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`Tips that work!` Tips For Six Sigma Green Belt Project Teams* (*TEAM 2000 Guided Initiatives)
	Rai Chowdhary MS, Six Sigma Master Black Belt, Cert: CQE, CQM, Lean
Copyright TEAM 2000, All Rights Reserved Last Update Aug 2005
Phase of Project	Key activities that need to occur (Sample...)	Useful tools / skills during this stage (Use what is needed)	End of Phase check
Pre-DMAICA	Check to determine if this type of a problem has been solved before, or a similar project has been executed before	Company database / reports	Decision to proceed with this project, or use known solutions from a previously completed project. (This can save time, and resources for the company, and re-direct your focus on more meaningful projects)
Define	Work on project charter and problem statement Get buy in from Sponsors / Champions Establish tie in with Finance Identify all parties that will be affected by change the project will drive Understand the process in the "as is" condition, the expectations of Sponsors, and Champions	SIPOC Process Mapping Pareto Chart Prioritization Matrices Causal Event Maps Project Management Voice of the Customer Team Building Financial Statements Analysis Operating Definitions	Problem Statement is defined Charter is created and buy in obtained Project Plan is created Understanding of financial impact Finance focal is on board with the team Parties that will be affected by the upcoming changes are identified, and communication channels opened with them First cut on what data to collect
Measure	Determine what you will measure, x, y, X, Y Identify the nature of the variables Test your Measurement System for Accuracy, Precision, Stability, etc. Locate the variables on the Process Map Collect data, and, create a baseline to document existing performance levels Identify gap Re-visit Problem Statement and Charter to do a reality check	SIPOC Process Mapping Measurement Systems Analysis Voice of the Customer Run Charts Statistical Process Control Charts Process Capability Operating Definitions Touch Time / Cycle Time Calculations	Process Map is created Team understands the inputs and outputs for the process, at each step, the control and check points in the process are identified as they exist today The Key Process Variables are identified Data collection methodology with regard to these variables is in place Measurement system error is quantified, and ways to deal with the same are put in place Gap between current state and future state is visible Finance linkage is clear Data is collected for further analysis Confirmed Problem Statement, and Charter
Analyze	Study the gap Identify potential causes for the same Narrow down causes that responsible for the gap Begin identifying what needs to change Communicate gap, and causes for the gap to Sponsors, Champions, Process Owners, and other departments as needed	SIPOC Process Mapping Causal Event Maps Cause and Effect Analysis Affinity Diagrams Value Added / Non-Value Added Analysis Pareto Charts Histograms Scatter Plots Statistical Analysis Methods Statistical Process Control Charts People Styles Creative Problem Solving Techniques	Team understands the inputs and outputs for the process, at each step, the control and check points in the process are identified as they exist today The relationship between Key Process Variables is understood Important variables are determined and a plan laid out on how to manage these Gap between current state and future state is visible, key individuals and departments who will be affected by upcoming changes are notified Finance linkage is clear Relevant data is collected for further analysis What needs to change is beginning to surface Process owners, Sponsors, and Champions are abreast of upcoming changes, and are willing to make the necessary commits
Improve, and Implement	Define what needs to change in the processes that are being analyzed Identify changes / improvements that will produce the desired results Build buy-in with Process Owners for the upcoming changes Create plan to drive changes, and improvements Execute and make the necessary changes for improvements	Cause and Effect Diagrams Process Mapping Causal Event Maps Pareto Charts Prioritization Matrices Force-Field Analysis Failure Modes and Effects Analysis Scatter Plots Statistical Analysis Methods People Styles Project Management Cost Benefit Analysis Touch Time / Cycle Time Analysis Value Added / Non-Value Added Analysis Creative Problem Solving Techniques Force Field Analysis	Changes required to improve the processes have been identified and deployed - including training of employees, equipment changes / acquisitions, and modifications to work flow Process Map is updated with changes Cost benefit analysis conducted to determine which of the improvements are in the best interest of the company (Finance has provided their input) Purchase of capital equipment, or additional other resources has been completed and these are in place now First round of what can go wrong is in works People / departments affected by change have bought into the change and agreed to accept the change Respective teams / individuals / departments are ready to begin collecting data in the "After Change" condition Finance is ready to start their tracking to capture benefits
Control	Document the changes, and embed these into the company's Quality Management System Conduct what if analysis to identify what can go wrong and causes for such failures Put the necessary procedures and policies in place to ensure the changes cannot be un-done Install indicators at the right locations in the process to act as early warning mechanisms if the process begins to change / drift Build in control mechanisms to ensure process stays within designated limits	Cause and Effect Diagrams Process Mapping Causal Event Maps Force-Field Analysis Failure Modes and Effects Analysis Statistical Analysis Methods People Styles Project Management Risk Management Cost Benefit Analysis Statistical Process Control Charts Financial Statements Analysis Force Field Analysis Operational Definitions	Completed Risk Analysis with potential causes for failures identified. Corrective / preventive actions in place Processes operating within expected boundaries, (Stable and Capable) as evidenced by the performance of Key Process (Input and Output) Variables Process owners have accepted the changes made to their work areas Quality Management System updated, procedures and policies have been signed off Employees have been trained to work with the improvements Employee certification plan in place to ensure their performance does not deteriorate Required equipment has been installed / modified, and verified for performance. Maintenance plan is in place Sponsors and Champions are tracking results from the changes Finance is tracking the respective metrics and department budgets are re-set to reflect changes
Anchor	Project report is written, and documents lessons learned Database for Six Sigma Projects is updated, and relevant project info is uploaded to the company intranet Merit review of employee captures their performance on the project	Technical / Report writing Web-tools Databases	Report is readable with minimal chance of misinterpretation, and signed off by Team Lead, Sponsors, Champions, and Implementation Team focal Report is easily located when a search is conducted on the company's intranet Lessons learned on what improvements work for what kinds of problems are transferable within the company HR Database is updated to include the skill sets gained by each of the team members Merit review is completed
Copyright TEAM 2000, All Rights Reserved Last Update Aug 2005

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