define presentation

8/12/2019 Define Presentation

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OMC Internal Revision No. 2.0Issue Date. Jan'2005

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MICROLAND

Six Sigma

DMAIC Green Belt Training

DEFINE


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DEFINE

DEFINE Learn ing Object ives

To identify the process or product for improvement

To identify customers and translate the customer needs

into CTQs

To develop a team charterProblem/goal statement, project scope, business case, team roles, andmilestones

To develop a high-level process map for the most

significant four to five steps of the process

To obtain formal project approval


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DEFINE

DEFINE - Steps

Define Process Map

- Define Process- Connect the Customer

to Your Process- Map Business Process- Verify Process Map

Define Measure

Analyze

Improve

Control

Identify Customer& Project CTQs

- Identify Customer(s)- Compile & Evaluate- Data for ExistingCustomers

- Analyze Voice of the

Customer(s)- Translate CustomerNeeds IntoRequirements (CTQs)

- Integrate CTQs withBusiness Strategies

- Identify Project CTQs

Develop TeamCharter

-Develop The Problemand Goal Statements

-Develop The BusinessCase

-Determine ProjectScope

-Select Team & DefineRoles

-Set Project MilestonesObtain key stake holders

signoff


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DEFINE

Identify Cu stom ers

Customers

Internal

External

are those who utilize your product or

service as an input to their process to deliver

output for the next internal customer or the

external customer

are those who use your end product or

service


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DEFINE

C r itical To Q ua lity

CTQs (Critical to Quality) are the key measurable characteristics of a

product or process whose performance standards or specification

limits must be met in order to satisfy the customer. They align

improvement or design efforts with customer requirements.

CTQs represent the product or service characteristics that are defined

by the customer (internal or external). They may include the upper and

lower specification limits or any other factors related to the product or

service. A CTQ usually must be interpreted from a qualitative customer

statement to an actionable, quantitative business specification.


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Tr an slate VOC to C r itical To qu ality m easur es ( CT Q s )

Tools Used

Affinity Diagram - Too Many Requirements

Kano model - All Requirements Equally Important

CTQ tree - Unspecific Customer RequirementComplex Broad Needs

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Affin ity Diagr am

A tool used to organize and present large amounts of data (ideas, issues,

solutions, problems) into logical categories based on user perceived

relationships and conceptual frame working.

Often used in form of "sticky notes" send up to front of room in brainstorming

exercises, then grouped by facilitator and workers. Final diagram shows

relationship between the issue and the category. Then categories are ranked,

and duplicate issues are combined to make a simpler overview.

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DEFINE

Affin ity Diagr am

Idea

Header

Verbatim VOC High-Level Needs

Header Header Header Header

Idea

Idea

Idea

IdeaIdea

Idea

Idea

Idea

Idea

IdeaIdea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

Idea

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Idea

Idea

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Idea

Idea

Idea

Idea

Idea

Idea

Exercise

How MICROLAND can improve its Customer Satisfaction ?

You being a part of internal customer are required to collect your

views/ideas and then carry out an Affinity Diagram exercise to figure out

the high level needs.


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DEFINE

Ka no M odel

Kano (a Japanese researcher), stated that there are four types of customer

needs, or reactions to product characteristics / attributes:

1. The 'Surprise & Delight'factors. These really make your product stand out

from the others. Example, a passenger jet that could take off vertically.

2. The 'More is Better '. E.g. a jet airliner that uses a little less fuel than the

competition.

3. The 'must be'things. Without this, you'll never sell the product. E.g. A jet

airliner that cannot meet airport noise regulations.

4. Finally, there are the 'dissatisfiers' , the things that cause your customers

not to like your product. E.g. a jet airliner that is uncomfortable to ride in.


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DEFINE

Ka no M odel

Delighters

Innovation

Less functional

Satisfaction

Functional

Dissatisfaction

Must be

Critical Priorities

One Dimensional

Competitive Priority


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DEFINE

CT Q Tree

A CTQ tree is a tool that aids in translating Customers Language into

Quantified requirements of our product/ service.

Purpose: - Translates broad customer requirements into specific critical to quality

requirements

Helps team to move from high level to detailed specification

Ensue that all aspects of need are identified


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CT Q Tree

Response (Y)

Measurement definition

Customer Requirement Target

Specification Limits

USL

LSL

Maximum allowable defect rate

Response (Y)


Customer Name Customer Requirement Target


USL

LSL


Response (Y)


Customer Requirement Target


USL

LSL


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Example CT Q Tr ee - IM Sev 3 Ticket

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Big Y Small Y's Detail Y's Measurement SLA

Tkt ack Response Y1 ack time " mints"

Measurment definition

From the time the time at which a tkt is

opened at CHD andtill the time an

Engineer gives the ack 60 mints

Target


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DEFINE

DEFINE - Steps

Define Process Map

- Define Process- Connect the

Customer to YourProcess

- Map Business Process

- Verify Process Map

Define Measure Analyze Improve Control

Identify Customer

& Project CTQs

- Identify Customer(s)-Compile & Evaluate-Data for ExistingCustomers

-Analyze Voice of the

Customer(s)-Translate CustomerNeeds IntoRequirements (CTQs)



Develop Team

Charter



-Determine Project

Scope-Select Team & Define

Roles-Set Project Milestones

Obtain key stake holders

signoff


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Why is the project worth doing?

What are the consequences of NOTdoing it now?

Why is it a priority?

What are the advantages of doing it now?

How does it fit with business initiatives and targets?

Business C ase

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Should answer: What is wrong or not meeting our customers need?

When and where do the problem occurs?

Whom is it impacting?

How big is the problem? What is the impact of the problem?

Should NO T answer:

Potential cause Conclusions or potential solutions

Description of pain.

What, When, Where, Whom, Which

How much?

Pr oblem Statem ent

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Pr oblem Statem ent

DEFINE

Poor Example:

Our customer are highly dissatisfied because of the Sev 3 ticket closure issue

Improved Example:

In the month of March-04( when), the average TAT for Sev 3 tickets ( what) is

105 hrs i.e.~ 4 days ( how much). This ranges from a minimum of 40 mins to

a max of 1147 hrs. This is a breach of SLA ( impact) for TAT of tickets and

hence effort should be there to reduce TAT within 72 hrs.


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Definition of improvement the team is seeking to

accomplish

Starts with a verb (reduce, eliminate, control, increase)

Should be realistic and not aggressive

Transforms vision into a discrete statement of direction

Should be SMART (Specific, Measurable, Attainable,

Relevant,Time-Bound)

G oal Statement

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Purpose: To clearly describe and gain agreement on the logical

boundaries of the project

In Scope

Out of scope

What is within the boundaries of the project and what is outside thoseboundaries.

What is the start point and what is the stop point?

P r oject Scope

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Pro ject Scope In F ram e Out F r ame

DEFINE

This is a visual tool based on the analogy of a picture frame. It challenges

the team to identify those aspects of the project (the type and extent of end

results or deliverables, the people impacted, timing, product lines impacted,

sites involved,etc.) which are

in the frame (meaning clearly within the scope of work),

out of the frame,

or half-in-half-out (meaning this is either up for debate, or some aspects

are in the scope of work but only in a partial way.)


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Reference point marking major events in a project

High level Project plan with dates

Typically dates of completing DMAIC phases

Consider the effort and flow of data in defining dates

Aggressive but realistic

M ile Stone

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Role of Champion

Role of BB

Role of GB

Role of Project Team

Frequency of interaction

Purpose of Interaction

Process of Interaction

Roles Responsibilities

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What: A tool to determine individuals and/or groups whose

commitment is essential for project success

Why: To ensure that the project leader has identified Key Stakeholders

How: List individuals/groups involved in the process and identify

project function

ARM I M odel

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A Approval of team decisions outside their charter authorities, i.e., sponsor,business leader

RResource to the team, one whose expertise, skills, or clout may be needed on an

ad hoc basis

MMember of team, with the authorities and boundaries of the charter

I Interested party, one who will need to be kept informed on direction, findings, if

later support is to be forthcoming

Keystakeholders

Startup/planning

PROJECT

Implementation

PHASE

Evaluation

ARM I M odel

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This tool is based on a simple model for team formation. It

challenges the team to consider four critical and interrelated

aspects of teamwork: Goals, Roles, Processes and

Interpersonal relationships. It is invaluable in helping a groupbecome a team.

G .R .P.I C heck L ist

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GOALS How clear and in agreement are we on the

mission and goals of our team/projects?

ROLES- How well do we understand, agree on, and

fulfill the roles and responsibilities for our team?

PROCESSES - To what degree do we understand

and agree on the way well approach our project

AND our team? (Procedures and approaches for

getting our project work done? For running our

team?)

INTERPERSONAL- Are the relationships on our

team working well so far? How is our level of

openness, trust, and acceptance?

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

G.R.P.I Checklist Low High

G .R .P.I Team M odel

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DEFINE

DEFINE - Steps

Define Process Map

- Define Process- Connect the

Customer to YourProcess

- Map Business Process- Verify Process Map

Define Measure Analyze Improve Control

Identify Customer& Project CTQs

- Identify Customer(s)-Compile & Evaluate-Data for ExistingCustomers

-Analyze Voice of theCustomer(s)

-Translate Customer

Needs IntoRequirements (CTQs)



Develop TeamCharter



-Determine ProjectScope

-Select Team & DefineRoles

-Set Project Milestones

Obtain key stake holderssignoff


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Process A series of actions, changes, or functions on an input bringing about an

output that are value to the customer

Process Mapping

Technique for creating a common vision and shared language for

improving business results

Graphical display of steps, events and operations that constitute a

process

Process boundary

The limits of a particular process, that define the start and stop

points of the process

P r ocess E xplained

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Starts With the Customer . . .

. . . Ends With the Customer

SIPOC - Process Flow

COPIS - Process Thinking

SSuppliers

I PProcess

OOutputs

CCustomer

Measures Measures

Requirements Requirements

XsInputs Ys

Its goal is to connect the customer to the process and identify key

inputs and requirements.

H igh L evel P r ocess M ap

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OMC Internal Revision No. 2.0I D t J n'2005

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M essaging Sev3 tickets H igh L evel P r ocess M ap

SIPOC

DEFINE

Suppliers Input Process (High Level) Output Customers

1 1 Problem Description Start Point: 1

Work Around /

Temporary Fix 1 GE E-Mail Users

2 User Details 2

Permanent Fix of the

Incident

3

Snap shots or

attachements if required 3 Resolved Incident

2 1 Problem Description 1 Acknowledge the ticket

2 User Details 2

TSE works to resolve the

problem

3

Snap shots or

attachements if required 3

TSE Resolves the call

and restores the ticket

4

TSE requests for

confirmation from User

to close call

End Point:

Ticket closed in Service Centre

TS/TAM/SM

GE Businesses

Operation or Activity

Service Centre Ticket assigned

to Messaging TSE

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