In the Control phase, the team needs to ensure that when they finish the project, the success that they have seen in implementation will continue. This involves transferring the responsibility to the process owner. This may require:
Process control plan
Review meetings to communicate the state of the process.
Updated flowcharts, procedures and statement of work
Statistical Process/Quality Control measures including control plan
Out-of-Control Action Plans, Response Plans to define how irregularities in the process are handled As the project wraps up, a couple of additional activities may be appropriate:
The team might consider evaluating how the team worked together
Management may devise rewards to recognize the work and success of the team
Recognition and celebration of a successful Six Sigma drives process excellence philosophy within the organization and managing change becomes simpler
A Six Sigma project does not really "end" at the conclusion of the Control phase. There should be opportunities to extend the success of this project team in other areas. The team and champion may share the knowledge gained with others, replicate the solution in other processes, and develop standards for other processes based on what they learned from their solution implementation. The team may continue to examine the process to look for opportunities for continuous process improvement.
Control Phase Tollgate Checklist
Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan, and a process control system?
Has the necessary training for process owners/operators been performed?
Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?
Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?
Has the Financial Benefit Summary been completed? Has the Resource Manager reviewed it?
Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?
Has a final Storyboard documenting the project work been developed?
Has the team forwarded other issues/opportunities, which were not able to be addressed, to senior management?
Have “lessons learned” been captured?
Have replication opportunities been identified and communicated?
Has the hard work and successful efforts of our team been celebrated?
Appendix
Acronyms
Important Links for Online Learning and Discussions
References
Acronyms
AAA Attribute Agreement Analysis
µ Population Arithmetic Mean
5S Sort Set-order Shine Standardize and Sustain AIAG Automotive Industry Action Group
ANOVA Analysis of Variance
AR&R Attribute Repeatability and Reproducibility
BCR Benefit Cost Ratio
C & E Cause and Effect
CCR Critical Customer Requirement cdf Cumulative distribution function
CFM Continuous Flow Manufacturing
CL Centre Line
COPQ Cost of Poor Quality
CP, CPk Process Capability Indices (Short Term)
CPM Critical Path Method
CTP Critical to Process
CTQ Critical to Quality
DFSS Design for Six Sigma
DMADV Define, Measure, Analyze, Design, Validate/Verify DMAIC Define, Measure, Analyze, Improve, Control
DOE Design of Experiments
DPMO Defects per Million Opportunities
DPU Defects per Unit
FMEA Failure Modes & Effects Analysis FTY First time Yield / First pass Yield
Ha Alternate Hypothesis
HACCP Hazard Analysis and Critical control points
Ho Null Hypothesis
HOQ House of Quality
IDOV Identify, Design, Optimize, Validate/Verify
IQR Inter Quartile Range
IRR Internal Rate Of Return
Kaizen Continuous Improvement
KPI Key Performance Indicator
KPIV Key Process Input Variables KPOV Key Output Process Variables
LCL Lower Control Limit
MSA Measurement Systems Analysis
Muda Waste
NGT Nominal Group Technique
NPS Net Promoter Score
NPV Net Present Value
NVA Non-Value Added
OFAT One factor at a time
OSHA Occupational Safety and Health Administration
PDCA Plan Do Check Act
pdf Probability density function
PERT Program Evaluation and Review Techniques PINS Percentage of Industry Sales
pmf Probability mass function
PO Process Owner
PP, PPK Process Capability Indices (Long Term)
PVF Present Value Factor
QFD Quality Function Deployment
QM Quality Management
R&R Repeatability and Reproducibility
ROI Return On Investment
RPN Risk Priority Number
RTY Rolled Throughput Yield
S Sample Standard Deviation
s2 Sample Variance
SIPOC Suppliers Input Process Output Customer SMART Specific Measurable Achievable Relevant Time bound
SME Subject Matter Expert
SMED Single minute exchange of die SPC Statistical Process Control
TPM Total Productive Maintenance
UCL Upper Control Limit
USL Upper Specification Limit
VA Value Added
VOB Voice of Business
VOC Voice of Customer
WACC Weighted Average Cost of Capital
WBS Work Breakdown Structure
Zlt Sigma level long term
Zst Sigma Level short term
α
(Alpha) Probability of type I error β (Beta) Probability of type II error
Σ Population standard deviation
Important Links for online Learning and Discussion
1. How does Six Sigma apply in various Industries and Functional Areas?
2. What is the role of Lean Six Sigma in business or career growth?
3. What are the useful globally available insights for Six Sigma Black Belts? Are there any example Black Belt projects that I can refer?
4. What are the success stories of people who have benefited a lot from Six Sigma?
5. How can I network with professionals who have been trained at Benchmark Six Sigma?
6. What is the post training support provided by Benchmark Six Sigma?
For answers to these questions, please use the following link
http://www.benchmarksixsigma.com/content/global-newsReferences
Gitlow,H. S., and D. M. Levine, Six Sigma for Green Belts and Champions
Berenson, M. L.,D. M. Levine, and T.C. Krehbiel. Basic Business Statistics: Concepts and Applications,
Issa Bass, Barbara Lawton, Ph.D. Lean Six Sigma Using SigmaXL and Minitab
Theodore T. Allen, Introduction to Engineering, Statistics and Lean Sigma
Kai Yang, Basem S. El-Haik, Design for Six Sigma, A Roadmap for Product Development
Thomas Pyzdek, Paul A. Keller The Six Sigma Handbook
Thomas Pyzdek, The Six Sigma Project Planner