Control is the final phase of the team's Six Sigma journey. Now it remains to handover the improved system or process to the Process Owner and ensure gains are sustained and maintained.
The primary aim of the Six Sigma DMAIC Control stage would be to ensure the results obtained during the Improve phase are maintained and sustained following the end of the project. It is essential to standardise and comprehensively record processes, be sure all workers are trained and convey the project’s final results. Moreover, the project team must create an agenda for continued observation of the procedure and for responding to any difficulties that may arise.
While a new process map is a vital element of the instruction documentation and records of the new process, it's also valuable to have instructions that spell out the individual stages of the process providing in depth understanding. This is especially significant if multiple changes were implemented and if the newly implemented process differs a lot from the original.
Ultimately, the project team will make sure that everyone involved with the procedure receives appropriate training and that good communication takes place. Training may include genuine classroom learning or might just consist of circulating the new procedure instructions. This is an excellent chance to validate that the process map and documentation are clearly understood.View Details
Probably the most vital aspect of the Control phase is creating a strategy to track the improved process and react when results aren't to specification, so that project successes will be maintained and sustained. It's this part of a Six Sigma project that differentiates it from standard project management methods, where the project is concluded once improvements are affirmed. The process monitoring strategy explains how the process functionality will be continually tracked, who'll be notified if there's an issue, how that is managed and what response will be required.
The 1st aspect of the monitoring strategy defines the metrics that'll be monitored to summarise procedure functionality and also indicating how and when they'll be monitored. Also be certain to clarify who's in charge of doing it; generally it's the process owner's responsibility. Generally the metrics employed during the Measure and Improve phases and identified as Critical To Quality (CTQ) metrics during the Define phase are appropriate.
The improvements tracking strategy also signifies what constitutes acceptable performance and exactly what should be regarded a warning sign signaling potential issues. The team will need to brainstorm both possible problems and their response actions. Again make sure to specify both what has to be done and who's accountable for getting it done.
Control charts should always be kept up-to-date so the process owner will be able to detect any process changes or other hints there may possibly be an issue with process functionality. In case the process owner isn't fully trained in the interpretation of control charts, project teams should develop a reference document signifying issues the process owner needs to be watching out for. When possible, automated procedure should be used to warn the process owner if and when process performance deteriorates.
Lastly, since other changes in the process are inescapable, the project team need to develop a procedure for improving the new processes when needed. The improved procedure should also include changes to the process map and operation guides, conveying details of the amendments to all concerned and altering the improvement tracking strategy to reflect any changes. Frequent changes the team should prepare to include changes in worker roles, updates in customer specifications and alternatives for prevailing technology.View Details
When the Control phase is concluded, the Six Sigma project team will have successfully standardised and recorded the new process, developed reference and training documents and developed a blueprint for future process monitoring. The positive changes are well established and a procedure is there for improving the process in answer to any variations in the process environment. Now the team is ready to conclude the Six Sigma project and hand over the process to the eventual process owner.
Concluding the Project
The 5 DMAIC phases have been accomplished. The project team has:
Recognised the customer critical requirements(CTQ)
Measured the improved process against the requirements
Resolved the problem that needed to be addressed
Verified all root causes of the problem
Determined a number of solutions to counteract those identified root causes
Confirmed the solutions applied resulted in substantive improvements to the CTQ metrics
Implemented the new process
Standardised, documented and fully recorded the new process
Developed a plan for keeping track of the process and reacting to any performance problems
Conlusion of the project has now arrived. This will entail officially transferring control of the improved process from the development team to the process owner. It's also a good time for the project team to make suggestions for further improvements. Perhaps additional Six Sigma projects would be appropriate to address problems that weren't resolved with this project. The project team in some cases may have unveiled possible quick fixes or improvements that the process owner could put into practice without the need Six Sigma project.
Lastly, the project team ought to celebrate the finish of an effective Six Sigma project. Six Sigma projects are not quick or easy and it's worthwhile acknowledging both the hard work that was needed for a successful end and the gains that resulted. Any celebration might be formal or something more simple; the team can choose itself which is most appropriate.
Has the team put together all the required documentation for the process that has been improved,incorporating a training plan, new or revised Standard Operating Procedures (SOP’s), and a system for process control?
Have measures been specified, and recorded as a part of a Process Control System, to track process performance and the continual success of the solution?
Have the metrics briefing plans or schedules been documented? Who has responsibility for the measures?
Has a job description of the Process Owner been modified to represent new responsibilities?
What will happen if the calculated minimum process performance is not attained?
Has the implemented solution been effective?
Has the project team gathered results information verifying that the implemented solution has accomplished the objectives specified in the Project Charter?
Have the Benefits Realisation Schedule been corroborated by the project's Financial Representatives?
Has the new process been handed to an elected Process Owner, in order for them to assume responsibility for controlling continued operations? Do they agree with the suggested control plan?
Has a finalised blueprint documenting and recording of the project been produced?
Has the project team submitted other identified issues or opportunities, to senior management, that weren't able to be attended to?
Have the “lessons learned” been documented and recorded?
Have duplication opportunities also been determined and communicated to all stakeholders?
Has the dedication and successful hard work of the project team been celebrated?