Control Phase Tools

Control Plan

Purpose: A Control Plan document is a plan or system used to monitor key process variables. The Control Plan identifies the measurement technique to use, the sample size, operating windows, frequency of inspection and, most importantly, a reaction plan for an out-of-specification condition.

Application: Used during the Control Phase to fortify control of a process that has the potential to vary from specification and, consequently, significantly affect the customer.

Control Plan Example

Control Plan Example 1 Halden Zimmermann
Control Plan Example

Benefits:
• Helps our processes operate consistently on target with minimum variation
• Minimizes process tampering(over-adjustment)
• Assures process improvements that have been identified and implemented become institutionalized
• Provides for adequate training in all procedures
• Includes required maintenance schedules

Lean Six Sigma: Accomplishing Goals Requires a Validation Step

The last step required to complete an LSS project is Validation. It takes place three months after the Control Gate Review (details on Gate Review start on page 55) or when the initial results can be verified as being on track with the project goal.

A Validation meeting may be held in conjunction with the Transfer Review meeting of the Project Commissioning Process. People involved and the goals of the meeting should correspond. The sustainability section of Alcan’s LSS Audit provides guidelines for ensuring the project is sustainable through the Process Control Plan.

Validation Step Questions

Answers to these questions must be provided for Validation:

  • Has the Process Performance been sustained?
  • Are the KPIVs (Key Process Input Variables) and KPOVs (Key Process Output Variables) under control and capable?
  • Is the Process Control Plan still in place, is it monitoring the situation and is it adequately controlling the process?
  • Was there a clear transfer of ownership of the new and improved process?
  • Do Attendees include the Project Sponsor/ProcessOwner, BlackBelt, Green Belt, Financial Representative?
  • Was there a clear transfer of ownership to the process owner?
  • Is the Control Plan being followed (e.g.,Metrics monitored per the Control Plan)?
  • Are the financial results being measured and confirmed (P&L impact)?
  • Will the improved performance be reflected in the new plan?
  • Is the assumption for the next 12 months still valid (defined as “annual EVA improvement” according to Project Charter)?
  • Have the opportunities to leverage or replicate the project in other areas of the business, which were identified, been realized?
  • Do other starting points need to be confirmed by the sponsor or business manager?

    This graphic outlines the progression of validation efforts after a trend to savings has been established. Close control is key to realizing optimum project results. Project sponsors need to be particularly involved at the final stages of a project to verify that realized improvements are sustainable.

    Halden Zimmermann Financial Validation
    Financial Validation
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