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© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Lean Six Sigma | Green Belt Book of KnowledgeUnlawful to replicate or distributePart IX: Control Phase of DMAICThe purpose of the process, documented procedures, and a response plan. Transferring ownership back to the process Control Phase is to create and implement a process control plan, a standardizedowner is the fnal step.Much of the Control Phase is about standardization, which is the step that enables long-termhigh quality production of goods and services on a reliable, predictable, and sustainable basis.Standardization is making sure that important elements of a process are performed consistently in themost eﬀective manner and that changes are made only when the data show that a new alternative isbetter. Using standard practices will provide the following contributions to the success of the project:1. Reduce variation among individuals or groups and make a process output more predictable.2. Provide “know-why” for operators and managers now on the job.3. Provide a basis for training new people.4. Provide a trail for tracing problems.5. Provide a means to capture and retain knowledge.6. Give direction in the case of unusual conditions.Tis page intentionally lef blank.310 © 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Unlawful to replicate or distribute© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Lean Six Sigma | Green Belt Book of KnowledgeUnlawful to replicate or distributeChapter 30: Process Control PlanningKey Termscontrol planprocess auditsprocess metricsstatistical process controlBody of Knowledge1. Develop a control plan.2. Identify the key elements of process audits.3. Describe and apply statistical process control techniques.4. Explain the purpose of process metrics.Planning, developing, implementing, and maintaining process controls is an important step in sustaining the improvement gains realized in a LSS project. Process controls include controlcharts, process capability studies, control plans, process audits, and process metrics.30.1 Statistical Process Control (SPC)Once a process has been improved, it must be monitored to make sure the gains are sustained. Processcontrols are implemented in the form of SPC tools and techniques to prevent any backsliding that mayoccur.SPC controls take two forms:Control charts are used to monitor process stability, determine when a special cause is present, andwhen to take action. Control charts are the voice of the process. Control charts may be used, whenappropriate, on the critical inputs (X), the outputs (Y), or both. Controls charts are discussed inChapter 22.Process capability studies determine how the voice of the process (control limits) compares with thevoice of the customer (specifcation limits). Tey indicate when the process average should be shifedtoward the center or when there is too much variation. Capability studies may be accomplished, whenappropriate, on the critical inputs (X), the outputs (Y), or both. Capability studies are discussed inChapter 23.30.2 Control PlansControl plans (see Figure 30.1) are documents that identify critical input and/or output variables andthe associated activities that must be accomplished to maintain control of the process, product, and/© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Chapter 30: Process Control Planning312Unlawful to replicate or distributeor service to be produced. Control plans come in many forms and may be called by many names. Teymay consist entirely of text, pictures, or a combination of both. Control plans may be relatively simpleor very complex. Tis all depends upon the process, product, and/or service to be delivered. Controlplans must be readily accessible to the appropriate employees. Six Sigma Process Control PlanProcess Name:of Customer:Document #:Prepared By: Page:Approved By:Approved By:Revision Date:Location:Area: Approved By: Supercedes:SubProcessSubProcessStepSpecification/RequirementMeasurement/MethodSampleSizeFrequencyMeasures WhoRecorded WhereDecisionRule/CorrectiveActionSOPReferenceCTQKPOVKPIVLSLHSL Figure 30.1 Six Sigma Process Control PlanA well-documented control plan should include documentation for process set-up, process andproduct/service measuring and monitoring, process control, and process troubleshooting. A teamapproach should be used when developing and implementing control plans.Te key elements of a control plan include:1. Employee training plan which includes safety and environmental training2. Documentationa. Detailed description of the process to be controlledb. Value stream maps and process maps as appropriatec. Operating procedures, work instructions and visual controlsd. List of variables to be measured and controlled, testing frequencies, and testing procedurese. Description of methods, techniques, and tools used to obtain dataf. Checklistsg. Auditing requirements3. Measuring and monitoring plana. Statistical process control plan including metricsb. Control charts and process capability studiesc. Calibration program and measuring system analysis pland. Other measuring and monitoring requirements as applicable4. Response plan and contingency plan5. FMEALean Six Sigma | Green Belt Book of Knowledge© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017 313Unlawful to replicate or distribute30.3 Process AuditsPeriodic process audits are a good way to ensure that the process is operating in the manner in whichit was intended. A process audit consists of comparing a series of interviews and documentationreviews against existing work instructions, procedures, and control plans.A process audit answers the following questions:Are the policies and procedures followed?Are customer and regulatory requirements met?Are the required records present, complete, and correct?Are the improvements being sustained?Can the improvements be found?30.3.1 LSS Project Audit Work Instruction1. Schedule the audit.2. Prepare for the audit by reviewing the project charter. List the employees that must beinterviewed. Prepare a checklist.3. Conduct the audit incorporating employee interviews, visual inspection of the process, andreview of documents. Look for other possible improvements that may be made to the process.4. Review fndings with the team.5. Write and submit the audit report to management.6. Initiate corrective actions as directed by management.7. Follow-up corrective actions as necessary.Process audits are regularly scheduled and include an audit checklist and an audit report whichdocuments the results. Many times the employees that work in the process are trained in the auditingprocess so that they can perform the audits.30.3.2 Process Audits InterviewsInterviewing people as a method to gather data can be daunting task. Who are the players? What dothey know? What do they do? What instructions are they supposed to follow? What do they writedown? How were they trained?Some people like to talk about their jobs and the processes that take place where they work. Othersmay be more reluctant for a number of reasons, such as fear of being misrepresented or misquoted.Tey might also just be shy. Even someone who is happy to be interviewed is not necessarily easy tointerview. Part of the interviewer’s job is to keep the interviewee on track without making them feelmanipulated or ignored and to put them at ease and get the interview rolling.© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Chapter 30: Process Control Planning314Unlawful to replicate or distributeHere are some things to know in order to conduct successful interviews.1. Have a plan.Write your questions down. Have a checklist and use it as a guideline.2. Pay attention.Be interested. Listen. Display respect. Good interviewers do not just ask questions, they listen to theanswers. It is the answers that may guide the next question. If they seem to have completed that line ofthought, then move on; otherwise, press them for more information. Good follow up questions lead togood interviews.3. Clarify to understand.Tell the interviewee when you do not understand something. Do not pretend to know everything.4. Ask precise questions.Te questions should show the interviewer’s knowledge of the subject and should help reach the goalsset for the interview. Start with open ended questions like “Can you show me what you do?” or “Canyou tell me about your process?” Make them think and let them talk. More specifc questions canbe asked if they start to wander oﬀ the subject or if the checklist of intended questions are not beingaddressed.5. Take time outs.Te interviewer’s notes are the record of the interview. If the information is coming too fast, a time-outshould be called in order to organize your notes. Be sure to tell the person what has been written downso there are no surprises.6. There will be no confrontations.Tere will be times when the interviewee will be evasive, untruthful, angry, or will have a reason to becautious about the interview. Do not enter into a confrontation. Instead, work with the person. Backoﬀ, and give them some questions that they can answer or feel more comfortable answering, and theymay drif toward what they do not want to talk about. Perhaps the oﬀending question can be tactfullyaddressed later in the interview. If all else fails, thank them and conclude the interview.Interviewing people is ofen a difcult task, but it is an essential one in the data collection process.What do you see, hear, and sense? What are the documents, records, forms, and work instructions toreview? Take pictures, if appropriate.30.4 Process MetricsTere are many process metrics that may be included in the control plan. Tese metrics encompasswhatever is important to the customer and the organization. Tey include process ﬂow metrics (seeChapter 14), such as task time, cycle time, and inventory levels, and process performance metrics (seeChapter 23) such as scrap, error, and rework rates.© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Lean Six Sigma | Green Belt Book of KnowledgeUnlawful to replicate or distributeChapter 31: Project ClosureKey Termsdocument control procedurelessons learnedtraining plan deploymentBody of Knowledge1. Document and communicate lessons learned from projects.2. Develop and implement training plans.Closing out a project is much more than documenting the completion of tasks and summarizing project performance. Lessons learned that may prove helpful in future projects must be captured,which also can assist in investigating how the improvements may be promulgated throughout theorganization’s other processes and systems. Furthermore, future training of personnel who work in theimproved process must be addressed as training is essential to sustaining the gains made in a controlproject. Finally, whenever possible, the successful completion of one project should be the springboardto the next project.31.1 Lessons LearnedTe lessons that were learned during a project must be documented for future reference. Additionally,how the improvements can be spread across an organization to other processes and systems also mustbe investigated. Tis should be the last section of a project charter. A project should not be ofciallyclosed out until this section is completed with the appropriate documentation and approval signatures.Te control phase of DMAIC consists of determining the place to capture all the relevant projectinformation. Organizations should enforce a requirement that no project may be closed out until therelevant information and lessons learned are captured and stored in a company repository, whichshould be managed and maintained by an individual in the company. Once stored, the data may besearched and reviewed when deciding upon new projects or replicating a past success. For example,tools such as value stream maps and FMEAs may be used again in future projects afer being updated.Terefore, the project information must be properly stored in a legible form that is readily accessible tothe organization, which can be accomplished electronically or by distributing paper copies.31.2 Training Plan DeploymentTraining the personnel that work in the improved process is key to the sustainability of a LSS projects.Employees who worked in the old process must now be trained in the new process as well as employeeswho are new to this process. Tis training may be on-the-job, classroom training, or a combination of© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Chapter 31: Project Closure316Unlawful to replicate or distributeboth. Te length of this training is relative to the complexity of the process and the amount of changethat occurred during the improvements. In any case, the skills, knowledge, and ability of all aﬀectedemployees must be sufcient to allow then to work comfortably in the improved process.Te employees should be consulted when developing and implementing the training plan. Tisparticipation ofen encourages employees to participate in the training which, in turn, helps sustainprocess improvements in their area.31.3 DocumentationTraining is ofen supplemented with visual controls, work instructions, or procedures. Tis is knownas “standard work” in Lean manufacturing. Te purpose of these documents is to ensure that the workcan be practically performed the same way over time.Document Control ProcedureDocuments must be controlled and kept current with the date issued, revision number, andauthorizing signature present on all documents. Documents may be paper copies, or in electronicform. Documents must be approved for adequacy prior to use. Tey must be legible and readilyaccessible to the employees who use them. Obsolete documents must be destroyed, unless kept forspecial purposes. Retained obsolete documents must be identifed as such and safeguarded in amanner that precludes their unintended use.31.4 After Project ClosureAfer closing out one project, it is time to start another project. Quality improvement is a lot likepushing a rock up the hill. If you stop pushing, the rock may roll back down the hill, and it may takeyou with it. Terefore, persistence in making improvement eﬀorts is needed; and it is good practice toalways try to have an improvement project in progress. Remember that every LSS project is diﬀerent.Equipment will change. People will change. Te tools will change.Below are some tips for those taking the LSS journey.1. Eliminate Non-Valuable ItemsEliminate. Reduce. Consolidate. Minimize. Make the process easier to perform and understand.Simplifying the process will decrease errors. If the number of steps in the process are reduced from tento eight, it is understood that no errors will be committed in the steps that were eliminated.2. Deliver Quick WinsEven at the middle of a DMAIC process, it is important to know how to identify Quick Wins. QuickWins are solutions that may come along any time during the DMAIC process. Quick Wins shouldbe considered only if they can be implemented easily and inexpensively and everyone involved inthe process is in agreement. Quick Wins should be documented in the project charter along with thefnancial gains related to them.Lean Six Sigma | Green Belt Book of Knowledge© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017 317Unlawful to replicate or distribute3. Data MattersData identifes what needs to be done. Sometimes, deep analysis is not needed, but sometimes it isnecessary. Te trustworthiness of the data must be verifed.4. Cast your Suspect Net Far and WideEven as the Defne stage is initiated, potential causes of a problem may be discovered and they shouldbe documented immediately. All suspects (inputs) should be considered.5. Training is Very Rarely a Root CauseTraining will show up on everyone’s initial suspect list. It almost always is a contributing factor but nota root cause.6. Get your Measurement Systems RightIs the data accurate? Is the data precise? A gage R&R for variable data or an Attribute AgreementAnalysis should be performed for attribute data. In the rare cases when the team feels a measuringsystem analysis (MSA) is not applicable, the decision and the reason why should be documented in thecharter.7. Establish a Robust Project Selection ProcessLSS programs will be judged by their results. Te problem must be related to a key business issue, andthe improvements must be linked to fnancial performance. Te problem must be linked to a defnedprocess and the key internal and external customers must be identifed. Defects/errors must be clearlydefned and their occurrence measured.8. People MatterLSS practitioners work with both people and equipment and should possess the ability to lead, workwith teams, be part of a team, and understand team dynamics (forming, storming, norming, andperforming).9. Follow the Yellow Brick RoadTe DMAIC process is the road to success with LSS projects.10. Sometimes You Will LoseNo one leads winning projects all of the time. When a project does not turn out as expected, lossesshould be cut, whatever possible gains should be taken, and the project should be closed out. Finally,the lessons learned should be recorded and the next project should be prepared to begin.Te skills, knowledge, and ability of LSS practitioners should improve with each passing project, butthey should consider working on the following self-improvement items:Communication and writing skills: LSS practitioners should have the ability to communicateeﬀectively with all levels of the organization.Project management: LSS is all about projects and sustaining the improvements.© 2009, 2014, 2017 Purdue University All Rights Reserved | Third Edition 2017Chapter 31: Project Closure318Unlawful to replicate or distributeTeaching/coaching: Training is a huge part of any LSS endeavor; and LSS practitioners are a part ofthe training team.Team experience/team building/conﬂict resolution/leader: LSS projects are built around teams, notjust one person.Data driven/math skills: It is not necessary to be a statistician, but sufcient knowledge of theDMAIC process and the LSS tools is needed in order to know when and how to conduct the processand the proper way to analyze the results.