Control Phase in Six Sigma……

Control Phase intro in Six Sigma and Important Tips for Control.

Purpose

To complete project work and hand off improved process to process owner, with procedures for maintaining the gains

Deliverables

  • Documented plan to transition improved process back to process owner, participants and sponsor
  • Before and after data on process metrics
  • Operational, training, feedback, and control documents (updated process maps and instructions, control charts and plans, training documentation, visual process controls)
  • A system for monitoring the implemented solution (Process Control Plan), along with specific metrics to be used for regular process auditing
  • Completed project documentation, including lessons learned, and recommendations for further actions or opportunities

Key steps in Control

  1. Develop supporting methods and documentation to sustain full-scale implementation.
  2. Launch implementation.
  3. Lock in performance gains. Use mistake-proofing or other measures to prevent people from performing work in old ways.
  4. Monitor implementation. Use observation, interaction, and data collection and charting; make additional improvements as appropriate.
  5. Develop Process Control Plans and hand off control to process owner.
  6. Audit the results. Confirm measures of improvements and assign dollar figures where appropriate. Give audit plan to company’s auditing group.
  7. Finalize project:
    • Document ideas about where your company could apply the methods and lessons learned from this project
    • Hold the Control Gate Review
    • Communicate project methods and results to others in the organization
    • Celebrate project completion
  8. Validate performance and financial results several months after project completion.

Gate review checklist for Control

  1. Full-scale Implementation results
    • Data charts and other before/after documentation showing that the realized gains are in line with the project charter
    • Process Control Plan
  2. Documentation and measures prepared for sustainability
    • Essential documentation of the improved process, including key procedures and process maps
    • Procedures to be used to monitor process performance and continued effectiveness of the solution
    • Control charts, capability analysis, and other data displays showing current performance and verifying gains
    • Documentation of procedures (mistake-proofing, automated process controls) used to lock in gains
  3. Evidence of buy-in, sharing and celebrating
    • Testimonials or documentation showing that:
      • The appropriate people have evaluated and signed off on the changes
      • The process owner has taken over responsibility for managing continuing operations
      • The project work has been shared with the work area and company at large (using a project database, bulletin boards, etc.)
    • Summary of lessons learned throughout the project
    • List of issues/opportunities that were not addressed in this project (to be considered as candidates for future projects)
    • Identification of opportunities to use the methods from this project in other projects
    • Plans for celebrating the hard work and successful efforts

Tips for Control Phase

  • Set up a realistic transition plan that will occur over a series of meetings, training events, and progress checks scheduled between the team and the process participants (avoid blind hand-offs of implementation plans).
  • Schedule a validation check 6 to 12 months after the control gate review. Be sure the project sponsor and local controller/finance representative is present to validate that the results are in place and stable!
  • Never anticipate perfection! Something always goes wrong. Develop a rapid response plan to address unanticipated failures via FMEA (p. 270). Identify who will be part of the “rapid response team” when a problem arises. Get permission from sponsor to use personnel should the need arise.
  • Develop tools that are easy for process participants to reference and use. It’s hard to keep paying attention to how a process operates, so you need to make it as easy as possible for people to monitor the work automatically.
  • Work out the kinds before transferring responsibility for managing the new process. Handing off (to the sponsor or process owner) a process that is still being worked on will compromise success.
  1. […] Source: Control Phase in Six Sigma…… […]

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