supplier to the client 20
site.
It is also caused by the need 10
for technicians to make a
second visit to the end user to
complete the part 0
After
Before
for the team to confirm these
suspected root causes.
Chi-Square = 19.14 DF = 2 Mood’s Median Test
P = 0.000 Individual 95.0% Confidence Interval’s Because the p-
Month N<= N> Median Q3-Q1 ------+---------+---------+---------+ value <= 0.05, we
10 88 132 8.43 12.15 (--------+-------) can be confident
11 123 121 6.57 10.52 (------+------) that calls requiring
12 111 68 4.77 7.10 (-----+------)
parts do have an
------+---------+---------+---------+
Overall Median 6.63 4.8 6.4 8.0 9.6 impact on the
ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 16
Statistical Testing for Discrete Analyze
Data
Chi-Square Test
Because this p value is less than 5%
Expected counts (calculated by Minitab) (0.05), we can be confident that
are printed below observed counts
department does have an impact on the
1
Errors
33
Correct
60
Total
93
proportion of correct tickets processed
40.46 52.54
<Right Click, and select Add Text>
<Right Click, and select Add Text>
Bonacorsi Consulting 18
Analyze
Hypothesis Test Summary
Was the hypothesis roadmap
followed?
<Right Click, and select Add Text>
What was the power and
Sample Size?
<Right Click, and select Add Text>
What are α and β risks?
<Right Click, and select Add Text>
Bonacorsi Consulting 19
Analyze
Control / Impact Analysis
Does the X have a high, medium, or low impact on the project Y?
High Impact Medium Impact Low Impact
? ? ?
influence, or out of their control?
Does the X in he teams control,
In Our ? ? ?
Control ? ? ?
? ? ?
In Our ? ? ?
Influence ? ? ?
? ? ?
Out of Our ? ? ?
Control ? ? ?
Bonacorsi Consulting 20
Analyze
In/Out of Frame
Creating a visual depiction of what
elements of the project are in the scope
(frame) and out of the scope
Vital X #8
Vital X #2
Vital X
Influence
Vital X #5
#3
Vital X #7
No Vital X #4
Control Control
Vital X Vital X #6
#1
Vital X #9
1
Training & Development
2
1
Measurements & Reward
2
1
Communication
2
1
Organization Design
2
1
Information Systems
2
1
Resource Allocation
2
Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell
the story with cause–effect relationships, on how the proposed change should create the
desired financial result (savings) in your project )
Show the financial calculation savings and assumptions used.
Assumption #1 (i.e. Labor rate used, period of time, etc…)
Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)
Describe the Type 3 Business Impact(s) areas and how these were measured
Assumption #1 (i.e. project is driven by the Business strategy?)
Assumption #2 (i.e. Customer service rating, employee moral, etc…)
Other Questions
Stakeholders agree on the project’s impact and how it will be measured in financial terms?
What steps were taken to ensure the integrity & accuracy of the data?
Has the project tracking worksheet been updated?
Bonacorsi Consulting 26
Analyze
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
Last Revised:
Status Revised Due
No. Description/Recommendation Due Date Resp Comments / Resolution
Open/Closed/Hold Date
1
2
3
4
5
6
7
8
9
10
Bonacorsi Consulting 27
Analyze
Has the team identified the
Stop key factors (critical X’s) that
have the biggest impact on Analyze
Tollgate Checklist Tollgate
Review
process performance?
Have they validated the
root causes?
Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could
contribute to the problem statement?
Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for
variation in the process, and generate hypothesis as to the root causes of the current process performance?
Has an evaluation been done to determine whether the problem can be solved without a fundamental ‘white paper’
recreation of the process? Has the decision been confirmed with the Project Sponsor?
Has the team investigated and validated the root cause hypotheses generated earlier, to gain confidence that the “vital
few” root causes have been uncovered?
Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem
Statement) is being seen?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's to-date required modification of the Project Charter? If so, have these changes been approved by the
Project Sponsor and the Key Stakeholders?
Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put
in place?
Bonacorsi Consulting 28
Analyze
Sign Off
• I concur that the Analyze phase was successfully completed on
MM/DD/YYYY
• I concur the project is ready to proceed to next phase: Improve
Bonacorsi Consulting 29
Bonacorsi Consulting
This Training Manual and all materials, procedures and systems herein contained or
depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting,
L.L.C.
The contents hereof contain proprietary trade secrets that are the private and
confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or
reproduction of any kind of any material contained in this Manual is expressly
prohibited. The contents hereof are to be returned immediately upon termination of any
relationship or agreement giving user authorization to possess or use such information
or materials. Any unauthorized or illegal use shall subject the user to all remedies, both
legal and equitable, available to Bonacorsi Consulting. This Manual may be altered,
amended or supplemented by Bonacorsi Consulting from time to time. In the event of
any inconsistency or conflict between a provision in this Manual and any federal,
provincial, state or local statute, regulation, order or other law, such law will supersede
the conflicting or inconsistent provision(s) of this Manual in all properties subject to that
law. Steven Bonacorsi is a Senior Master
Black Belt instructor and coach.
© 2006 by Bonacorsi Consulting, L.L.C. Steven Bonacorsi
All Rights has trained
Reserved.
hundreds of Master Black Belts, Black
Belts, Green Belts, and Project
Sponsors and Executive Leaders in
Lean Six Sigma DMAIC and Design for
Lean Six Sigma process improvement
methodologies.
Bonacorsi Consulting 30