Lean Six Sigma Tools

Lean Six Sigma

Lean Six Sigma is a philosophy of management that seeks to reduce waste and control variation. As we seek to implement Lean Six Sigma at Baker College, we want to reduce waste and control variation as appropriate not only in our business processes, but in our Lean Six Sigma work as well.  Therefore, the College is seeking to provide consistent training and documentation at each step.  The materials provided on this page are the most current version of any documents that have been developed and standardized for our Lean Six Sigma efforts.  Please start your work on this page, accessing the most current version of any documents available.  If specific documents are needed and not available, please contact a Lean Six Sigma Greenbelt. The following individuals are Lean Six Sigma Greenbelts:

  • Peni Aldrich, System Director, Human Services
  • Denise Bannan, PhD, System Vice President of Academics
  • Karen Bratus, DDS, Chief Academic Officer, Allen Park
  • Deanna Burt, PhD, Vice President for Academics, Muskegon
  • Susan Cathcart, PhD, Vice President of Academics, Auburn Hills
  • Jeffrey Chapko, System Director, CIS and Technology
  • Dana Clark, PhD, System Director of Human Resources
  • James Cummins, President and Chief Executive Officer, Baker College System
  • Bart Daig, PhD, Chief Executive Officer, Graduate Studies & Online
  • Carol Dowsett, EdD, Vice President of Academics, Owosso
  • Jufauri Ely, Director of Radiology Technician Program, Clinton Township
  • Nancy Foster, Instructional Effectiveness Specialist, Cadillac
  • Cindy Gansen, System Director, Business Administration
  • Randy Hill, Chief Academic Officer, Cadillac
  • Elizabeth Hopkins, Dean of General Education, Auburn Hills
  • Candace Johnson, PhD, Vice President for Academics, Flint
  • Iris Lane, EdD, Chief Academic Officer, Port Huron
  • Jill Langen, PhD, Vice President for Academics, Graduate Studies & Online
  • Lesa Louch, PhD, System Director, Academic Improvement Center
  • Ami McBride, Vice President for Finance, Cadillac
  • Gerald McCarty, II, Vice President for Student Services/Director of Financial Aid, Flint
  • Beth Nuccio, Career Services Director, Auburn Hills
  • Barbara Stallcup, System Director, Academic Improvement Center
  • Maureen Steen, PhD, System Assistant Director, General Education & Developmental Education
  • Julia Teahen, DBA, President, Baker College Online
  • Laura Treanor, EdD, Vice President for Academics, Clinton Township
  • Mike Tyler, PhD, System Associate Vice President, Institutional Effectiveness
  • Sandra Valensky, PhD, System Director, General Education & Developmental Education
  • Jim VanLandeghem, Systems Administrator IT, EI Manager
  • Louise Wang-Weldon, Esq Dean, Business and Technology, Port Huron

For more information about AQIP at Baker College, contact:

Mike Tyler, PhD
AQIP Liaison
Phone: (810) 766-4329
E-mail: aqip@baker.edu


Understanding More About Lean Six Sigma

Understanding More About DMAIC

Project Charter Documents

This spreadsheet includes:

  • Project Proposal Form
  • Charter Template
  • Define Gate Review
  • Measure Gate Review
  • Analyze Gate Review
  • Improve Gate Review
  • Control Gate Review
  • Closure Form


SIPOC (Suppliers, Inputs, Process, Outputs, Customers)

SIPOC is a visual tool for documenting a high-level picture of a business process from beginning to end. This process is useful for focusing a discussion and helping team members agree upon a common language.


The “voice of the customer” is the term used to describe the stated and unstated needs or requirements of the customer. The voice of the customer can be captured in a variety of ways: Direct discussion or interviews, surveys, focus groups, customer specifications, observation, warranty data, field reports, complaint logs, etc.


A CTQ tree (critical-to-quality trees) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer.


Process Map

Process mapping provides a detailed look at the inputs and outputs of every step in a process and classifies each as critical, noise, standard operating procedure or controllable. The key to using this tool is controlling inputs and monitoring outputs. Detailed process mapping also helps document decision points within a process.

Value Stream Map

A value stream map is a tool for depiction of all of the elements of a process. This tool 
maps all the steps required to produce a product or service and identifies opportunities 
for improvement. 


When a team approach is used for problem solving, it usually generates many ideas as to the problem’s root cause. The Fishbone diagram visually displays the many potential causes for a specific problem or effect, and immediately sorts ideas into useful categories. 

5 Whys

The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. 


A procedure that helps to identify possible failure modes of a process or product and then to determine the effect the failure has on the required function of the product or process. The FMEA is also used to rank and prioritize the possible causes of failures as well as develop and implement preventative actions.


The lean six sigma pocket toolbook: A quick reference guide to nearly 100 tools for improving process quality, speed, and complexity. Michael L George c2005 McGraw-Hill, c2005.

Performance Innovation LLC e-learning Portal 8/14/2013 http://pi.qualitycampus.com

The Baker College System