The Control Phase represents the final and arguably most critical stage of the DMAIC (Define, Measure, Analyze, Improve, Control) methodology in Lean Six Sigma. While many organizations celebrate early wins during the Improve phase, the true measure of success lies in sustaining those improvements over time. This is where long term performance reports become indispensable tools for maintaining process excellence and ensuring that hard-won gains do not erode due to neglect or organizational drift.
Understanding the Importance of Long Term Performance Reports
Long term performance reports serve as the organizational memory and accountability mechanism for process improvements. Without proper documentation and ongoing monitoring, even the most successful improvement initiatives can gradually deteriorate, returning processes to their previous inefficient states. These reports provide visibility into whether improvements are holding, identify early warning signs of process degradation, and create a historical record that informs future improvement efforts. You might also enjoy reading about Reward and Recognition: Celebrating Team Success in the Lean Six Sigma Control Phase.
The primary objective of creating long term performance reports is to establish a systematic approach to monitoring key process indicators over extended periods. Unlike short term project reports that focus on immediate results, long term reports track performance across months and years, revealing patterns and trends that would otherwise remain hidden in day-to-day operations. You might also enjoy reading about Control Phase: Creating Performance Dashboards That Drive Continuous Improvement.
Key Components of Effective Long Term Performance Reports
Critical Metrics and Key Performance Indicators
The foundation of any effective long term performance report rests on selecting the right metrics to track. These should directly relate to the critical-to-quality (CTQ) characteristics identified during the Define phase of your Six Sigma project. For a manufacturing process, this might include defect rates, cycle times, or yield percentages. In service industries, metrics could encompass customer satisfaction scores, processing times, or error rates.
Consider a call center that implemented improvements to reduce average handle time (AHT) while maintaining customer satisfaction. The long term performance report would track both metrics simultaneously to ensure that speed improvements do not compromise service quality.
Baseline Comparison and Target Performance
Every long term performance report must include baseline measurements captured before improvements were implemented. This context allows stakeholders to understand the magnitude of improvement and provides perspective when evaluating current performance. Additionally, clearly defined target performance levels help quickly identify when processes drift outside acceptable boundaries.
Trend Analysis and Statistical Control
Incorporating statistical process control (SPC) charts into long term reports transforms raw data into actionable intelligence. Control charts, run charts, and capability analyses reveal whether variation in the process is due to common causes (inherent to the process) or special causes (assignable to specific events or conditions requiring intervention).
Building Your Long Term Performance Report: A Practical Example
Let us examine a practical example from a healthcare setting where a hospital implemented a Six Sigma project to reduce patient wait times in the emergency department.
Sample Project Context
The emergency department identified excessive patient wait times as a critical issue affecting patient satisfaction and clinical outcomes. After implementing improvements including staff reallocation, streamlined triage protocols, and enhanced communication systems, the team needed to ensure these gains persisted over time.
Sample Data Structure
The long term performance report tracked the following metrics on a monthly basis:
- Average wait time from arrival to initial assessment (minutes)
- Percentage of patients seen within 30 minutes
- Patient satisfaction scores related to wait times
- Volume of patients processed per month
Sample Data Set (First 12 Months Post-Implementation)
Month 1: Average wait time: 22 minutes, 85% seen within 30 minutes, Satisfaction: 4.2/5.0, Volume: 1,247 patients
Month 2: Average wait time: 24 minutes, 83% seen within 30 minutes, Satisfaction: 4.1/5.0, Volume: 1,198 patients
Month 3: Average wait time: 21 minutes, 87% seen within 30 minutes, Satisfaction: 4.3/5.0, Volume: 1,312 patients
Month 4: Average wait time: 23 minutes, 84% seen within 30 minutes, Satisfaction: 4.2/5.0, Volume: 1,276 patients
Month 5: Average wait time: 25 minutes, 81% seen within 30 minutes, Satisfaction: 4.0/5.0, Volume: 1,289 patients
Month 6: Average wait time: 27 minutes, 78% seen within 30 minutes, Satisfaction: 3.9/5.0, Volume: 1,334 patients
This sample data reveals a concerning trend: after the initial success, performance began degrading around months 5 and 6. This is precisely the type of insight that long term performance reports are designed to capture, enabling timely intervention before the process returns to pre-improvement levels.
Analyzing the Data
In this example, the baseline average wait time before improvements was 45 minutes, with only 52% of patients seen within 30 minutes. The target set during the Control phase was to maintain an average wait time under 25 minutes with at least 80% of patients seen within the 30-minute threshold.
The degradation observed in months 5 and 6 triggered a review of process adherence. Investigation revealed that as staff became more comfortable with the new protocols, some shortcuts were being taken, and the standardized triage process was not being followed consistently during peak hours. This discovery led to refresher training and reinforcement of standard operating procedures, preventing further deterioration.
Best Practices for Creating Long Term Performance Reports
Establish Clear Reporting Frequency and Ownership
Determine an appropriate reporting frequency based on your process characteristics. High-volume, fast-moving processes may require weekly or daily monitoring, while slower processes might be adequately tracked monthly or quarterly. Assign clear ownership for report creation, review, and action to ensure accountability.
Automate Data Collection Where Possible
Manual data collection is prone to errors and often unsustainable over long periods. Leverage existing systems, databases, and software tools to automate data gathering. This reduces burden on staff and improves data reliability and consistency.
Include Context and Narrative
Numbers alone rarely tell the complete story. Effective long term performance reports include narrative sections that explain anomalies, describe interventions taken, note external factors affecting performance, and provide interpretation of trends. This context proves invaluable when reviewing historical performance or conducting future improvement initiatives.
Design for Multiple Audiences
Different stakeholders require different levels of detail. Executive leadership may need high-level summaries focusing on strategic metrics and overall trends, while process owners and front-line supervisors need detailed data enabling operational decisions. Consider creating tiered reports or customizable dashboards that serve multiple audience needs.
Incorporate Response Plans
The most effective long term performance reports include predefined response plans that specify actions to take when metrics fall outside acceptable ranges. These might include escalation procedures, root cause analysis protocols, or corrective action templates. Having these plans documented ensures consistent, timely responses to performance issues.
Common Pitfalls to Avoid
Many organizations struggle with long term performance reporting due to several common mistakes. Tracking too many metrics dilutes focus and makes reports unwieldy and difficult to act upon. Conversely, tracking too few metrics can create blind spots where important performance dimensions go unmonitored.
Another frequent error involves treating report creation as purely a compliance exercise rather than a value-adding management tool. When reports become checkbox activities disconnected from decision making, they lose effectiveness and eventually fall into disuse.
Finally, organizations sometimes fail to update their performance reports as processes evolve. What was relevant at project completion may become less important over time as business priorities shift or new improvement opportunities emerge. Regular review and refinement of your reporting framework keeps it aligned with organizational needs.
Leveraging Technology for Enhanced Reporting
Modern business intelligence and data visualization tools have revolutionized long term performance reporting. Platforms like Tableau, Power BI, and specialized Six Sigma software enable interactive dashboards that stakeholders can explore according to their specific needs. These tools facilitate drill-down analysis, real-time updates, and mobile access to performance data.
However, technology should serve the reporting strategy, not drive it. Begin by defining what information stakeholders need and how they will use it, then select tools that best support those requirements.
The Path Forward: Sustaining Excellence Through Diligent Monitoring
Creating effective long term performance reports represents more than technical exercise; it reflects organizational commitment to sustained excellence. These reports transform temporary improvements into permanent capabilities, ensuring that the considerable investment in Six Sigma projects generates lasting value.
By establishing robust monitoring systems during the Control phase, organizations create the foundation for continuous improvement culture where data-driven decision making becomes the norm rather than the exception. The discipline of regular performance review, trend analysis, and proactive intervention separates organizations that achieve lasting transformation from those that experience only temporary gains.
Enrol in Lean Six Sigma Training Today
Understanding how to create and leverage long term performance reports is just one component of the comprehensive skill set that Lean Six Sigma practitioners develop. Whether you are looking to lead improvement projects in your organization or enhance your professional credentials, formal Lean Six Sigma training provides the methodologies, tools, and frameworks necessary for driving meaningful change.
Professional certification programs offer structured learning pathways from Yellow Belt through Black Belt levels, each building progressively sophisticated capabilities in process improvement, statistical analysis, and change management. The knowledge you gain extends far beyond individual projects, equipping you with a systematic approach to problem solving applicable across industries and functional areas.
Do not let your organization’s improvement efforts fade into obscurity due to inadequate monitoring and control. Take the first step toward becoming a certified improvement professional who can design, implement, and sustain transformational changes. Enrol in Lean Six Sigma training today and join thousands of professionals who have elevated their careers while delivering substantial value to their organizations. Your journey toward operational excellence begins with the decision to invest in your development. Make that decision today.
