Six Sigma Yellow Belt Masters - Part 5: IMPROVE and CONTROL phases | Valentin Ilicea | Skillshare

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Six Sigma Yellow Belt Masters - Part 5: IMPROVE and CONTROL phases

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

7 Lessons (20m)
    • 1. Welcome!

    • 2. Understand Kaizen - a top Improvement philosophy

    • 3. See the Plan-Do-Check-Act cycle in action

    • 4. Analyse the Costs vs the Benefits

    • 5. Creating a Control Plan

    • 6. Control Charts

    • 7. Congratulations! Thank you.

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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 IMPROVE and CONTROL phases and enables you to enhance your career with Lean Six Sigma in a three-stage high-level process:

  1. learn and apply the concepts, measures, and tools of the Improve phase (DMAIC approach)

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

  3. build a Lean Six Sigma tool using 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: 

- the Kaizen methodology for making improvements to business processes

-  the Plan-Do-Check-Act tool and how you can use it in your work

- Cost-Benefits Analysis 

- All the elements of a Control Plan

- How to create a Control Plan (including assignment)

- Control charts

- Documenting Control

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

Master the Improve and Control 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 Improve and Control phases. 

Meet Your Teacher

Teacher Profile Image

Valentin Ilicea

Founder, VeryFastExcel


· 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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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 final part of the Yellow Belt Lean Six Sigma training series, we will explore together improve and control tools like kaizen, plan, do check, act, control plants, control charts, and many under improve and control tools. I am so excited to have you here. This knowledge has completely transformed my career and I'm looking forward to sharing this with you. I am confident that this actionable information, the demos and the tools that we will bid together will have a significant positive impact on your professional life. So without further ado, let's get started. 2. Understand Kaizen - a top Improvement philosophy: Welcome to the improve phase. The objective of this section is to give you the awareness of the tools to improve any process. This course is fully aligned with the SQ, body of knowledge. Let's start by exploring the concept of Kaizen. According to the American Society for Quality, Kaizen is a Japanese term that means gradual, unending improvement by doing little things better and setting and achieving increasingly higher standards. Kai means change and Zen means for good. As per the philosophy of Kaizen, everything down the improved and a blind Kaizen in a business context helps to strengthen and increase the efficiency of different processes in an organization. Kaizen aims at legal improvements continuously. You are looking to reduce waste, increased customer satisfaction, and maximize operational efficiency. And it is time to implement a Lean Kaizen in your organization. Glycine is also highly effective in implementing and spinning up the change process in the organization. It's important to note that Kaizen is not any specific tool, but our philosophy. So rooted in many different process improvement methods. You should be aware of a similar concept called Kaizen. Events. Like Gaza event is about the action which aims at improving the output of any existing process. The Kaizen events aim to achieve a low Six Sigma score. The main difference between the two concepts is this. Chasm is a continuous improvement philosophy. Wide eyes and events are short-term tasks that are undertaken to improve a specific process. And Islam is all about making small improvements regularly. Minor improvements that require less effort are easier to be implemented. An overtime lead to significant transformations. Let's explore now for benefits of Kaizen, reduced waste, and how satisfaction, increased employee commitment and competitive edge. Reduction in waist. The efficiency of the employees increases with the implementation of Kaizen. And that helps in the effective management of inventory machines, tools, and other resources in the organization and the company. That finally leads to a reduction in waist. And hence satisfaction. Since the way things are done improves, it helps to improve satisfaction throughout the organization. Not just employees, but even the customers and other stakeholders of the organization experience a high level of satisfaction. Since every employee in the organization is involved, the commitment increases. The employees can view their contribution to the growth of the company, which again increases their engagement and enhances the operational efficiency throughout the organization. Competitive edge by ensuring high satisfaction to the customers by way of providing high-quality products and services with reduced customer lead times, your organization can maintain its market share and enjoy a strong competitive edge in the industry. Here you go. I hope you liked kaizen, a fascinating philosophy that we can also adopt at the individual level. 3. See the Plan-Do-Check-Act cycle in action: In this lesson, we will talk about the plan do, check, act cycle. This is an effective strategy to carry out change that you can take an implement right away in your work. I will also show you a real example from the certification project. Plan do check act is a four-step model for carrying out change. Just as the circle has no end, the PDCA cycle should be repeated again and again for continuous improvement, the PDCA cycle is considered a project planning tool. Let's review the steps very quickly. Plan, recognize an opportunity, and plan a change. Do the Do phase allows to plan from the previous step to be done? Small changes are usually tested and data is gathered to see how effective the change is. Check. During the check phase, the data and results gathered from the Do phase are evaluated. Data are compared to the expected outcomes to see any similarities and differences. Finally, Act, also called adjust. This act phase is where a process does improve. Records from the do and check phase has helped identify issues. The process root causes of such issues are investigated, found, and eliminated by modifying the process. Risk is re-evaluate. At the end of the actions. In this phase, the process has better instructions, standards, or goals. Before seeing one example, let's see. When you can take advantage of this planning tool. Use PDCA cycle when starting a new improvement project. Developing a new or improved design of a process, product or service, defining a repetitive work process. Planning, data collection and analysis in order to verify and prioritize problems root causes, implementing any change, working towards continuous improvement. Let's explore a real example inaction. As you could remember, my project focused on reducing the time spent in operating the process. Here I'm sharing one of the analysis tool. Can you recall which one is it? Yes, it's the fishbone or the five why's and let's forget about the rest. Just focus on this orange boxes where you can see T knowledge gap and the lack of tool training. So this is the first step, the plan. We identified the opportunity for training over in the PDCA phase. The second step do, is done on a smaller scale. So it's a small test. So instead of training all the team could train one employee. And then in the third stage, check the results. In other words, how the time spent on operating the process improved for that employee. And finally, if the improvement is worthwhile, you can act on a larger scale. And this case, you can train the entire team. So I'm sharing the control plan. And we will see the control plan in a few lessons in detail. And now let's focus on the orange box. As you can see, this is the fourth step. Training is performed and it is performed to the entire team operating the process. And also, we want to have as a target, a 100% train resources. Alright, this was plan, do check, act. A good strategy that you can use in your career to recap, plan, identify an opportunity for improvement. Do implement that change on a smaller scale? Cheque, see the improved results and if they are promising, then act. Implement the improvement on a larger scale. 4. Analyse the Costs vs the Benefits : In this lesson, we will explore cost benefits analysis. This analysis helps to answer the question, is the project worked while? Let's see what cost-benefit analysis is. And also one real example in action. Cost-benefit analysis. Comparison the real cost of a potential solution under consideration with the potential benefits of the solution. Cost benefits analysis, you need to consider all costs associated with getting the proposed solution upper running cost examples would be capital investment needed. Implementation costs, for example, time of the project team, process improvement cost and operation cost. Additional cost of running new process compared to the old process. The steps involved in doing a cost-benefit analysis are possible. Solutions are, consider all costs associated with getting solution up and running. Quantify benefits of a fully implemented solution. And finally, compare the real cost of solution against potential benefits. Let's explore it a real example inaction. For my certification project. I aim to improve a couple of things shown here. In the baseline state. I had not organized and manual records and I wanted to have a consolidated source of records. Also, I wanted to cut down the hours spent in operating the standard process. And I finally achieved 13.6 hours spent in operating the process. And I wanted to have instead of two team operating it, just one team and eliminate the handovers. The solution I found for that was to create an automated Excel database. This database was a fast solution and taken a decision about the corner cases. We didn't didn't need also to involve other teams. We didn't need to exchange emails. So the benefits were the save time and operating the process. And also the team members don't have to check anymore each tool for every reference. Other teams are not involved anymore and all the inputs are available in the consolidated files. So at the end of the day, we save the 60 hours per week. Implementing this automated tool. For this project, it was easy to decide in the cost-benefit analysis because I had all the knowledge to create and implement this tool from the beginning until the end. So it was only about my time. However, imagine if instead the tools have been much more complicated and I are required, for example, more team members to create voice about their time also. Or if we were involving another external company and paid, let's say for example, $50 thousand to create and implement this tour. Then you would have a different discussion for the cost-benefit analysis. However, one good tip that I can share with you in something that you can use to sell your project is to make use of the cost of doing nothing. And let me show you one example. When you have overcompensation pay due to errors, the year of $210 thousand. Basically this is the cost of doing nothing gives you will be doing nothing. This is what it will cost the company. So then when you put imbalanced this cost with a 50 k, let's say, of implementing the new tool, then you can better sell your project and you have better chances to go on with that proposed solution in the cost benefits analysis, especially if you have estimated projects savings of 150 k. Alright, this was cost benefits analysis. If no questions, then let's move on to the control phase. 5. Creating a Control Plan: Let's now explore some useful tools of the control phase. How do you create a control plan? How do you create a control chart? How should we understand the concept of sustaining the gain? Stay tune as at the end of this lesson, you will find your class project. Let's dive right in. When we refer to the gain in a Lean Six Sigma context, we are talking about the improved process outputs that result in the after improvement phase. Sustained again, is a small rhyme to summarize in three words, the entire objective of the control phase. In other words, what action does the project team take to ensure that the process is not reverting to the old results, but instead that it continues to operate on unimproved level in the long-term. One of the significant actions and topic of today's lesson is the control plan. What is the control plan? How does a real example look like? A control plan is a document that captures a set of actions taken by clear owners in a precise frequency. Sustained. Again, a good controlled plan will specify the exact action to be taken. Also, it will indicate the metric that is targeted by that action. There are seven components in an effective control plan. You can say gallery. This is the target that metric or project objective, the task or the action. This is the action to be taken like collecting specific data. The control plan, overview or name. This is a short description of the plan. The owner, the start date together with a frequency, the target. This is the desired process goal. Finally, the corrective action. This is the action to be taken to correct the process and achieve the desired target. Let's explore these components in a real control plan example. First of all, we have the category, and let's take the first example of the category is the targets and the secondary metric. The task or the action is to collect data and analyze it. The control plan description is measuring ongoing performance to control charts and sharing this performance with management in our quarterly review. Then we have the owner, then we have the start date and the frequency. So we will do this on a quarterly basis on all day one of every second month of the quarter. Finally, we have a target than you see here. We are specific or we want to achieve the target in 90% of the cases and the target is operating the process within 20 hours per week. Finally, what is the corrective action? And the corrective action in this case is to investigate the special causes and addressed them until we have again the process table and control. Let's take another example. Let's talk about the training. So Lie Number three. The category is the training, as you will see in the project description and overview, which comes in the next section of the course. The training was a problem. There were some people not well enough trained, and also it was a low hanging fruit. This is a quick win, something that you can implement fast and get faster results. The task, the action was to deliver detail process training to the team operating the process. The control plants or here itself, exploratory team training. The owner is the team lead of the operating team. When is the start date and reach frequency and the targets. Also specific QC, 100% trained people. And the corrective action when there is a lack of information and or training is to have a training refresh. Okay, this is the control plan. This is a great tool to sustained again. Alright, now using this knowledge and from the class project, create a simple example of a control plan. Good luck. 6. Control Charts: As we are approaching the end of the domain faces, I want to share with you now the fascinating topic of the control chart. Wouldn't you agree that is very beneficial if you put the entire process output inside of a single visible graph. This one chart will show to the stakeholders, including the sponsor, that the process is now stable and in control. This is a metal to convey the project's success in a very effective way. Let's see how a real control chart looks like. The control chart, this here, this one on the right side. And we're also seeing it in the Seven Quality Tools. If you remember. Now on the horizontal axis, you have the time measured hearing weeks. On the vertical axis you have the time spent in operating the process measured here in a minute. And together they give us two data points. So in week 35, regard Had a bit below 600 minutes spent by the main team and operating the process. And so on. The green line indicates here the mean, and the mean is 815. And as you can see, the data points are beautiful, is spread around the mean. And what is the most important thing here? The most important thing is this red line and this other one. And the UCL stands for upper control limit and LCL stands for lower control limit. And as you can see, we have no data point outside this ranges, which means that the process is stable. There is no special cause. The process is stable and in control. Why is this so important? Well, it is important because you see we have less variation here. We don't have outliers. And remember, more variation translates into defects. So here you go, the control chart and effective way to convey success to the project stakeholders and sponsors. 7. Congratulations! Thank you.: Alright, this concludes the video materials. Please feel free to continue your practice and re-watch some of the lessons for better results. I invited thing and thanks for being here with me. I wish you all the best in your personal and professional life by