Coaching Guidelines

for Process Design Projects

Objectives: These Guidelines are intended for use by Project Champions and Master Black Belt coaches in order to:
„ Assist Coaches to better support Project Design Managers while running design projects
„ Support Project Design Managers in preparing Process Design tollgate reviews
„ Ensure a consistent level of quality of Process Design projects

Note: The questions marked with “T”, are useful questions for preparation of tollgate reviews.

Process Design Coaching Guidelines_v1.0

 Relevant Tools/Concepts:
Define
• High Level Process Map • Voice of Customer • Brainstorming
Objective of Phase: • Project Charter • Critical to Quality (CTQ) • Interview
• Problem Statement • Affinity Diagram • Focus Group
To set the project objectives, identify the process, the key customers and their • Project Objective • Kano analysis to prioritize • Survey
• Project Benefit CTQs • Kano Analysis
critical requirements (CTQs). • Change Management Plot • CTQ matrix with complete • Market Data
• Project Plan CTQ list • Benchmarking
Gate 1: Project Characterization •

High Level Process Mapping

Main Objectives: Completed, verified, and validated end to end „ Has a high-level 'as is' end to end process map been completed, verified and validated (4 to 7 steps)? T
high-level 'as is' business process map. „ Has the SIPOC been drafted completely from the external customer point of view? T
„ Is the SIPOC open enough as to not limit the design team in the search of a creative design concept? T

Prepare Project Charter

Main Objectives: To communicate the project problem
statement, objective, benefits, dependencies and other
information that establishes the business case for the design
effort.
„ Are the process owner and other stakeholders identified? Are team members?
„ Does the problem statement communicate the business case and quantify the need for the new design with valid data? T
„ Does the project objective meet “S M A R T” criteria? T
„ Are both tangible and intangible project benefits quantified based on the best available data? T
„ Are project dependencies (potential barriers) documented for further review and action? T
„ Is there sufficient budget to begin work on the project? To fully undertake the Process Design methodology? T
„ Do the process owner, stakeholders and team members believe the project can be completed in 6-12 months?
„ Has all pertinent additional project information been documented in the project charter for future reference? T

Prepare Project Plan

Main Objectives: To prepare a detailed plan to execute design „ Has the team prepared a formal Project Plan? T
project deliverables in a timely manner, to include critical path „ Does the Project Plan list specific tasks and relate these to Proces Design deliverables? T
tasks, due dates and responsible persons. „ Does each task have a defined due date and person responsible? T
„ Are critical path tasks identified? T
„ Are tasks and subtasks sufficiently defined so that each team member understands and can execute their assignments? T

Define VOC and CTQs

Main Objectives: To clearly define and prioritize the critical „ What specific actions have been undertaken to define critical customer requirements (CTQs)? T
customer requirements (CTQs) the design must satisfy. „ Was market data and/or competitor information evaluated for customer information? T
„ Has the team prepared an Affinity Diagram to summarize and organize critical customer requirements (CTQs)? T
„ What sort of interviews, focus groups and surveys were undertaken to define specific customer requirements? What was the T
response rate? T
„ What was the specific content of above? How were they organized? How was the data formatted and evaluated? T
„ Was Kano Analysis used to categorize and rank specific customer requirements? What new information was learned? T
„ Has each critical customer requirement (CTQ) been completely defined (documented in the CTQ matrix)?

Manage Change
Main Objectives: To identify and address change management „ Has the team prepared a formal Change Management Plot to assess process owner and stakeholder readiness for change? T
issues among stakeholders, the process owner and team that „ What specific change management issues exist? Specific actions are planned to mitigate them? T
could adversely affect the design project. „ Are all team members supportive of the project and enthusiastic about their participation? T

Assess Project Risk

Main Objectives: To identify and prioritize project risk factors „ Has the team prepared a formal Risk Assessment Matrix? T
and select the appropriate strategy to manage project risks. „ What are the most serious project risks? Least serious? T
„ What risk response strategies have been identified? (Avoid, Mitigate, Transfer, Accept) T
„ Have specific actions been identified to implement the various strategies? Are these documented in the Risk Assessment Matrix? T
„ Do any of the project risks require the project charter to be revised? T

Process Design Coaching Guidelines_v1.0

 Innovate Relevant Tools/Concepts:

• Design Function • Market Data • Design Concept

• Design Subfunction • Lessons Learned • CTQ
• Function Structure • Best Practice • Process Owner
Objective Of Phase: • QFD • Specification • Stakeholder
• Benchmarking • Morphological Matrix • Change Management
To identify, analyze and evaluate design alternatives to meets customer needs. • Multi-generation Plan • Pugh Matrix • Risk Assessment
• Technology Roadmap • Datum • Project Plan

Gate 2: Conceptual Design

Create Design Function Structure

Main Objectives: To define design functions and subfunctions
that will deliver customer CTQs.
„ Has the team prepared a formal Design Function Structure? T
„ Was the team able to perform any internal benchmarking to aid in identifying design subfunctions? T
„ Were subfunctions defined generally and not in terms of any specific solution? T
„ Was TRIZ helpful in developing and refining the Design Function Structure?
„ Does the Design Function Structure appear to be complete and able to deliver all defined CTQs? T
„ Is it possible to combine selected subfunctions in order to simplify the design and perhaps make the design more robust?

Link CTQs to Subfunctions

Main Objectives: To quantify the linkage of CTQs to
subfunctions and then to prioritize subfunctions by importance to
the design.
„ Was Quality Function Deployment (QFD) used to link CTQs and subfunctions? T
„ Was competitive benchmarking performed as part of the QFD? T
„ How many team members and others were involved in developing the QFD? Did any difficulties arise?
„ Were the subfunctions from the Design Function Structure inserted in the design functional requirements section of the QFD form? T
„ Were the specific CTQs from Tollgate 1 inserted in the customer expectations section of the QFD form? T
„ What method was used to rank the individual CTQs? Kano Analysis? Customer interviews? Focus Groups? Other? T
„ Were all CTQs correlated with all functional requirements in House of Quality? T
„ After finishing the QFD, were there any subfunctions that were not strongly correlated with any CTQ? T
„ After finishing the QFD, were there any CTQs that were not strongly correlated with any subfunction? T
„ Is further work needed to refine the Design Function Structure? T
„ Is further work needed to refine the customer CTQs? T
„ Were possible interactions between functional requirements investigated?
„ After finishing the QFD, were the subfunctions prioritized by importance for future design emphasis? T

Develop Design Concepts

Main Objectives: To develop all possible subfunction solutions
in order to create a wide variety of innovative design concepts
for further evaluation.
„ Has the team prepared a formal Morphological Matrix? T
„ Does the Morphological Matrix list the specific design subfunctions along with the potential subfunction solutions? T
„ Was TRIZ helpful in developing potential subfunction solutions?
„ How many potential subfunction solutions were eliminated as unrealistic or unmanageable? T
„ After finishing the Morphological Matrix, how many potential design concepts were created? T

Evaluate and Select Design Concept

Main Objectives: To evaluate each design concept and select „ Has the team prepared a formal Pugh Matrix? T
the best concept for development. „ Were subfunction rankings transferred from the QFD form to the Pugh Matrix? T
„ How was the Pugh Matrix “DATUM” selected? T
„ Were concepts compared correctly using a “+1”, “-1“ or “0” rating? T
„ How were the desirable concepts further evaluated? T
„ What design concept was finally selected? T

Process Design Coaching Guidelines_v1.0

 Design Relevant Tools/Concepts:

• High Level Process Map • Process Metric • Probabilistic Design

• Process Y • DPMO / Yield • Specification
• Process Step • Rolled Thruput Yield • Simulation
Objective Of Phase: • Process Output • Process Sigma • Support Resource
• Design FMEA • Detailed Process Map • Infrastructure
• Mistake Proofing • Process Input • Vendor Performance
To deliver the detailed design, optimize it from a productivity (business requirements) • Design Scorecard
• TRIZ • Cost Benefit Analysis
and quality (customer requirements) point of view and realize it.

Gate 3: Preliminary Design

Create High Level Process Map

Main Objectives: To create a high level process map that
identifies individual process steps in sequence and includes the
overall process design Y and individual process step outputs.
„ Are the high level process steps sufficient to deliver design functional requirements? T
„ Are the high level process steps logically sequenced for actual operation? T
„ Are there any conflicts or trade-offs that must be resolved? If so, can TRIZ tools assist in resolving the problem(s)? T
„ Are the process step outputs measurable? Is there existing data available to perform an initial capability assessment? T
„ If the high level process delivers the design functional requirements, will customer CTQs be satisfied?

Evaluate Design Risk

Main Objectives: To assess high level design metrics, „ Has the team prepared a formal Design FMEA? T
capability, robustness and risk and to identify actions to manage „ What design risks were identified when developing the high level process design? T
design risk. „ Has the team assigned ratings and calculated Risk Priority Numbers (RPNs)? Have the various risks been prioritized by RPN?
„ Have actions been defined and assigned to address each high risk item? Do these actions include Mistake Proofing? T

Gate 4: Design

Develop Detailed Process Map

Main Objectives: To create a detailed process design map that „ Has the team developed a detailed process map for the new design? T
defines measurable inputs and outputs by individual process „ Are measurable inputs defined for each detailed process step? T
step. „ Are input and output specifications defined? Was Probabilistic Design used to define specifications? If not, how were they defined? T
„ Have all known design conflicts and/or trade-offs been resolved? T
„ Has the Design FMEA been updated based on new detailed design information? Have actions been defined to address any new risks? T

Evaluate Capabilities and Plan Controls

Main Objectives: To evaluate detailed design capabilities and
prepare design scorecards, design controls and required
infrastructure.
„ Has the team developed Design Scorecards to assess and control the new design? T
„ Have design support resources and infrastructure requirements been defined fully? T
„ Has the detailed design capability been evaluated and estimated DPMOs and process sigmas calculated? T
„ Are estimated design costs and benefits still in accordance with initial expectations? If not, why? What must be done? T
„ Has the team drafted an initial Process Management (PM) Chart to support an overall Process Management (PM) System? T

Gate 5: Realization

Realize Design
Main Objectives: To bring the detailed design into reality, „ Can the detailed design actually be built? What vendors must be involved? Can the vendors deliver to the design schedule? T
reassess change management and confirm cost-benefits. „ Has the team verified that all design parts meet specification? If not, what corrective actions are planned? T
„ Is the predicted overall design performance still in accordance with initial expectations? If not, what actions are planned? T
„ Are the process owner and other stakeholders still supportive of the design? T
„ Has a formal cost-benefit analysis been performed? Was this analysis validated by the Finance Analyst? T

Process Design Coaching Guidelines_v1.0

 Validate Relevant Tools/Concepts:

• Test Requirements • Process Owner • Support Resource

• Pilot Test Plan • Stakeholder • Infrastructure
• Process Metric • Change Management Plot • Corrective Action Plan
• Data Sampling • CTQ • Implementation Plan
Objective of Phase: • PM System • Process Capability • Communication Plan
• PM Chart • Process Sigma • Design FMEA
To pilot the design, update as needed and prepare to launch the new design. • Process Controls • Vendor Performance • Cost Benefit Analysis

Gate 6: Prototype/Pilot

Generate Test Requirements

Main Objectives: To create a detailed plan that defines the test „ Do the Pilot Test Plan requirements include measurement criteria, data collection instructions and role assignments? T
requirements necessary to evaluate design performance under „ Is any special test equipment needed to conduct the pilot? T
realistic conditions. „ Has the Pilot Test Plan been formally communicated to all those involved? Does everyone understand their assignments? T
„ Are support resources available and sufficient to conduct the pilot? T

Run Pilot Test

Main Objectives: To test the design against test plan „ Will the pilot be conducted under conditions that are as realistic as possible? T
requirements. „ How long will the pilot take? T
„ Who will manage the various pilot activities day-to-day until completion? T
„ Are all affected organizations informed of the pilot and any potential disruptions of normal operations that may occur? T
„ Is the team prepared to react to unexpected events?

Analyze Results
Main Objectives: To evaluate pilot test results and identify any „ Was all necessary data gathered in accordance with the Pilot Test Plan? T
actions necessary to improve design performance. „ Were the pilot test results in accordance with requirements? If not, why? What corrective actions are necessary? T
„ Were there any unexpected events that occurred? If so, how might these affect the design? The implementation schedule? T
„ Has the Design FMEA been updated?
„ Has the cost-benefit analysis been confirmed? T

Gate 7: Pre-launch

Update Design
Main Objectives: To implement all actions necessary to raise „ Have all open actions from Tollgate 6 been successfully completed? T
design performance to the desired level. „ Have any remaining vendor-related issues been resolved? T
„ Have any remaining support resource and infrastructure issues been resolved? T
„ Have any remaining design cost or budget issues been resolved? T

Confirm Design meets Requirements

Main Objectives: To confirm the design meets customer
requirements (CTQs).
„ Has the updated design been retested under realistic conditions? T
„ Were the test results on the updated design satisfactory? Will the updated design deliver customer CTQs? T
„ Are the existing metrics and scorecards fully adequate to manage the new design and ensure CTQs are met? T
„ Do any process owner or stakeholder issues remain? Do the process owner and stakeholders remain supportive of the new design?
„ Do any other dependencies or obstacles to full design launch remain?

Plan Full Implementation

Main Objectives: To validate stakeholder support and confirm
that all supporting resources and infrastructure are sufficient for
full design launch.
„ Have the process owner and other stakeholders agreed to full design launch? T
„ Has the design team updated the PM System and PM Chart for use by the process owner and PM Team? T
„ Have any remaining change management issues been resolved?
„ Are all staffing, training, IT, facilities, and other support and infrastructure adequate to support full design launch? T
„ Is the approved budget sufficient to support ongoing operation of the new design? T

Process Design Coaching Guidelines_v1.0

 Operate Relevant Tools/Concepts:

• Launch Plan • PM System • Process Audit

• Communication Plan • PM Chart • Process Review
Deliverables of Phase: • Process Y • Procedures • Rewards & Recognition
• CTQ • Policies • Lessons Learned
To launch the design, hand over to the process owner and run the new process • Process Metric • Control Chart • Best Practice
• Process Owner • Process Capability • Continuous Improvement
following Process Management tools and principles. • Stakeholder • Process Sigma • Project Selection

Gate 8: Launch

Implement New Process Design

Main Objectives: To implement the new process design. „ Have the staff been fully trained on the new design? Do they all accept and understand their new responsibilities? T
„ Has the new design been placed into formal operation? T
„ Are the design metrics, scorecards, procedures and other components of the PM Chart being used to manage the design? T
„ Have rewards and recognition activities been instituted? T

Hand Over to Process Owner

Main Objectives: To turnover full control of the Process „ Has the process owner received the full PM System and PM Chart? T
Management (PM) System to the process owner. „ Does the process owner understand the PM System and their role in managing the new design? T
„ Is all necessary staff training complete? T
„ Are all necessary resources in place to support ongoing operation? T

Stabilize Design Elements

Main Objectives: To manage the new process design in „ Has a process review schedule been prepared and published? Have attendees been identified and informed? T
accordance with the PM System and stabilize design „ Have customer feedback mechanisms been instituted? What are these mechanisms? T
performance to ensure customer CTQs are satisfied. „ Have staff communication mechanisms been instituted? What are these mechanisms? T
„ Are design metrics and scorecard results provided to the process owner for input and discussion at each process review? T

Gate 9: Management

Follow New Process Design

Main Objectives: To manage the new process design on an „ Have the PM System and PM Chart been integrated into normal business practices? T
ongoing basis, conducting audits and reviews as scheduled. „ Are process reviews conducted on a regular basis? Are the right people attending? T
„ Are design metrics and scorecards communicating the right information? T
„ Are unexpected developments addressed in a timely manner and discussed at process reviews? T

Demonstrate Performance
Main Objectives: To validate ongoing performance using „ Are expected process sigmas still being attained? T
process design data gathered in accordance with the PM „ Does customer feedback indicate greater customer satisfaction? If not, why? What actions are necessary? T
System. „ Are design costs and benefits in accordance with expectations? T
„ Have there been any new and unexpected benefits identified? T

Maintain Continuous Improvement

Main Objectives: To continue to evaluate market conditions, „ Has superior performance been recognized and rewarded? T
competitor performance and customer needs in an effort to „ Have lessons learned and best practices been shared? T
maintain continuous improvement. „ Is market data and competitor information regularly reviewed for new customer needs and improvement opportunities? T
„ Are new design projects chartered to pursue continuous improvement opportunities? T
„ What new design improvements have been implemented? T

Process Design Coaching Guidelines_v1.0