I&CIM

Guide to Successful
I&CIM
Project Execution
 Table of Contents
Topic Page
I&CIM Problem Solving Toolbox overview 3
The Elements of the Delphi Problem Solving System 4
Tollgate Guide: Purpose & Application 5
Overview of the Tollgate Process 6
Tollgate review process flow 7

Tollgate review process flow (Flow Chart) 8

10 Steps to success for team leaders & Sponsors 9
DMAIC Tollgate guides - Define 10 -16
DMAIC Tollgate guides - Measure 17 - 21
DMAIC Tollgate guides - Analyze 22 - 26
DMAIC Tollgate guides - Improve 27 - 32
DMAIC Tollgate guides - Control 33 - 38
Problem Solving Framework and Circle of Support 39 - 43
Problem Solving Information Tools: Worksheet and Guide 44 - 47
Mapping of DMAIC 15 steps onto DPS Summary 48
DMAIC 15 steps guide & flow 49 - 52
Linkage Between Different C/I Methodologies 53
Z – Value Table 54
I&CIM Competency Level 55
Delphi Project & Certification Tracker 56
AP I&CIM Web 57
n

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Delphi
I&CIM
m

I&CIM Problem
Co

Solving
Framework

Leadership
Support

Execution Guide Page 2

 Problem Solving and Delphi
Innovation & Continuous Improvement Methodologies
Innovation and Continuous Improvement
Methodologies (I&CIM) is Delphi’s disciplined,
data driven, problem prevention and problem
solving toolbox.
– It provides a complementary set of tools to define
and design new products/process to achieve defect
free quality levels
– It provides flexibility to use the “Right” tools to solve
the problem
– It is process driven and project focused

Delphi
Problem Solving
Process
(DPS)
Requirements Definition
Concept Creation & Design for
Robust Selection
Innovation Six Sigma
Engineering Design & Development

Test & Validation Green Y

Validation
Shainin Problem
Parts Causes are
Red X
Constant
Continuous
Six
Improvement Sigma
No Parts / Problem
Business Causes are
Process Changing

Execution Guide Page 3

 Problem Solving and Delphi

‹ Delphi I&CIM recognizes that

successful problem solving projects
require more than just problem
solving tools.
– Tools must be applied within a structured
problem solving framework
and
– Problem solving teams must be encircled in a
support structure to ensure success

Delphi
Delphi and Quality Network Problem Solving
Problem Solving Process (DPS/QNPS) Circle of Support
Contain
3. Contain Problem
n

Correct
Re les ibili
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tio

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so , an tie
sp

Yes 4. Identify Potential

ica

Causes
urc d s
un

5. Evaluate Causes
es

Prevent Quality
mm

2. Is 6. Identify Potential
Select DPS
,

No
Containment Solutions 11. Implement Network
Co

Necessary?
1. Identify Problem 7. Choose Solution Controls Problem
QNPS
8. Plan 12. Standardize Solving
Implementation Framework
Framework
9. Verify Solution
10. Implement
Solution

QN Problem Solving Framework Leadership

Support
Select, Contain, Correct, Prevent

Execution Guide Page 4

 DPS Problem Solving Worksheet

Application & purpose

‹ Limit communication to a single
®

Delphi Problem Solving

Title: Responsible Leader:
Opened by: Summary Form Tracking #:
Customer: Customer Tracking #:
Owner: Date Opened:
Team Members:

1a. Problem Description (From Customer’s Perspective) SELECT Contain

format for all needs, internal and

Yes

Is
Select Containment
Necessary?
No
Correct Prevent

Current Situation:

1b. Measurement Method and Goal Statement SELECT

external
Contain

Yes

Is
Select Containment
Necessary?
No
Correct Prevent

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Yes

Provides a common off-line tool for

Is
Select Containment
Necessary?
No
Correct Prevent

‹
What Where When Who Predicted Results

Contain

3a. Cause Analysis for Problem Correction CORRECT Yes

(Identify, Analyze) Select

Is
Containment
Necessary?
No
Correct Prevent

use throughout Delphi for collecting

Potential Causes How Checked

critical information and

Root Cause(s):

QN-916 Revised 4/2001

documenting progress on problem

3b. Evaluation and Selection of Solution(s) CORRECT
Contain

Yes

solving activities.
(Analyze) Select
Is
Containment
Necessary?
No
Correct Prevent

List potential solutions and how evaluated:

Selected Solution(s):

Used as a communication tool

Contain
3c. Planning and Implementation of Problem Correction CORRECT

‹
Yes

(Plan, Implement) Select

Is
Containment
Necessary?
No
Correct Prevent

What Where When Who Predicted Results

during each Tollgate review

Contain

3d. Verification of Problem Correction CORRECT Yes

(Evaluate) Select
Is
Containment
Necessary?
No
Correct Prevent

Contain
4. Standardize and Control to Prevent Reoccurrence PREVENT

The worksheet will becomes the

Yes

Is
Select Containment No
Correct Prevent

‹
Necessary?

final project closure document

Closed by:
Completed:
s
ed

Te ch
s Ne

Revision date:
no
es

Customer
logy
sin

Satisfaction
Bu

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

(Storyboard) for first and

subsequent project

Execution Guide Page 5

 Tollgate Guide
to Successful I&CIM Projects
‹Managing the improvement process is
vital to successful projects and problem
solving activities.
‹To ensure projects follow a disciplined
and data driven approach Tollgate Reviews
have been established at key milestone
points for the Delphi Problem Solving
Process.
– Select and Contain helps Define the initial
problem statement
– Select and Measure gather information on
Define
current situation and evaluates measurement
system integrity
Measure
– Correct Analyze provides data driven root
causes Y Capability
OK? Change
– Correct Improve develops and to the Product,
Process or
N Service
implements solutions
– Prevent is the Control to standardize Analyze

the solution and maintain the gain Change

Y
Required?

Delphi Problem
Contain Solving Process - N

3. Contain Problem to– DMAIC Improve

Correct Tollgate process
Yes 4. Identify Potential
Causes
5. Evaluate Causes
N Capability
2. Is 6. Identify Potential Prevent OK?
Select Containment No
Solutions 11. Implement
1. Identify Problem Necessary? Controls
7. Choose Solution
12. Standardize
Y
8. Plan
Implementation
9. Verify Solution Control
10. Implement
Solution

Execution Guide Page 6

 Tollgate Guide
to Successful I&CIM Projects

‹ Tollgate Reviews are project reviews

conducted on a regular schedule.

‹ Reviews allow the sponsor and leadership

to monitor progress and ensure the project
team has needed support and completes
each problem solving process step with
sufficient rigor.
– Each Tollgate has an outline of Goals, Outputs,
Critical Checkpoints, and recommended Relevant
Tools to help sponsors and problem
solvers/candidates focus on the factors that are
central to each step in the improvement process.
– A Checklist of key questions and deliverables have
been developed for each Tollgate to make sure all
essential tasks have been completed.
– Project Teams use the DPS/QNPS Problem
Solving Worksheet to report progress and review
other problems solving tools during each Tollgate.
– Project teams should initiate the review by
scheduling time with the project sponsor. (Sponsors
may initiate reviews between tollgates if they feel it
will help improve progress by the team.)

Execution Guide Page 7

 Tollgate Guide (Flow Chart)
to Successful I&CIM Projects

Execution Guide Page 8

 10 Steps to Success for
Project Team Leaders & Sponsors
1) Select a project
a) Focus on top business issues
b) Utilize Pareto & Top 5 principles
2) Identify a Sponsor (a person responsible for the
problem area)
3) Identify a project leader/problem solver
a) Send to training as required
4) Resource a project team
5) Set improvement targets
6) Follow the disciplined I&CIM Problem Solving
Process
a) Check for lesson Learnt (Closed or on-going project
from other area / Delphi Tracker & AP Lesson Learnt)
b) Check for Best Practices
7) Ensure the Team provides regular progress
reports to leadership
a) Conduct Tollgate reviews
b) Ensure Project added to each core team members PBP
8) Support your team
a) Break roadblocks as required
b) Help to implement controls to sustain the gains
9) Confirm and monitor project results
a) Including accurate analysis of savings and efficiency
improvements
b) Ensure team documents lessons learned and best practices
10) Celebrate the hard work and accomplishments
of your team!
Execution Guide Page 9
 DEFINE Tollgate

STEP DELIVERABLES
A. Identify project CTQs Identify customers, customer CTQs and Business Case

Define B. Develop Team Charter

C. Define Project Scope
Problem statement, Project Scope,Team, Milestones
High Level Process Map connecting customers to process

Goal:
Define the project’s purpose and scope.
Output:
A clear statement of the intended improvement and
how it will be measured.
Critical Checkpoints:
• Problem or gap defined and documented.
• Initial Key internal measures or performance
indicators chosen and defined, and goals for
improvement set.
• Initial Customer needs/requirements identified for
appropriate customer segments.
• High-level process map developed.
Relevant Tools:
QFD, SIPOC, Flowcharts, Pareto charts, time plots,
control charts, Gantt charts, Financial worksheet,
project plans, and other change management tools,
High level P-Map.

Execution Guide Page 10 DMA I C

 DEFINE Tollgate
Review Project Definition and Goals

Project Scope
• What has your sponsor outlined as the scope of
your effort? Where does your project start and
where/when will it end?
Preliminary Problem Statement
• One or two sentence description of the symptoms
arising from the problem being addressed. Answer
these questions with your problem statement: What’s
wrong? Where is the problem appearing? How big
is the problem? What’s the impact on the business?
Why is this project important?
• Relating to our business, what are the financial,
customer, strategic and other benefits that come
from attacking this problem, and why is it important
to fix it NOW?
Goal Statement (3 elements)
• Starting with a verb, describe what is to be
accomplished. What is the measurable target for the
desired results? (May be preliminary.) What is the
target date/timing for project completion.

Execution Guide Page 11 DMA I C

 DEFINE Tollgate
Useful Questions

− Useful Questions:
− What problem or gap are you addressing?
− Why is this project important?
− What are the key measures or performance indica-tors?
− How are the measures or performance indica-tors defined?
− How will you know if things improve?
− What is the current performance level?

− What are the major steps of the process you will be

improving?
− Who are the suppliers?
− What are the inputs?
− What are the outputs?

− What impact will closing the gap or solving the problem have
on customers?
− Who are the customers?
− Are there relevant customer segments?

− What data do you have to understand cus-tomer

requirements?
− What measures are important to each customer segment?
How do you know?
− What are the boundaries of this project?
− What are the business reasons for completing this project?
− Show me your project schedule. What project milestones have
you established?
Execution Guide Page 12 DMA I C
 DEFINE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Y es Is
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes

potential and how evaluated:

Nece ssary?

Y es
(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent No
Correct Prevent

List potential solutions and how evaluated:

Nece ssary?

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:

Problem Solving Worksheet - Header

Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

QN-916 Revised 4/2001

•• What
What the
the problem
problem solving
solving effort
effort
is •• Initiating
Initiating person
person or
or
is attempting
attempting to
to accomplish
accomplish
organization
organization

Title: Responsible Leader:

Opened by: Tracking #:
•• Organization
Organization
Customer: Customer Tracking #:
affected
affected by
by
Owner: Date Opened: the problem
the problem
Team Members:

•• Person
Person
ultimately
ultimately
•• A
A list
list of
of the
the primary
primary responsible
responsible
team
team members
members for
for problem
problem
resolution
resolution and
and
prevention
prevention
(process
(process
champion)
champion)
•• Product
Product team
team or
or staff,
staff,
serial
serial number
number
(internal)
(internal) or
or Project
Project ID
ID
•• Person from
from Delphi
Delphi Tracker
Tracker
Person in
in control
control
and leading
and leading
problem
problem solving
solving

Title: Responsible Leader:

Opened by: Tracking #:
Customer: Customer Tracking #:
Owner: Date Opened:
Team Members:
•• Formal
Formal
initiation
initiation date
date
•• PRR
PRR oror equivalent
equivalent (external
(external
to organization)
to organization)
•• Leave
Leave empty
empty ifif not
not
applicable
applicable for C/I project
for C/I project

Execution Guide Page 13 DMA I C

 DEFINE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes

potential and how evaluated:

Nece ssary?

Y es
(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent No
Correct Prevent

List potential solutions and how evaluated:

Nece ssary?

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

Problem Solving Worksheet

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

QN-916 Revised 4/2001

Contain

1a. Problem Description (From Customer’s Perspective) SELECT Select

Yes

Is
Conta inment
Necessary?
No
Correct Prevent

5 Phase
Current Situation:
• A complete and
comprehensive
expression
expression of
of the
the
problem seen
seen through
the eyes
eyes of the
• Establishes the foundation for the customer
entire
entire process
process • Must be specific and
• Requires extra
extra effort
effort based on the
the facts,
facts, not
not
• Initial quantification of problem; guesses or theories
guesses or theories
includes detail
detail about current
current
performance such as trends,trends,
shifts,
shifts, models,
models, lines,
lines, PMLs
PMLs
• Should not include
include causes and and
solutions

Contain

1b. Measurement Method and Goal Statement SELECT Select

Is
Yes

Con tainment
Necessary?
No
Correct Prevent

• Goal
Goal Statement describes
describes the the
expected
expected performance
– Document initial
initial
expectations of what is being
improved,
improved, how
how much
much itit is
being
being improved,
improved, andand by
by
when
when
– This statement
statement should
should clearly
clearly
describe
describe the goal and scope
for the problem solving effort

Execution Guide Page 14 DMA I C

 DEFINE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes

potential and how evaluated:

Nece ssary?

Y es
(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent No
Correct Prevent

List potential solutions and how evaluated:

Nece ssary?

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 Revised 4/2001

Problem Solving Worksheet

& Enthusiasm
s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

QN-916 Revised 4/2001

Contain

2. Containment - Required? Yes No If yes describe, if no include justification Y es

Is
Select Con tain me nt
Necessary?
No
Correct Prevent

CONTAIN
What Where When Who Predicted Results
5 Phase

• Ask what, where, when, who, and the predicted results

• Take immediate actions to ensure the customers receive
product or service which meets requirements
• Coordinate the containment actions with the customer
• Ensure containment effectiveness is measured
• Determine an interim fix on the direct cause (First why
answer)
• Determine if containment is extraordinarily visible,
temporary in nature, and contains data collection
• You are required to re-visit this stage again
again as
as you
you learn
learn /
progress more into the next few stages (MAIC)

Execution Guide Page 15 DMA I C

 DEFINE Completion
Checklist

9Project is a worthwhile improvement priority and

scope of effort is supported by leadership
9If required, containment of the problem has been
implemented
9Brief business case has been documented
9Problem statement has been written
9Goal statement has been prepared including timing
estimate
9Initial assessment of improvement value have been
made in terms of key metrics
9Initial team members and key organizational support
have been identified
9High level process (Input, Key Transformation's),
Output) are documented
9 Primary customer and their key requirements have been
documented (SIPOC)
9 Identify Critical to Quality (CTQ) Links
9 Determine Project Scope boundaries

9Reviewed project definition details with sponsor and

have approval to proceed
9Update DPS

Execution Guide Page 16 DMA I C

 MEASURE Tollgate

STEP DELIVERABLES
1. Select CTQ characteristic Identify measurable characteristic of CTQ (Y)
Measure 2. Define performance standards Confirm specification limits (requirements) for Y
3. Evaluate Measurement System Ensure measurement system is capable

Goal:
Focus the improvement effort by gathering information on
the current situation.
Output:
A more focused problem statement and baseline process
performance/capability.
Critical Checkpoints:
• Problem or gap more localized and problem statement
updated.
• Detailed process map(s) developed for critical steps of
the relevant processes.
• Plans developed for measurement systems evaluation
and data collection
• Measurement to assess improvement identified.
• Measurement system capability verified: accuracy,
repeatability and reproducibility
Relevant Tools:
Check sheets, concentration diagrams, flowcharts, Gage
R&R, Iso-Plot, Pareto charts, NEM-control charts, work
instructions and procedures, Robust P-Diagrams, P-Map,
SIPOC, T-Map, FMEA, Gage R&R, Iso-Plot, ICC/Kappa
analysis.
Execution Guide Page 17 DMA I C
 MEASURE Tollgate
Review What Must Be Measured?

Process Map & FMEA learning

• Review P-Map learning: What hidden factories were
found? What did FMEA tell you about your process
steps?
Measurement(s) to be used to assess
improvements
• Make sure measures are linked to high priority
customer requirements, generate accurate data,
focus on areas of concern or opportunity. Consider
feasibility of measures: availability of data, lead time,
cost to acquire, complexity (keep it simple).
Complete Measurement System Evaluation
Is your measurement system capable of providing
accurate and repeatable data to baseline current
performance and study the problem at hand? Show
MSE/A or Kappa results.
Finalized Problem Statement
• One or two sentence description of the symptoms
arising from the problem being addressed.

Execution Guide Page 18 DMA I C

 MEASURE Tollgate
Useful Questions

Useful Questions:
-What problem or gap are you addressing?
- Where, when, and how often does the problem occur?
- How severe is it?
-If appropriate, show me your flowchart or other sketch of the
situation.
- How did you create it? Validate it?
- What did you learn from it? Is the process actually used?
-What data did you collect? How did you collect it?
- What did you do to ensure that the data collection process
was reliable and valid?
-Have you found any "quick hit" improvements?
-What is the plan for implementing them?
-Does this affect the business case? If so, how?
-Given your understanding of the problem or gap, do we need
to change the charter?

Execution Guide Page 19 DMA I C

 MEASURE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes

potential and how evaluated:

Nece ssary?

Y es
(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent No
Correct Prevent

List potential solutions and how evaluated:

Nece ssary?

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

QN-916 Revised 4/2001

Problem Solving Worksheet

Contain

1b. Measurement Method and Goal Statement SELECT Select

Yes

Is
Con tainment
Necessary?
No
Correct Prevent

•Goal & scope from Define stage

• Includes detail about the measurement system and

the quality standard
standard
• Quantifies the problem and includes detail about
current
current performance
performance such
such as
as trends,
trends, shifts,
shifts, models,
models,
lines, PMLs
• Should not include causes and solutions

•Re-visit “Containment” at this stage to evaluate if the containment

activities is still proper and adequate. Improve if necessary.
Contain

2. Containment - Required? Yes No If yes describe, if no include justification Is

Yes

Select Contain me nt
Necessary?
No
Correct Prevent

CONTAIN
What Where When Who Predicted Results

Execution Guide Page 20 DMA I C

 MEASURE Checklist
‹ Determined what we want to learn about the problem
and process and where in the process we can go to
get answers
– Problem statement updated and finalized based on data
collection

‹ Walk the process and create a detailed Process Map

– Document desired outputs and critical inputs to process steps

‹ Identify and gather process standard operating

procedures and job instructions
‹ Identify what measures will be used to verify
improvements
– The types of measures/data that will be used to assess the
balance between effectiveness/efficiency and
input/process/output capability improvements
– If applicable, initiate measurement system evaluation (MSE)
– Determine whether data collection plan has measurement gaps

‹ Prepare and evaluate measurement system(s),

including training of operators and assessment of
data collection stability.
‹ Reviewed data collection learning with sponsor and
approval to proceed (on contract)
‹ Update DPS

Execution Guide Page 21 DMA I C

 ANALYZE Tollgate
STEP DELIVERABLES
4. Establish process capability Baseline the current process

Analyze 5. Define performance objectives Understand statistical objective - reduce variation

or shift means?
6. Identify sources of variation List significant causes (Xs) or factors

Goal:
Identify possible root cause/s and through data
collected.
Output:
A theory or hypothesis to be tested and confirmed.
Critical Checkpoints:
• Consider Practical, Graphical, Analytical (PGA)
approach to data analysis
• Key sources of variation identified and data
collected to baseline process performance
measures & estimate current sigma level
• Identify value/non-value added process steps
Relevant Tools:
FMEA, P-map, Cause and Effect diagrams, 5 Why,
frequency charts, NEM (control charts and sub-grouping
for within/between variation), run charts, hypothesis
testing, scatter plots, Multi-Vari analysis, T-test,
regression analysis & etc.

Execution Guide Page 22 DMA I C

 ANALYZE Tollgate
Review Analysis of Causes

Current problem/process data collection

summary
• What did you learn from the current data? What did you
learn about the operating procedures and job instructions
relative the your problem?

Determine the baseline of current process

performance.
•Use NEM to determine special or common cause
variation.

State the statistical objective for improvement.

•What did we learned from the capability analysis - reduce
variation or shift means and the target for improvement.

List the significant causes (Xs) or factors

•Based on the characterized information identify potential
causes

How did you identify potential causes of the

problem?
• Show tools, charts or graphs used. For data analysis,
remember: Practical-Analytical-Graphical.

Execution Guide Page 23 DMA I C

 ANALYZE Tollgate
Useful Questions

Useful Questions:

-What does the data tell you about the problem or gap?

-Show me the charts or graphs you used to analyze your data.

-What stratifying factors did you analyze? . How did you define
defect, unit, and oppor-tunity?

-What is the current process sigma?

-How did you identify potential causes? Show me the tool you
used and/ or the data you collected.-

-If you used a cause-and-effect diagram, walk me through it.

- If you used another tool (such as a scatter plot, regression

analysis, frequency plot, hypothesis testing, tree diagram, or
designed experiment), tell me what data you collected to
construct the plot. What did you conclude?

- If you used process mapping and analysis, walk through the

relevant flowcharts.

-Have you found any "quick hit" improvements?

Execution Guide Page 24 DMA I C

 ANALYZE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes
Nece ssary?

potential and how evaluated: Y es

(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent
Nece ssary?
No
Correct Prevent

List potential solutions and how evaluated:

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

Problem Solving Worksheet

QN-916 Revised 4/2001

Contain

1b. Measurement Method and Goal Statement SELECT Select

Yes

Is
Containment
Necessary?
No
Correct Prevent

•Goal & scope from Define stage

• Further quantifies the

the problem and includes detail
about current performance such as trends, shifts,
models, lines, where variation is observed.
• Should not include causes and solutions

•Re-visit “Containment” at this stage to evaluate if the containment

activities is still proper and adequate. Improve if necessary.
Contain

2. Containment - Required? Yes No If yes describe, if no include justification Yes

Is
Select Con tain me nt
Necessary?
No
Correct Prevent

CONTAIN
What Where When Who Predicted Results

Contain

3a. Cause Analysis for Problem Correction CORRECT Select

Yes

Is
Containment No
Correct Prevent

(Identify, Analyze)
Ne cessary?

Potential Causes How Checked

• Include a list of all

Root Cause(s):
potential causes
considered

Execution Guide Page 25 DMA I C

 ANALYZE Checklist

‹ Identify and collect data to baseline process

performance
– Determine process capability and estimate current
sigma level
– Determine whether NEM (control charting) is
appropriate
‹ Examined the process and identified potential
problem causes: look at process step inputs gone
bad, gaps, bottlenecks, disconnects and
redundancies that could contribute to the problem.
‹ Conducted value and cycle time analysis, locate
areas where time and resources are being spent on
activities not critical to the customer.
‹ Reviewed data analysis results with sponsor and
approval to proceed
‹ Update DPS

Execution Guide Page 26 DMA I C

 IMPROVE Tollgate
STEP DELIVERABLES
7. Screen potential causes Determine vital few Xs, which will be controlled

Improve [Link] variable relationship

9. Establish operating tolerances
Find causal relationship and optimal solution
Validate the relation and determine specs on Xs

Goal:
Identify root causes and confirm them with data & develop,
test and implement solutions that address root causes.
Output:
Planned, tested actions that should eliminate or reduce the
impact of the identified root causes.
Critical Checkpoints:
• Potential causes identified thru stratification of data
• The root causes or critical few factors verified by data
analysis
• Several possible solutions generated
• One or more solutions chosen and tested on a small
scale (pilot)
• Documented results of pilot studies that prove
one or more solutions solves root causes
• Estimate improved sigma level and compare to
baseline
Relevant Tools:
Design of Experiments (screening & characterization),
FMEA, P-map, Cause and Effect diagrams, hypothesis
testing, regression analysis, Design of Experiments
(optimization & verification), Control charts, Check sheets,
Process sigma calculation.
Execution Guide Page 27 DMA I C
 IMPROVE Tollgate
Review Solutions and Results

Which factors/issues turned out to be the root

causes?
•How did you verify these root causes or vital few factors?
How did your analyze the data? How do you know these
are the root causes and not just symptoms? What is the
Y=f(X) relationship?
How does identification of root causes affect the
project?
•Is the project team makeup correct? Does the business
case need to be adjusted? Are any quick hit improvements
possible?
What is your plan for Improve?
•How will you generate creative solution ideas? How will
you analyze solution options and select the best
candidates? Plans for small scale, off-line/pilot testing of
solutions. Initial timing estimate to develop solution.
What are the proposed solutions?
• How did you generate your potential solutions? What
criteria did you use to evaluate and narrow solutions ideas
down to the best potential few? How does your criteria
relate to key performance measures?

What is the result of your pilot testing?

• What solutions did you pilot? How were they tested?
What data was collected and how was it analyzed? What
was the impact on your root causes?
Execution Guide Page 28 DMA I C
 IMPROVE Tollgate
Review Solutions and Results
Useful Questions:
-Which of the factors turned out to be root causes or to contribute
most to the problem?
-How did you verify these root causes or vital few factors? How
did you analyze the data? Show me your charts or graphs.
-How do you know you've gotten at root causes and not just
symptoms?
-Which factors will you investigate further? How did you choose
them? What graphs or statistics support your choice?
-Does identification of root causes affect the make- up of the
team? . Does this affect the business case? If so, how?
-How did you generate your potential solutions?
-What criteria did you use to evaluate the potential solutions?
How do the criteria relate to the key performance measures?
-Show me your prioritization matrix.
-What potential problems, errors, or failure modes did you
identify? How were they addressed?
-Which solutions did you pilot test? How did you test them? If you
tested several changes, did you use a designed experiment?
-Show me the data you collected during the pilot tests. What was
the impact on the root causes and key performance indicators
or measures?
-Show me your cost-benefit analysis.
-Show me the plan for full implementation.
-If appropriate, show me the revised flowcharts that describe the
new process.
-What steps can be taken to manage the cultural impact of the
full-scale implementation? Who will be affected by the
changes and how? What is being done to facilitate this
change?
-Describe the business case for full-scale imple-mentation of the
chosen solution(s). How will this affect customers?

Execution Guide Page 29 DMA I C

 IMPROVE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes
Nece ssary?

potential and how evaluated: Y es

(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent
Nece ssary?
No
Correct Prevent

List potential solutions and how evaluated:

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

Problem Solving Worksheet

QN-916 Revised 4/2001

QN-916 Revised 4/2001

Contain

3a. Cause Analysis for Problem Correction CORRECT Select

Yes

Is
Containmen t No
Correct Prevent

(Identify, Analyze)
Ne ce ssary?

Potential Causes How Checked

• Perform
Perform tests
tests to evaluate
potential root causes
Root Cause(s): • Use graphics to explain as
5 Phase
much as
as possible

• Establish the effect/cause

effect/cause
chain down to the
the root
root
cause(s) using the facts

•Re-visit “Containment” at this stage to evaluate if the containment

activities is still proper and adequate. Improve if necessary.
Contain

2. Containment - Required? Yes No If yes describe, if no include justification Is

Yes

Select Con tain me nt

Necessary?
No
Correct Prevent

CONTAIN
What Where When Who Predicted Results

Execution Guide Page 30 DMA I C

 IMPROVE Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes
Nece ssary?

potential and how evaluated: Y es

(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent
Nece ssary?
No
Correct Prevent

List potential solutions and how evaluated:

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

Problem Solving Worksheet

QN-916 Revised 4/2001

Contain

3b. Evaluation and Selection of Solution(s) CORRECT Select

Y es

Is
Con tai nment No
Correct Prevent

(Analyze)
Necessary?

List potential solutions and how evaluated:

• Include a list of probable

solutions
• Focus
Focus on
on the
the root
root cause(s)
cause(s)
Selected Solution(s):
5 Phase

• Include rationale for why the

solution was selected instead of of
• Present selected alternative solutions
solutions • Include small charts to to demonstrate
demonstrate
the solution corrects the problem
• Include linkage
linkage between
between the the
solution
solution and
and cause
cause ifif possible

Contain

3c. Planning and Implementation of Problem Correction CORRECT Select

Is
Yes

Conta inmen t No
Correct Prevent

(Plan, Implement)
Necessary?

What Where When Who Predicted

Results

• Detail the
the steps necessary to implement the solution
• Include the following:
- Checking the
the results
results on
on various
various conditions
conditions
- What, where, when, who,who, and predicted results
• Include a small copy of aa Gantt
Gantt chart
chart in this section if
necessary

Execution Guide Page 31 DMA I C

 IMPROVE Checklist

‹ Analyzed data about the process and its performance to

help stratify the problem, baseline performance,
understand reasons for variation in the process, and
identify potential root causes.
‹ Develop root cause hypotheses to explain the problem.
Investigate and verify root cause hypotheses. Be
confident that you have uncovered one or more “vital
few” root causes that created the problem.
‹ Create a list of innovative ideas for potential solutions
– Further develop and quantify, narrow and screen potential
solutions

‹ Create a “Solution Statement” for at least two possible

proposed improvements
‹ Select final solution based on success criteria
– Optimization DOE and/or predictive equation, if applicable

‹ Developed and execute plan for piloting and testing

solutions
– Include strategy, action plan, results assessment, schedule, etc.

‹ Problem solving strategy is being documented (TMAP)

‹ Reviewed verified solution with sponsor and receive
buy-in and approval to proceed
‹ Update DPS

Execution Guide Page 32 DMA I C

 CONTROL Tollgate
STEP DELIVERABLES
10. Measurement System Evaluation Ensure X measurement is capable
on X’s
Control 11. Establish process capability Establish improved capability
12. Implement process control Document control plan

Goal:
Maintain the gains by consistently implementing the new
work methods or processes.
Output:
Developed and implemented control plan. Project
documentation updated and lessons learned
communicated. Financial analysis of savings and
improvements approved.
Critical Checkpoints:
• Plans for full-scale implementation developed and
carried out
• Implementation plans updated with learning from pilot
studies
• Work methods or processes needed to hold the gains
documented and in use.
• A monitoring plan put in place to ensure continued use
of the standard method or process.
• Organizational systems such as training developed to
support the standardization.
• Remaining gaps or opportunities documented
• Communication plan for results and learning developed
and implemented
Relevant Tools:
Gage R&R, Iso-Plot, ICC/Kappa analysis, Check sheets,
Cause and Effect diagrams, work-flow diagrams,
flowcharts, time plots, control charts, FMEA, financial
worksheet and process management charts & Gantt chart
Execution Guide Page 33 DMA I C
 CONTROL Tollgate
Review Process Standardization
and Problem Prevention

Show the plan for full implementation

• What is your business case including cost-benefit analysis and
customer impact for implementing the solution? Include
implementation strategy, action plan, schedule/Gantt-chart,
resource plan, etc.
What can be done to manage the cultural impact of
implementing the solution?
• Who will be affected and how? What is being done to facilitate
this change? How have you communicated this change to those
affected? Who are the stakeholders? What training, SOP’s and
job instructions are needed?
Control Plan
• Review your control plan and how you implemented the actions
you had. Clearly identify the “owner” that is assuming
responsibility. Review your audit plan to ensure gains are
sustained over time.
Document the Improvement
• Use pictures, flowcharts, photographs, etc. Avoid jargon and
technical terminology. Update all appropriate SOPs, job
instructions, etc.
• Complete final financial analysis of savings and efficiency and
have approved by finance department.
Lessons Learned
• About the project; the process, problem, product, customer
impact, and team experiences.
Opportunities not addressed in this project
• Projects often uncover other improvement opportunities or
potential problem causes that were beyond the authority or scope
of this effort. Communicate those items to appropriate Delphi
leadership.
Execution Guide Page 34 DMA I C
 CONTROL Tollgate
Useful Questions

Useful Questions: (Results)

-What are the results of the full-scale implementa-tion?
-Show me your before-and-after data. How much of the original
gap was closed? How much remains?
-What is the new process sigma? Have the definitions of defect,
unit, and opportunity changed?
-What did you do to address the technical and cul-tural impacts
of this change?
-Was the business case realized?
-Did you identify unexpected side effects?
-What unexpected problems did you encounter?
-Where did you deviate from the plan? What hap-pened?

Execution Guide Page 35 DMA I C

 CONTROL Tollgate
Useful Questions
Useful Questions: (Standardization)
-What is the new standard method or process?
-How was it developed?
-How is the new method documented? Where is the documentation
kept? How will employees access it?
-Who owns the process?
-Who will maintain and update documenta-tion?
-Who will check to make sure that the standard methods or processes
are used? How often?
-Show me your plan for process management. What will be
measured? How often? By whom? How will the data be displayed?
Where will con-trol charts be used? What action will be taken if the
measurements are unsatisfactory?
-How will you transfer responsibility for ongoing _ monitoring to the
process owner?
-What organizational systems need to change to support
standardization?

Useful Questions: (Future Plan)

-Show me your project documentation.
-What did you learn from this project about mak-ing improvements,
planning, working as a team, etc.? To whom should these
learnings be commu-nicated? How?
-How will the project be brought to a close? How will you celebrate
your efforts?
-What other areas of the organization can benefit from your method?
How might we get them to adopt the new methods or processes?
-What additional gaps did you identify? How did you document them?
-What recommendations do you have for address-ing these gaps?
Execution Guide Page 36 DMA I C
 CONTROL Tollgate
® Quality Network (QN) Problem Solving Summary Form
® Quality Network (QN) Problem Solving Summary Form
Title: Responsible Leader:
Opened
Title:by: Tracking #:
Responsible Leader:
Customer:
Opened by: Customer Tracking
Tracking #: #:
Owner:
Customer: Date Opened: Tracking #:
Customer
Team Members:
Owner: Date Opened:
Team Members: 3b. Evaluation and Selection of Solution(s) Contain CORRECT
Contain

1a. Problem Description (From Customer’s Perspective) SELECT (Analyze)

Yes

3b. Evaluation and Selection of Solution(s) CORRECT

Is
Y es
Select Conta inmen t No Contain
Correct Prevent
Necessar y?
Is
Contain
1a. Problem Description List
(From Customer’s
solutionsPerspective) SELECT Select Correct Prevent
Con tainm ent No
Yes
Nece ssary?

potential and how evaluated: Y es

(Analyze) Is

Current Situation:
Select Conta inmen t
Necessar y?
No
Correct Prevent
Is
Select Con tainm ent
Nece ssary?
No
Correct Prevent

List potential solutions and how evaluated:

Current Situation:

DPS Worksheet
Selected Solution(s):
Selected Solution(s):

Contain

1b. Measurement Method and Goal Statement SELECT Y es

Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Contain

1b. Measurement Method and Goal Statement SELECT

Select Con tainm ent
Nece ssary?
No
Correct Prevent
Y es
Y es

(Plan, Implement) Is
Contain
3c. Planning and Implementation of Problem Correction CORRECT
Is
Select Con tainm ent No
Correct Prevent Select Containm ent
Ne cessary?
No
Correct Prevent
Nece ssary?
Y es

What Where When Who (Plan, Implement)

Predicted Results Select
Is
Containm ent
Ne cessary?
No
Correct Prevent

What Where When Who Predicted Results

Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Y es

Is
Contain
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Select Correct
Con tainm ent
Nece ssary?
No
Prevent
Y es
Contain

What 3d. Verification

Where of Problem Correction
When Who PredictedCORRECT
Results
Select
Is
Con tainm ent
Nece ssary?
No
Correct Prevent Y es

(Evaluate)
Is
Select Containm ent NoContain
Correct Prevent
3d. Verification of Problem Correction PredictedCORRECT
Ne cessary?

What Where When Who Results Y es

(Evaluate)
Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Contain

3a. Cause Analysis for Problem Correction CORRECT Y es

Is

(Identify, Analyze) Select Con tainm ent Contain

Correct
No
Prevent

3a. Cause Analysis for Problem Correction CORRECT

Nece ssary?

Y es

Potential Causes How Checked

Is

(Identify, Analyze) Select Correct

Con tainm ent
Nece ssary?
No
Prevent

Potential Causes How Checked Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Is

Y es

Select Containm ent NoContain

Correct Prevent

4. Standardize and Control to Prevent Reoccurrence PREVENT

Ne cessary?

Y es

Is
Select Containm ent
Ne cessary?
No
Correct Prevent

Root Cause(s):
Root Cause(s):
Closed by:
Closed by:
Completed:
s
Need

Tech

QN-916 Revised 4/2001

Problem Solving Worksheet

s

Completed:
nolo
ines

Customer
Revision date:
s
Need

Satisfaction
Tech
gy
Bus

QN-916 & Enthusiasm Revised 4/2001

s

nolo
ines

Customer
Satisfaction
People & Teamwork Revision date:
Owner:
gy
Bus

& Enthusiasm

People & Teamwork Owner:

QN-916 Revised 4/2001

QN-916 Revised 4/2001

Contain

3d. Verification of Problem Correction CORRECT Select

Yes

Is
Contai nment No
Correct Prevent

(Evaluate)
Necessary?

• Summarize the verification

results
• Summarize the results
compared to the goal

•Re-visit “Containment” at this stage to evaluate if the containment

activities is still necessary, remove if permanent solution is
effective.
Contain

2. Containment - Required? Yes No If yes describe, if no include justification Is

Yes

Select Contain me nt
Nec essary?
No
Correct Prevent

CONTAIN
What Where When Who Predicted Results

Contain

4. Standardize and Control to Prevent Reoccurrence PREVENT Select

Is
Yes

Containme nt
Nece ssary?
No
Correct Prevent

• Summarize the long- • Indicate what other

other
term process/system products/areas could
could be
be
monitors affected by this problem
• Include any formal • Include
Include how
how we can can change
change
product our “system”
“system” to avoid this
to avoid
documentation that problem
problem in
in the
the future
future or
has been or will be catch the problem
problem earlier
earlier
updated next time

Execution Guide Page 37 DMA I C

 CONTROL Checklist

Evaluate pilot results and confirmed that solution can

achieve the results defined in the Goal Statement
– Identify and implement refinements to the solution based on lessons
learned from the pilot
– Estimate improved sigma level and compare to baseline
Create plans for full-scale implementation of the solution
– Update your P-Map to the “to be” process
– Consider potential problems and unintended consequences of the
solution and develop preventive and contingency actions to address
those issues. (FMEA your implementation plan)
Compiled results data confirming that improvement has
achieved the goal defined in your contract.
Selected ongoing measures to monitor performance of the
process and continued effectiveness of the solution.
Prepared all essential documentation of the revised process
including key procedures, training and process maps.
Identified an “OWNER” of the process who will take over
responsibility for the solution and for managing
continuing operations.
Establish with the owner an auditing method to evaluate the
ability for the organization to sustain the improvement
over time.
Quantify the gains, especially financial analysis, and report
true savings for this project.
Communicated improvement and lessons learned to other
parts of the global organization.
– Update/finalize project data.
Reviewed final results with sponsor, sign-off on contract
– Celebrate with team!

Execution Guide Page 38 DMA I C

 A Way Of Life

To increasing Problem Solving Efficiency,

we have to focus also on the “soft”
skills i.e.

1. Resources, Roles, and Responsibilities

2. Communication
3. Leadership Support
n

Re les ibil
Re
t io

Ro ons
so , an itie
sp
ic a

urc d s
un

es
mm

,
Co

Leadership
Support

Execution Guide Page 39

 Resources, Roles and
Responsibilities

‹ Take time to define the necessary resources

while there is time to do it well and not after the
crisis has begun
‹ Understand where everyone fits in the
organization so you can leverage them
appropriately
‹ Clearly define what is required from each task
owner and understand their expertise and
availability
‹ Define the other necessary resources e.g.
Equipment; where it is located, and when it
should be used
‹ Be creative when identifying resources and tools
to draw from
‹ Be sure the expectations are in line with the
resource capabilities
‹ All this have been emphasize during contract
sheet training
Re les ibil
Re
Ro ons
so , an itie
sp

urc d s
es
,

Execution Guide Page 40

 Communication

‹ Take the time to define the communication plan

while there is time to do it well and before there is
a crisis
‹ Modifying an effective communication plan
established before a problem occurs is easier than
creating one during a crisis
‹ Internal and external communication plans may be
very different based on strategic
considerations
‹ Adjust the communication plan
as required throughout the
problem solving activity
‹ Make sure the communication
plan covers all the components
of communication

Who at
Frequency Customer
n
ti o
ica
un

Content
mm
Co

Who at
Format Delphi

Execution Guide Page 41

 Management Support

• Establishes the problem solving framework and

assures its proper execution
• Delegates responsibility to solve the problem to the
team
• Is in a supporting role to the team
• Asks questions and keeps expectations within the
process step that is being worked
• May review progress and results throughout each
step of the process

Leadership
Support

Leadership: Scope of
influence over the
problem

Execution Guide Page 42

 Management Support

L e ad e rship R A S I

Responsible Approve Support Inform

• Identifies and • Approves the • Encourages a • Communicates
prioritizes problem(s) solution(s) disciplined use of problem
• Assigns resources the structured resolution
problem solving status with the
• Establishes budget framework customer
• Removes obstacles • Encourages and
• Establishes metrics supports the
that support structure training of the
problem solving team when
necessary
• Ensures
implementation of the • Allows the team
solution to solve the
problem using the
• Drives lessons learned
process
throughout the
organizations

P ro ble m S o lvin g T e a m M e m b e r R A S I

Responsible Approve Support Inform

• Solves problems by • Approves • Supports • Communicates to
following each step of solution as communication leadership issues
the structured problem appropriate of problem and barriers
solving process resolution to the encountered during
• Uses data to support customer the problem solving
results process

• Implements solution • Informs leadership

on existing
• Ensures the controls problems and their
are put in place for the significance
problem and captures
lessons learned • Communicates the
status of the
• Documents and problem to
updates the problem leadership using
summary form the problem
• Works problems summary form
according to proper
priority

Execution Guide Page 43

 DPS Summary Form /Worksheet
Delphi Problem Solving Form
[Define]
Title: Resp. Leader/Sponsor:
Opened by: Tracking #:
Customer: Customer Tracking #:
Owner/Team Leader: Date Opened:
Team Members:
1a. Problem Description (From Customer's Perspective)[Define] SELECT

Current Situation:

1b. Measurement Method and Goal Statement [Define/Measure] SELECT

2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN

What Where When Who Predicted Results

3a. Cause Analysis for Problem Correction [Measure/Analyze] CORRECT

(Identify, Analyze)
Potential Causes How Checked

Root Cause:

Execution Guide Page 44

 DPS Summary Form /Worksheet
3b. Evaluation and Selection of Solution(s) [Improve] CORRECT
(Analyze)
List Potential Solutions and how evaluated:

Selected Solution(s):

3c. Planning and Implementation of Problem Correction [Improve] ( CORRECT

, p )
What Where When Who Predicted Results

3d. Verification of Problem Correction [Improve] CORRECT

(Evaluate)

4. Control and Standardize to Prevent Reoccurrence [Control] PREVENT

Closed by:
Completed:
Revision Date:
ds
ee

Te
sN

ch

Owner:
no
es

Customer
log
sin

Satisfaction
y
Bu

& Enthusiasm

People & Teamwork

Execution Guide Page 45

DPS Summary Form / Worksheet Guide
Delphi Problem Solving Form
Title: Broadly speaking, what is the Resp. Leader/Sponsor: Person in control of the required
Problem Solving effort intending to accomplish? resources for problem resolution
Opened by: Initiating person/organization Product team or Staff and
Customer: Organization(s) affected by the problem Tracking #: Serial number (internal)
Owner/Team Leader: Person ultimately responsible for Customer Tracking #: PR/R or Equivalent(ext. to organization)
problem resolution and prevention Date Opened: Formal initiation date
Team Members: A list of primary team members
Key points and Suggested Questions:
Confirm the team leader and team members and document in the title block
1a. Problem Description (From Customer's Perspective) SELECT Suggested tools and Techniques
Key points and Suggested Questions: Check Sheets Sequence Flow charts
Co n a
t in

Yes

- The problem description should be a comprehensive Se le ct Co ntai n ment

Requ i red
No
Co rrec t Prev en t Process Flow Diagram Histograms
?

expression of the situation from the customer's perspective QN Voice of the Customer Pareto Analysis
- This should be specific and based on facts, not guesses ot theories. Run Charts, Control Charts QN Quality Verification
- The problem description must NOT include causes and solutions. Stratification Analysis Relationship Maps
- What are the requirements? QN Validation
- To what extent are the requirements not being met?
- Get concurrence between the team and leadership regarding the problem, the scope, and the resources assigned to the problem.
- How do we know there is a problem?
- Why was the problem chosen? [Historical background, scope, (size/extent), effect, (safety, cost)]
- Are there simple graphics, drawings, or pictures to help others understand the nature of the problem? (mandatory)
- Have key participants, team leaders and team members been identified?
- Is there stakeholder consensus on the problem description and a pledge of resources?
1b. Measurement Method and Goal Statement SELECT Suggested tools and Techniques
Key points and Suggested Questions: Co n tai n

Yes
Run Charts, Control Charts Limit Samples
- A goal statement needs to be documented that states Measurement System Anal. Operational Definitions
No
Se le ct C on tain men t Co rrec t P rev en t
R eq ui red
?

exactly what is to be accomplished and when. Metric Examles:

- Agreement needs to reached with the team and leadership regarding the goal. Parts Per Million Incidents per thousand
- Is there a description of the measurement method that will be used to check First Time Quality vehilces (IPTV)
that the problem has been solved? If not,how will we know?
- Are there descriptions of tests and analysis demonstrating measurement method capability?
- The same repeatable measurement method should be used so that the solved or improved problem can be verified.
2. Containment - Required? Yes No If yes describe, if no include justification CONTAIN Suggested tools and Techniques
Key points and Suggested Questions: Co n tai n

Yes Local containment procedures

No

- Have you asked what, where, when, who, and the predicted results?
Se le ct C on tain men t Co rrec t P rev en t
R eq ui red
?

- Have immediate actions been taken to ensure that the customer(s) receive product or service, which meets requirements?
(Note: Problem cannot be closed if containment is still in effect)
- Is there a method of evaluation for measuring containment effectiveness?
- Is there an interim fix on the direct cause? (First why answer)
- Is containment extraordinarily visible, temporary in nature and does it contain data collection?
- Have you coordinated the containment actions with the customer?
3a. Cause Analysis for Problem Correction CORRECT (Identify, Analyze) Suggested tools and Techniques
Key points and Suggested Questions: Co n a
t in

Yes
On-site observations Control Plan
- Is there evidence to support classification of the problem Check Sheets Prictographs
No
Se le ct Co ntai n ment Co rrec t Prev en t
R equ i red
?

as due to common or special cause? Brainstorming Flow Diagrams

- Were many causes considered, even ones that don’t initially match QN Process Model Five Why's
the preliminary data? (Cause & Effect Diagrams) Histograms
- Include a list of all potential causes considered. Run Charts, Control Charts Pareto Analysis
- Was description of theories considered? Regression Anaysis Fault Trees
QN Process Model (Cause & Effect Diagram) Relationship Maps Multi-Vari Charts
- Were tests performed to screen through possible root causes and validated QN Design of Experiments Scatter Diagrams
for conclusions? Failure Modes and Effects Analysis (FMEA's)
- Were graphics used to explain as much as possible? QN Machine/Process Capability
- Were alternative solutions for correction of the problem based on the validation of the root cause(s)?

Execution Guide Page 46

 DPS Summary Form / Worksheet Guide

3b. Evaluation and Selection of Solution(s) CORRECT (Analyze) Suggested Tools & Techniques
Key points and Suggested Questions: Con tain

Yes
QN Synchronize the Organization Action Strategies
- Did you establish criteria on which to base solution selection? (i.e., QN Error Proofing, QN Reduction of Variation, etc.)
No
Se le ct Con a
t in men t Correc t Prev en t
R equ i r ed
?

- Were the criteria agreed to by leadership? Competitive Manufacturing Planning Guide

- Did you describe why the solution was chosen instead of alternative solutions?
- Can you justify the choice of this solution over the alternatives? (Scope of control, relevance, resources, payback, buy-in, etc.)
- Is there a planned method for checking whether the solution corrects the problem, level and type of Error Proofing used?
- Will the proposed change require PPAP (Production Part Approval Process)?
- Is there a planned method for checking potential side effects?
- Have all the stakeholders agreed to the plan? (Approval required through Change Management Process.)
3c. Planning and Implementation of Problem Correction CORRECT (Plan and Implement)
Key points and Suggested Questions: Co n a
t in

Yes

- Have you utilized the elements listed below when implementing the planned solution?
No
Sel ec t Con a
t in men t Co rrec t Prev en t
Re qu ire d
?

What: Specific action, Where: Location of action, When: Implementation date

Who: Person responsible, Predicted Results: Expected outcome
3d. Verification of Problem Correction CORRECT (Evaluate) Suggested Tools & Techniques
Key points and Suggested Questions: Co n tain

Yes
QN Quality Verification On/Off Test
- Have the results of the tests, measurement or observation Se le ct Con a
t in men t
R equ ired
?
No
Co rrec t Prev ent
Check Sheets Pareto Analysis
performed to confirm problem correction been described? Sequence Flow Charts QN Validation
- Have the results of the checks for potential side-effects in areas such as Control Charts Histograms
customer satisfaction, people and teamwork, technology, and business needs Process Flow Diagrams Run Charts
been described? Tukey end counts B vs C sm
- Are there any follow-up issues to be resolved? QN Voice of the Customer
- Is there a description of any unexpected consequences that were experienced from carrying out the plan?
- How does the project improvement of the chosen solution compare to the original goal?
- If the problem is not solved, which stage of the Problem Solving Process will you return to and why?
4. Control and Standardize to Prevent Reoccurrence PREVENT Suggested Tools & Techniques
Key points and Suggested Questions: Con tain

Yes
Job Instructions QN Error Proofing
- What has been or will be done to share the knowledge and Se le ct Con a
t in men t
R equ i r ed
?
No
Correc t Prev en t
QN Change Methodology Control Plans
problem solution across the organization? BOM/BOP/BOD Validation
- What has been or will be done to ensure that the solution is DFMEA/PFMEA
dependably integrated into the process? QN Build a Supportive Environment Action Strategies
- Have steps been taken to eliminate the containment? QN Synchronize the Organization Action Strategies
- What can be done to prevent problems of this sort in the future? Production Readiness and Competitive Manufacturing
- Have all the participants in the Problem Solving Process been recognized? Assessment Processes
- Was anything learned during the problem solving process that should cause changes for improvement of higher level
process and systems?
Closed by: Signature of person(s) authorized to formally close out the problem
Completed: Date on which problem was closed
Revision Date: Date of last change to this document
Owner: Person who filled out this document
ds
ee

Te

NOTE
sN

ch
no
es

Customer
lo
sin

Satisfaction
The lists of suggested Tools &
gy
Bu

& Enthusiasm

People & Team work Techniques are not intended to be

exhaustive or exclusive of use of
other tools, as appropriate.

Execution Guide Page 47

 DMAIC 15 Steps Map onto
DPS Summary Form

Execution Guide Page 48

 DMAIC 15 Steps and Flow Chart
STEP STEP DELIVERABLES

A. Identify project CTQs Identify customers, customer CTQs and Business Case

Define B. Develop Team Charter

C. Define Project Scope
Problem statement, Project Scope,Team, Milestones
High Level Process Map connecting customers to process

1. Select CTQ characteristic Identify measurable characteristic of CTQ (Y)

2. Define performance standards Confirm specification limits (requirements) for Y
Measure 3. Evaluate Measurement System Ensure measurement system is capable

4. Establish process capability Baseline the current process

5. Define performance objectives Understand statistical objective - reduce variation

Analyze 6. Identify sources of variation

or shift means?
List significant causes (Xs) or factors

7. Screen potential causes Determine vital few Xs, which will be controlled

Improve [Link] variable relationship

9. Establish operating tolerances
Find causal relationship and optimal solution
Validate the relation and determine specs on Xs

10. Measurement System Evaluation Ensure X measurement is capable

on X’s
Control 11. Establish process capability Establish improved capability
12. Implement process control Document control plan

Is Find
Obtain Big Measurement Capability
Get Voice Identify Y Collect
Picture for System of Current
of customer for Project Data on Y
Process Reliable? YES Process

NO
Improve Set
Measurement System Performance
Standards

Is
Identify Vital Collect Data Brainstorm NO Process
Few Xs on Xs potential Xs Off Target
NO
YES
Collect Data Did Set
Find Optimal from you achieve Optimal Find
Levels of Xs Improved Performance Value for Red Xs
Process Goal Red X

YES
Establish
Control Plan

Execution Guide Page 49

DMAIC 15 Steps Guide : Define, Measure
DEFINE : Steps & Tasks Deliverables Suggested Techniques & Tools

A. Identify project CTQs Identify customers, CTQs &

business case
Refine list of customers and CTQs for List of project customers and CTQs
project
• State the business case Threat vs. Opportunity matrix
Define target (s) for project Y(s)
• Project Y targets

B. Develop Team Character Problem statement, project scope,

team & milestone
Develop preliminary project charter Preliminary project charter approved Project Contract Sheet
by key business stakeholder(s)

• Develop problem statement

• Develop goal statement
• Define project scope In Frame/Out of Frame; Is/Is Not
• Develop a high level project
schedule
• Define/Assign project roles and GRPI ; ARMI
responsibilities
• Get business stakeholder sign-
off

C. Define Project Scope High level PMAP connecting

customers to process
Map the high level business process (If Validated project scope High Level Process mapping :SIPOC
not a completely new process)

Map the process (If not a completely Validated process map/functional Process MAP ; Circuit Diagram ;
new process) map/relationship map Relationship diagram ; Functional
Mapping

Identify and implement quick hits Process map analysis

MEASURE : Steps & Tasks Deliverables Suggested Techniques & Tools

1. Select CTQ characteristic Identify measurable characteristic of

CTQ (Y)
Develop data collection & Analysis plan Data collection & Analysis plan Time to time; Unit to unit; within unit;
Data collection & Analysis plan
template
• Identify potential sources of Process Map ; VSM
variation based on process map
• Decide what to measure C & E ; FMEA
• Decide how to measure
• Determine sample size

2. Define Performance Standards Confirm specification limits

(requirements) for Y

3. Evaluate Measurement System Ensure measurement system is

capable
Validate measurement systems Gage R &R ; MSE

If measures do not exist, then kick-off measurement plan and defer the project until data is gathered

Collect data Data / Clues Searching Data collection plan

Execution Guide Page 50

 DMAIC 15 Steps Guide : Analyze, Improve
ANALYZE : Steps & Tasks Deliverables Suggested Techniques & Tools

4. Establish Process Capability Baseline the current process Baseline the current process
Establish performance capability Statement of data accuracy, Z , Cp , Excel; Minitab Descriptive Statistics &
restrictions, assumptions, and current Capability Analysis
process performance
• Calculate Sigma, Yield, and DPMO Calculation of sigma & yield NEM ; Statistical Tolerancing
• Calculate confidence interval for Confidence interval calculation
sigma
• Identify data distribution Histogram; Normal Probability Plot;
Understanding of Distributions
Benchmark

5. Define Performance Objectives Understand statistical objective -

reduce variation or shift means
Develop improvement goals for Y Targets for improvement
• State statistical problem statement
(refine problem statement)
• Establish target for improvement
Assess the cultural climate for change

6. Identify Sources of Variation List significant causes (Xs) or factors

Identify critical Xs Up to 6 Vital Few Xs (vs. Trivial Many) Process Analysis; Data Stratification;
Brainstorming; Cause and Effect Analysis ;
Minitab; Excel/ FMEA/ C & E
• Identify major sources of variation
• identify Xs for major sources of
variation

IMPROVE : Steps & Tasks Deliverables Suggested Techniques & Tools

7. Screen Potential Causes Determine vital few Xs, which can be

controlled
Determine Vital few Xs Select critical Xs DoE ; Regression ; Scatter plot ; Minitab; Excel

8. Discover Variable Relationship Find casual relationship and optimal

solution
Characterize impact of each critical X on Y Statistical solution for Y
• Hypothesize relationship of each
critical X to Y
• Test hypotheses Simulation; DOE; ANOVA; F-Test; T- Minitab; Excel; Crystal Ball; Process Model
Test; Chi-Square
• Confirm/Reject each hypothesis

9. Establish Operating Tolerances Validate the relation and determine

specs on Xs
Estimate best Y (given X targets) Estimate process capabilities
• Set targets for each of Vital Few Xs
• Estimate best Y, given X targets Regression; Simulation; DOE Minitab; Excel; Crystal Ball; Process Model
Quantify the opportunity Estimate of opportunity for financial
impact

If the target Y value cannot be obtained with the current process, then proceed to the Re-Design.

Identify root causes for each X List of root causes for each X Structure Tree; Five Why
Generate potential solutions List of potential solutions Brainstorming; Affinity Diagram; Best Practices
Select best solution Best Solution; Process improvement Voting; Solution Selection Matrix; Nominal Group
proposal Technique; Cost/Benefit Analysis

Execution Guide Page 51

 DMAIC 15 Steps Guide : Control
CONTROL : Steps & Task Deliverables Suggested Techniques & Tools

10. Evaluate Measurement System on Xs Ensure X measurement is capable

Validate measurement systems Gage R &R/ MSE

11. Establish Process Capability Establish improve capability

Assess capability of improved process Refine process improvement solution Failure Modes and Affects Analysis; Simulation;
Piloting; Simulation Software
• Select assessment method(s)
• Execute assessment method(s)
• Analyze results
• Modify solution (as necessary)
Define/Document the process improvement Documented and approved process
solution improvement solution
• Document "Should-Be" process map Process Mapping Process MAP
• Document standard operating
procedures
• Assess changes to systems and
structures
Develop implementation plan Implementation Plan
• Develop implementation plan (to Implementation plan template
include both technical and cultural
elements)
• Get approval for implementation plan
Develop strategy to mobilize commitment Stakeholder influence strategy
• Identify stakeholder resistance Stakeholder Analysis Tool
• Develop influence strategy Influence Strategy
Develop communication plan Communication Plan Communication Plan Template

12. Implement Process Control Document Control Plan

Write control plan Control Plan Control Plan / Quality Plan
• Define future ownership
• Document Y measurements
• Document X. measurements
• Select process control/process
monitoring mechanism
• Define escalation process for "out of
control" condition
• Write audit plan
• Get approval for control plan
Implement improvements and controls
Calculate process improvement metrics
• Calculate new Sigma, Yield & DPMO Calculation of sigma & yield ; Minitab; Excel
(with confidence level)
Calculate financial impact Financial impact documented Financial Assessment
Transition project to future owners Project hand-off to future owners
Identify project translation opportunities List of project translation Look across matrix
opportunities; Horizontal Deplyment
Opportunity
Consolidate project data/results Consolidated project data results Signed Contract Sheet/ Project Presentation/
Technical Evaluation Sheet

Execution Guide Page 52

 Linkage Between
Different C/I Methodologies

Execution Guide Page 53

 Z-Value Table

Execution Guide Page 54

 I&CIM Competency Level

Execution Guide Page 55

 Problem Solving and Delphi
I&CIM Project and Certification Tracker
URL: [Link]

All I&CIM Projects and Candidates

are Tracked
– Local tracking ensures progress
is made on project work
» Improves support and
recognition for Candidates
– Corporate Tracking is used to
assess divisional goal attainment
» Provides evidence of
corporate improvement to
shareholders
» Enhances I&CIM credibility
with Delphi customers
– I&CIM Deployment Champions,
Masters and full time problem
solvers administer and maintain
the Delphi project and
certification tracker
– Access to view I&CIM project
data is available to ALL Delphi
employees
» Fosters sharing of lessons
learned and in region
expertise

Execution Guide Page 56

 Delphi Asia Pacific I&CIM Web Site
URL : [Link]/I&CIMHQ/

Generic Approac
For DMAIC

Best Practices

Lesson Learnt for reference

Delphi Project & Lesson Leant

Certification Tracker (Closed Project List)

Execution Guide Page 57