This document provides an overview of Lean Six Sigma (LSS) methodology for identifying, prioritizing, selecting, implementing, and sustaining process improvement projects from idea generation through to benefits realization. It outlines a staged approach including idea hopper, project hopper, prioritization tools, and DMAIC framework. Key aspects covered are generating and capturing ideas, screening and selecting projects, integrating LSS and project management, tracking benefits, and lessons learned to continuously improve the process. The overall aim is to balance short-term objectives with long-term needs and expectations.

1. LSS – From Ideas to Execution
Sustain outcomes by balancing the
objectives of the present with the
needs and expectations of the future
Anand Subramaniam

2. “The human mind treats a new idea the
same way the body treats a strange
protein; it rejects it.”
- P. B. Medawar
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3. Overview

4. Idea Hopper
Strategise Capture Screen Prioritise Select Execute Review
Stage Stage Stage Stage Stage Stage
Gate Gate Gate Gate Gate Gate
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Analyse the Brainstorm & Business case Score ideas Build project & Review projects Project Closure
business capture ideas rationale/ Benefit vs. risk assign team Assign budget & Lessons
Set business into hopper justification to implement Select project(s) time horizon Learned
drivers Research & Cost benefit Stakeholder Approve & Lean 6 Sigma, Status Update
Establish idea / initial proof of assessment feedback promote CAPEX, Just Verify Benefits /
opportunity concept Reviews and Team & Project do it, savings
strategy Publish & share screen for Charters Departmental
duplications
Change & Program Management
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5. Initiatives Identified - Plan & Execute
Project Hopper
Plan & Project
Capture Screen Prioritise Select
Execute Review
Lean Six Sigma CAPEX Department
Prioritised Ideas
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6. Integrate – LSS & Project Management
Project Boundary
Plan
Measure
Monitor &
Initiate Control Closure
Improve &
Define Control Sustain
Analyse
Execute
Start End
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7. Critical Success Factors
Leadership, Commitment
Sponsorship
Organisation Benefit
Alignment Assurance
Continuously
Capture
Improve
PIR, Lesson Learnt
Project Select. Prioritise
Critical Capability
Measurement
Success Development
Factors
Risk, Defects, ROI, QA Coach / Mentor , Train
Collaborate Communicate
Project
Stakeholder
Management
Management
Standards
Tools, Checklist Project Plan
Management Communication, Integration
Risk, Quality, Com, Cost, Time
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8. Detailed

9. Idea Generation
 Sources of Ideas:
 Ideas generation sessions with cross functional teams
 Brainstorming
 Annual Planning Process / Operational Plans
 Departmental initiatives / CCC Strips
 Information Boards / Visual Management
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10. Idea Capture
 Consolidate like ideas
 Check if new ideas are duplicating existing
or previous projects elsewhere in the
organisation
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11. Idea Screening
 Define the intent and a high level scope (“SMART”) of the idea
 Estimate the cost vs. benefit (as a rule of thumb, accuracy + or – 30%)
 Structured communication plan to address outcomes
 Remove ideas that are not aligned with organisation‟s business strategy, or
would be sub-optimal to introduce
 Combine / delete ideas to eliminate redundancies
 Outcome - rationalised list of ideas to be considered for further assessment
and continuously improve the estimating process or selection criteria
ratings
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12. Idea Prioritisation
 Prioritise Ideas using a Prioritisation Tool
(including the rating scales for each criteria)
 Business Benefit Criteria (Financial & Non Financial)
 Implementation Criteria (resources, risk, time)
 Overall rating and weighted score for final project
selection / decision making
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13. Project Selection Criteria
Financial Non –
Financial
Payback
Net Present Value Projects of Strategic
(NPV) importance to the firm
Internal Rate of Return
(IRR)
Several weighted selection criteria could be used to
evaluate project proposals
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14. Prioritisation Tool
 Determine weighting criteria that could be customised to meet your
specific needs
 Define rating scales for each criteria and assist users of the tools to
assign the ratings
 Identify “just do it” / “mandated” projects which are automatically
assigned a high score to ensure priority is give to these projects
 Make a high level estimate of the ratings for each criteria and
complete the assessment matrix
 Overall rating calculated and a ranked list of ideas produced
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15. Prioritisation Tool - Criteria
Human and Physical “Just do it”
Project’s “Strategic Fit”
Resource Requirements
Impact on Employees and
Environmental Impact their Performance Estimated Cost and Time
Size and Composition of
Ethical Considerations Existing Program & Project
Complexity and Risk
Portfolio
Impact on NPM’s Image Experience With Similar
Projects Competencies
Strategic Partnership Expected Benefits Temporal Distribution of
Building (Quantitative & Qualitative) Quantitative Returns
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16. Project Selection
 Select projects based on overall ratings
 Business Benefit / Implementation Ease
 Constraints (Internal / External)
• Cost : Time : Resourcing : Stakeholders
 Alignment (Risks / Opportunities)
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17. Prioritised & Selected Projects
 Projects Selected (Lean, Six Sigma, CAPEX, “Just do
it”, Mandated, Departmental)
 “Just Do Its” / Mandated Projects (HSE) do not need to
be evaluated in the prioritisation process but they should
still be tracked for resourcing, cost, benefits, risk etc
 If required reassess criteria weightings and rating scales
 Allocate resources, define roles & responsibilities, scope,
project charter and approve projects for implementation
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18. Alignment on Selected Projects
Alignment
• Determine & align with Org‟s strategy
• Decide on evaluation criteria
• Select prioritised projects Executive
• Allocate funds Management
• Check resource needs • Re-scope
• Cull projects not aligned • Re-classify
• Define monitoring process • Re-assign resources
• Re-design (merge)
• Impact on existing projects Functional Management
• Remove / kill project
• Re-evaluate new projects & • Re-schedule (delay, move to pipeline)
cross project dependencies
• Project execution
• Performance reporting
• Project information
archived & used to CAPEX, Lean Six Sigma,
improve the process Departmental, Just do it
Innovation
Fit
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19. Project Implementation
 Appropriate implementation methodology (DMAIC, DFSS, CAPEX)
 resources availability
 current business focus and / or change in Organisation's strategy
 appropriate sequencing and dependences of projects
 project sequencing (parallel / serial)
 projects that are not being progressed and their assessments
should be captured for potential later use
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20. Benefit Tracking
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21. Lesson Learned
 Systems and processes to record lessons learned
 Collaborate on improvement outcomes
 Capture and share knowledge from projects implemented
 Use prior learning to start new initiatives
 Replicate
 Continuously improve processes, templates and checklists
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22. RASCI
Generate
Prioritise
Capture
Execute
Track &
Sustain
Report
Screen
Plan &
Select
PIR
Senior Management I I I IC IC I I I I
Project Champion /
A A R R A
Sponsor
P&L / Project Manager A A A A R R A A A
Process Teams / Experts R CI CI CI CI CI CI CI R
LSS Teams CS R R R CS CS CS CS C
Secretary S S S S S S S S S
BA / Finance I I C C C C I I I
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23. LSS – Project Execution

24. Using DMAIC Framework
Value Understand Demand Flow Level Perfection
Define Measure Analyse Improve Control
Define Measure Analyse Improve Control
Stage Stage Stage Stage Stage
Gate Gate Gate Gate Gate
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25. Define Opportunities
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To identify and/ or • Validate/Identify
validate the Business
improvement Opportunity • Project Charter
opportunity,
• Develop Project • Process Map
• To develop the Charter
business processes
• Identify and Map • Gate Review
• To define critical Processes
customer
requirements • Identify Quick Wins
and Refine Process
• To be an effective
project team. • Translate VOC into
CTx
• Develop Team
Guidelines &
Ground Rules
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26. Define Phase (Activities & Tools)
Activities Tools / Techniques
• Problem Definition • Project Management Process
• Project Charter • Value Stream Map
• SIPOC • Financial Analysis
• Activity (Process )Maps • Project Charter
• Value Stream • Stakeholder Analysis
• VOC, VOB, VOP, VOE • Communication Plan
• Project Scope • SIPOC Map
• Roles & Responsibilities • High-Level Process Map
• Project Schedule • Non-Value Added Analysis
• Critical Success Factors • VOC and Kano Analysis
• Stage Gate • Multi-generation Plans

27. Measure Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• Identify Input, • Measurement
• To identify critical Plan
measures / success Process, and Output
Indicators
factors critical to
meet customer
• Gather Data
requirements • Develop Operational
Definition & • Baseline
• Develop a Measurement Plan
methodology to
effectively collect • Analyse Data •DEFINE • Gate Review
data to measure
process • Determine if Special
performance Cause Exists
• To understand the • Determine Sigma
elements of the 6 Performance
Sigma calculation
and establish • Collect Other
baseline processes Baseline Performance
for analysis by the Data
team
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28. Measure Phase (Activities & Tools)
Activities Tools / Techniques
• Identify Key Input, Process • Operational Definitions
Output Metrics • Data Collection Plans
• Develop Operational • Histograms / Pareto chart
Definitions • Statistical Sampling
• Develop Data Collection Plan • Measurement System Analysis
• Validate Measurement System • Gage R&R
• Collect Baseline Data • Constraint Identification
• Determine Process / • Control Charts
Performance/Capability
• Process Capability, Cp & Cpk
• Validate Opportunity
• Measurement Capability
• Stage Gate
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29. Analyse Opportunity
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To stratify and • Stratify Process,
analyse the data & Identify • Identify Root Cause
opportunity Specific Problem & not symptoms
• To identify a specific • Develop Problem • Voice of Customer
problem and define Statement Vs. Voice of
an easily understood Business
problem statement. • Identify Root Causes
• To identify and • Design Root Cause • Gate Review
validate the root Verification Analysis
causes
• Validate Root
• To ensure the Causes
Hypothesis Regression
elimination of “real” ANOVA
root causes and thus • Enhance Team Testing Modelling
the problem the Creativity & Prevent
team is focused on. Group-Think
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30. Analysis Phase (Activities & Tools)
Activities Tools / Techniques
• Prioritise Critical X‟s • Pareto Charts
• Conduct Root Cause Y=f(X) • C&E Matrix
• Analysis on Critical X‟s • Brainstorming
• Validate Critical X‟s • Detailed „As-Is‟ Process Maps
• Estimate the Impact of each X • Data Analysis (Statistics)
on Y • Non Value-Added Analysis
• Quantify the Opportunity • Hypothesis Testing
• Prioritise Root Causes • FMEA
• FMEA • Box /Interaction Plots
• DOE (Design Of Experiment) • Simple & Multiple Regression
• Stage Gate • ANOVA
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31. Improve Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To identify,
• Generate Solution
evaluate, and
Ideas • Develop Solution
select the right
improvement
• Determine Solution • Pilot Phase
Impacts: Benefits
solutions.
• Evaluate and Select • Gate Review
• To develop a
Solutions
change
management
approach to assist
• Develop Process
Maps & High Level Response Surface
the organisation in Analysis / Screening
Plan
adapting to the
changes introduced
through solution
• Communicate
Solutions to all
implementation. Design of
Stakeholders Experiment
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32. Improve Phase (Activities & Tools)
Activities Tools / Techniques
• Develop Potential Solutions • Brainstorming
• Develop Evaluation Criteria & • Benchmarking
Select Best Solutions • Process Improvement
• Evaluate Solution for Risk Techniques (8W,5S)
• Evaluate solution with • FMEA
Stakeholders • Solution Selection Matrix
• Optimise Solution • „To-Be‟ Process Maps
• „To-Be‟ Process Map(s) • Piloting and Simulation
• High-Level Implementation • Visual controls
Plan
• Develop Pilot Plan / Results
• Stage Gate
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33. Control Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• Develop Pilot Plan &
• To understand the Pilot Solution
importance of • Process Owner
planning and • Verify Reduction in takes
executing against Root Cause Sigma responsibility
the plan and Improvement
determine the
approach to be
Resulted from
Solution
• Everyone wants
taken to assure to move on
achievement of the • Develop Replication
targeted results. & Standardisation • Most challenging
phase
• To understand how • Integrate and
to disseminate Manage Solutions in • Gate Review
lessons learned, Daily Work
identify replication Processes
and standardisation
opportunities/ • Integrate Lessons
processes, and Learned & identify
develop related new opportunities
plans.
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34. Control Phase (Activities & Tools)
Activities Tools / Techniques
• Develop SOP‟s, Training Plan • Control Charts
& Process Control System • Standard Operating
• Monitor & Stabilise Process Procedures (SOP‟s)
• Transition Project to Process • Training & Transition Plan
Owner / Operation • Communication Plan
• Identify Project Replication • Visual Process Control
Opportunities • Process Control Plans
• Calculate Financial Benefit • Project Commissioning
• Lessons Learned • Project Replication
• Celebrate • Project Dashboards
• Stage Gate • Project Artifacts
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35. LSS – Quality Assurance

36. Monitor & Control
Benefits
Identified
Project
Management
Office
Responsibility
Matrix
Key Benefit Key
Measurement Success
Criteria Criteria
Business Benefit
Benefits
Case Monitor Delivery
Delivered
Execution
Benefit
Progress
Ownership
Monitoring
Risk
Management
Communication
Plan
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37. Stage / Tollgate Reviews
Tollgate
Review
Tollgate
Review
Tollgate
Review
Tollgate Tollgate
Review Review
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38. Quality Assurance Review
Schedule
Variance
Scope
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39. Project Tracking and Reporting
 A system (manual or automated) in place to track
improvements, feed back, record value delivered and
storing project documentation / artefacts
 Key project stakeholder have access to this system
which provides project status information (dash board)
and metrics around scope, time, cost, resources, risks,
milestones, deliverables, stage gates etc
 System used to manage the effectiveness and
sustainability of the improved processes
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40. Project Post Implementation Review
 Positive and negative lessons learned captured & shared
 Feedback solicited from a diverse audience
 Original requirements reviewed to check for adherence
 PIR (post implementation review) readily available for review
 Archive (viz lessons learned database or library) managed
 Use PIR to sustain, replicate and to realise the benefits.
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41. Project Staffing Transfer / Release
 Transfer plan and the approach approved
by human resources
 All project staff released or re-allocated
 Staff employment files updated
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42. Project Financial Closure
 Key stakeholders notified of financial closure / date
 Acceptance criteria met prior to final payments release
 Assets transferred or disposed off
 Contracts office notified
 Procedures in place for retaining financial records and
artefacts
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43. Project Archive
 All hard copy and artefacts stored or archived according
to the organisation record management standards
 The project library folder structure used to store
electronic artefacts and available for future projects
 Operations / maintenance team have access to all the
artefacts in order to maintain the project's deliverables
 All the "Lessons Learned" documents stored in the
lessons learned electronic library
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44. Team Celebration
 Significant milestones successfully met
and celebrated
 All planned celebration consistent with
acceptable professional and ethical
standards
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45. “Good ideas are not adopted automatically.
They must be driven into practice with
courageous patience.”
- Hyman Rickover
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46. Good Luck
http://www.linkedin.com/in/anandsubramaniam
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