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About this lesson
The Lean Six Sigma methodology has defined a set of deliverables that should be prepared during each of the five project phases. These deliverables will guide a project team through the improvement process in an orderly and logical manner.
When to use
Every Lean Six Sigma project should be preparing the appropriate deliverables for the current project phase. These deliverables become input to the next phase and are often archived with project records.
Projects are made up of activities that do things. The results of those activities are task deliverables and at the end of each phase of a project a set of phase deliverables is created. These are used in succeeding phases and eventually provided to the project stakeholders to document and deliver the results of the project. This principle of project management applies to Lean Six Sigma projects. In fact, on these projects, the Green Belt or Black Belt project leader can use the deliverables to guide them through the execution of the project activities.
There is a set of deliverables for each Lean Six Sigma phase. Once those deliverables are complete, the project is ready to move on to the next phase. The deliverables for each phase are listed below:
- Project Team is identified and trained (if required).
- Project customers and customer CTQs are determined.
- High-level process Value Stream Map is prepared.
- Project Charter is completed.
- Definition of defect or opportunity is established.
- Detailed process map or value stream map created.
- Data collection plan created and data collected.
- Measurement system analysis conducted if required.
- As-Is process performance baselined.
- Magnitude of potential improvement is defined.
- Value added and non-value added process steps identified.
- Identify sources of variation and waste.
- Determine root cause or root causes.
- Determine the Y=f(x) relationship.
- Develop an improvement strategy.
- Perform a Design of Experiments if required.
- Determine operational tolerances and controls for the solution.
- Build and test a prototype or simulation.
- Validate the solution.
- Create a new Y = F(X) relationship.
- Develop standards and procedures for the selected improvements.
- Implement the improvements into the business systems.
- Establish a Control Plan for the new process.
- Validate the improvements performs as expected.
- Determine process capability.
- Close the project.
Hints & tips
- Don’t jump to conclusions and skip over deliverables. These deliverables can help you do a thorough analysis and ensure the true root cause or causes has been addressed.
- Format for most of the deliverables can vary significantly from company to company. The format is the not critical aspect of the deliverable – it is the information and content.
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PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.