Six Sigma Yellow Belt Masters - Part 2: the DEFINE phase | Valentin Ilicea | Skillshare

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Six Sigma Yellow Belt Masters - Part 2: the DEFINE phase

teacher avatar Valentin Ilicea, Founder, VeryFastExcel

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (28m)
    • 1. Welcome!

      0:56
    • 2. Build the Voice of the Customer - L6s tool

      3:50
    • 3. Understand the Six Sigma key Stakeholders - part 1

      4:56
    • 4. Understand the Six Sigma key Stakeholders - part 2

      2:42
    • 5. Create a SIPOC (step-by-step process)

      4:46
    • 6. Project management basics - the Project Charter

      5:04
    • 7. Project planning - short overview

      1:00
    • 8. Project Management Tools at a glance

      1:35
    • 9. Understand the Phase reviews

      2:18
    • 10. Congratulations! Next step

      0:26
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About This Class

Lean Six Sigma Yellow Belt - the Training and Certification That Will Help You Win in Your Professional Life

This course focuses on the DEFINE phase and enables you to enhance your career with Lean Six Sigma in a three-stage high-level process:

  1. learn and apply the Define phase concepts, measures, and tools 

  2. see and use examples from a Real-World L6s project

  3. build L6s tools with downloadable files in a step-by-step process

This is the most straightforward path to learn and get certified for the Lean Six Sigma Yellow Belt.

We will cover: 

- building the Voice of the Customer tool

- how to select a project for a L6s certification

- Stakeholders involved in Lean Six Sigma: what their responsibilities are and how can you get certified faster with the right stakeholder engagement 

- Process foundations: process inputs and outputs

- Creating a SIPOC diagram step-by-step

- The Project Management toolbox for successful L6s projects and many other topics

Learn in a practical way with downloadable materials, step-by-step demos, and a class project!

Master the Six Sigma Fundamentals & Experience Career Growth

Imagine for a minute what you can achieve by the end of this course: 

- you will become more productive

- you will get better projects and processes

- you will enjoy enhanced visibility to your senior stakeholders and management

- you will get more job opportunities having performed a Lean Six Sigma Yellow Belt Training

- you will become more competitive

- you will get a better pay

This is how you can win in your professional life.

About me:

My name is Valentin Ilicea, and I am a certified Lean Six Sigma Green Belt after a leading a project that enabled +200'000 USD savings per year in the business organization.

Using the Lean Six Sigma concepts and certification, I built a 12-year career in Advanced Data Analytics, team, and project management, in top multinational companies: HP, Ericsson, and INNIO (former part of General Electric).

This knowledge completely transformed the way I work and I'm so excited to have the possibility of sharing this with you!

So, let's get started with the Define phase. 

Meet Your Teacher

Teacher Profile Image

Valentin Ilicea

Founder, VeryFastExcel

Teacher

· I am a seasoned Data Analyst and certified Lean Six Sigma professional with more than 12 years of experience specializing in Data Analytics, Data Quality, process and project management, acquired in top multinational companies like HP, Ericsson, and INNIO (former part of GE).

· I founded VeryFastExcel in 2019 to provide top-notch quality, affordable, great value learning in order for business professionals to develop, achieve more and reach their professional dreams.

See full profile

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Transcripts

1. Welcome!: Hi and welcome everybody. My name is voluntarily champ. And I build a 12 years career around advanced data analytics team and project management in three multinational companies. I'm a certified lean Six Sigma green belt as I lead the project with early savings of over $200 thousand. And it is my pleasure to welcome you today to this lean Six Sigma yellow belt training series. In this course, we will explore the define tools like voice of the customer, stakeholder analysis, SIPOC, project management toolbox, and many other undefined tools. I am so excited to have you here this day find knowledge has completely transformed the way I work with projects and processes. So I'm looking forward to sharing this with you. But without further ado, let's get started. 2. Build the Voice of the Customer - L6s tool: This is a warm welcome to the define phase. The objectives of this sections are to give you the best tools that Lean Six Sigma professionals use on a daily basis to set project goals, identified just the right stakeholders, and be able to get the most of the defined phase. I will also share with you a real examples taken from myelin Six Sigma certification project. First, we will explore the concept called voice of the customer. I'm so excited to have you started on the Define phase. So let's get started. The voice of the customer is a document to capture customer needs. The main question is, does this What needs to customer? A step-by-step process is then taken to identify the critical to quality characteristics needed to fulfill customers needs compared to the customer's needs, which can be generic. The critical to quality characteristics, the abbreviation is CTQ, are specific, measurable objectives. Let's now see a real example of a voice of the customer document. First of all, in blue at the top with the fine if this is a Critical to Quality three for external customer, for internal customer. But this one is for the external customer than the voice of the customer is basically a table with four columns that define the need. What does the customer need? Then? We have the driver. What would that mean? Generally hard to measure. And you see that one need could have more drivers. For example, this neat has three drivers. Then we'd get more to the specifics. What are the critical to quality characteristics or CTQs? So here we get to the numbers and what does it mean in terms of processing KPIs, key performance indicators. And finally, the fourth column is about the data source. This is where we will keep the KPIs that we track here. So the reports that we will be using, let's now see the steps to create a voice of the customer document. The first step is to identify the customers both internally and externally. The second step is to collect data from the customers by doing surveys or interviews, and then gathered and organized the results. The purpose of this second step is to get to the need. What does the customer need? So in our case, it's accurate and fast compensation. So they want to get the right amount of money fast. The next step is to create a list of drivers. So here we go to some internal concepts and internal processes needed in order to enabled for this result. But still we are not measuring the process yet that we will do with the next step when we create a critical to quality characteristics. So we define the CTQs. And here we get to the numbers we need to be specific and easy to measure. For example, reduce overcompensation by this percent, 100% alignment, and so on. And finally, we need to define the reports to track the city cues. So where we will store this data. So here we go. Voice of the customer, the perfect document and place to capture customers needs. 3. Understand the Six Sigma key Stakeholders - part 1: Can you guess how many different roads are involved in a Lean Six Sigma certification project? Potentially 11 different types of stakeholders. Some of them are part of the management, some of them are part of the Lean Six Sigma community. There is also one person from finance. Finally, the remaining ones are part of the core and the extended project team. Once you know who the stakeholders are and what their roles are, their certification process becomes much more manageable. So let's explore them one by one. First, let's agree to call the candidate the belt. The project sponsor is usually the belts manager. Since a belt will be spending a significant amount of time on the certification process, the manager must be involved to review the project benefits and approved the project. Before spending any considerable effort, a belt must first validate the project manager. This is a crucial discussion because without the managers buy-in, there will be no certification. So developments to prepare, relevant summary or the problem statement is included. Also. What are the costs of doing nothing, changing nothing? And what could be the potential benefits in terms of increased turnaround time or t, t, quality achieved savings. These benefits are all of course estimates, but they help the manager to CD after improvement. Picture. Further on we have the Project Executive. This is usually the manager's manager or the VP of the organization. If the buy-in from the direct manager was already obtained and the project is aligned with the strategic goal of the organization. There's a profound becomes merely a formality. Once you have the buy-in from the leadership, you can approach the Lean Six Sigma champion. In some companies it's called the Business lead. He or she will inform you of everything you need to know to get started. This is an essential discussion and you will learn when the next certification cycle starts, where we can find the main insect sigma website of the company. What are the training possibilities? A champion is also organizing all the reviews for your project. Also be prepared that he or she will have quite some requirements for you. You will need to include these in your project to get certified. The champion also helps you to find a mentor. The mentor is an experienced certified belt. Depending on the certification level, project complexity, and people's availability, he could either be ranging from a green belt to a master black belt. The mentor is probably the most important person for your yellow, green, or black belt certification. He or she will be helping the on every step answering your questions for removing the roadblocks, making the accreditation easier. And finally, coaching you to embrace the Lean Six Sigma philosophy. If you have a good mentor, then you will be able to apply the methodology beyond your certification to almost everything you will be doing in your career. You will become more productive, more organized, always looking to eliminate waste and improve quality. Moving on to the finance representative, this person is responsible to review the project, financial baseline outputs and estimated benefits. He will be validating financially vote in the define phase where you will be only assessing what the potential savings will be. And in the control phase where you'll be presenting them post improvement. Hopefully, tangible metrics and savings depending on your project complexity. Other belts might be also involved to help you with a powerful and not so easy analyze tools and with other project aspects. Finally, for the Lean Six Sigma community park, there is also a Lean Six Sigma board. They are experienced belts, usually black belts or master black belts, who are responsible for reviewing your certification project metrics and final presentation wants to yellow, green or black, project is done. You submitted to this board. People dare make mandatory change requirements. They can also make suggestions are built must consider this feedback of data, projects certification and resume. Once this is resubmitted and hopefully approve, the final step is to present the whole project to the board and to the Lean Six Sigma champion. They will review once again, hopefully agree. And this is how you get certified. In the next lesson, let's explore the remaining roles. 4. Understand the Six Sigma key Stakeholders - part 2: Let's now see who can be in the project team. And here we have the core team and the extended team. And the Core team, the project manager is also the belt. This is the individual who needs the project, helps improve the process and hopefully gets Lean Six Sigma certified. After the final board project review. As discussed in the previous lesson. In the core team, there is also a process owner or process lead. Sometimes the belt is the process lead. And actually, this is a common way to start a yellow or green belt certification vary on the process owner, you know very well the problems. You have an idea of the improvements and can estimate the benefits. I mentioned earlier that the belts manager reviews and approves the project. What he or she can also be the initiator of the improvement requests. So it can be that you are the process lead and buy your initiative, you propose a process improvement. Or at you get a request from your management. If you're under process lead, then you need to identify who this person is, learn about the process issues, and agree with him or her on the proposed improvements. Further on in the core team, we have the process experts. They are also called SMEs, subject, other experts. And potentially their tin lead is, are people involved in operating the process and are a genuine help for getting to the bottom of the root causes. They can also help you by measuring the time spent in performing each step. You will be working with them for months or it's a good idea also to develop good connection and working relation. Finally, the extended team and also included in the project team. As you can imagine, the main process is connected with other processes, both in the upstream and the downstream is also essential that you involve experts of related operations. So that you can either get better quality from the upstream processes resulting in better inputs. Also, the people in the downstream will be happy to learn about the changes and the improvements as they will receive better outputs. Sometimes the downstream could represent the customer, even on external customer. All right, now to help you navigate better and test your knowledge, I have prepared a quiz for you. Please take the quiz and we will be moving on to cover several essential quality tools that you can use. Not only in a Lean Six Sigma certification, but also for about everything in your job. 5. Create a SIPOC (step-by-step process): The big topic of this lecture is decide, OK, what is a SIPOC, when to use it and how to create one? Stay tuned during this lecture so that you'll be able to complete your next assignment. So what is a SIPOC? Let's dive right in. Sipoc stands for Suppliers, Inputs, process outputs, and customers. Sipoc is a tool used in the Define phase of a Six Sigma project that summarizes the inputs and outputs of one or more processes in a table form that you'll see in a minute. The objective of a SIPOC is to identify all relevant elements of a process improvement project before all the work begins. In the next slide, I will share with you a real example of a SIPOC used enough certification project. This slide looks quite busy, but don't worry, we will exploring a minute on how to create a SIPOC step-by-step. We are here. You can see that the cycle is basically a table, five columns, Suppliers, Inputs, process outputs and customers. And also that the process is here summarized or map if you want. In the suppliers column, we track who is the provider of the data because for this particular process, information is used in the inputs is specified which type of information. Here in the process. There are a couple of things to keep in mind. First of all, that, when you map the process, you want also to highlight the manual steps in the process. As you can see I used here red. And also you want to highlight the handovers between teams. And I used here blue to highlight that. Then you go to the output, the fourth column, where the deliverable is listed. Finally, to the customers, the receivers of this data or information in this case. Let's now see how to create a SIPOC step-by-step. So the first step is to identify those suppliers. These suppliers could be physical suppliers of components, products and so on. Or data providers in terms of people OR IT systems. In my case, there were several system use. So I can pull out these process data. The next step is to identify the inputs. So what are the inputs provided? There could be physical inputs in terms of components, materials, or it could be information. And the point here is to define specifically which type of information. The next step to map out the process. But the very cared for only a high overview of the process is needed. So include only the main process parts, not the full set of steps. Also, when you look into the detail, here, I list manual checks and two of the systems. So you can imagine that in a flow chart for the manual checks, there will be several block boxes to show that. Also a nihilist additional checks and email. Also imagine there are several boxes for this process part. So if you're able to summarize the process in a couple of process parts. The next step will be the outputs, so identified process output, what is the result of the process? Or to use a corporate tell, which are the deliverables of the process. Finally, you get to the costumers. So who is interested in this data? Ollie's the customers, both internal and external customers owe. The questions to ask are who is impacted by the process? Or if you want a more positive approach because impact could have a negative connotation is who benefits from the process output? So who is the customer or the client of this data? Alright, now your assignment is to think about a process you own or you know, from your current or your previous company. And create a simplified version of the SIPOC. The object that would be for you to be able to map all the five columns and for the process to have at least three process steps on three process. Good. That was the SIPOC. If you have any questions, please contact me. If not, let's move on to the next topic. 6. Project management basics - the Project Charter: I welcome you now to Project Management basics. In this lecture, we will explore a tool called Project Charter. I will also share with you a real example of a charter so that you can see exactly how this looks like. A project charter is a tool used in the Define phase to capture in a short document, usually using a single slide. The scope, the problem statement, the objectives, and the participants in a project in begins the process of defining the roles and responsibilities of those participants and outlines the objectives and goals of the project. The charter also identifies the main stakeholders and defines the authority of the project manager. The project charters should outline three aspects of the project. Answering questions like, what is the project about? So this, the problem statement, goals, scope. Why do we start this project? The charter should stay the benefits for the company and should be preferably align with one of the top goals in the business organization. Finally, the charter acts as a contract between the project sponsor, key stakeholders, and the project team. By noting the responsibilities of each party involved in the project, everyone is clear what their duties are. There are four key elements of a charter in a Lean Six Sigma project. The problem statement, the project's scope, baseline data in the project goals. The problem statement refers to the issues pertaining to the process. And you can answer the question, what are the challenges faced inside the process? The project scope defines the areas that are in scope and also it listed topics that are out of the scope of the project. The baseline data that refers to the results of the process. And answers to the question, what are the current performance indicators? Finally, the project goal. Well, this one is pretty self-explanatory. It is the goal that we're trying to reach in the after improvement phase. Okay, so far we outlined the concept. Let's now see one example of a project charter and identify the four components. Problem statement, project scope, baseline data, and project goal. Alright, this is a real example of a project charter that came from my greenbelt project. Let us now identify the four main components. First of all, the problem statement. You see there are actually true statements because this project actually has two goals. The first one refers to mistakes and overcompensation, and the second one refers to the manual steps in operating the process and the multiple handovers and email conversations which lead to a high amount of time spent on the process operational team. So it basically refers in an odd shell to the extra non-value adding time spent in operating the process. Let's see now number two, the scope. So as I mentioned before, it's very important that we mentioned both what is in and what is out of the scope. Let's see where is the baseline now? So you see here I'm sharing for the second goal, the secondary also is called the second vertical. The baseline is almost 74 hours per week spanking operating the process. And finally, what is the objective? We want to reduce it to 20 hours, have a seventy-three percent reduction by eliminating the activities that don't add value to the process. Alright, a project charter summary could also include some other elements, like, for example, to capture the title, the process and the process owner, also the stakeholders and the start and end dates. Finally, we have the key risks. We have the complex architecture that could reduce visibility on the root causes. And also would you agree that the dependency on the upstream system could be a key risk? Because if you don't have accurate data coming from your abstract system, then you cannot guarantee the quality of your current process. And finally, I mentioned before that the Lean Six Sigma project should have a goal which is aligned to a higher goal of the organization. And for the census operation organization, this is the operational excellence. This project contributes to creating an effortless operational environment. Alright, this was the Project Charter. If you've got any questions, please connect with me. If not, let's move on. 7. Project planning - short overview: Six-sigma project planning is a management approach for projects. I was discovered by Bill Smith while working on Motorola in 1986. The Six Sigma approach seeks to improve the outcome of a project by minimizing the outcomes of defects. This is conducted by reducing the defects in each part of the project. The division of parts is conducted through a process known as the work breakdown structure. It involves breaking down the entire work into sections. The Gantt chart is used to identify these sections and how the entire project will commit to fulfilling its objectives. The use of Six Sigma project planning is based on the need to minimize the defects that would exist in this broken down segments of the work. This improves the overall outcome of the project and achievement of its overall objectives. 8. Project Management Tools at a glance: Project management tools are used in mapping out the progress and activities in the project. What tools are available and how you can use them for better results. Let's explore in this lesson. The project management tools are activity network diagrams, affinity diagrams, metrics, chart relations charts, and three diagrams. The activity network diagram is used in mapping out activities of a project. Activities mapped out are based on a sequential order and show their relationships. Affinity diagrams are used in the natural classification of activities in project management. The grouping is based on the natural classification. The metrics charts are also used, especially in the comparison of variables during project management. Variables are mostly used to control the project activities. A relationship chart is another tool of Project Management at indicates the relationship existing between the processes, activities, and factors determined in a project. In a project planning and management. Representation of events in sequential format. And the way they should occur is demonstrated through a tree diagram. These tools, as used in project management, improved the quality of outcome of the process. To compare the tools side-by-side, please check out the downloadable resources attached to this lesson. 9. Understand the Phase reviews: So far you understood that Lean Six Sigma projects are completed and faces define, measure and so on. So why it's so important that every phase is reviewed and approved? Well, because the previous phases act as a foundation for the next ones. So for example, if the define and measure phases are wrong and inaccurate than the foundation is weak and you most probably will have Analyze, Improve, and Control inaccurate as well. How is the quality of that work check after each phase that is done through phase reviews. And they are also called toll gates event. If they are called phase reviews, it's very common that two phases are combined and presented together. In my case, I have presented both define and measure. And that makes a lot of sense because you need to do some measure work in order to establish the baseline and set some goals in the Define phase. Alright, so who does sit and phase reviews, who is there to review the face? First of all, this, the Lean Six Sigma champion. Then there are other Belt candidates, your mentor and you, and this is the minimum, but you could also have other experienced belt and joining the review. One type of feedback can you expect from the stakeholders during the review? But first of all, you present what was achieved and what was not achieved during a face. And you will get to some good comments, some good improvement suggestions. And the most important feedback is the one from the Lean Six Sigma champion, as he will review the face and basically give you the go forward to move on with the project. From my experience, it's a very good practice. If you can sit closely to the mentor and reviewed the phase or phases together before going into the phase review. So that you can then incorporate his or her feedback and have better chances of success during the phase review. 10. Congratulations! Next step: All right, congratulations on completing this course. For free to re-watch some of the lessons for better results. I'm confident that this knowledge will help you tremendously in your career. If you liked this course, then feel free to continue your Lean Six Sigma training with my next material on this topic. Thanks so much for watching, and I'll see you in the next class.