Lean Six Sigma

Storyboard

[Content Set]
[Covering Year]

Solutions. People.
Innovation.

Lean Six Sigma Program

[Lean Six Sigma Project Title]

ean Six Sigma DMAIC Green Belt Project

ntent Set : [Business Unit]

een Belt : [Name of Green Belt]

Solutions. People.
Innovation.

DEFINE
PHASE
Solutions. People.
Innovation.

The Business
Discuss the Content Set of the Lean Six Sigma Project

What is the product of the Content Set?

Who are the Customers?

What is its value to the Customers?

Discuss important terminologies.

If the Lean Six Sigma Project has been scoped,

Describe the scope and its relevance
Subcategory of the Content Set
Market Set
Particular Error Type
Particular SR
You may include screen shots to provide more clarity on the business you are describing.
Take Note!
The intention of Describing the Business is to make the stakeholders aware of the product
you are trying to improve. The business should be well-understood even by parties external
of your content set. This is the fundamental layer of your storyboard, therefore, making
this clear will provide good direction for the project most especially when we start defining
our Y.
Solutions. People.
Innovation.

Problem and Goal

Statements
State the Problem Statement.
Include Initial Trend of Data where the Problem Statement is obtained.
Include short narrative to further understand the problem.
You may include screen shot of the product if necessary.
Discuss terminologies relative to the problem.
State the Goal Statement

Take Note!
Coming from the Business Description, now you are discussing the pain you are
experiencing. Your goal here is to let the stakeholders understand the pain you would like
to solve. Please discuss the nature of the problem and NOT its impact/benefit, VOC
addressed or other details that will strengthen its business case. It will come later in the
storyboard.

Solutions. People.
Innovation.

Project Impact
Build the reasons/cases why you would like to solve the project. This should answer the
question, WHAT IS THE PROJECTS WORTH?
You may divide this portion into: Monetary and Non-monetary Benefits, Monetary may be
divided to Hard and Soft Savings

Hard direct cost implication of the project

Soft opportunity gain of the project

(e.g. time reduction but not necessarily reducing number of staff)

For Monetary Benefits, discuss the calculation and its rationality.

Take Note!
This is actually the Projects BUSINESS CASE. This is where you convey to the stakeholders
that your project is worth the time and effort to solve. Remember, Six Sigma is not an
overnight project, and so it is pertinent to know this early that it is worthwhile to look and
study this concern.
Solutions. People.
Innovation.

Voice of the Customer

INTERNAL or EXTERNAL
Cite SRs or feedbacks coming from the customers that pertain to the project you are trying
to solve. State them in verbatim and provide the source of the VOC.
If there is none, discuss the pain your customer (external or internal) is experiencing
because of this project. Build on the severity of this pain and why this is important to your
customer.

Solutions. People.
Innovation.

Monetary Savings
INTERNAL or EXTERNAL
Part of the project impact slide that highlights the monetary benefit of the project (if any).
Computation of savings may come from the difference of the cost of the current metric with
the cost of target metric, elimination/reduction of penalties, etc.

Solutions. People.
Innovation.

SIPOC Diagram
Keep your SIPOC diagram macro in scope. This will just describe which process
steps will contribute to your Y. Coming from the whole stream, you may also
specify which process wil or will not influence your Y, this is critical when you start
identifying your Xs. This portion is not limited to SIPOC, if your process has crossfunctionalities or large in scope. You may start with macro flowchart and detail
down your target process for the project.
Suppliers
Bangalore Quality
Team

Fixed Income
Production

Datascope
Fixed Income
data
Coupon reset
Report data

Datascope
FI data
extracted

Process

Input

Output

Customers

Validated
Metric Results

FI Production
Managers

Metric
Calculation
Process

Senior Data
Managers

Manually
created data
from metric
process

Coupon
Report
data
extracted

Metric
Calculated

Metric
Results
published

Quality
Managers

Metric
Results
Validated

Final
metric
Results
produced

In-Scope Process Steps for Accuracy of Metrics Calculation

Solutions. People.
Innovation.

Project Charter
Project Title: Improve Productivity Rate of LN Risk OCC Health Project
Project Leader
Name: Jhonie E. Bohulano
BU / Location: Content Solutions Quality /
CIS
Email: jhonie.bohulano@spi-global.com

Project Team Members:

Sherwin Romero
Sonny Gaviola

Sponsor(s):
Mylene Solete

Key Stakeholder(s):
Van Mondido

Problem Statement:
The average monthly productivity of LN Risk
OCC Health project is only at 115.62 records
per hour which is below the target of 144
records per hour. Data obtained from
February to July 2011

Goal Statement:
Improve productivity rate of LN Risk OCC
Health Project from 115.62 to 144 records
per hour by end of November 2011.

Business Case:
Voice of the Customer

Assumptions Made:
Productivity (speed) =
of records
time consumed in producing a record

Insert Project
Charter

We are working towards OccHealth being a Six Sigma

initiative this year. The project will be spearheaded by
Jhonie Bohulano and is aimed at improving the
productivity in order to meet the target of 144 records
per hour. In line with this, kindly consolidate the
productivity data of the last 6 months.

Monetary Benefit
Annual Savings of 70,805.60 PHP 1,
Solutions. People.
706.16
USD
Innovation.

Risk to Success:
Sudden increase in volume; Attrition

10

Project Charter
Project Title: Improve Productivity Rate of LN Risk OCC Health Project
In-Scope
LN Risk OCC Health Project

Out-of-Scope:
Other LN Projects

Signatories:
Nicolai Agcaoili

Project Timing:
Define
W1 of Sept 2011 W2 of
Sept 2011
Measure
W3 of Sept 2011 W4 of
Sept 2011
Analyze
W1 of Oct 2011 W4 of Oct
2011
W1 of Nov 2011 W1 of Dec
Improve*
2011
W2 of Dec 2011
Control

Mylene Solete
Van Mondido
Margarita Magno

Insert Project
Charter

Note: Check for significant improvement after two weeks of

implementation*

Solutions. People.
Innovation.

11

MEASURE
PHASE
Solutions. People.
Innovation.

12

Key Process Indicator

Coming from the CTQ in the Define Phase, indicate the way it will be measured as KPI.
Obtain calculation of the Yield and the corresponding data that will be collected.

CTQ

Productivity

KPIs

of records
consumed
hours in
producing a
record

Solutions. People.
Innovation.

SAMPLE ACCOMPLISHED
KPI
Data to be
collected

LN Risk OCC Health

Project productivity
from February to
October 2011

13

Operational Definition of
Y

Project Title: Improve Productivity Rate of LN Risk OCC Health Project

In what unit the Y is measured?

Speed or productivity

What underlying raw data are required to

calculate the Y metric

Total Records, Total Time

What is the formula to calculate the Y

Productivity (speed) =
of records
consumed in producing a record
Start: From the time the operator recorded
the job
End: From the time the operator exited or
closed the transaction for the particular job

Operational Definition
How do you define each underlying data
Record completed image transacted
Form
element to calculate Y
What gages (instrument) were used?

Worksheet in Google

Who collects the underlying data? How?

Team Lead, extracted from the transactions

recorded by the operators in Google

Does data represents the entire population

or only a sample?

Yes

What period of time does the data

represents

February to October 2011

Solutions. People.
Innovation.

14

Sampling Size
Calculation

Applies only for Data from Sample (typically for Accuracy Projects)

Solutions. People.
Innovation.

15

Detailed Process Map

There is no straightforward template that you can use because process map may vary
depending on the need of the project.
Techniques:
Basic Process Flowchart if you would just like to see the detailed flow of the process,
this is suitable to see where errors are introduced or why freshness cannot be kept.
SIPOC this is good if you feel that the potential Xs may come from the nature of your
input (e.g. analyst age, tenure, shift, educational background; type of source-.etc.)
Top-Down Flowchart - this is good if you would like to inspect detailed tasks per process
step. This is good if you would like to find wastes in your process or if you would like to
identify tasks which may done differently by analysts.
Value Stream Map I strongly recommend this for Timeliness/Cycle Time/Ageing
Projects since your attack is to find potential sources of wastes in the process; mayt it be
from the waiting times or production time. You just need to take sample to estimate the
timings; get sample to represent your analyst and time of day. (e.g 5 per analyst, 1 per
day)

Solutions. People.
Innovation.

16

Detailed Process Map

Example: SIPOC used to determine Segmentation/Potential
Failure Modes

Input

Problem: Incorrect
Invoice
Potential Segmentation/Failure Modes

Product Delivery
Date
Client Data
Payment Terms

Process

Manual or automatically
generated
Presence of revisions
Manual or automatically
generated
Staggered or Joint Invoice
Staggered or Lump Sum payment
Corporation or Medium-scale

Check Client
Terms

Solutions. People.
Innovation.

Write
Invoice

Issue
an
Invoic
e

Print
Invoice

Address &
Send Invoice

Record Data
With Sales

17

Detailed Process Map

Example: Top-Down Flowchart

Step 1: Select
Improvement
Opportunity

List Opportunities
Priorities List
Select Opportunity
Redefine Team
Write Problem/Opportunity
Statement
Summarize Project/Define
Road Map
Management Review

Solutions. People.
Innovation.

Step 2: Analyze
Current
Situation

Define Process to be
Improved
Flowchart the Process
Collect Baseline Data
Identify Performance Gaps
Validate Problem/
Opportunity Statement
Management Review

Step 3: Identify
Root Causes

Analyze Cause and Effect

Identify Potential Root Cause
Collect Data
Verify Cause and Effect
Verify Root Causes
Validate Problem/
Opportunity Statement
Management Review

18

Detailed Process Map

Example: Top-Down Flowchart used to determine Potential
Segmentation/Failure Modes
Step 1: Select
Improvement
Opportunity

List Opportunities

Write Problem/Opportunity Statement

Problem: Percentage of Project

Disapproval

Potential Segmentation/Failure Modes

Source of Opportunity
Manner of Opportunity Listing (Interview, Mail)
Team Lead involved
Usage of template

Summarize Project/Define Roadmap

Management Review
Solutions. People.
Innovation.

Use of narrative or diagrams

Type of presentation

19

Detailed Process Map

Example: Swimlane Flowchart

CUSTOMER

INVENTORY CLERK

Problem: Percentage of Incorrect

Billing
Segmentation
CASHIER
Clerk
Assigned

Receives Product

Stocks Empty Box

Delivers Tape to Cashier

Cash
Provides Cash

Payment
Method

Credit
Card

Accepts Cash

Type of
Payment
Cashier
Assigned
Customer Age
Bracket

Provides Credit Card & ID

Solutions. People.
Innovation.

Writes Manual Charge Slip

20

Detailed Process Map

Example: Value Stream Map
Recruitment Process
Sent thru E-mail
SLA of 3 days

2 days On-boarding
Immediate V&A Training

Ramp-Up of Account XYZ

Target: 400 hires in 20 days

Receipt of Job
Request Form

HR Onboarding
10

SLA of Approval:
1 day

Tele-Interview Analytical Exam

5 FTE Temps
Sieve Ratio: 55%

QUEUE TIME
CYCLE TIME

10
mins

25

Receipt by
Recruitment Mgr.

45
mins

20
mins

Sieve Ratio:78%

15
mins

25
mins

Sieve Ratio: 74%

75
mins

78
mins

Conduct after
3 days of hiring

Job Offer

4 FTE Sr RAs

8 FTE RAs

TAKT Time = 20 days*8 hours*60 mins/400 = 24

mins
Solutions. People.
Innovation.

Final
Interview

Oral
Assessment

3 FTE Temps
Sieve Ratio: 67%

3 FTE Leads
Sieve Ratio: 92%

20
mins

40
mins
Total Turn-Around Time = 258
mins
Total Cycle Time
mins

= 173
21

Data Collection Strategy

You may just paste here a sample of data collection template preferably with data that
you have used for your project.
Your Data Collection Plan should include 1.) Raw Data to calculate Y and 2.)Contextual
Data

Numerical Data Y
- Continuous
- Attribute
- Count

Solutions. People.
Innovation.

Contextual Data
Representing the background of
each piece of data
A variety of information some
numerical, some textual and some
mixed

22

Data Collection Strategy

Sample: Data Collection Strategy

Target
Time Factor Y

Solutions. People.
Innovation.

Set of Contextual Data (Potential Xs)

23

Data Collection Strategy

Sample: Data Collection Strategy

Solutions. People.
Innovation.

24

Behavior of Y
Again, there is no straightforward template that you can use because diagnosis of Y
depends on the nature of your data and how you would like to attack your Y. Being the
process owner, this is where you will think how you could approach this problem. On what
areas you would like to view your Y?

Minitab

Tool to be Used

Initial Diagnosis of Y

Controllability of Y

Histogram to detect initial behavior of Y;

Stat > Basic Statistics >

Graphical Summary

useful if your data is continuous and the

data collection is not done over time.
To detect if there are outliers from your data

Stat > Control Charts >

Individuals > I-MR

X-MR Chart data is continuous, 1 unit/obs

e.g. Cycle Time, Ageing
P Chart data follows Binomial distribution

Stat > Control Charts >

Attributes > P

e.g. Accuracy Yields

C and U Chart data follows Poisson distribution
e.g. counts of SRs

Capability of Y

Initial Segmentation of Y

Table of computation of:

Yields, Sigma Levels, DPPM, DPMO
Pareto Charts
Control Chart per Segment

Solutions. People.
Innovation.

Stat > Control Charts >

Attributes > C / U

Sigma Level = normsinv(Yield)

+ 1.5
Stat > Quality Tools > Pareto
Chart
Change the Stage to
Segment
25

ANALYZE
PHASE
Solutions. People.
Innovation.

26

Y = f (x) Thinking

Target Project Y

List of Initial Segmentation/Initial Xs

Remember, the goal of Analyze Phase is to prove factual evidence on

the driver/s of your problem Y. There is no hard and fast rule or a
straightforward template for Analyze Phase. What is critical is the
logical path followed by the Problem Solver and suitability of tools used.
At the end of the phase, the Problem Solver should be able to list down
the true root causes that affect Y.
Example on the succeeding slides

Solutions. People.
Innovation.

27

Y = f (x) Thinking
Improve Productivity
of
LNN Risk OCC Health
Project

Slowness of
System
Segmented
per Tenure
Segmented
per Operator

The team decided to segment Y into major partitions which may give hints towards
understanding the source of the problem. This forms part of the contextual data collected
previously in the Measure Phase. The team will further drill down on the root cause should
they find any significant influence to Y.
Solutions. People.
Innovation.

28

X1: Slowness of System

Identificati
on of
Image

2 secs.

1 sec.

Submissio
n of Data

Keying of
Data
1 sec.

Findings: Approximately 4 seconds of delay is experience in completing one

image. This equates to about 60 hours of delay for 52,540 records delivered in a
month
(conducted process walkthrough)
Solutions. People.
Innovation.

29

X2: Tenure

Ho: Data for Tenure is normal

Findings:

Ha: Data for Tenure is not normal

At 95% confidence level, there is

no sufficient evidence to prove

p-value (10 months) = 0.112

that the data for tenure is not

normal

normal (with reservation)

p-value (03 months) = 0.800

Solutions. People.
normal
Innovation.

30

X2: Tenure
Ho: 2 10 months = 2 3
months
Ho: 2 10 months 2 3
months
p-value = 0.399
Findings:
At 95% confidence level, there
is no sufficient evidence to
prove that variance of 10
months is not equal to the
variance of 3 months (with
Solutions. People.
Innovation.

reservation)

31

X2: Tenure
Ho: 10 months = 3 months
Ho: 10 months 3
months
p-value = 0.000
Findings:
At 95% confidence level, there
is sufficient evidence to prove
that mean of 10 months is not
equal to the mean of 3
months.

Solutions. People.
Innovation.

32

X3: Operator

Findings:
The mean of Yca, Jiffy, and Frank are significantly different compared
to the other processors. Further investigation shows that the three
processors have only worked on the project last August 2011 (please
see X2: Tenure)

Solutions. People.
Innovation.

33

X3: Operator
Best Business Practice of
Rain
Has in-depth knowledge of project
instructions
Sets self target above from the
standard
Uses short cut keys (such as
alphabet and tab keys) instead of
mouse in navigating the system
Has favorite account(s)
Keen observer as to the different
OCC images and/or loading of
accounts
Has close to excellent typing skills
and accuracy
Process the file in logical entries (no
need to return to the top to modify
previous entries)
Two to three fields process advance
for every record
Hands and working senses are
performing even on a conversation
Has a good and swift judgment as
far as capturing the printed names
are concerned

Solutions. People.
Innovation.

Grac
e

Myra

Nani

Acel

Yca

Jiffy

Frank

34

X3: Operator
Grac
e

Myra

Nani

Acel

Yca

Jiffy

Fran
k

Rain

Different user interface (LNRIAG

and LNRISK)

Moving to another project based

on priorities

Gaps
Records should readily be input
in the performance worksheet
Record non billable work

Solutions. People.
Innovation.

35

Root Cause Drilldown

Processors

Connectivity
No defined
process
work flow

Slowness of
the system
used

Producti
vity of
LN-RISK
OCC
Project

Maturity of
the
processors

Tenure
Solutions. People.
Innovation.

36

Summary of Findings
Root Cause

Slowness of System

Operators have
different processes
in completing an
image

Maturity of
operators (3
months)

Solutions. People.
Innovation.

Method of Validation

Findings

Validity

It was found out that

approximately 4 seconds
were attributed to the
slowness of the system.
Eliminating this slowness
would increase the
productivity from 116.62 to
133.99 records/hour

VALID

Process walkthrough and

conducted Behavioral
study

It was found out that

processors follows different
processes in completing an
image. Based from the
validation made, there were
several gaps between the
best performer against other
processors.

VALID

Process walkthrough and

review of productivity
per tenure

It was proven that the

processors are still in the
maturity stage and are still
bound to improve in the
coming months (6 months)

Process walkthrough

INVALID

37

IMPROVE
PHASE
Solutions. People.
Innovation.

38

Solution Identification
This will contain mapping of True Root Causes from Analyze Phase to Identified Solutions.
IT IS NECESSARY THAT ALL IDENTIFIED TRUE ROOT CAUSES ARE ADDRESSED.
Otherwise, you may prioritize in case resource is an issue.
You may also include the proof of concept of your identified solution. If it is a process
change, you may show before and after process flow. If it is a change of policy or platform
show the change and rationality for the change.
If it is necessary to prioritize the solution, show tool/s used to prioritized (e.g. Selection
Matrix)

Solutions. People.
Innovation.

39

Solution Identification
Root Cause

Corrective
Action

Implementation
Date

Status

Slowness of
System

Change connection
to Internet

January 2012

The failover test was successful. JP

Baided and the Network team will now
work on designing MPLS as the primary
connectivity while relegating VPN as
the secondary. We already reached out
to the client for their comments and
approval to this initiative. We also
requested for our IT to be introduced
to the proper contacts on their end.
Awaiting response from the client.

Operators have
different processes
in completing an
image

Sharing of Best
Practices of the top
performer

Nov 18, 2011

Completed
Done implementing in the night shift.
Will continue to perform the exercise
until processors are confident with
their typing skills.

Processors will
access Typing
Master Online

Solutions. People.
Innovation.

Starting Dec 2011

Have yet to be implemented in the

morning shift since they are handling
multiple projects thus have no time to
perform the exercise. In addition, LN
Risk Project is not their focus-project.
They were only tasked to complete the
remaining records that were left out by
the night shift.
40

Risk Analysis on the Selected Solutions

This will contain the potential problems you can already foresee prior to Solution
Implementation. The intention of this section is for you to identify preventive and
corrective action to achieve successful execution for your solution.

RISK ANALYSIS EXAMPLE:

Solutions. People.
Innovation.

41

Solution Implementation
This will contain the WORK BREAKDOWN STRUCTURE of your identified solution/s.
This will clarify how you plan to execute your solution, the timings, and responsibilities
involved.
SUITABLE TOOL TO USE: GANTT CHART

Critical Components:

Specific tasks needed to fulfill a solution

Roles and responsibilities

Resources needed

Timings

Plan vs. Actual (Remember, your GANTT Chart is also your monitoring tool so
your solutions will be completed in time)

Solutions. People.
Innovation.

42

Solution Implementation
SOLUTION IMPLEMENTATION EXAMPLE:

Solutions. People.
Innovation.

43

Verification of Solution Effectiveness

This will contain the PROOF OF EFFECTIVENESS of solutions executed.
Critical Components:

Proof that the goal was met or the change is significant

Before-After Comparison through Data Analysis/Process Audit

Business Case Review

Monetary Benefit

Non-monetary Benefit

Solutions. People.
Innovation.

Impact to Voice of the Customer

Impact to Voice of the Process

Impact to Voice of the Employees

General Impact to Organization

44

Verification of Solution
Effectiveness

VERIFICATION OF SOLUTION EFFECTIVENESS EXAMPLE:

Processor

Before

After

Rain

155.30

Myra

131.82

Grace

126.30

Nani

124.33

#DIV/0!

Acel

114.14

#DIV/0!

Yca
Jiffy
Frank
Average

210.88
187.84
187.69

72.84

143.88

95.39

119.08

99.75

121.43

130.20

181.28

Two months after implementing the solutions in W2 of November 2011,

(gap assessment and typing exercise), significant improvement were
observed on the productivity of the team. From an average of 115.62
records per hour from January to July 2011, the team were able to
increase their productivity by 57% by W2 of January 2012 two months
after
the solutions.
Solutions.implementing
People.
45
Innovation.

Before and After

Comparison

Graph shows significant improvement on the average productivity after

implementing the solutions as compared to the average productivity
before LSS. However, high variation is observed since the project is only
two months into the implementation. Simulating the February data
(assuming productivity is the same as in January 181.28), it would give
us a simulated p-value (when run with 2 sample T test) of 0.032
Solutions. People.
46
showing
significant improvement.
Innovation.

Monetary Savings
AS-IS

1st month after

Implementatio
n (DEC 2011)

2nd month
after
Implementatio
n (JAN 2012)

UNIT

Productivity

115.62

144.65

181.28

Records/hour

Volume (month)

50,000

50,000

50,000

Records/month

TAKT

432.45

345.66

275.82

Hours/month

130

130

130

Hours/month

3.33

2. 66

2.12

9,000

9,000

9,000

PHP/month

29,938.92

23,930.44

19,094.98

PHP/month

359,267.10

287,165.28

229,139.79

PHP/year

72,101.79

130,127.31

PHP/year

Hours in a
month*
FTE
Monthly rate
Cost per
month**
Cost per year
Savings per year

FTE

Savings per
@41.5 PHP vs
1,737.39
3,135.59 USD/year
Besides
the
savings indicated
*
Used
6.5
productive
hours
@20
days
in
a
month
year ($)
1 USD
** Realized savings for two months is 16,852.42 PHP herein, the projects substantiality
transcends to the fact that this is
a critical SLA for clients which may
result to client pull out for 6
Solutions. People.
consecutive months of not hitting47
Innovation.

Voice of the Customer

Hello
Hello everyone,
everyone,

First
First of
of all,
all, let
let me
me say
say these
these are
are fantastic
fantastic results!
results!
Please
Please extend
extend my
my sincerest
sincerest appreciation
appreciation to
to everyone
everyone
in
in the
the team.
team.

II had
had to
to wait
wait until
until all
all the
the details
details are
are in
in before
before
sending
sending this
this note.
note. As
As we
we have
have originally
originally stated,
stated, itit is
is
essential
essential for
for the
the team
team to
to gain
gain the
the appropriate
appropriate
amount
amount of
of exposure
exposure in
in order
order for
for the
the right
right targets
targets to
to
be
be met.
met. Obviously,
Obviously, there
there is
is still
still work
work to
to be
be done
done on
on
how
how to
to factor
factor in
in multiple
multiple projects
projects and
and its
its effect
effect on
on an
an
individuals
individuals output
output towards
towards establishing
establishing realistic
realistic
targets
targets for
for cross-utilized
cross-utilized resources.
resources. This
This does
does not
not
however
however diminish
diminish the
the outstanding
outstanding work
work done
done
here.
here. We
We are
are very
very glad
glad that
that the
the team
team responded
responded
positively
positively and
and not
not only
only met
met but
but exceeded
exceeded all
all
expectations.
expectations.

Thanks
Thanks also
also to
to Sherwin,
Sherwin, Sonny
Sonny and
and Jhonie,
Jhonie, for
for the
the
patience,
patience, dedication
dedication and
and focus
focus you
you all
all have
have shown.
shown.
This
This is
is aa great
great first
first effort.
effort. Lets
Lets make
make sure
sure the
the team
team
continues
continues this
this path
path of
of on-going
on-going improvement.
improvement.

Have
Have aa great
great day!
day!
Van
Van Mondido
Mondido
Manager,
Manager, CIS
CIS

Solutions. People.
Innovation.

48

CONTROL
PHASE
Solutions. People.
Innovation.

49

Standardization Plan
This will contain how you plan to formally effect the change to your target process.

STANDARDIZATION PLAN EXAMPLE:

Key Questions

Standardization Plan Description

What to
Standardize?

Procedure in processing an image

Who Will
Standardize?

Team Leaders (Sherwin Romero and Sonny

Gaviola)

Where to
Standardize?

OCC Health Project

When to
Standardize?

December 9, 2011

How to
Standardize?

Meet and cascade to all processors; processors

to sign Job Update form (JUF)

Solutions. People.
Innovation.

50

Strategy for Control

This will contain how you plan to sustain the improvement moving forward.
CRITICAL COMPONENTS

Preventive Actions to sustain Improvement

Metrics to Audit

Process Audits to protect Compliance

Monitoring of Monetary Benefit

Standardization of Documents/Policies/Records (attachments can be

provided)

Succeeding Plan relative on the Project

Project Post-Mortem (inclusive of Lessons Learned during the project)

Activities
Metrics
Management

Description
Create a control chart for
continuous monitoring to provide
clear indication of when
productivity for OCC Health project
has or has not changed.

Green Belt will perform process

audit periodically to ensure that the
Compliance
Audit
Solutions. People.
new process is implemented in
Innovation.

Date

January 2012

Every Quarter
starting Q1 51

Project Advancement
PROJECT ADVANCEMENT EXAMPLE:
The productivity performance starting February 2012 and the result of
implementing the new connection via internet will be closely monitored
to see if there will be significant improvement on the productivity of
OCC Health Project.
In addition, Behavioral Study may be implemented on other projects
suffering from inconsistent performance of each operator.
Take Note!
All action items that have yet to be completed/started will be indicated here. Continuous
monitoring of the performance will be done to ensure that all action items will be
implemented as scheduled. New problems arising on the project that is not related to the
root causes identified previously will be treated as a separate LSS project.

Solutions. People.
Innovation.

52