The 12 Steps of the Breakthrough Strategy

Module Objectives
By the end of this module, the participant will: Know the 12 Steps of the Breakthrough Process Understand how the 12 Steps of the Breakthrough Strategy provide the backbone for six sigma DMAIC projects Understand the value of the 12 Steps

Why Learn About the Breakthrough Strategy?

Six sigma DMAIC methodology is a Project driven find and fix method That is data driven That is based (starts with) on the Voice of the Client Whose success is measured in reduction in DPMO Whose application may involve potentially many statistical tools That is a time limited activity (typically 4 to 6 months) Therefore we need a Project Management System that Is based on data (Verifiable Data) That starts by defining what is important to a client That establishes and uses DPMO and other capability indices That keeps the use of the tools organized and efficient That drives completion on a timely basis

The 12 Steps are the actionable breakdown of DMAIC for Project Management For Six Sigma
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What is the Breakthrough Strategy?

The 12 Steps are the actionable breakdown of DMAIC for Project Management For Six Sigma For example, we have a Define/Measure phase that will break down into identifying who is the client, what is important to them, how it is defined in our process, and what exactly makes it good or bad for our client. We will now take a look at the 12 Steps Note: The exact breakdown of which of the 12 Steps is in which phase of DMAIC is subject to interpretation as some of the steps link phases together

The Breakthrough Strategy

12 Steps of the Breakthrough Strategy

1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) Select Output Characteristics Define Performance Standards Validate Measurement System Establish Process Capability Define Performance Objectives Identify Variation Sources Screen Potential Causes Discover Variable Relationships Establish Operating Tolerances Validate Measurement System Determine Process Capability Implement Process Controls

Step 1- Select Output Characteristic

The Big Y You have to have a reason to do a project and that reason should be something that is bothering a client, either internal or external. There must be clear line of sight to the key issues of the business. If you cant identify what is important to work on, dont work on anything What is Critical to Satisfaction (CTS)? - $$$, Cycle, Defects, Safety, etc. If you cant put a name on it, you cant do it If you cant define the units of measure - be careful! You will end up having to: define the units of measure AND create a measuring system for the issue at the beginning of your project
Start of Y = f(?)
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Step 2 Define Performance Characteristics

The Spec If you dont know what makes something good or bad, how can you measure the problem in terms of defects (DPMO)? If the definition of what makes a defect (the specification) is not in the same units of measure as the selected CTS from step 1, you have the wrong spec The definition needs to be crystal clear and brief Does your client agree with your spec?

What is a good Y? What is a bad Y?

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Step 3 Validate Measurement System

Can I See? If you cant measure something, how do you know where you are, where you have been, or where you are going? If your measuring system is incapable, STOP and FIX IT before proceeding Note: MSA must be done on any and all defects you wish to count (watch out if you have a visual inspection of 6 characteristics)

Is it really Y?
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Step 4 Establish Product Capability

Baseline I know what needs to be fixed (step1), what defines it as good or bad (step 2), and I can accurately measure it (step 3) so: Now I can say how my process is performing in terms of long and short term Z and DPMO I improve from here Common tools: 6 Sigma Process Report for continuous data & Product Report for discrete data

What is your ability to make good Ys?

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Step 5 Define Performance Objectives

My Goal Where do I want to be at the end of my project? The goal should be a stretch Use logic when setting goals Do I need to Benchmark? Is the goal aligned with the business strategy? Where do I want to be and when do I want to be there? Does achieving the project goal also achieve entitlement?

What does your ability to make good Ys need to be?

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Step 6 Identify Variation Sources

What makes it tick? List all potential inputs (PIV, X) that could effect my output (KPOV,Y) This is filling the top of the funnel Some tools include fishbone, C&E matrix, FMEA, detailed process maps Think outside the box - if you fix it the same way you did last year, you will have the same problem you have now

Potential Xs for Y = f(X1, X2, , Xn)

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Step 7 Screen Potential Causes

Narrow it Down Screening is done using Graphical Tools, Experiments, and Hypothesis Tests to identify and prove which are the vital Xs This is the middle of the funnel for most projects (multiple Xs or with variable relationships between Xs) for some simpler projects with a single X, this is the bottom of the funnel, the final vital X

Important Xs for Y = f(X1, X2, , Xn) we still need to determine f

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Step 8 Discover Variable Relationships

How the Xs affect Y Evaluate how my Vital Xs affect Y, either independently or in combination with other Vital Xs. This is primarily done through the use of DOE (Regression) This is the bottom of the funnel, I know which Xs affect my Y and I know how they affect Y The function Y = f(X1, X2,, Xn) is called a transfer function it describes how a change in one or more of the Xs transfers to a change in Y

We now know what Y = f(X1, X2, , Xn) is

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Step 9 Establish Operating Tolerances

How To Set My Xs I know which Xs are important. What settings do I use to improve my project? In the case of a variable X,I have to provide a setting tolerance (e.g. a target amount an allowed amount of variation about the target) In the case of a non-variable X , I know which value of the variable provides the best value of Y, therefore I have specified the absolute operating tolerance

Make use of what we know about Y = f(X1, X2, , Xn)

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Step 10 Validate Measuring System

Can I Measure My Xs & Y? In the case of a variable X I need to validate that it can be measured (a vital X MSA) In the case of a non-variable X, I need to validate that I can tell whether the X is the right value (e.g. is this from Supplier A?) Also, I might have improved my Y so much that I can no longer read my process, and may have to improve my measurement system to truly measure the improvement

Cant control Y = f(X1, X2, , Xn) if you cant measure it

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Step 11 - Determine Process Capability

Where Am I? This measures the capability of controlling my Xs at their optimal settings This is also the time when we determine formal results by comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5) Common tools: Six Sigma Process Report for continuous data Six Sigma Product Report for discrete data

Can you consistently make X1, X2, , Xn to produce good Ys?

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Step 12 - Implement Process Controls

Lets Not Do This Again The Xs you have determined as vital, their settings, and other actions you have taken to make the improvement must be: nailed down set in concrete fully implemented (NOT just agreed to) put into a rigorous audit schedule Documented in a Control Plan BEFORE you can say a project is closed!

How do you control X1, X2, , Xn to always produce good Ys?

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Benefits of Following the 12 Steps

It is a logical and proven method for achieving success Would you want to give a baseline DPMO (step4) if you did not trust your data (step 3)? Would you put 6 months into fixing a clients problem and then not bother to control it to assure ongoing value (step 12)? Etc. It provides a roadmap for your activities It prevents jumping to conclusions and firefighting It forces data to be evaluated before it is used It provides a skeleton upon which to hang the various analytical and statistical tools in the six sigma toolbox

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Module Summary
The participant should: Know the 12 Steps of the Breakthrough Process Understand how the 12 Steps of the Breakthrough Strategy provide the backbone for six sigma DMAIC projects Understand the value of the 12 Steps

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ML Six Sigma Roadmaps

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Module Learning Objectives

By end of this module participants will have reviewed: An introduction, via 3 roadmaps, to the 5 phases of ML Six Sigma (Define, Measure, Analyze, Improve & Control). A 5th week of focused training on DFSS will be available in the future This training is optional. You will be advised of training dates. Roadmap 1 - High level guideline project path. Roadmap 2 - 5 phases without detailed tools Roadmap 3 - Detailed phases with applicable tools
Note: Roadmaps are included throughout the training and will intentionally be repeated daily to orient specific training sections to the 5 phase methodology. Roadmaps 1, 2 and 3 (applicable phase only) are shown at beginning of each week. Additionally, Roadmap 3 (applicable phase) is shown at the beginning and end (use Display Roadmap 3) of each day of training. Display Maps (put on wall) Roadmaps 1, 2 and 3 (applicable phase). Instructor to close each day (with Roadmap 3 only) and week using Display Maps. Close Day 5 with review of Roadmap 3 for previous and next phase.
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Make Waste Visible

Roadmap 1: Guideline ML Six Sigma Project Path

Measurement System Analysis & Baseline Process Take Actions

Create

Project
Definition

Create Value Stream and/or Process Map

Complete 5S Process (Get Organized)

Kaizen Process Blitz Appropriate

Yes

Map
Future State

No

Advanced Lean Concepts

Do Work Organization and Balancing Techniques Apply?

Yes

Apply Work Organization and Balancing Techniques

Project Goals Attained

Yes

No

No

Reduce Variation via MAIC format

Implement Process Controls

BB and PO Monitor Project Performance Over Time

Project Goals Attained

Yes

Project Completion

No

Implement Design For Six Sigma 22

Roadmap 2: Waste Elimination & Variation Reduction Roadmap

Create

Select CTQ Characteristic

Define Measure

Project Definition

Make Waste Visible & Prioritize Opportunities

Define Performance Standard(Y)

Identify Actions Map Future State

Validate Measurement Systems

Establish

Analyze

Baseline Capability

Define Performance Objectives (Goal)

Graphical Analysis of Families of Variation

Statistical Analysis of Families of Variation

Identify Vital Few Xs from Trivial many

Screen

Discover Variable Relationships

Establish Operating Tolerances

Implement Improvements

Improve

Potential Causes

Control

Validate Measurement Systems and Improvements

Determine Capability for Improved Process

Implement
Process Controls

Monitor Project
Performance Over Time

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WK1 Define/Measure

Roadmap 3D/M:

Week 1

Create Project Definition

Select CTQ Characteristic

Make Waste Visible & Prioritize Opportunities

Define Performance Standard

Identify Actions and Map Future State

Validate Measurement System Week 2 Analyze

Receive Project Approval Form from Champion which includes: Problem Statement Objective Benefits Scope Line of Sight to Key Business Lever Process Owner/Stakeholders

Big Picture CT Tree CTC CTQ CTD Customer Requirements (VOC)

Spaghetti Charts Pareto Charts High Level Process Map (SIPOC) Process Maps

Project Metrics Performance Standards Gap Analysis Project Goal Metric Definition

Workplace Organization Visual Factory/Office 5S Standardized Work JIT Kaizen Cellular Layouts Pull Systems Single Piece Flow

Capable Measurement System on KPOV (Y)

Validate Performance Data Data Collection/Sampling Plan Measurement System Analysis Attribute R&R Variable R&R Calibration Systems Bias, Linearity, Resolution

Value Stream Maps

Cause & Effect Diagram Process Map to Fishbone to C&E Matrix to FMEA Process Knowledge Brainstorming Current Control Plan

Gap Analysis

Advanced Lean Concepts

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Roadmap 3A:

WK2 - Analyze

Establish
Week 1 Baseline Capability

Define Performance Objectives (Goal)

Graphical Analysis of Families of Variation

Statistical Analysis of Families of Variation

Identify Vital Few Xs from Trivial Many

Week 3

Histogram on Y Baseline Run Chart Baseline Process Capability Z short term, DPMO, COPQ, RTY Pareto types of defects

Revised Project Definition Quantified Project Objectives Validated Financial Goals

Multi Vari Charts Box Plots

Means Tests Variance Tests Proportion Tests ANOVA Chi Square

Main Effect Plots

Dot Plots Interaction Plots

Ranked importance of KPIVs ready for experimentation and/or actions

Correlation
Simple Linear Regression

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Roadmap 3I:

WK3 - Improve

Week 2

Screen Potential Causes

Discover Variable Relationships

Establish Operating Tolerances

Implement Improvements

Week 4

Passive and/or Data Collection on KPIVs and KPOVs Measurement System Analysis on Critical Xs Correlation Regression DOE Plan Worksheet Screening DOEs

Identify Relationships Optimum Input Levels Y = f (X) s = g (X) To Be Process Alternative Solutions Matrix Multiple Regression Response Surface Methods DOE (optimizing) Evolutionary Operations Robust Design

Optimal robust setting for Xs with tolerances Cost Benefit Analysis Confidence Intervals

Revisit previously used tools for changes Cost / Benefit Analysis Pilot Studies Validation Take Actions

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Roadmap 3C:

WK4 - Control

Week 3

Validate Measurement Systems and Improvements

Determine Process Capability for Improved Process

Implement Process Controls

Monitor Project Performance Over Time

Update Value Stream/Process Maps to To Be state Update FMEA Apply FMEA to new process Pilot Solution Implement active data collection on Xs and Y

Calculate Improved Capability, Z.lt Evaluate Pilot Plan results

Implement appropriate SPC on Xs and Y Implement Poka Yoke Develop/Revise SOPs Training Documentation Control Finalize Project Savings (Cost/Benefit Analysis)

Process Owner and Black Belt Responsible to report out on Primary Metric Chart. Seek out opportunities to leverage lessons learned.

Perform hypothesis testing for new process (old vs. new)

Develop current Control Plan

Finalize Transition to Process Owner

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Module Learning Objectives

By end of this module participants will have reviewed: An introduction, via 3 roadmaps, to the 5 phases of ML Six Sigma (Define, Measure, Analyze, Improve & Control). A 5th week of focused training on DFSS will be available in the future This training is optional. You will be advised of training dates. Roadmap 1 - High level guideline project path. Roadmap 2 - 5 phases without detailed tools Roadmap 3 - Detailed phases with applicable tools
Note: Roadmaps are included throughout the training and will intentionally be repeated daily to orient specific training sections to the 5 phase methodology. Roadmaps 1, 2 and 3 (applicable phase only) are shown at beginning of each week. Additionally, Roadmap 3 (applicable phase) is shown at the beginning and end (use Display Roadmap 3) of each day of training. Display Maps (put on wall) Roadmaps 1, 2 and 3 (applicable phase). Instructor to close each day (with Roadmap 3 only) and week using Display Maps. Close Day 5 with review of Roadmap 3 for previous and next phase.
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Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc. Breakthrough Strategy is a federally registered trademark of Six Sigma Academy. ESSENTEQ is a trademark of Six Sigma Academy. METREQ is a trademark of Six Sigma Academy. Weaving excellence into the fabric of business is a trademark of Six Sigma Academy. FASTART is a trademark of Six Sigma Academy. Breakthrough Design is a trademark of Six Sigma Academy. Breakthrough Lean is a trademark of Six Sigma Academy. Design with the Power of Six Sigma is a trademark of Six Sigma Academy. Legal Lean is a trademark of Six Sigma Academy. SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of Six Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc. SigmaTRAC is a trademark of DuPont. MINITAB is a trademark of Minitab, Inc.