2-DEFINE Phase

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DEFINE Phase
LEAN Six Sigma Green Belt (LSSGB)

Framework: DMAIC
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DEFINE Phase
Section Agenda
DEFINE Phase
1. Define Phase Overview
• Key Deliverables
• DEFINE Phase – An Overview
DEFINE Phase
2. Technical Terminologies / Metrics
• Defects-Per-Unit (DPU)
• Defects-Per-Opportunity (DPO)
• Defects-Per-Million-Opportunities (DPMO)
• Parts-Per-Million Defective (PPM)
• Yield:-
o First Pass Yield (FPY)
o Rolled Throughput Yield (RTY)
• Sigma Level
DEFINE Phase
3. Project Feasibility Study
• What is Project Feasibility Study
• Benefits of conducting a Feasibility Study
• Common Project Issues
• Estimating Project Savings
• Five areas of Project Feasibility
DEFINE Phase
4. Project Charter
• What is Project Charter?
• Project Charter Sections:-
o Business Case
o Problem Statement
o Goals / Projected Benefits
o Goal Statement
o Project Scope, Constraints & Assumptions
o Project Plan
o Team Structure
o Approval / Sign-off Plan
o Cost/Benefit Analysis
o R-A-C-I Matrix
DEFINE Phase
5. Voice of the Customer, Business & Process (VoC, VoB & VoP):-
• What is VoC, VoB & VoP?
• Identifying stakeholders
• Methods of collecting VoC, VoB & VoP data
• Project Stakeholder Analysis
• Project Stakeholder Analysis Worksheet - Specimen
6. KANO Analysis:-
• What is KANO Analysis
• Specimen KANO model
• How does KANO model work
• Instructions to prepare KANO model
DEFINE Phase
7. Critical-To-Quality (CTQ) Tree:-
• Meaning of CTQ Tree
• How to develop CTQ Tree
• CTQs Identification Process
• Illustration
8. Cost of Poor Quality (COPQ) / Cost of Quality (COQ):-

• What is COPQ / COQ
• Quality Costs Elaborated
• COPQ Calculations
DEFINE Phase
9. Process Mapping:-
• What is Process Mapping
• Types of Flowcharts
• Written Procedures - An Overview
• Work Instructions - An Overview
• Flowcharting Symbols
10. S-I-P-O-C & C-O-P-I-S:-

• What is S-I-P-O-C
• When to use S-I-P-O-C
• Why work backwards in S-I-P-O-C
• Steps to create S-I-P-O-C Diagram
DEFINE Phase
11. Quality Function Deployment (QFD) / House of Quality (HOQ)
(A LEAN Tool)
• What is QFD
• The QFD Cycle / Approach
• Illustration on QFD
DEFINE Phase
12. Tollgate Review Checklist
• Meaning of Toll-gate Review Checklist
• Specimen list of Toll-gate Review Questions to prompt discussion
DEFINE Phase
1. Section Overview
DEFINE Phase - Key Deliverables

1. Understand what the project is all about
2. Determine the boundaries of the process area to improve
3. Identify all the Stakeholders (Internal & External) served by the process
4. Define Stakeholders’ requirements
5. Plan to complete the project

DEFINE Phase – An Overview

In DEFINE phase, the team members;
1. Refine the Problem Statement and Goal

2. Identify the stakeholders served by the process under consideration
3. Study and analyze customer requirements
4. Write the plan of how to complete the project
The output of DEFINE phase is as follows:-
1. Project Charter
2. S-M-A-R-T Customer Requirements / Expectations /
Needs
3. High-Level Process Map and/or Flowchart
DEFINE Phase
2. Technical Terminologies / Metrics

Defects-Per-Unit (DPU)
Explanatory Points:-
1. Meaning of the word ‘Defect’ in Six Sigma
2. What is Defects-Per-Unit (DPU)
3. Three steps to calculate process’s Defects-Per-Unit (DPU)
4. Defects-Per-Unit (Formula & Illustration)

Defects-Per-Unit (DPU) (Continued…)
1. Meaning of the word ‘Defect’ in Six Sigma:-
Anything outside of customer specifications
An event that does not meet the customer requirement or needs
A failure to meet customer-defined quality parameters
A sub-set of Defective
2. What is Defects-Per-Unit (DPU):-
The average number of ‘Defects’ per SAMPLED unit of product or service

3. Three steps to calculate process’s Defects-Per-Unit (DPU):-
Determine the total number of units to be sampled
Count the number of defects that occur within that sample
Divide the number of defective units by the total number of units

4. Defects-Per-Unit (Formula & Illustration):-
Business: Printing visiting cards
Definition of Unit: Each order for printing visiting cards
Sampled Orders: 50
Defects:-
o Two orders are incomplete (2 Defects)
o One order is both damaged and incorrect (2 Defects)
o Three orders have typos (3 Defects)
4. Defects-Per-Unit (Formula & Illustration):-
D Total Number of Defects

DPU = =
U Total Units
D Total Number of Defects 7

DPU = = = = 0.14
U Total Units 50
Defects-Per-Opportunity (DPO)
1. What is Defects-Per-Opportunity (DPO)
2. Five steps to calculate process’s Defects-Per-Opportunity (DPO)
3. Defects-Per-Opportunity (Formula & Illustration)

1. What is Defects-Per-Opportunity (DPO)?
It is the ratio of number of defects in a sample to the total number of defect

opportunities
DPO depicts the average number of defects which occur in the total number of
opportunities in a sample group
Opportunity means the chances to commit an errors

2. Five steps to calculate process’s Defects-Per-Opportunity (DPO):-
Determine the number of defect opportunities per unit
Determine the total number of defect opportunities for the sample
Count the defective opportunities within the sample group
Divide the total defects by the total opportunities

3. Defects-Per-Opportunity (Formula & Illustration):-
Sampled Orders: 50
Opportunities for defects: Incorrect, typo, damaged or incomplete
Defects:-
Defects-Per-Opportunity (DPO) (Continued…)
3. Defects-Per-Opportunity (Formula & Illustration):-
D Number of Defects
DPO = =
U*O Number of Units * Number of Defects Opportunities Per Unit
D 7 7
DPO = = = = 0.035
U*O 50 * 4 200
Defects-Per-Million-Opportunities (DPMO)
1. What is Defects-Per-Million-Opportunities (DPMO)
2. Five steps to calculate process’s Defects-Per-Million-Opportunities (DPMO)
3. Defects-Per-Million-Opportunities (Formula & Illustration)

1. What is Defects-Per-Million-Opportunities (DPMO)?
It is also called as Nonconformities Per Million Opportunities (NPMO)
It is the number of defects in a sample divided by the total number of defect

opportunities multiplied by 1 million
It is a long-term measure of process performance
It is a measure of the error rate of a process

2. Five steps to calculate process’s Defects-Per-Million-Opportunities (DPMO):-
Determine the number of defect opportunities per unit
Determine the total number of defect opportunities for the sample
Count the actual defective opportunities within the sample group
Divided the total defects by the total opportunities and

multiply with 1 Million
3. Defects-Per-Million-Opportunities (Formula & Illustration):-
Sampled Orders: 50
Opportunities for defects: Incorrect, typo, damaged or incomplete
Defects:-
3. Defects-Per-Million-Opportunities (Formula & Illustration):-
Number of Defects
DPMO = * 1 Million
Number of Units * Number of Defects Opportunities Per Unit
7 7
DPMO = = * 10,00,000 = 35,000
50 * 4 200
Parts-Per-Million-Defectives (PPM)
1. Definition & Meaning of Parts-Per-Million (PPM)
2. Illustration
Parts-Per-Million-Defectives (PPM) (Continued…)
1. Definition & Meaning of Parts-Per-Million (PPM):-
It is a measurement used by many customers to measure quality performance
One PPM means one defect / error / event in one million
It is a value that represents the part of a whole number in units of 1/1000000

Parts-Per-Million-Defectives (PPM) (Continued…)
2. Illustration:-
Business: Manufacturing Car Tyres
Production Capacity: 535,000 Tyres Per Year
Plant Production Schedule:

o Days: 5 Days a week / 250 Days in a year
o Weeks: 50 Weeks a year
Customer Requirements (70%+): 20 PPM

Yield
1. Meaning & Definition of Yield
2. First-Pass Yield or Throughput Yield
3. Illustration – FPY/TPY
4. Rolled-Throughput Yield
5. RTY - Formula & Illustration (Method 1)
6. RTY - Formula & Illustration (Method 2)

Yield
1. Meaning & Definition of Yield:-
It is basically a LEAN metric
It is the ratio of good units produced to the number of units entering the process
(Also known as First-Pass Yield or Throughput Yield)
Yield (Continued…)
2. First-Pass Yield (FPY) / Throughput Yield (TPY):-
First-Pass Yield is the ratio of good units produced to the number of units
entering the process
It is also known as First-Time Yield
It ignores rework and scrap in the process

3. Illustration – FPY/TPY:-
Emails Responded Email Process Emails Sent To Customers

550 Utilities & Energy Company 537
Quality
190
Check
FPY=347/550 = 0.63 = 63.09%
203
Rework
13
Scrap
4. Rolled-Throughput Yield:-
It is a measure of the overall process quality level
It summarizes DPMO data for a process or product

5. RTY - Formula & Illustration (Method 1):-
#Process Step Input Units Output Units FPY / TPY

1 100 90 0.90
2 90 80 0.89
3 80 75 0.94
4 75 70 0.93
5 70 64 0.91
The formula for RTY is as follows:-
RTY = [(FTY1) * (FTY2) * (FTY3) * (FTY4) * (FTY5)]
6. RTY - Formula & Illustration (Method 2):-
DPU
#Process Step DPMO 1-DPU
(DPMO / 10,00,000)
1 7,000 0.0070 0.9930
2 13,000 0.0130 0.9870
3 10,000 0.0100 0.9900
4 5,000 0.0050 0.9950
5 6,000 0.0060 0.9940
The formula for RTY is as follows:-
RTY = [(1-DPU1) * (1-DPU2) * (1-DPU3) * (1-DPU4) * (1-DPU5)]
Sigma Level
1. Meaning & Definition of Sigma Level
2. Co-relation between DPMO & Sigma Level
3. How to calculate Sigma Level

Sigma Level (Continued…)
1. Meaning & Definition of Sigma Level:-
Sigma (σ) is a statistical term. It is the symbol of Standard Deviation. It is a

measure of dispersion or variation in data
It is a high-level baseline metric to understand process capability to meet

customer requirements
It is a measure which uses the features of past data to make

judgment about how the process will perform in future
Six Sigma level of accuracy is equivalent of 99.9997%

2. Co-relation between DPMO & Sigma Level:-

3.4
6 Sigma Defects
Sigma Level
5 Sigma 233 Defects
& Defects Per
Million
Opportunities 4 Sigma 6,210 Defects
(DPMO)
3 Sigma 66,807 Defects
Yield @ 1 Sigma = 1-(691, 462 / 10,00,000) = 30.85%

Short Term Sigma Conversion Table
3. How to calculate Sigma Level:-
Calculate DPMO for the process or product
Refer Sigma Conversion Table to check Short-term Sigma value against the
respective DPMO value
Sample Sigma Conversion Table

DPMO Sigma Short Term (ZST) Sigma Long Term (ZLT) Yield Cpk
2 6.00 4.50 99.999660 2.00
5 5.90 4.40 99.999540 1.97
9 5.80 4.30 99.999150 1.93
13 5.70 4.20 99.998700 1.90
DEFINE Phase
3. Project Feasibility Study

Project Feasibility Study

1. What is Project Feasibility Study
2. Benefits of conducting a Feasibility Study
3. Common Project Issues
4. Estimating Project Savings
5. Five areas of Project Feasibility

Project Feasibility Study (Continued…)
1. What is Project Feasibility Study:-
Feasibility refers to viability
It is a technique to determine the viability of a business problem or improvement

opportunity
It tells us whether a project is worth the investment or not
The study indicates that not every project is doable and hence;
it is also not necessary that every project should be taken up
2. Benefits of Conducting A Feasibility Study:-
Helps identify valid reasons to undertake the project
Helps make key decisions prior to the beginning of the project
Helps project teams prioritize the business problems or improvement

opportunity
Helps narrow-down the scope of the business problem under consideration
Helps enhance the success rate by evaluating multiple

parameters
3. Common Project Issues:-
Not relevant to customer or business needs
Can’t define what Defect is / Can’t identify Starting & Ending points
Complications in data collection
Project scope too large; won’t have authority to commit time/resources to make
changes
No appropriate support from project sponsors

4. Estimating Project Savings:-
Six Sigma efforts are aimed at cost reduction
Project savings are estimated or measured in terms of;
o Hard Savings
o Soft Savings
5. Five areas of Project Feasibility:-
Technical Feasibility
Economic Feasibility
Legal Feasibility
Operational Feasibility
Scheduling Feasibility
DEFINE Phase
4. Project Charter
Project Charter
1. What is ‘Project Charter’
It an agreement or contract between management and the team about what is

expected
It is a sponsor document and clarifies what is expected of the team
It is a formal approval from the senior management to start the project
It is a key document that defines the scope and purpose of any project.
It describes high-level requirements for project success

Project Charter (Continued…)
2. ‘Project Charter’ Sections:-
Each organization has a standardized way to present its project charters.
The common elements of the project charter are as follows:-

o Business Case
o Problem / Opportunity Statement
o Goals / Projected Benefits
o Goal statement
o Project Scope
o Project Plan
o Team Structure
2. Project Charter Sections:-
Sections Explanation
It defines the quantifiable benefit of the project and
Business Case
how it aligns with business strategy or goals
It is all about the opportunity for improvement that
you have identified. A Problem Statement answer
three questions: 1) What’s wrong? 2) Where is the
Problem
problem appearing? 3) How big is the problem? A
Statement /
problem statement not should blame a particular
Opportunity
cause. The problem statement has to be S-M-A-R-T
Statement
Example: Inventory levels are too high and must be
reduced (Kindly re-phrase)
Goals /
It is a ‘Big Y’ or ‘Project Y’. It is the ultimate target to
Projected
be achieved
Benefits
It describes the approach to solve the problem
Goal statement defined in the project scope, but does not
Statement provide the answer or the solution. The GOAL
Statement also has to follow S-M-A-R-T mechanism
It describes the boundary conditions. It helps

Project
identify key parameters covered or not covered by
Scope
the project—What is in-scope / Out-of-scope
It usually contains a chart with the major milestones
Project Plan of the project. Often; the chart will contain the steps
of DMAIC, as a start
It refers to Project Resources. Normally; the
Team
resources are Project Managers, Leaders & Project
Structure
Team Members who are involved in the project
Other important elements of the project charter are as follows:-
o Project Constraints & Assumptions

o Approval / Sign-off Plan
o Cost/Benefit Analysis
o R-A-C-I Matrix

Constraints refer to limits placed on resources and
Constraints &
Assumptions may include Project Team’s expectations
Assumptions
in terms of systems, resources etc.
Approval / The project team cannot proceed in the project unless
Sign-off Plan the project charter is signed-off by key stakeholders
It is an important management tool that helps
Cost-Benefit comprehend whether or not the project benefits
Analysis outweighs project cost to find out if the project is
worthwhile as against the investments made
It is a matrix tool that identifies who needs to be
R-A-C-I
involved in a task or activity or who is to produce a
Matrix
deliverable or output
DEFINE Phase
5. Voice of the Customer, Business & Process

(VoC, VoB & VoP)
Voice of the Customer (Continued…)
1. What is VoC, VoB & VoP:-
VoC is all about collective insight into customer needs, wants, perceptions and
preferences gained through direct and indirect questioning
VoB is a summary of all needs related to a business and its stakeholders,

including profitability, revenue, growth and market share
VoP refers to the performance & capability of a process to perform in relation to

both customer & business needs
2. Identifying Stakeholders:-
Types of Customer
o Internal & External Customers
Who is your Customer?

o A Customer is someone who;
Uses a product/service
Decides to buy a product/service
Pays for the product/service
Gets affected by a product/service
3. Methods of collecting VoC, VoB & VoP data:-
VoC Data Collection Methods:-

o Surveys
o Focus Groups
o Customer Interviews
VoB Data Collection Methods:-

o Observation / buddy-up
o Checklists (Custom / Standard)
o Critical Incidents
o Diaries or log records
o Dashboards and data dumps
4. Project Stakeholder Analysis:-
It is a key project management skill
It is the process of identifying the individuals or groups that are likely to affect
or be affected by the project
It enhances the ownership of the project’s success
The worksheet for stakeholder analysis shall document;

o Stakeholder’s influence
o Project impact on the stakeholder
5. Project Stakeholder Analysis Worksheet:-
Stakeholder Relationship to Communication Stakeholder’s Stakeholder’s Impact Other Details

Project Strategy Influence on the Project
A
B
C
Ratings Scale - Influence

Ratings Definition
1 Critical Influence
2 Average Influence
3 Low Influence
DEFINE Phase
6. KANO Analysis
KANO Analysis
1. What is KANO Analysis:-
Noriaki Kano developed the KANO model of the relationship between customer
(Internal & external) satisfaction and quality. That is why it is known as KANO
Analysis
The KANO model shows that there is a basic level of quality that customers
assume the product will have
The categories of KANO model are: Must-be's, Primary Satisfiers, and Delighters
KANO Analysis (Continued…)
2. Specimen KANO model:-

KANO Analysis (Continued…)
3. Instructions to prepare KANO model:-
Generate customer requirements
Review KANO analysis
Identify the appropriate category for each requirement
Determine priorities for each requirement

DEFINE Phase
7. Critical-To-Quality (CTQ) Tree

Critical-To-Quality (CTQ) Tree (Continued…)
1. Meaning of CTQ Tree:-
CTQs are the INTERNAL CRITICAL quality parameters; that relate to the wants
and needs of the customer
It is what a customer tells us they want from our product/service or process

output
CTQs are rendered from the Voice of the Customers (VOCs)
CTQs must be Specific, Measurable and Actionable

2. How to develop CTQ Tree:-
Three Phases:-
Identify Critical Needs
Identify Quality Drivers
Identify Performance Requirements

3. CTQs Identification Process:-
Customer Quote or VoC: 'I have to wait for 48 hours to get reply to a single
email‘
CTQ Name: Responsiveness
CTQ Measure: TAT (HH:MM)
CTQ Specification: Less than 24 hours from the time an email drops in to the
pool
Defect: Number of emails the TAT has been busted for
(E.g. 200 emails every day)
Unit: Emails (e.g. 300 emails)
Opportunity: 1 Per Email
4. Illustration:-
A Pizza company (A1 Pizzas) wishes to add Home Delivery to its services in
order to increase the business.
Surveys of current customers were taken in order to determine what would

make them order A1 Pizzas instead of their competitors, or instead of a different
kind of food altogether.
Voice of the Customer revealed that when customers order pizzas, they want:
o Hot Pizza
o Now
o With their choice of toppings and crusts
o At reasonable cost
4. Illustration:-
Service is available between
Whenever I want 11am & 12pm
Queue time < 8min
Call Answered on the

“Need my Pizza Quick and easy to order 1st ring
now” the call
Make time < 2 min
Call Length < 45 sec
Bake time < 9 min
Out the door time

Delivered As soon Minimum time from Call
< 20 min
as possible to Front Door
Package time < 1 min
Delivery time <15

min
Wait time = 0 min
DEFINE Phase
8. Cost of Poor Quality (COPQ) / Cost of Quality (COQ)

Cost of Poor Quality (Continued…)
1. What is Cost of Poor Quality / Cost of Quality:-
COQ is just another term for COPQ
It is one of the metrics used in Six Sigma projects
These are the costs associated with providing poor quality products and services
Every time work is redone, the cost of quality increases

2. Quality Costs Elaborated:-
There are Four categories:-
Internal Failure Costs

External Failure Costs
Appraisal Costs
Prevention Costs
3. COPQ Calculations:-
The method of COPQ calculation is as follows:-
Count the number of incidents over a period of time

Determine the labor cost associated with fixing the number of incidents
# of people
# defectives per * * Hours worked * Hourly pay for
who work in
day per day the time period
the area
Determine the material cost for the defects

# defectives per Hours worked
day * per day
Add the total from Steps 2 and 3
DEFINE Phase
9. Process Mapping
Process Mapping (Continued…)
1. What is Process Mapping:-
A Process Map is a visual representation of a process
It is a workflow diagram to bring a clearer understanding of a process.
Process mapping can be done by any of the following methods:-

o Flowchart
o Written procedures
o Work instructions
2. Flowcharts:-
Also known as Process Flow Diagram, Functional flowchart etc.
It is a picture of the separate steps of a process in sequential order
The process described can be anything: a manufacturing process, an administrative
or service process, a project plan.
Types of Flowcharts:-
o Document Flowcharts: It shows controls over a document-
flow through a system
o Data Flowcharts: It shows controls over a data-flow in
a system
o System Flowcharts: It shows controls at a physical or
resource level
o Program Flowchart: It shows the controls in a program
within a system
3. Written Procedures:-
It is a step-by-step guide to direct the reader through a task
Written Procedures are action oriented
They are often instructional, and they may be used in training and orientation
4. Work Instructions:-
These are normally ‘Level 3’ documents
Similar to written procedures, it describes how to perform a task. However; it is

a more detailed portion of the procedure
Work instructions are very detailed on “HOW” to accomplish a specific job
Work instructions vary from industry-to-industry or company-to-company

5. Flowcharting Symbols:-
DEFINE Phase
10. S-I-P-O-C & C-O-P-I-S

S-I-P-O-C & C-O-P-I-S

1. What is S-I-P-O-C:-
SUPPLIER: Whoever provides the input to your process

INPUT: The material or data that a process does something
to or with
PROCESS: The activity you must perform to satisfy
customer’s requirements
OUTPUT: The material or data that results from the
operations of a process
CUSTOMER: Whoever receives the output of your process
S-I-P-O-C & C-O-P-I-S (Continued…)
1. What is S-I-P-O-C:-
SIPOC is a visual tool for documenting a business process from beginning to end
SIPOC diagrams are also referred to as high level process maps because they do
not contain much detail
The SIPOC is a vital supplementary component to a process map
It is always completed by the sequence of Process, Outputs, Customers, Inputs,

and Suppliers
2. When & Why to use S-I-P-O-C:-
SIPOC is useful for focusing a discussion and helping team members agree upon
a common language & understanding the process
One should use SIPOC when process management or improvement activity is

underway in order to understand the basics that make up the process
The SIPOC tool is particularly useful when it is not clear as to who supplies
inputs to the process, what specifications are placed on the inputs etc.
3. Why work backwards in S-I-P-O-C:-

3. Why work backwards in S-I-P-O-C:-
SIPOC is an advanced level process overview of the existing & steady-state

process. COPIS diagram is an advanced level process overview of an optimized
process
It’s often used in Six Sigma quality projects as an “outside-in” approach to

looking at, and possibly streamlining, a business process from the customer’s
point of view
Please note that SIPOC & COPIS is not equivalent to

Process Mapping or Flow-charting
4. Steps to create SIPOC Diagram:-
Determine the title
Define the starting and ending point
State the high-level steps of the process
List the process outputs
Identify customers of the process
List the inputs to process
Identify suppliers of the inputs

DEFINE Phase
11. Quality Function Deployment (QFD)

Quality Function Deployment (QFD)

1. What is QFD:-
This tool is also known as House of Quality (HOQ)
QFD technique can be used to link the Voice of the

Customer (VoC) directly to internal processes
QFD is also a system for Design of a Product or

Service based on customer demands
QFD can be used at its best while designing a product or service

offering and need to select among several alternative features & functionality
The tool was first used to design an oil tanker at the Kobe shipyards of Japan in
1972 by Yoji Akao and Shigeru Mizuno to design customer satisfaction into an
offering before it is produced
Quality Function Deployment (QFD)

2. What is QFD:-
Quality Function Deployment (QFD) (Continued…)
3. The QFD Cycle / Approach:-

1. Product Planning QFD
2. Component Deployment QFD
3. Process Planning QFD
4. Quality Control QFD

4. Illustration on QFD:-
Identify Customer Wants
Identify how products will satisfy customer
Identify relationship between firm’s hows
Develop importance ratings
Evaluate competing products
Determine the desirable technical attributes

House of Quality / Quality Function Deployment (QFD) of Pizza
Identify customer wants

Main features that any customer desires in a Pizza are:
Good taste
Low price
Low fats and healthy
Appetizing appearance
Fresh and Hot delivery
Good texture
House of Quality / Quality Function Deployment (QFD) of Pizza
Identify how the product will satisfy the customer’s wants

Our product i.e. pizza would be able to provide these stunning features to
customer:-
Delicious and Fresh toppings (sausages, meat, bread slices etc.)

Appropriate weight, size, shape, and thickness
Low fatty eatables (less cheese and/or yeast)
Optional eatables for taste and texture
Pizza Color
Variety and Density of toppings
Identify relations between our HOWS
Identify relations between our HOWS
Importance Ratings
Evaluate competing products
Determine the technical attributes
DEFINE Phase
12. Toll-gate Review Checklist

Toll-gate Review Checklist (Continued…)
1. Meaning of Toll-gate Review Checklist:-
It is a formal review process
It takes place at the end of each phase in DMAIC framework
It is a detailed list of questions to be answered by project team members to

project sponsors or champions
Toll-gate Review Checklist

2. Specimen list of Toll-gate Review Questions to prompt discussion:-
Is this project important? What is the business case?

What is the problem statement? What is the specific problem being addressed?
What are the project goals and benefits?
Does a goal statement exist that defines the results expected to be achieved by
the process, with reasonable and measurable targets?
Is the project scope reasonable?
How do “Small Ys” directly or indirectly impact “Big Ys”?
What is the team structure?
What is the high level work plan?
Who are the customers (internal/external) for this process?
Who are the key stakeholders?
What kinds of barriers/obstacles will need assistance to be removed?
What VoC data were used to establish CTQs? How were the data validated?

2-DEFINE Phase

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LEAN Six Sigma Green Belt (LSSGB)

8. Cost of Poor Quality (COPQ) / Cost of Quality (COQ):-

10. S-I-P-O-C & C-O-P-I-S:-

DEFINE Phase - Key Deliverables

2. Determine the boundaries of the process area to improve

4. Define Stakeholders’ requirements

5. Plan to complete the project

DEFINE Phase – An Overview

1. Refine the Problem Statement and Goal

The output of DEFINE phase is as follows:-

2. Technical Terminologies / Metrics

1. Meaning of the word ‘Defect’ in Six Sigma

2. What is Defects-Per-Unit (DPU)

3. Three steps to calculate process’s Defects-Per-Unit (DPU)

4. Defects-Per-Unit (Formula & Illustration)

Defects-Per-Unit (DPU) (Continued…)

1. Meaning of the word ‘Defect’ in Six Sigma:-

Anything outside of customer specifications

An event that does not meet the customer requirement or needs

A failure to meet customer-defined quality parameters

Defects-Per-Unit (DPU) (Continued…)

2. What is Defects-Per-Unit (DPU):-

The average number of ‘Defects’ per SAMPLED unit of product or service

Defects-Per-Unit (DPU) (Continued…)

3. Three steps to calculate process’s Defects-Per-Unit (DPU):-

Determine the total number of units to be sampled

Count the number of defects that occur within that sample

Divide the number of defective units by the total number of units

Defects-Per-Unit (DPU) (Continued…)

4. Defects-Per-Unit (Formula & Illustration):-

Business: Printing visiting cards

Definition of Unit: Each order for printing visiting cards

Defects-Per-Unit (DPU) (Continued…)

4. Defects-Per-Unit (Formula & Illustration):-

D Total Number of Defects

D Total Number of Defects 7

1. What is Defects-Per-Opportunity (DPO)

2. Five steps to calculate process’s Defects-Per-Opportunity (DPO)

3. Defects-Per-Opportunity (Formula & Illustration)

It is the ratio of number of defects in a sample to the total number of defect

Opportunity means the chances to commit an errors

Determine the total number of units to be sampled

Determine the number of defect opportunities per unit

Determine the total number of defect opportunities for the sample

Count the defective opportunities within the sample group

Divide the total defects by the total opportunities

Business: Printing visiting cards

Definition of Unit: Each order for printing visiting cards

Opportunities for defects: Incorrect, typo, damaged or incomplete

Defects-Per-Opportunity (DPO) (Continued…)

3. Defects-Per-Opportunity (Formula & Illustration):-

1. What is Defects-Per-Million-Opportunities (DPMO)

2. Five steps to calculate process’s Defects-Per-Million-Opportunities (DPMO)

3. Defects-Per-Million-Opportunities (Formula & Illustration)

It is also called as Nonconformities Per Million Opportunities (NPMO)

It is the number of defects in a sample divided by the total number of defect

It is a long-term measure of process performance

It is a measure of the error rate of a process

Determine the total number of units to be sampled

Determine the number of defect opportunities per unit

Determine the total number of defect opportunities for the sample

Count the actual defective opportunities within the sample group