Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this rebroadcast of episode 15, Jacob and I review project scoping and the use of several tools. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo in the artwork, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-015RB Leave a Review! http://bit.ly/E6S-iTunes
I Understand the need for scoping tools and project boundaries
a. Discuss factors affecting scope: spheres of influence/control, stakeholder considerations, applying a concentrated effort (i.e. pareto principle),
II when to use scoping tools
a. During project Define phase, preferably before project definition. May be used before or after defining a team. Scope will affect the choice of team members.
III Some basic scoping tools
a. Metrics analysis (IPY or DPM vs DPMO or DPU);
i. Ifyou measure yield at each process step (many companies don’t), concentrate where the IPY or the DPMO is the worst
ii. DPU and DPMO are better metrics to concentrate on (DPMO can be difficult to measure. What’s an “opportunity?”
b. Pareto By Process Step, Location, Shift, Product Line, .... etc. (Defectives data),
i. Pareto: From Vilfredo Pareto (mid-late 1800s). Measured the wealth in Italy, and determined 80% of the land was controlled by 20% of the population. Hence the 80/20 rule..
ii. Breaking down the data among categories to show where the greater number of issues are coming from
iii. Concentrate on the “big” buckets that are contributing most to the issue. Get a bigger “bang for the buck,” or y=f(x), have a greater impact on the output by controlling the least amount of inputs.
i. When data is not available. Use common consensus to scope down the project
ii. Ref iSixSigma article (http://www.isixsigma.com/tools-templates/sampling-data/enlist-process-owners-survive-absence-data/), by Aaron Spearin
d. 5 Whys,
i. Drill down through root causes, from where answers are obvious, to where the answer the to a “why” cannot be easily answered. Evaluate and investigate this vague area for impact on the issues.
e. MacroMap, (5-7 High Level map of Major process Steps)
f. SIPOC, (Supplier, Inputs, Process (Macromap), Outputs, Customers)
i. Forces a look at Customers and Suppliers of the process.
ii. Should still be run as a consensus building tool.
g. Fishbone (Ishikawa),
i. Use 6Ms to define Potential Root Cause Inputs to look at (Man, Machine, Methods, Materials, Measurements, Mother Nature)
ii. Consensus building tool. Several templates available in Excel, Minitab. Recommend manually drawn out on white board with a team.
h. Force field?
i. Is/Is Not Scope Matrix
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