Course Content
Define
Identify the problem or process that needs improvement, set project goals, and outline the scope.
0/10
Six Sigma Management at Corporate Level
Six Sigma Project Team Structure
Create team roles and responsibilities
Create a Problem Statement
Create the SIPOC process map
What is CTQ (Critical to Quality)
Create CTQ Tree
Creating a Project Charter
Stakeholder Analysis
Outcome expected after the Define Stage
Measure
Collect data to establish baselines, understand current performance, and quantify the problem. For example, measuring the average turnaround time for policy renewals.
0/4
FMEA (Failure Modes and Effect Analysis) concept
Data collection methods
Introduction to data sampling
Use of Run chart for analysis
Analyze
Examine the data to identify root causes of inefficiencies or risks. This might involve analyzing claims data to uncover bottlenecks or sources of errors.
0/12
5 Whys
Root cause analysis with Fishbone Diagram
Lean 7 Wastes concept
Value chain mapping with Value Stream map
What is a process
Components of process
Process Mapping with Swimlane diagram
Process redesign principles
80/20 analysis with Pareto Diagram
Statistical analysis with Box Plot
Hypothesis Testing
Correlation and Regression Analysis
Improve
Develop and implement solutions to address root causes. For example, streamlining workflows or introducing new digital tools to reduce manual errors.
0/4
Solution Selection Matrix
Cost Benefit Analysis
Risk Assessment
Implementation Planning
Control
Put controls in place to sustain improvements, such as regular monitoring, updated procedures, or dashboards for ongoing performance tracking.
0/4
Create Control Plan
Create Key Performance Indicator (KPI)
Prepare the Process and User Guides
Handover to Process Owner
Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control)

Process to handover to Process Owner

  1. Confirm Readiness for Handover
    • Verify that process improvements are stable (KPIs showing consistent results for a defined monitoring period).
    • Ensure SOPs, control charts, and dashboards are finalized.
    • Check that the team has been trained on the new process.
  2. Define Ownership Clearly
    • Assign one accountable Process Owner (not a committee).
    • Clarify roles & responsibilities:
      • Process Owner → accountable for performance & escalation.
      • Operators → responsible for daily tasks & data entry.
      • CI/Quality Team → support only if metrics slip.
  3. Provide Documentation Package
    • Process Control Plan (KPIs, limits, reaction plan).
    • Updated SOPs & Work Instructions.
    • User Guide / Quick Reference Sheet.
    • Training Records.
    • Project Summary (baseline vs. improved state, benefits achieved).
  4. Deliver Training & Knowledge Transfer
    • Conduct handover workshops with the Process Owner and frontline staff.
    • Walk through:
      • How KPIs are measured and reported.
      • How to interpret control charts/dashboards.
      • What to do if performance drifts (reaction plan).
  5. Establish Monitoring & Governance
    • KPI Tracking: Agree on frequency (daily/weekly/monthly).
    • Review Cadence: Include process KPIs in regular operations meetings.
    • Audit Mechanism: Schedule periodic audits (e.g., 30/60/90 days post-handover).
    • Escalation Path: Define exactly who to contact if metrics go out of control.
  6. Formal Handover & Sign-off
    • Conduct a handover meeting with:
      • Six Sigma project lead (BB/GB).
      • Process Owner.
      • Relevant department manager.
    • Review:
      • Current KPI performance.
      • Control plan.
      • Responsibilities going forward.
    • Obtain formal sign-off that the Process Owner accepts accountability.
  7. Post-Handover Support (Transition Period)
    • Black Belt/Green Belt stays on as “consultant” for a defined period (e.g., 30–60 days).
    • Support only if metrics deviate, to guide root cause analysis.
    • After transition period, responsibility rests fully with the Process Owner.
Previous
Next