6.0 Six Sigma Control

SIX SIGMA

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APPROACH TO CONTROL

Quality Control & Process Change Management

Standardize and Document Effective Methods

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Establish Ongoing Project Monitoring

Evaluating Results

Hand Off, Summarize Key Learnings and Draft Future Plans

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CONTROL PHASE Till now you may have • Described your ‘Y’ and got the direction of action. • Isolated your critical Xs. • Optimized the process by deciding on the level of these Xs.

IN THE CONTROL PHASE YOU DEAL WITH HOLDING THE GAINS THROUGH CONTROL OF Xs. Six Sigma GB Material Oct 2013

SOME WAYS TO MAINTAIN/CONTROL YOUR NEW PROCESS CAN BE BY
Standardizing : Put it in audit checklist, quality plan, documented procedure etc.
Fool-Proofing : To ensure that it can be done in no other way except how you want it to be done.
Have Advance Warning Systems : If something goes wrong, it tells that to you NOW What you would as such come to know of it over a period of time. e.g. : Control Charts Six Sigma GB Material Oct 2013

IN A NUT SHELL Your Process may be: AFFECTED BY

CAN BE M AINTAINED BY

 Initial Setup

 FPI in between the checks

 Equipment/

 Parameters feedback system

machine settings  Fixtures

 First approvals, monitor the assignable causes

 Tooling

 Tool approval, Fool-Proofing of mating parts, FPI, Audit checks

 M an

 Training and Fool-Proofing

 M aterial

 Certification before use

 M aintenance

 PM schedules, FPI check after each maintenance

 Environment

 Control environment and PM of environment controlling equipment

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Audit Questions 

 

Self-Audits are an effective method to check the status of the implemented processes in standards/specification documentation. The following table comprises potential questions. Questions may be open (yes/no answer not possible) or closed. −

−





Open questions have the advantage that the respondent must provide a description of the controls known to him or of the current course of action. Disadvantage: specialized knowledge of the subject is needed to understand and analyze the answer. Closed questions are easy to evaluate; however, keep in mind that the respondents will say “Yes” when in doubt. It is very difficult to say “No”!

The questions used in the following example are formulated such that the answer “Yes (Always)” means that a process is performed based on the specified methods. The specification documentation/standards must be optimized, if the process has errors, regardless of whether all questions were answered with “Yes”.

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QC PROCESS CHARTS DEFINITION 

QC Process Charts are a tool that helps you document PDCA for your process. PLAN/DO

Flowchart

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CHECK

ACT

Indicators

Corrective Actions

Plot time on each order; should be 2 hours; check for special causes

If time exceeds 2 hours, alert Sam immediately; organize investigation

Count errors

If more than 1 per order, stop process, contact Sam

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QC PROCESS CHART FEATURES The middle column describes what you will check in the process to monitor its quality.

The plan is typically captured as a flowchart. PLAN/DO Flowchart

CHECK

ACT

Indicators

Corrective Actions

Plot time on each order; Alert Sam immediately; organize investigation should be < 2 hours; check for special causes

Count errors

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If more than 1 per order, stop process, contact Sam

The third column describes how the process operators should react depending on what they find in the measures.

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QC PROCESS CHART USES −

−

Combine the Plan for doing a job with the Check and Act phases of PDCA. Monitor implementation.

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EXAMPLE - QC PROCESS CHART Checking the Work

The Plan for Doing the Work Flowchart Admin Support

Employee

HR

Key Process Indicators Fin Serv

Act: Response to Results Corrective Actions

Mgmt

Incurs expense & does activity Completes white expense form and yellow timesheet

100% Inspection for standards: Correct form or return to employee. 1. Received by 5 pm Tues (on-site)Discuss corrections with employee. or 5pm Wed (by mail) Provide training if needed. 2. Operational definitions of expenses used 3. Complete information provided 4. Columns added and summary completed

Receives form; checks coding of expenses

Copy to HR; copy saved for invoicing; original + receipts to FS

Receipts behind form, stapled in upper left corner. Correct form or return to employee. HR does 100% Inspection for • Proper use of time coding Vac, Discuss corrections with employee. Leave, and Holiday expenses Provide training if needed. used

Records data Prepares monthly report Enters data into spreadsheet

FS responsible for 1. All charges allocated 2. Proper use of budget codes

If unclear about budget codes, check with manager

Correct?

Resolve discrepancies Issues check

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If incorrect: 1. Work with Admin Support to resolve 2. Track common areas of problems and report to manager monthly

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QC PROCESS CHARTS: PLAN The Plan for Doing the Work Flowchart

Detail on Key Tasks

Most often, people use either an activity flowchart or a deployment flowchart here.

For each key step in the operation, show how the task should be done, or provide a reference to a document that describes the step.

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QC PROCESS CHART: CHECK Checking the Work CTQ Identify in a word or phrase the characteristics to be monitored in each critical step. (e.g., elapsed time, completeness, presence of errors, or a physical characteristic such as temperature or pressure.)

Monitoring Standards For each CTQ, describe any important target, numeric limits, tolerances, or specifications to which a process should conform if it is running well. (e.g., “8 hrs. from receipt”; “all boxes checked”; “120°–135°F,” etc.)

Method for Recording Data For each CTQ, describe how the monitored data should be recorded. (e.g., checklist, run chart, control chart, scatter plot, etc.) Describe, if necessary, who should record the data and how.

These standards may come from customers, regulatory policies (ISO) or process knowledge or expertise. Six Sigma GB Material Oct 2013

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QC PROCESS CHARTS: ACT Act: The Response to Negative Results Damage Control Who should do what with the output of the defective process?

Procedure for Process Adjustment

What must be done to gain sufficient understanding of this process that the operators What should be know what done for those adjustments who received the and accommodefective output? dations are routinely What necessary to adjustments prevent a should be made recurrence of this to assure that problem? there will be no defectives in the next iteration?

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Procedure for Systems Improvement Who in the organization needs what data in what form in order to make a sound decision regarding new systems or remedies at deeper levels in the organization (e.g., changes in basic designs or policies)?

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STANDARDIZATION −

−

−

Making sure that important elements of a process are performed consistently in the best possible way. Changes are made only when data shows that a new alternative is better. Documentation is key >

−

Making sure documentation is up to date and used encourages ongoing use of standardized methods.

Discussion >

What images come to mind when you think of process standardization?

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BENEFITS OF STANDARDIZATION 

Standardization helps us compete more successfully in the marketplace by providing: − − − − − − −

Increased reliability Reduced costs Improved employee performance Increased safety Processes that remain in control Continuous improvement Flexible practices that allow for quick response to customer needs

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USES FOR STANDARD PRACTICES 1. Reduce variation among individuals or groups (and so make 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

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TRAINING −

−

When you have completed the documentation, you need to make sure that everyone using a common process is trained in the new methods. Even experienced employees need to be trained in the new methods.

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PLANNING FOR TRAINING 

Don’t try to develop a single training session to teach people everything they may ever need to know about the job. − −

− −

−

Focus on the most critical aspects of the job. When you make changes to a process, explain the reasons behind the changes; people resist change for change’s sake. Combine up-front training with performance support. Don’t expect everyone to learn everything at once; provide job aids. Remember that most learning will occur on the job.

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Control Chart Basics All processes have natural variations (general causes), some also have additional, unnatural variations (special causes). Based on statistical principles, control charts make it possible to identify unnatural (=non-random) patterns and thus provide process improvement opportunities. Control charts have upper and lower intervention limits, which represent the natural variability of the process. Intervention limits are +/-3 sigma limits of the respective measured input or output variables.

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Purpose of Control Charts • A control chart is an "instrument" to classify process dispersion.

Ho

•

Ha

natural variation

non-natural variation

general causes

special causes

controlled

uncontrolled

managed

unmanaged

expected variation

unexpected variation

Using control charts makes sense only for processes that are not completely out of control.

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Components of a Control Chart

Upper intervention limit X-Bar Chart for KVOP

Sample Mean

615

UCL=613.6

Mean line

605 X=599.1 595

585

LCL=584.6 0

10

20

Sample Number

Lower intervention limit

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Sequence of measurements

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SPC Procedure • • • • • • • • • • •

Selection of appropriate measurement category Definition of the point within the process (chart) where the measurement is taken Specification of the control chart type Creation of a baseline to determine rational subgroups (-> for mean value maps) Specification of sample size Specification of measurement method / criteria Measurement system capacity Feasibility study to determine the intervention limits Creation of the forms to enter the measurements Definition of procedures Training the testers

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Sampling •

Sample size • Single value chart: Natural sample size 1. • Variable chart (for mean values) : 5, if possible and suitable. • Attribute chart: 30 or more, depending on (defect) percentage (Rule of thumb: Defect should occur five times)

•

Sampling frequency • • • •

•

Not too frequently. Not too infrequently. Generally: The more frequently, the better. On-line measurement systems permit real-time process control.

Rational subgroups • Attempt to capture the process while it is consistent. (Goal: as little dispersion as possible within the subgroup).

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Analysis of Patterns on Control Charts • • •

Everything outside of the upper and lower intervention limits indicates "out of control". Aside from that, we are looking for unusual patterns. Rules for "out of control": • • • •

• • •

One measurement point outside of the 3 sigma limits Seven consecutive points above/below mean value line Six consecutive point upwards/ downwards Fourteen subsequent measurements going up or down

You should only use controls the operator can also use for intervention. The tests refer to hypothesis testing. All existing controls carry an a risk of 0.3%. What are the hypotheses?

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Using Control Chart • • • •

• •

•

Only if necessary! Does Control Chart make sense? A process that is critical and that cannot be "secured". Do not hesitate to remove Control Chart once it is no longer useful (a control chart that is never out of control is of no value). If there is little knowledge about the process: Control Chart for the (critical) output variables. If the process is known: control chart for the (critical) input variables. Objective: Monitoring and control of inputs and (long-term): Elimination of the necessity for Control charts on the output.

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Selection of SPC Charts Data Attribute data (number of classification)

Number

Classification

Defects per unit

Defective parts

Constant sample size

C chart

Variable sample size

U chart

Poisson distribution

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Constant sample size

NP chart

Variable sample size

P chart

Binomial distribution

Variable data (measurement)

Sample size = 1

Sample size 6

_ X, S chart

Normal distribution

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Out-of-Control Action Plan or Reaction Plan Control Charts Detect Variation due to Special Causes We , now, have to

 Identify the Special Causes  Fix them  Prevent them

Keep using Control Charts - Whenever you get an alarm (for Special Cause), - Identify the Special Cause in a systematic manner - Fix it, Verify, Record

Out-of-Control Action Plan ( OCAP )

- Periodically analyse compiled records to decide - Chronic Special Causes - Preventive action for those Six Sigma GB Material Oct 2013

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How to Prepare the OCAP : 1. Identify the different Out-of Control Signals on your Control Chart 2. For EACH Out-of Control Signal, Work out the Cause-&Effect Diagram 3. For each Out-of Control Signal, a) Work out the list of possible causes b) Prioritize the causes as per their occurrence

4. Prepare a table of out of control situation, check points and counter measures 5. For each Out-of-Control occurrence verify the causes. In case of new cause update the table.

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Poka-Yoke

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“Defects arise because errors are made; the two have a cause and effect relationship…. Yet errors will not turn into defects if feedback and action take place at the error stage”

Shigeo Shingo

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Poka-Yoke systems create a process in which a worker cannot create an error. Parts and/or process are designed so that desired results are inevitable.

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Poka-Yoke Systems TYPES OF ERRORS

1. Forgetfulness : Forgetting a step or a part Safeguard : Checklist, Visual Standard Operating Procedure 2. Errors due to Misunderstanding :Not very familiar with the required operation Safeguards :Continuous Training, Visual SOP 3. Errors in Identification : Problems in identification or clearness of required steps or parts. Safeguards : Training, Visual Training, Standardization

Automation 2000 SixCopyright Sigma Rockwell GB Material Oct 2013

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Poka-Yoke Systems TYPES OF ERRORS

4. Errors due to Lack of Experience : New Employees Safeguard : Skill Building & Training, Work Standardization 5. Errors due to Lack of Standards : No clear way to perform the task or job Safeguards: Standard Operations, Visual Instructions 6. Errors due to Machine Readability : Machine out of spec Safeguards :TPM , Critical Parts List, Maintain Equipment History List

Copyright Rockwell Automation 2000

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Poka-Yoke Systems TYPES OF ERRORS

Keep in Mind : Mistakes Happen for many reasons, but almost all can be prevented if we take the time to identify WHEN & WHY they happen and take steps to prevent the recurrence of theses errors and mistakes by using a systematic approach to Mistake Proofing aimed at eliminating foreseeable errors.

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Poka-Yoke Systems POKA-YOKE STRATEGY

Actions

Errors

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Have Happened

About to Happen

Detection

Prevention Prediction Warning

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Poka-Yoke Systems ELEMENTS OF PROCESS

y Information y Material y People y Methodology / Procedure The four elements of process determine whether a output is correctly manufactured or not. Defect Free Processes are a result of Controlled Standards of Operation in each of these principle areas.

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Poka-Yoke Systems ERRORS AND DEFECTS Two Arguments : y Errors are Inevitable !! Humans always will make mistakes. y Errors can be Eliminated : Any kind of mistake people do can be eliminated one way or another !!

Where Do You Stand?

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Candidates for Poka-yoke in a process  Inputs  Outputs  Feedback  Results

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Poka-Yoke Should be Considered When:

 Worker Vigilance is Required

 Mis-positioning is Likely  SPC is Difficult  External Failure Costs Far Exceed Internal Failure Costs

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Let’s Look at Some Applications Of

POKA-YOKE

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What is the poka-yoke here?

The beveled corner of the diskette pushes a stop in the disk drive out of the way allowing the diskette to be inserted. This feature, along with the fact that the diskette is not square, prohibit incorrect orientation. Six Sigma GB Material Oct 2013

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There are three poka-yokes in this electronic door lock.

1. Throwing the switch on one door locks them all 2. Doors automatically lock when car exceeds 18 mph 3. No door will lock if switch is activated with door open Six Sigma GB Material Oct 2013

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If the batteries or electrical system failed while this bathyscaph was submerged, how would you ensure it could return to the surface? The ballast are held in place with electromagnets, which fall off if power is lost allowing the bathyscaph to ascend Six Sigma GB Material Oct 2013

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Engineering change form requires different signatures depending on the nature of the change being considered. Sometimes engineers would get too many signatures, and sometimes not enough.

The revised form identifies the nature of the change in the columns and indicates unnecessary signatures in gray. Creating forms that help the user fill them out correctly is a part of mistake-proofing. Six Sigma GB Material Oct 2013

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Poka-Yoke Systems

POKA-YOKE 8 MAIN PRINCIPLES  Build Quality into the process  All inadvertent errors and defects can be eliminated  Stop Doing it wrong and start doing it right - now !!!  Do not think up excuses, think about doing it right  A 80 % chance of success is good enough - Focus on implementation  Attack defects and errors as a team  Ten Heads are better than one - Brainstorm ideas, Discuss, Think  Seek out the root cause, use the 5 Whys

Copyright Rockwell Automation 2000

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Poka-Yoke Systems

POKA-YOKE Human Errors are usually inadvertent. Poka-Yoke devices help us to avoid defects before they occur, even when human errors are made. Poka-Yoke is a tool that builds Quality into the process and shifts the attention from detection and inspection to building it right the first time.

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Using Poka-Yoke Systems Types of Poka-Yoke Systems • Poka-Yoke Regulatory Functions 1) Control Methods 2) Warning Methods • Poka-Yoke Setting Functions Setting function types and examples 1) Contact methods 2) Fixed value methods 3) Motion-Step methods Six Sigma GB Material Oct 2013

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Using Poka-Yoke Systems Detection Measures for Poka-Yoke Systems

1) Various Detection Measures 2) Detection Method Functions 3) Contact Detection Methods

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Using Poka-Yoke Systems-Example

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The 5S Process Workplace Organization and Standardization

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5S is: A systematic approach to organize and standardize the workplace Objectives of 5S are: 1. Promote Safety 2. Improve Work Flow 3. Better Product Quality 4. Reduce Inventory Waste 5. Give People Control of Their Workplace

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History 5S was originally developed within the Toyota Production System and consisted of 4S’s • Seiri – cleaning up • Seiton – organizing • Seiso – cleaning • Shitsuke - discipline

We have adapted the process into 5S’s •Sort •Shine •Set in Order •Standardize •Sustain Six Sigma GB Material Oct 2013

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5-S Implementation Benefits

Foundation of all other activities • Discipline to follow standard work • Reduce Variation • Expose problems • Safe working areas • Waste reductions • Improve Efficiency • Space reduction

• Productivity Six Sigma GB Material Oct 2013

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The 5S Ideals • • • • • • • • •

Retrieval of data within 1 minute Retrieval of tools and supplies within 1 minute Organized workplace Problems and waste are clearly visible Deviations from standard are clearly visible Standard procedures are easily understood and visually clear Everybody sticks to the rules 5S involves and effects everybody Performance is visible and understood by everybody

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With 5S the idea is to go from this

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To This

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STEP 1 Understanding the Current Condition

1. How close to 5S are we today? 2. How does our work flow today? 3. What does the area look look like today? Six Sigma GB Material Oct 2013

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How does our work flow today? Spaghetti Diagram

Raw Material

Tool Crib

WIP

WIP Component Shelves = Worker Six Sigma GB Material Oct 2013

Finished Goods

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Create a display of the information

The beginning of our 5S process

5S Workplace Scan Checklist - 100 pts. Max. - 85 points Min. Pass Violations 5 or more 3 or 4 2 1 0

Rated By:

Area

Sort

Set in Order

Shine

Department

Points 0 1 2 3 4

Date

Score Pre-event Post-Event On-Going

What is needed vs. what is not needed Only needed equipment, tools, furniture, supplies etc. are present Walls, bulletin boards, etc. have only needed items Uneeded items are present in aisleways, corners, shelves, etc. Uneeded inventory, supplies, parts, or materials are present Safety hazards, (electrical cords, etc,) on floor or work area Equipment demonstrates good ergonomics A place for everything and everything in its place Correct places for items are visually obvious Items are in the correct places Aisleways, workstations, equipment locations are visually indicated Items have not been put away after use Height and quantity limits for stored items are obvious Clean to inspect Floors, walls, stairs, and surfaces are free of oil, dirt, and grease Equipment is clean and free of oil, dirt, and grease Cleaning materials are easily accessible Lines, lables, signs, and other visuals are clean and unbroken

Maintaining the first 3S's Necessary information is visible Standards are known and visible Standardize Checklists exist for all cleaning and maintenance Items can be located in 30 seconds or less

Sustain

Making it stick Assocaites have been trained in 5S Associates know what they are responsible for to maintain 5S Evidence is present that associates are following 5S process O/C's and Managers are providing needed 5S support O/C and Managers are following up on positive and negative Follow-up and CI are being done at least monthly TOTAL POINTS

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Step 2

5-S Implementation SORT

Determine sorting criteria Designate holding area Identify person responsible for holding area

Copyright Rockwell AutomationOct 2000 Six Sigma GB Material 2013

Talk to area workers Move items to holding area Update Workplace Scan display with pictures Use Disposition Guidelines for sorted items.

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Determine sorting criteria 1. If it is not bolted to floor, move it to the HOLDING AREA

2. When it in doubt, MOVE IT OUT Target items that: • are safety hazards • items you have to walk to or search for • stored items that are not used Six Sigma GB Material Oct 2013

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Item Disposition Guidance Directions

•Determine the category each tagged item belongs •Determine required action, record on tag and Unneeded Items Log •Take action

Category Obsolete

Action •Sell •Hold for depreciation •Give away •Throw away

Defective

•Return to supplier •Throw away •Repair

Scrap

•Remove to proper location

Trash / garbage

•Throw away

Unneeded in this area

•Remove to proper location

Used at least once per day

•Carry with you

•Recycle

•Keep at place of use

Used about once per week

•Store in area

Used less than once per month

•Store where accessible in plant

Seldom used

•Store in distance place •Sell •Give away •Throw away

Use unknown

•Find out use •Remove to proper location

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Step 3

5-S Implementation SHINE

• Clean everything • Inspect through cleaning • Prevent dirt, grime & contamination from occurring

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Step 4

5-S Implementation Set in Order

Results •No Searching, Bending, or Stretching •A place for everything, and everything is in its place

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SET IN ORDER

Guidelines for deciding where to put items The more frequently used, the closer it should be to its point of use Every item should have A designated location and be labeled, shadowed, or color coded Make everything easy to get and to properly put away Get items off the floor Six Sigma GB Material Oct 2013

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5-S Implementation

Step 5

STANDARDIZE

There is a place for everything and everything is in its place How do we make sure that our changes stick? • Only needed items are in the area • Everything needed has a place and is in that place • Everything needed can be located and returned easily • Everything is cleaned and inspected regularly Six Sigma GB Material Oct 2013

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STANDARDIZE

Key Actions 1. Attain 3’s Conditions 2. Make Things Visual 3. Make Temporary Lines and Signs Permanent 4. Use Color Coding 5. Assign Responsibility to Maintain Six Sigma GB Material Oct 2013

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5-S Implementation

Step 6

SUSTAIN

Conditions for Sustaining • Development of new awareness skills

• Management support • Ongoing communication • Make 5-S a part of daily work • 5 minute 5-S • 30 minute weekly 5-S meeting with targets • Total Employee Involvement Six Sigma GB Material Oct 2013

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SUSTAIN

Audit the System Regularly – Establish the minimum standard Make Everyone Accountable 5S Workplace Scan Checklist - 100 pts. M ax. - 85 points M in. Pass Viola tions 5 or more 3 or 4 2 1 0

Ra te d By:

Are a

Sort

Se t in Orde r

Shine

De pa rtme nt

Points 0 1 2 3 4

Da te

Score Pre -e ve nt

Post-Eve nt

On-Going

W ha t is ne e de d vs. w ha t is not ne e de d Only needed equipment, tools, furniture, supplies etc. are present W alls, bulletin boards, etc. have only needed items Uneeded items are present in aisleways, corners, shelves, etc. Uneeded inventory, supplies, parts, or materials are present Safety hazards, (water, oil, coolant, etc,) on floor or work area Machine guards are in place and in good condition A pla ce for e ve rything a nd e ve rything in its pla ce Correct places for items are visually obvious Items are in the correct places Aisleways, workstations, equipment locations are visually indicated Items have not been put away after use Height and quantity limits for stored items are obvious Cle a n to inspe ct Floors, walls, stairs, and surfaces are free of oil, dirt, and grease Equipment is clean and free of oil, dirt, and grease Cleaning materials are easily accessible Lines, lables, signs, and other visuals are clean and unbroken

Ma inta ining the first 3S's Necessary information is visible Standards are known and visible Sta nda rdize Checklists are completed for all cleaning and maintenance Items can be located in 30 seconds or less

Susta in

Ma king it stick Operators have been trained in 5S/TPM Operators know what they are responsible for to maintain 5S/TPM Evidence is present that operators are following 5S/TPM process O/C's and Managers are providing needed 5S/TPM support O/C and Managers are following up on positive and negative Follow-up and CI are being done at least monthly TOTAL POINTS

Comments on specific items:

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DISPLAYING BEFORE & AFTER DATA Before







After

Add more data to an existing run chart or control chart.

}Improvement } Remaining Gap

Before

After

} A1 A2

A3 A4

Before

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Target

Step 4 changes implemented

Prepare new Pareto charts for those you created in Step 2. Make scale and dimensions the same so you can more accurately judge degree of improvement. Draw new frequency plots on the same scale as the original plots.

Good

Improvement

A2 A1 A3 A4

After

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RECALCULATE PROCESS SIGMA Step Units

Opportunities

BEFORE

AFTER

BEFORE

1

40

2 x 40 = 80

61

17

2

40

1 x 40 = 40

37

1

3

40

3 x 40 = 120

113

12

4

40

1 x 40 = 40

34

0

5

40

4 x 40 = 160

142

8

6

40

1 x 40 = 40

38

0

7

40

2 x 40 = 80

69

3

8

40

4 x 40 = 160

143

37

9

40

1 x 40 = 40

37

0

10

40

2 x 40 = 80

64

5

11

40

72

2

= 1 – .09

12

40

2 x 40 = 80 1 x 40 = 40

35 846

1 86

= 91%

960

Yield

846 960

= 1 – .88 = 12% Sigma

= 0.3 AFTER

Yield

Sigma Six Sigma GB Material Oct 2013

= 1–

= 1–

86 960

= 2.8 479

LOOPING BACK TO PREVIOUS STEPS 

If you followed your plan but failed to get the desired results, you need to retrace your steps. −

−

−

Look for flaws or gaps in your analysis. Review gap with your manager. Pick up with that step and start again if necessary.

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IMPORTANCE OF CLOSURE −

−

Recognize the considerable time and effort that went into the initiative. Capture the learnings from the initiative:

> >

− −

About the problem or process being studied. About the improvement process itself.

Share the learnings—The Knowledge Network. Hand over responsibilities for standardization and monitoring to the appropriate people.

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PROJECT CLOSURE −

− −

−

−

−

Improvement must be continuous, but individual initiatives and project teams come to an end. Learn when it’s time to say goodbye. Effective project closure weaves together the themes of: > Project purpose. > Improvement methods. > Team skills and structures. Develop managerial systems to capture learnings and enable the organization to address system issues. Documentation and recognition are two critical aspects of project team closure. Celebrate!

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