Define Phase
Jimmie Carr
OPERMGT 380
Boise State University
Overview
Define Phase defined
Define Tollgates
Companies using the Define Phase
An exercise opportunity
Summary
Define Phase Defined
Project charter is created
Voice of the Customer (VOC)
High-Level Map of current process is
created
Project Team assembled
Project Charter Includes
The business case
The problem statement
Project scope
Goals statement
Milestones
Roles and responsibilities of the project
team
Project Charter Do’s
Make problem statement specific
Focus on observable symptoms
Use Charter to set direction, goals
Address project questions early
Project Charter Don’ts
Assign blame in problem statement
Set non-obtainable goals
Make the charter wordy
Business Case
Given to the team by the Leadership Council
Gives a broad definition of the issue
Gives rationale why this project is a key
business priority
Compelling reason to commit resources
Problem Statement
Concise statement of the problem
Under what circumstances does problem
occur
Extent of problem
Impact of problem
Opportunity if problem is eliminated
Problem Statement
Form
Proble m Sta te me nt
Ex pe cte d Be ne fits
Tota l Sa vings
Mile stone s
Sta rt Da te
Define
Measure
Analyze
Improve
Control
Te a m
Champion
Team Leader
Master Black Belt
Team Members
Ta rge t
$
Stre tch
$
Pla n
Actua l
Pe rce nt of Time
Role
Project Scope
An important element in the charter
Sets boundaries on what’s
included/excluded
Seek a balance
Viewed as a contract to avoid scope creep
Goal Statement
Specific
Measurable
Attainable
Relevant
Time bound
Milestones
Indicates when and where the team should
be in the process
Set limits for other steps in DMAIC process
Voice of the Customer (VOC)
Recipient of product/service targeted for
improvement
Delivery time
Accuracy
High-Level Process Map
Name the process
Establish start and stop points
Determine the output
Determine the customers
Determine the supplier
Determine the input
Agree on five to seven high level steps
Symbols Used to Create A
Process Map
Start/stop of a Process
Decision point
Step in the Process
Direction in the Process
Project Team
Champion (process owner)
-strategically guides team
-assist in picking the team
Team Leader-Black Belt
Team Members
Master Black Belt
Tollgates
Steps of the Define Phase
Similar to being on a turnpike
Stop to pay toll
Proceed to the next tollgate
Continue on the highway of quality
Improve sigma performance
General Electric (GE)
2000 was a record breaking year
Revenue rose 16% to $129.9 billion-a record
75% of GE’s top businesses posted doubledigit earning increases
Six Sigma turned the company’s focus from
inside to outside
ITT
Uses Value Based Six Sigma (VBSS)
2001-$135 million in cost savings
Linked VBSS to the company’s strategic plan
Go for quick wins
Match project and resources
Define Phase Do’s
Give equal attention to Service and Output
requirements
Create clear goals and objectives
Measurable requirements are essential to
understanding your customers
Define Phase Don’ts
Fail to measure your performance against
customer requirements
Close your mind to new information
Make new requirements your standard
operating procedures (SOP)
Training Exercise





Break down into 3-5 people per group to determine there
are issues within your organization that you could use the
Define Phase on.
How long did the problem exist?
How did the problem begin?
Will we need a project team to work on the problem?
What will be the savings if a solution is found?
What will be the damage if a solution isn’t found?
Summary
Define Phase is structured
Efficient and effective way of achieving a
difficult undertaking
Higher consistency of outcomes
Project results as sound
Applying the Change
The most general lesson to be learned from the more
successful cases is that the change process goes through
a series of phases that, in total, usually require a
considerable length of time. Skipping steps creates only
the illusion of speed and never produces a satisfying
result. …But just as a relatively simple vision is needed to
guide people through a major change, so a vision of the
change process can reduce the error rate. And fewer
errors can spell the difference between success and
failure.
-------James Kotter, “Why Transformation Efforts Fail,” Harvard Business Review,
March-April, 1995
Bibliography
 Pande, Peter S., Neuman, Robert P., and Cavanagh, Roland R. The Six
Sigma Way, Team Fieldbook, 2002.
 Pande, Peter S., Neuman, Robert P., and Cavanagh, Roland R. The Six
Sigma Way, 2000.
 Ehrlich, Betsi Harris, Transactional Six Sigma and Loan Servicing;
Leveraging Manufacturing Concepts to Achieve World-Class Service,
1998.
 Eckes, George, Six Sigma for Everyone, 2003
Bibliography (cont)
 Welch, John, GE Annual 2000 Letter
 McClenahen, John, Industry Week,Publication 4/1/02