Transforming Is/Is-Not Analysis into

Multi-Benefit Tool
With a structure to identify geography, service or product, process, and the main project
metric, the is/is-not analysis can be one of the most useful tools to sharpen the
definition and scope of a Six Sigma project. (Table 1) It also has benefits for other
DMAIC (Define, Measure, Analyze, Improve, Control) phases.
Specifically, the is/is-not analysis:
Creates a geographically searchable project problem statement
Describes what the project will and will not address
Identifies internal and external benchmarking opportunities
Identifies potential control groups for better research methods
Identifies project replication opportunities
Identifies balanced metrics
Protects against scope creep
Differentiates between core and extended team
Maintains team focus throughout all phases of DMAIC
Provides direction from/to external stakeholders
Table 1: Is/Is Not Analysis
Is Is Not Is Not Uses
Geographic





External benchmarking



Internal benchmarking and
replication opportunities
Service or
Product








Control groups and
replication opportunities
Process

Process boundaries and
replication opportunities













The column headed Is Not Uses reminds the project team of the benefits and uses of this
analysis.
The is/is-not analysis should be completed during or immediately after project selection.
This analysis validates the project and creates a specific project problem statement. Think
of the analysis as a view from space that quickly zooms directly down to the continent,
country, city, street and finally to the individual person walking the street. The parallel is
to zoom from the company, division, plant, product, process and metric to ensure that the
project is scoped correctly and is searchable.
Geographic
To begin, identify the company in the first row of the Is column. Then list the companys
competitors in the corresponding Is Not column. As shown in the Is Not Uses column,
these competitors represent potential external benchmarking opportunities. In the Is
column of the second row, if appropriate, list the division or country. Place other
divisions or countries in the Is Not portion. These represent potential internal
benchmarking opportunities for analysis and potential replication opportunities. Continue
zooming in geographically until the specific plant, city or department that the project
Metric Balanced metrics
applies to is reached. Do not allow team members to default to others as an answer to
the Is Not side of the analysis. They will regret this lack of rigor in the Analyze phase.
The tables below illustrate a service or transactional example and a production or
manufacturing example.
Table 2: Service or Transactional
Is Is Not Is Not Uses
Geographic
LED company

Home division

Stone, AZ call center

Customer Service
department
PH, MBI

Corporate or
education

Panama, Jersey
City

Escalation team
Benchmark

Benchmark, replication,
share lessons learned
Service or
Product
Computer

Desktop

Series D
Mid-range,
mainframe

Laptop,
workstation,
printer

Series B or C
Potential replication and
control groups
Process Greeting to closure
Phone routing
system, audit
Prior processes
following processes
Metric
Decrease number of repeat
calls (50 +/- 9% to 10 +/-
5%)
Call time,
satisfaction Index
Balanced metrics and
unintentional benefits

Table 3: Production or Manufacturing
Is Is Not Is Not Uses
Geographic
TELZO company

Auto division

Newark, OH plant

Heat Treat department
Ford, GM,
Toyota, Nissan

Chemical,
electronic

Lexington, KY

Machining,
assembly
Benchmark

Benchmark, replication,
share lessons learned


Service or
Product
Gears

Carriage

80 lb.
Rack, pinions,
axles

Truck, auto

60 lb., 40 lb.
Potential replication and
control groups
Process
Line 4 ovens (4),
transfer, deburr, grind,
inspection
Line 1-3 grinding,
shipping
Prior processesfollowing
processes
Metric
Increase rolled
throughput yield (70%-
90%)
Cycle time,
dimensional
indices
Balanced metrics and
unintentional benefits
Service or Product
In the first row of the service or product section, enter the service category or product
family. In the subsequent rows narrow the focus until a specific service or product is
identified. This activity represents a significant opportunity to reduce scope. However,
often there is reluctance to do this because of prior direction (large scope) or a directive
to achieve a certain amount of dollar savings.
There are several ways to address these issues. If the project has been mandated with a
large scope, then a conversation with the Sponsor and other stakeholders may be in order
ti explain how replication or multi-generational projects can help achieve the mandatory
dollar savings. Another approach is to present the need to conduct good research using
control groups to more appropriately identify or validate project improvements which
offer dollar savings. If the project team is tackling its first project then the case for not
overwhelming the team must be made. The team is learning a new methodology
(DMAIC), new tools (and methods) and new team dynamics.
Often, these explanations for reduced scope are sufficient to ease concerns and
simultaneously to exceed dollar goals. It helps that most teams consistently undervalue
the potential savings of their projects by two or three times the final achieved savings (i.e.,
additional benefits discovered, quick improvements, unexpected replication
opportunities).
Process
This section includes as many rows as needed to drill down from the high-level process
to the appropriate sub-process to be improved. At the very least, this section should
identify the first and last steps of that sub-process. To clearly differentiate what is not
within the projects scope, the Is Not portion should identify the steps that immediately
precede and follow the steps to be addressed. This naturally creates a boundary from
which core and extended team members can be identified. Prior processes can be thought
of as suppliers of raw materials, data and information, human resources and finances. The
after process steps indicate potential extended team members for both internal and
external customers.
Metric
This section should only include the main project metric. A baseline and goal should be
included. Often, a challenge at this point is to identify the amount of variation present and
the goal for reducing it. The Is Not side includes potentially balanced metrics that are
invaluable during the Control phase and should be further defined and documented in the
Measure phase with a rigorous data management plan.
Better Project Problem Statement, Increased Success
A searchable problem statement is revealed by looking at the Is side of the finished
analysis from the bottom-up. Start at the bottom of the Is side and work up through
metric, process, product and geography. For the production or manufacturing example,
the result is:
Increase rolled throughput yield from 70 to 90 percent for the oven-to-inspection
process steps of Line 4 for the 80-pound carriage gears manufactured in the heat treat
department at the Newark, Ohio, plant of the Auto Division of TELZO Company.
Training and facilitating this method in class with teams and/or project leaders requires
only a short explanation, usually provided while they are filling in the form on flip chart
paper with big markers so all can see and share. Alternatively, this analysis can be
completed as part of the project selection process to gain clarity around a potential project.
The is/is-not analysis is a wonderful way to narrow the scope of projects, increase
chances for success, accelerate projects and realize benefits sooner.