Lean Six Sigma - Morgan State University

Using Lean Six Sigma to Improve
Requirements Planning in the JTDI
System Development Lifecycle
By Deborah Ihezie
Advisor: Ms. Cynthia Brown-LaVeist

• Project Problem Statement
• Project Objective
• Introduction
– Why Lean Six Sigma (LSS)?
– What is Lean Six Sigma?
• LSS for System Development
Overview

Overview Contd.
• Conclusion
• Future Research
• Acknowledgments

Project Problem Statement
• The Joint Technical Data Integration (JTDI)
program is an initiative to utilize digital data
for weapons systems and maintenance.
• Before JTDI, the acquisition of weapons
and maintenance data was a paper based
process.
– The process was slow and generated expensive
bulky products.

Project Problem Statement
• To implement JTDI, it is required to
identify the most efficient way to
complete the requirements analysis
for the program.

Objective
• The research conducted will examine how
the Lean Six Sigma philosophy can be
used to make the JTDI project
requirements analysis phase more
efficient at Morgan State University.

Introduction
• Why Lean Six Sigma (LSS)?
– LSS identifies and eliminates waste in all
processes: manufacturing, software and
service processes.
– LSS is a best practice for process
improvement (Public and Private Sectors).

• Why Lean Six Sigma (LSS)?
Introduction
– Lean and Six Sigma succeed together
because:
• Lean cannot bring a process under
statistical control
• Six Sigma alone cannot dramatically
improve process speed or reduce
invested capital
• Both enable the reduction of the cost
of complexity

Lean and Six Sigma
What is Lean Six Sigma?
• Lean Six Sigma is the application of lean techniques to
increase organizational process speed, while combining
the tools and culture of Six Sigma to improve efficiencies
and focus on customers’ issues.
Process
optimization

Lean Tools
• Some popular ones include:
– Kaizen
– Value Stream Mapping (VSM)
– Five S

Six Sigma Processes
• There are two major Six Sigma processes:
Six Sigma DMAIC and Six Sigma DMADV.
– Six Sigma DMAIC : process that Defines,
Measures, Analyzes, Improves, and
Controls existing processes that fall below the
Six Sigma specification.
– Six Sigma DMADV: Defines, Measures,
Analyzes, Designs, and Verifies new
processes or products that are trying to achieve
Six Sigma quality.

Lean Six Sigma Process
DMAIC
1. Define
2. Measure
3. Analyze
4. Improve
5. Control

System Development Lifecycle

Understanding Customer Requirements

Requirements gathering process
Requirements Gathering Process
Identification of SME
(Subject Matter Expert)
Identification of info gathering
strategy
Finalization of info gathering
strategy
Analysis/info gathering with client Documentation of info Review of info
Finalization of info

SIPOC Analysis Diagram – Requirements Analysis Phase
Suppliers Inputs Process Outputs Customers
Project
Manager
Stake
holders
SMEs
Analysis
Team
Project
Charter
Stake Holder
analysis
(Includes
communicatio
n strategy for
SMEs)
Requirements
Document
Military
Maintenance
Staff
Input Metrics Process Metrics Output
Metrics
Kano Survey (Define)
Run Charts (Requirements Gathering Delays
vs. time) (Measure)
Projected cost vs. Actual costs of the project
(Microsoft Project)
Automated
Requirement
Measurement
Tool
Projected vs.
actual time to
produce
deliverable.
Projected vs.
Actual Cost
Quality
Cycle Time
Cost

• Part of the Define process
Project Charter
• Input to Requirement Analysis process.
• Generally developed by Project Manager or
manager team.
• States what is expected from the team
• Sets goals for project.

Stakeholder Analysis
• Part of the Define process
• Includes identification of
stakeholders/subject matter experts (SMEs)
and communication strategy.

• Part of the Define process
Kano Model
• Verbal or numerical data that identifies customer needs.

• Part of the Measure process
Run Charts
• Measure requirements gathering delays vs.
time.
• Once the delays have been identified. The
reasons for the delays can also be identified
and corrected by management.

Analyze and Improve
• Brainstorming and Flow Diagrams
– Document steps of a process
– Set process steps to a logical flow
– Uncover misconceptions and set boundaries of a
process.
– Improve the process by identifying and
removing unnecessary steps.
– Finalize a process

• Standardization
Control
– Make sure that improved steps in the process
are performed consistently in the most effective
manner.
– Changes are made only when data shows that a
new alternative is better.

Conclusion
• The Lean Six Sigma philosophy provides a
set of tools that assist in the identification
and steady elimination of waste in
requirements analysis.

Future Research
• Continue research on Lean Six Sigma Tools.
• Identify software tools for requirements
documentation (Requisite Pro, DOORS, etc).
• Perform modeling and simulation of the process.
• Incorporate technology and knowledge from the
JTDI project to demonstrate advances in aviation
maintenance and aircraft availability in ways that
would benefit the civil aviation community.
– Perform requirements analysis and documentation of the
civil aviation maintenance process.

Acknowledgements
• Dr. Eugene DeLoatch
• Mr. G. Haynes
• Ms. Cynthia Brown-LaVeist
• Dr. S. Keith Hargrove
• Dr. Kemi Ladeji-Osias
• Dr. Bronner
• Ms. Avis Ransom
• Mr. Jon Parker
• CIBAC

Comparing Lean and Six Sigma
Comparing Lean and Six Sigma
Lean
Six Sigma
Goal
Application
Approach
Create flow and eliminate
waste
Primarily manufacturing
processes
“Cookbook style"
implementation based
on best practice
Improve process capability
All business processes
A problem-solving
approach relying on
statistics
Project Selection
Driven by Value Stream
Map
Various approaches
Length of Projects 1 week to 3 months 2 to 6 months
Infrastructure Little or no formal training Dedicated resources, broad
based training
Training Learning by doing Learning by doing

Six Sigma Processes
There are two major Six Sigma processes: Six Sigma DMAIC and Six
Sigma DMADV.
DMAIC
DMADV
1. Define the process improvement goals
that are consistent with customer
demands and enterprise strategy.
2. Measure the current process and collect
relevant data for future comparison.
3. Analyze to verify relationship and
causality of factors.
4. Improve or optimize the process based
upon the analysis.
5. Control to ensure that any variances
are corrected before they result in
defects.
Define the goals of the design
activity that are consistent with
customer demands and
enterprise strategy.
Measure and identify CTQs (critical
to qualities), product capabilities,
and risk assessments.
Analyze to develop and design
alternatives.
Design details, optimize the design,
and plan for design verification.
Verify the design, implement
production process and handover
to process owners.

References
• http://www.isixsigma.com/sixsigma/six_sigma.asp
• http://en.wikipedia.org/wiki/Six_Sigma
• http://www.tpslean.com/leantools.htm
• http://en.wikipedia.org/wiki/Six_Sigma#DMAIC
• http://www.isixsigma.com/library/content/c030721a
.asp
• http://ww2.cis.temple.edu/barampublic/sdlc.jpg
• http://www.army.mil/ArmyBTKC/focus/cpi/tools3.ht
m

Lean Six Sigma
• What is Lean Six Sigma?
– Lean Six Sigma is the application of lean techniques to
increase organizational speed, while combining the tools
and culture of Six Sigma to improve efficiencies and focus
on customers’ issues.
Lean
Achieving more with
less resource
by the continuous
elimination of waste
Six Sigma
Data-driven approach
and methodology for
eliminating defects
in any process

Lean Six Sigma for System Development
• After the initial phase of the project
setup ends, the analysis phase occurs.
– Lean Six Sigma can be used to ensure
that the system development lifecycle is
efficient.

Lean Six Sigma for Software Development
• The Seven Wastes of
Manufacturing
• The Seven Wastes of
Software Development
• Inventory • Partially Done Work
• Extra Processing • Extra Processes
• Overproduction • Extra Features
• Transportation • Task Switching
• Waiting • Waiting
• Motion • Motion
• Defects • Defects