Improve Phase Tollgate Template

Report

Lean Six
Sigma
Improve
Phase
Tollgate
Review
Lean Six Sigma
DMAIC Tools and Activities
 Review Project Charter
 Validate High-Level Value
Stream Map and Scope
Voice of the
Customer
& Voice of the Business
 Validate Problem Statement
and Goals
 Validate Financial Benefits
 Create Communication Plan
 Select and Launch Team
 Develop Project Schedule
 Complete Define Tollgate
 Validate
Define
 Project Charter
 Voice of the Customer
 Value Stream Map Flow
 Identify Key Input, Process
and Output Metrics
Operational
Definitions
 Develop Data Collection Plan
 Validate Measurement
System
 Collect Baseline Data
 Determine Process Capability
 Complete Measure Tollgate
 Develop
Measure
and
Kano Analysis
 SIPOC Map
 Project Valuation/ROIC
Analysis Tools
 RACI and Quad Charts
 Stakeholder Analysis
 Communication Plan
 Effective Meeting Tools
 Inquiry and Advocacy Skills
 Time Lines, Milestones,
and Gantt Charting
 Pareto Analysis
 Value Stream Mapping
 Process Cycle
Efficiency/Little’s Law
 Operational Definitions
 Data Collection Plan
 Statistical Sampling
 Measurement System
Analysis (MSA)
 Gage R&R
 Kappa Studies
 Control Charts
 Spaghetti Diagrams
 Histograms
 Normality Test
 Process Capability Analysis
 Identify Root Causes
 Reduce List of Potential
Root
Causes
 Confirm
Root Cause to
Output Relationship
 Estimate Impact of Root
Causes on Key Outputs
 Prioritize Root Causes
 Value-Add Analysis
 Takt Rate Analysis
 Quick Wins
 Statistical Analysis
 Complete Analyze Tollgate
Analyze
 Process
Constraint ID and
Takt Time Analysis
 Cause & Effect Analysis
 FMEA
 Hypothesis Tests/Conf.
Intervals
 Simple & Multiple Regression
 ANOVA
 Components of Variation
 Conquering Product and
Process Complexity
 Queuing Theory
 Develop Potential Solutions
 Evaluate, Select, and
Optimize Best Solutions
‘To-Be’ Value
Stream Map(s)
 Develop and Implement Pilot
Solution
 Implement 5s Program
 Develop Full Scale
Implementation Plan
 Cost/Benefit Analysis
 Benchmarking
 Complete Improve Tollgate
 Develop
 Develop
SOP’s, Training
Plan & Process Controls
 Implement Solution and
Ongoing Process
Measurements
 Confirm Attainment of Project
Goals
 Identify Project Replication
Opportunities
 Training
 Complete Control Tollgate
 Transition Project to Process
Owner
Improve
 Replenishment Pull/Kanban
 Stocking Strategy
 Process Flow Improvement
 Process Balancing
 Analytical Batch Sizing
 Total Productive Maintenance
 Design of Experiments (DOE)
 Solution Selection Matrix
 Piloting and Simulation
 Work Control System
 Setup reduction
 Pugh Matrix
 Pull System
Control
 Mistake-Proofing/
Zero Defects
Operating
Procedures (SOP’s)
 Process Control Plans
 Visual Process Control Tools
 MGPP
 Statistical Process Controls
(SPC)
 Solution Replication
 Visual Workplace
 Metrics
 Project Transition Model
 Team Feedback Session
 Standard
Kaizen Events Targeted in Measure to Accelerate Results
International Standards for Lean Six Sigma
2
Analyze Overview
Hypothesis Tests
Example: ANOVA
Example: ANOVA
Example: Chi Squared
Example: Pareto
Factor (x)
Tested
Value Add Analysis - Current State
p Value
Location
Part vs. No Part
Department
Region
Observations/Conclusion
0.030
Significant factor - 1 hour driving time from DC
to Baltimore office causes ticket cycle time to
generally be longer for the Baltimore site
0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Takt Tim e = 55
Task Time (seconds)
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Value-Add Analysis
 Effect

Root cause:
 Effect

Root cause:
 Effect
40
20
0
2
3
4
CVA Time
5
6
Task #
BVA Time
7
8
9
10
NVA Time
Tools Used
Root Cause / Effect
Root cause:
60
1
Describe any other observations about the root cause (x) data

80








Value Add Analysis
One-Way ANOVA
Two-Way ANOVA
Pareto Plots
Simple Linear Regression
Multiple Regression
Test for Equal Variance
Scatter Plots








C&E Matrix
Complexity
Cause & Effect Diagram
Kaizen/Quick Wins
FMEA
Control/Impact Chart
T-Test
Other
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
3
To-Be Process Map
Client
Mgr
Client HR
Notify HR of
employee exit date
Avg. Cycle
time = 0
days
Places information into HR
EXIT database
Utilize web tool to
submit a delete request
to vendor
Client
Contact
NT
Admin
Access database
daily
Avg. Cycle
time = 1
day
Create Work
Request
Email
Vendor
Avg. Cycle
time = 1
day
Delete account
Admin closes work request and
manager notified
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Admin
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
4
Quick Win Documentation
Template
Process Name: __________________
Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________
Process Area: ________________________ Stop Date: ______________
1.
2.
3.
4.
5.
6.
Root Cause: _________________________________________________
Obvious Solution: __________________________________________
Low or No Cost:
__________________________________________
 5s
 4-Step Setup Reduction
Low Risk:
________________________________________________
 Inventory Reduction
Implementation Plan: ______________________________________________
 MSA Improvements
Stakeholder (s) Approval: ___________________________________________
 Price reductions
 Reduced DOWNTIME
Benefits:
(NVA steps or work)
 __________________________________________________________
 Pull System
 __________________________________________________________
 Kaizen events
 Other
 __________________________________________________________
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
5
FMEA
Example
Document delay of
not
scheduled
Received delivery
User forgot to
update system
7
and send
document
3
Call user to escalate
issue
New RPN
New Detection #
New Occurance #
Current Control
New Severity #
Causes of
Failure
Target
Actual Date
Recommended
Completion Action
Action
Responsibility Date
Completed
Ima N. Charge,
Automate system
Program
settings for
Manager
7 147 missing field
9/30/2005 10/20/2005 7 1 1 7
values and auto
Joe Schmoe,
send
Process Mgr
RPN
Item/ Process Step
Potential Potential
Failure
Failure
Mode
Effects
Detection #

Occurrence #

Risk Analysis recommended actions (Key Speaking Points)
Rating Index
Total Current RPN Risk
Severity #

Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
6
Value Stream Map (VSM)
Future State
Information
Flow
Sources of Value
Supplier
Customer
<Step1>
<Step3>
<Step3>
1
2
1

?

?

?

?

?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
7
Business Impact


State financial impact of future project leverage opportunities
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
Annual Estimate
Type 1: ?
Type 2: ?
Type 3: ?
Replicated Estimate
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
1: ?
2: ?
3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
Type 1: ?
• Type 2: ?
• Type 3: ?
•
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
Revenue
Enhancement
•
•
•
Expenses
Reduction
• Type
• Type
• Type
Loss Reduction
•
Cost Avoidance
Total Savings
Type 1: ?
• Type 2: ?
• Type 3: ?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
8
Business Impact Details


Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.




Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.



Assumption #1 (i.e. source of data, clear Operational Definitions?)
Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Assumption #1 (i.e. Labor rate used, period of time, etc…)
Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)
Describe the Type 3 Business Impact(s) areas and how these were measured

Assumption #1 (i.e. project is driven by the Business strategy?)
 Assumption #2 (i.e. Customer service rating, employee moral, etc…)

Other Questions



Stakeholders agree on the project’s impact and how it will be measured in financial terms?
What steps were taken to ensure the integrity & accuracy of the data?
Has the project tracking worksheet been updated?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
9
Current Status

Key actions
completed
 Issues
 Lessons learned
 Communication,
team building,
organizational
activities
Lean Six Sigma Project Status and Planning
Deliverables/Tasks Completed last week
Upcoming Deliverables/Tasks - 2 weeks out
Comment
Due
Revised Due
For deliverables due thru:
Actions Scheduled for next 2 Weeks
Deliverable/Action
Who
Due
Revised Due
Commen
Current Issues and Risks
Who
Due
Revised Due
Recomm
Issue/Risk
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
10
Next Steps


Key actions
Planned Lean Six Sigma Tool use


Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
No.
Description/Recommendation
Status
Open/Closed/Hold
Last Revised:
Revised Due
Due Date
Resp Comments / Resolution
Date
1
2
3
4
5
6
7
8
9
10
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
11
Improve Summary
Vital X (root cause)
Proof of Causation
Practical Solution (process change
Operating
to address X)
Tolerances for X
Eliminate process - Place accountability n/a
on Client HR for information placed into
new database.
Client IT need to reverify
all exit data received from
Client HR
Average delay between
reception of information
from Client HR until it
reaches NT Admin or
general admin
E-mail vendor's contract
with Client
The SLA has a range of 35 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days
E-mail vendor's contract
with Client
The SLA has a range of 35 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days
Solution Selection Criteria
How the solution was determined:
• What was the solution selection tool used?
• What project management tools were used?
• Cost/benefit analysis?
• Include any other tools or methods used
Pilot and Implementation Plan
1.
2.
3.
4.
5.
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
12
Sign Off

I concur that the Improve phase was successfully completed on
MM/DD/YYYY
 I concur the project is ready to proceed to next phase: Analyze
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Enter Name Here
Sponsor / Process Owner
Financial Representative
Enter Name Here
Deployment Champion
Enter Name Here
Master Black Belt
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
13
Tollgate Reviews
Backup Slides
D
M
A
I
C
Project Charter
Financial Impact
Problem/Goal Statement
Problem: Describe problem in non-technical terms
 Statement should explain why project is important; why
working on it is a priority
Goal: Goals communicate “before” and “after” conditions

Shift mean, variance, or both?

Should impact cost, time, quality dimensions
 Express goals using SMART criteria

Specific, Measurable, Attainable, Resource
Requirements, Time Boundaries
 Explain leverage and strategic implications (if any)



Team
State financial impact of project
 Expenses
 Investments (inventory, capital, A/R)
 Revenues
Separate “hard” from “soft” dollars
State financial impact of leverage opportunities (future
projects)
Tollgate Review Schedule





PES Name
Project Executive Sponsor (if different from PS)
PS Name
Project Sponsor/Process Owner
DC Name
Deployment Champion
GB/BB Name
Green Belt/Black Belt
MBB Name
Master Black Belt
Core Team
Role
% Contrib.
LSS Training
 Team Member 1
SME
XX
YB
 Team Member 2 TM
XX
GB
 Team Member 3 SME
XX
PS
Extended Team
 Team Member 1 BFM
XX
Not Trained
 Team Member 2 IT
XX
Not Trained

Tollgate
Scheduled
Revised
Define:
XX/XX/XX
Measure:
XX/XX/XX
XX/XX/XX
Analyze:
XX/XX/XX
XX/XX/XX
Improve:
XX/XX/XX
XX/XX/XX
Control:
XX/XX/XX
XX/XX/XX
Review high-level schedule milestones here:
 Phase Completions
 Tollgate Reviews
Complete
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
15
Measure Overview
Process Capability






I -M R C h a r t o f D e l i v e r y T i m e
40
U C L= 3 7 . 7 0
I n d iv id u a l V a lu e

CTQ: ?
Unit (d) or Mean (c): ?
Defect (d) or St. Dev. (c): ?
PCE%: ?
DPMO (d): ?
Sigma (Short Term): ?
Sigma (Long Term):?
MSA Results: show the percentage result of the GR&R,
AR&R or other MSA carried out in the project
35
_
X= 2 9 .1 3
30
25
LC L= 2 0 . 5 6
20
1
28
55
82
109
136
163
190
217
244
O b s e r v a tio n
U C L= 1 0 . 5 3
10.0
M o v in g R a n g e

Graphical Analysis
7.5
5.0
__
M R = 3.22
2.5
0.0
LC L= 0
1
28
55
82
109
136
163
190
217
244
O b s e r v a tio n
Root Cause / Quick Win






Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Tools Used







Detailed process mapping
MSA
Value Stream Mapping
Data Collection Planning
Basic Statistics
Process Capability
Histograms







Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
16
Analyze
Tollgate Checklist

Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?
Deliverables:

Has the team analyzed data about the process and its performance to help stratify
the problem, understand reasons for variation in the process, and generate
hypothesis as to the root causes of the current process performance?
 Prioritized List of Validated Root
Causes

Has an evaluation been done to determine whether the problem can be solved
without a fundamental recreation of the process? Has the decision been confirmed
with the Project Sponsor?

Has the team investigated and validated (or devalidated) the root cause hypotheses
generated earlier, to gain confidence that the “vital few” root causes have been
uncovered?

Does the team understand why the problem (the Quality, Cycle Time or Cost
Efficiency issue identified in the Problem Statement) is being seen?

Has the team been able to identify any additional ‘Quick Wins’?

Have learnings to-date required modification of the Project Charter? If so, have
these changes been approved by the Project Sponsor and the Key Stakeholders?

Have any new risks to project success been identified, added to the Risk
Mitigation Plan, and a mitigation strategy put in place?
 List of Potential Root causes
 Additional “Quick Wins”, if
applicable
 Refined Charter, as necessary
 Updated Risk Mitigation Plan
 Deliverables Uploaded to Central
Storage Location or Deployment
Management System
Tollgate Review
Has the team identified the key factors (critical X’s) that have the biggest impact on
process performance? Have they validated the root causes?
International Standards for Lean Six Sigma
17
17
Improve
Tollgate Checklist














What techniques were used to generate ideas for potential solutions?
What narrowing and screening techniques were used to further develop and qualify
potential solutions?
What evaluation criteria were used to select a recommended solution?
Do proposed solutions address all the identified root causes, at least the most critical?
Were the solutions verified with the Project Sponsor and Stakeholders? Has an
approval been received to implement?
Was a pilot run to test the solution? What was learned? What modifications made?
Has the team seen evidence that the root causes of the initial problems have been
addressed during the pilot? What are the expected benefits?
Has the team considered potential problems and unintended consequences (FMEA) of
the solution and developed preventive and contingency actions to address them?
Has the proposed solution been documented, including process participants, job
descriptions and if applicable, their estimated time commitment to support the process?
Has the team developed an implementation plan? What is the status?
Have changes been communicated to all the appropriate people?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's’ to-date required modification of the Project Charter? If so, have these
changes been approved by the Project Sponsor and the Key Stakeholders?
Have any new risks to project success been identified and added to the Risk Mitigation
Plan?
Deliverables:
 Prioritized List of Solutions
 “To-Be” Value Stream Map(s)
 Pilot Plan & Results
 Approved Solution and
Detailed Implementation Plan
 Additional “Quick Wins”, if
applicable
 Refined Charter, as necessary
 Updated Risk Mitigation Plan
 Deliverables Uploaded to
Central Storage Location or
Deployment Management
System
Tollgate Review
Has the team developed improvement solutions for the critical X’s, piloted the solution
and verified that the solution will solve the problem?
International Standards for Lean Six Sigma
18
Control
Tollgate Checklist











Has the team prepared all the essential documentation for the improved process,
including revised/new Standard Operating Procedures (SOP’s), a training plan and a
process control system?
Has the necessary training for process owners/operators been performed?
Have the right measures been selected, and documented as part of the Process
Control System, to monitor performance of the process and the continued
effectiveness of the solution? Has the metrics briefing plan/schedule been
documented? Who owns the measures? Has the Process Owner’s job description
been updated to reflect the new responsibilities? What happens if minimum
performance is not achieved?
Has the solution been effectively implemented? Has the team compiled results data
confirming that the solution has achieved the goals defined in the Project Charter?
Has the Benefits Realization Schedule been verified by the Financial Representative?
Has the process been transitioned to the Process Owner, to take over responsibility
for managing continuing operations? Do they concur with the control plan?
Has a final Storyboard documenting the project work been developed?
Has the team forwarded other issues/opportunities, which were not able to be
addressed, to senior management?
Have “lessons learned” been captured?
Have replication opportunities been identified and communicated?
Has the hard work and successful efforts of our team been celebrated?
Deliverables:
 SOP’s
 Training Plan
 Process Control System
 Benefits Realization Schedule,
validated by Financial
Representative
 Validated Solution
 Replication/ Standardization Plan
 Lessons Learned
 Transitioned Project
 Project Risk Performance
 Deliverables Uploaded to
Central Storage Location or
Deployment Management
System
Tollgate Review
Has the team implemented the solution, and a control plan to insure the process is
robust to change?
International Standards for Lean Six Sigma
19
Lean Six Sigma
DMAIC Improvement Process
Define

Define the opportunity from both the customer
and business perspective
Measure
Understand the baseline process
performance


Analyze
Identify the critical X factors
and root causes impacting
process performance
Improve

Develop solutions
linked to critical x’s
Control

Implement
solutions &
control plan
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
20
Evaluating Solutions
Against Criteria (Optional)
Example: Independent Solutions
Solutions
Solution A
% Contribution of Root Cause to Process Deficiency
250
100%
Root Cause #1
40%
200
80%
150
60%
100
40%
50
20%
0
0%
Root Cause #2
25%
Root Cause #3
20%
Root Cause #4
10%
80%
Solution B
20%
Solution C
30%
80%
100%
Solution D
Solution E
20%
5%
#1
#2
#3
#4
Root Causes
Solution A = a 32% reduction in defects (80% of 40%)
Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%)
Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%)
Implementing Solutions A & B achieve a 53% reduction in defects.
(Assumes no interaction effects of the solutions)
Original goal is a 50% reduction.
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
21
Design of Experiments
(DOE) Results (Optional)
M a i n E f f e c ts P l o t ( d a ta m e a ns ) f o r M e a n
T rain in g D o llars
60
Je t s
45
Mean of Mean
30
15
0
-1
1
-1
1
E m p lo y e e s
60
% O v e rb o o k e d
45
30
15
0
-1
1
-1
1
The number of Employees is the biggest
driver for Mean Time Late
P a r e to C h a r t o f th e S ta n d a r d i z e d E f f e c ts
( r e s p o n s e is M e a n , A lp h a = .0 5 )
2 .6
C
BD
D
Te rm
CD
A
AB
Pareto Chart for
Mean Time Late
B
AC
0
50
100
150
200
S t a n d a r d iz e d Ef f e c t
250
N am e
A
T ra in in g D o lla rs
B
J e ts
C
E m p lo y e e s
D
% O v e rb o o k e d

P
0.000
0.573
0.676
0.000
0.088
0.591
0.788
0.619
0.591
0.066
0.359
Employee is the only statistically significant factor for
Mean besides the constant term. All other main effects
& 2-way interactions have a p-value > 0.05.
Ymean=f(x) equation is:
Ymean = -27.97(Employee) + 29.64
BC
AD
F a cto r
Fractional Factorial Fit: Response = Mean
Estimated Effects and Coefficients for Mean (coded units)
Term
Effect
Coef
SE Coef
T
Constant
29.64
0.08610 344.22
Training
0.10
0.05
0.08610
0.60
Jets
-0.08
-0.04
0.08610
-0.44
Employee
-55.93
-27.97
0.08610 -324.81
% Overbo
0.36
0.18
0.08610
2.11
Training*Jets
-0.10
-0.05
0.08610
-0.57
Training*Employee
0.05
0.02
0.08610
0.28
Training*% Overbo
0.09
0.05
0.08610
0.53
Jets*Employee
0.10
0.05
0.08610
0.57
Jets*% Overbo
-0.40
-0.20
0.08610
-2.34
Employee*% Overbo
0.17
0.09
0.08610
1.01
300
350
Number of Employees is the only significant
factor for Mean - Time Late
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
22
Pugh (Selection) Matrix
(Optional)
Pugh Matrix
Importance Rating
Benchmark Option
Alternative 1
Alternative 2
Alternative 3
Alternative 4
Alternative 5
Solution Alternatives
Criteria 1
4
+
S
+
+
-
-
Criteria 2
2
S
-
S
+
+
+
Criteria 3
3
-
+
-
+
S
S
Criteria 4
2
+
S
+
+
-
+
Criteria 5
5
S
-
S
S
+
S
Criteria 6
6
-
-
-
-
-
-
Criteria 7
10
+
+
+
+
+
+
Criteria 8
8
S
S
S
S
S
S
Criteria 9
5
-
-
-
-
-
-
Criteria 10
6
+
+
-
+
+
+
Concept Selection Legend
Better
+
Same
S
Worse
-
Key Criteria
Sum of Positives
4
3
3
6
4
4
Sum of Negatives
3
4
4
2
4
3
Sum of Sames
3
3
3
2
2
3
Weighted Sum of Positives
22
19
16
27
23
20
Weighted Sum of Negatives
14
18
20
11
17
15
8
1
-4
16
6
5
Totals
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
23
Benefit-Effort Matrix
(Optional)
Benefit
Highly Desirable Opportunities
Projects in upper left are the most
desirable projects.
High
16
7
1
8
12
Potentially Desirable Opportunities
Projects in the upper right are potentially
desirable, but usually require more
analysis to ensure good decision making.
3
Med
4
17
13
9
10
Low
6
14
11
5
Low
15
Med
2
High
“Potential Quick Hits”
Possibility for Kaizen event or small GB
project
Least Desirable Opportunities
Projects in the lower right are the least
desirable.
Effort
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
24
Stakeholder Analysis
(Optional)
Stakeholder Analysis
4
3
3
2
2
1
1
1
Strongly
Against
Moderately
Against
Neutral
1
0
Moderately
Supportive
Strongly
Supportive
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
25
Influence Strategy
(Optional)
Influence Strategy
Stakeholder
Issues/Concerns
Identify "Wins"
Influence Strategy
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
26
Measurement Systems
Analysis (MSA) (Optional)
Reported by :
Gage
Tolerance:
name:
Date
Misc:
of study :
Gage R&R

Measurement system is
acceptable with the Total
% Contribution <10%
Response by Part
% Contribution
Percent
% Study Var
10.00
9.75
50
9.50
0
Gage R&R
Repeat
Reprod
1
Part-to-Part
2
3
R Chart by Operator
1
2
3
0.10
5
6
7
8
9
10
Response by Operator
UCL=0.1073
10.00
9.75
_
R=0.0417
0.05
4
Part
9.50
0.00
LCL=0
1
2
Operator
Xbar Chart by Operator
1
10.00
9.75
2
3
Operator * Part Interaction
3
UCL=9.8422
__
X=9.7996
LCL=9.7569
Operator
10.00
Average
Number of Distinct Categories = 7
Components of Variation
100
Sample Range
Study Var %Study Var
Source
StdDev (SD) (6 * SD)
(%SV)
Total Gage R&R .039870 0.23922
19.22
Repeatability
0.023594 0.14156
11.38
Reproducibility 0.032140 0.19284
15.50
Operator
0.018488 0.11093
8.91
Operator*Part 0.026290 0.15774
12.68
Part-To-Part
0.203531 1.22118
98.13
Total Variation
0.207399 1.24439 100.00
Gage R&R (ANOVA) for Response
Sample Mean
%Contribution
Source
VarComp (of VarComp)
Total Gage R&R 0.0015896
3.70
Repeatability
0.0005567
1.29
Reproducibility 0.0010330
2.40
Operator
0.0003418
0.79
Operator*Part 0.0006912
1.61
Part-To-Part
0.0414247
96.30
Total Variation
0.0430143
100.00
9.50
1
2
9.75
3
9.50
1
2
3
4
5 6
Part
7
8
9
10
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
27
Pull System
(Optional)
1. Always pull stock from bin with GREEN card if it
is there.
2. Store/supply room replaces stocked items and
switches RED card to items just replaced.
3. The cards are attached to magnetic strip labels
(for ease of movement for resizing).
Bin 1
Order Cards
Bin1Bin
1 2 Bin 1 Bin 2 Bin 1 Bin 2
Bin
2-Bin
Mailbox
Bin
Bin 1
1 Bin
Bin 2
2
Bin
1
Bin
2
Bin
1
B
in
2
Bin
1
Bin
2
Bin 1Bin 2
Bin 1
Bin 1 Bin 2 Bin 1
Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
28
Setup Reduction
(Optional)
Setup Documentation Worksheet
MACHINE:
DOCUMENTOR:
DATE:
PAGE 1 OF 1
SEQ #
START
TIME
1
0
2
ELAPSED
TIME
INT
Shut down machine
:30
:30
0:30
Get change parts
3:00
3
3:30
Remove change parts from machine
3:30
3:30
4
7:00
Place new change parts on machine
3:30
3:30
5
10:30
Return change parts to storage
3:00
6
13:30
Load material onto machine
1:00
1:00
7
14:30
Generate test piece
:30
:30
8
15:00
Measure and inspect
2:00
2:00
9
17:00
Adjust dies
1:00
1:00
10
18:00
Generate test piece
:30
:30
11
18:30
Measure and inspect
1:30
1:30
12
20:00
Generate first good piece
1:00
1:00
EVENT
TOTAL TIME THIS PAGE:
21:00
TOTAL TIME ALL PAGES:
21:00
EXT
3:00
3:00
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
29
PDCA
(Optional)

Plan:
 ?
 ?
 Do:
 ?
 ?
 Check:
 ?
 ?
 Act:
 ?
 ?
?
Plan
?
Do
?
Check
?
Act
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
30
5s
(Optional)
Sort
 ?
 ?
Set Order
 ?
 ?
Shine
 ?
 ?
Standardize
 ?
 ?
Sustain
 ?
 ?
5s FORM
IDENTIFICATION
ITEM NAME
TAG NUMBER
TAGGED BY
TAG DATE
CLASSIFICATION
o RAW MATERIAL
o
TOOLS
o
FURNITURE
o WIP
o
SUPPLIES
o
OFFICE MATERIAL
o
o
EQUIPMENT
o
BOOKS/MAGAZINES
FINISHED GOOD
QUANTITY
o
OTHER (EXPLAIN)
CELL / AREA
REASON
o UNNECESSARY
o
LEFTOVER MATERIAL
o DEFECTIVE
o
UNKNOWN
o NON-URGENT
o
OTHER (EXPLAIN)
DISPOSITION REQUIRED
o DISCARD
o
TRANSFER
o
o
LONG-TERM STORAGE
o
OTHER (EXPLAIN)
IN-CELL STORAGE
o REDUCE
ACTION TAKEN
ACTION DESCRIPTION
APPROVED BY
DATE
NEW LOCATION
NEW CELL / AREA
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
31
Kaizen
(Optional)
Monday

Typical Kaizen Weekly Schedule
Tuesday
Wednesday
8AM
Mid-Week Review
Measure
Typical Kaizen Weekly ScheduleWeekly Calendar
Status
Thursday
Finalize
Pre-Event
Prep
10AM
Implement
Improvements
Future State Des
(Present State
Analysis)
Perform Process
Participant Training
Implement
Improvements
XX/XX Pre-work
12PM
Lunch
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
Lunch
Finalize Future State
Complete Training
on Std Work
Tweak Design
Final Presentation
Analyze
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
Friday
Future State Des
Lunch
Lunch
Lunch and
Celebration
4. Set Meeting Rooms, Food, Develop Team Tool Box
Kaizen Kickoff
XX/XX Monday
2PM
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
Lean/Kaizen Training
Analyze
Specialized Training
Idea Effort/Impact
3. Review Project Scope, Goals (SMART), Deliverables with Team
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
Perform Process
Participant Training
Idea Prioritization
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
Future State Design
4PM
Tweak Design
Measure
XX/XX Tuesday
Create and
Implement Standard
Work
Implement
Improvements
Brainstorm Ideas
Measure Future
State
Calculate Actual
Benefits
(Present State
Analysis)
1. Complete Present State Analysis Using All Appropriate Data
Process Part Design
Review
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
6PM
3. Create Future State Analysis and Action Plan
Create Final
Presentation
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
Step 1
XX/XX Wednesday
1. Complete Action Plan
Time
2. Train Process Participants in New Process
Activity
1-1
3. Fine-tune New Process and Take After Digital Pics
Step 2
Step 3
Time
Time
Activity
2-1
Activity
3-1
Time
Time
Time
Activity
1-2
Activity
2-2
Step 4
Time
Activity
4-1
Step 5
Time
Activity
5-1
Step 6
Time
Activity
6-1
4. Retime and Compare to Goals, Objectives
XX/XX Thursday
1. Run New Process and Assess Effectiveness
2. Calculate Improvements in Cycle Time, WIP, Cost Savings, Etc.
3. Complete New Takt Time Cycle Time Bar Chart and Create 30 Day Follow-up List
4. Complete New Standard Operating Procedure
5. Prepare Presentation, Assign Presenters
XX/XX Friday
1. Practice Presentation
2. Present to Senior Staff 2A. Set 30 Day Follow-up
3. Celebration Luncheon and or event
2B. Create Final Report & Monitor Results
Time
Time
Time
Activity
4-2
Activity
5-2
Activity
6-2
Time
Time
Time
Time
Time
Activity
1-3
Activity
2-3
Activity
4-3
Activity
5-3
Time
Time
Time
Time
Activity
1-4
Activity
2-4
Activity
4-4
Time
Time
Time
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
32
Benchmark Analysis
(Optional)
CTQ
Process
Capability
(X/Y)
Benchmark
Gap /
Opportunity
Source
Assumptions
Risks
Based on the information above, what is the performance objective*?
• Reduce defects by
%
• Reduce long-term DPMO from
to
.
• Improve short-term Z from
to
.
*If you do not benchmark, performance standards are based on:
• For a process with  3 sigma level, decrease % defects by 10x.
• For a process with > 3 sigma level, decrease % defects by 2x.
• Other….please explain (corporate mandate, compliance/legal, VOC data, etc)
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
33
e
ntim
4.0
Enter Key Slide Take Away (Key Point) Here
ic
Pr
e
r
de
Re
rL
la
tio
ea
ns
d
Ti
hi
m
p
Ne
e
M
w
an
Pr
ag
od
em
uc
en
tD
t
ev
el
op
m
Br
en
an
Pr
t
od
d
Im
uc
ag
tO
e
ffe
rin
Pr
g
ox
Br
im
ea
ity
dt
h
to
Cu
st
om
er
Sp
ec
i
CTQ Importance
al
O
%
De
liv
Co
er
y
m
pl
et
e
W
O
rd
ar
er
ra
nt
y
Re
tu
In
rn
ve
s
nt
or
y
Tu
Co
rn
s
rre
ct
In
vo
ic
e
O
Key Buying Factor Analysis
(Optional)
Company
Comp 1
International Standards for Lean Six Sigma
Comp 2
Comp 3
10.0
9.0
8.0
7.0
6.0
5.0
34
Pilot Plan
(Optional)
Pilot Test
Hand-Chek/
Hot-Chek
Interface
Test
Description
•
•
•
•
Check-in
Verification
Test
•
•
•
•
•
Check-in
Validation
Test
•
•
•
Sample Check-in Data entered in Hand-Chek device
Sample Data Sets Transmitted to Hot-Chek System –
All Hotel Floors, All Hotel Rooms
Confirmation Data Received from Hot-Chek to HandChek Device – All Hotel Floors &Rooms
•
Sample Guest Data Entered in Hot-Chek System
(variety of room requirements)
“Guests” (Hotel Employees) Walked Through Check-in
Process (90% Pre-Registered, 10% Non-PreRegistered)
Volume Stress Test – Simulated Arrival 20 Guests in a
“Tour Bus”
Process Measurements recorded via Observer (see
Design Scorecard); “Guest” Observations Recorded.
•
25 Guests invited to experience hotel check-in
Guests “pre-registered” with their room requirements
in Hot-Chek system.
Guests Walked Through Check-in Process (90% PreRegistered, 10% Non-Pre-Registered)
Process Measurements recorded via Observer (see
Design Scorecard)
Guests Debriefed Following Experience.
•
•
•
•
•
•
•
•
•
Success Criteria
Test Team
Schedule
Data Set Entry Accuracy <
3.4 DPMO
Data Time < 6 Sec
Data Transmission/
Accuracy < 3.4 DPMO
SB, plus HotChek tech rep
Start 3/1
Complete 3/3
Data Set Entry Accuracy <
3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy < 3.4
DPMO
Design Scorecard CCRs
SB, + 6
Check-in Staff
Start 3/6
Complete 3/7
Data Set Entry Accuracy <
3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy < 3.4
DPMO
Design Scorecard CCRs
SB, + 6
Check-in Staff
Start 3/10
Complete
3/10
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
35
Verify Pilot Results
(Optional)
Measurement Plan:
Plan
Target
Measure
Pilot
x
CTQs
Process time
1 minute
0.5 min.
CTQs
Data Transmission
Accuracy
< 3.4 DPMO
100 DPMO
Pilot Observations:
s
Comments
0.05 min.
1) Data Reception Weak – 12th Floor, SW Rooms
2) Data Entry Sequence Confusing
GAP Analysis/Root Causes:
1) Insufficient radio transceivers, 12th Floor
2) Order of questions confusing staff
Follow-up Actions:
1) Add four more radio transceivers
2) Resequence guest questions
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
36
Summarizing Pilot
Conclusions (Optional)

Once all the pilot data has been collected and the results verified, the team can
determine the next steps toward solution implementation. Only after an objective and
comprehensive assessment of the pilot can responsible “next step” decisions be
made.

Some questions a team should ask upon the completion of a pilot to help guide them
toward identification of the proper next steps are:

Did pilot have anticipated results?

Was the plan for conducting the pilot effective?

What improvements can we make to the solution?

Can the solution be implemented “as-is”? Should it be?

Can the solution remain in place at the pilot location?

What lessons learned and best practices can we apply during solution
implementation?

Did the solution achieve the required design goals?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
37
Kaizen
Action Workout (Optional)
Planning
Execution
Before

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?
Graphical Analysis
Root Causes / Quick Wins

Root cause:
 Quick

Root cause:
 Quick

Win #1
Win #2
Root cause:
 Quick
After

?

?

?

?

?

?

?

?

?

?
Win #3
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
38
Technical-Political-Cultural
TPC Analysis (Optional)
Technical-Political-Cultural (TPC) Analysis
Sources Of Resistance
Definition Causes Of Resistance
Rating
Examples
Technical
Political
Cultural
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
39
Multi-Generational Project
Plan (Optional)
MGPP
Gen1
Gen2
Gen3
Target Date
Vision
Key
Functionality
Technology
Requirements
Target
Customers
Metrics
Dependencies
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
40
Cost/Benefit Analysis
(Optional)



Identify the various solution options
Describe the Type 1 solution $ gained from the expected process
improvement
Calculate the total cost of ownership to fully implement the solution
Cost/Benefit Analysis
Financial Benefits:
First 12 months after
Budget Increase
Implementation
Expense Reduction
Loss Avoidance
Other
Total Benefits
Financial Cost:
Labor
Pre-Implementation &
Technology
first 12 months after
Materials
Other
Total Cost
Cost/Benefit
Solution A
Solution B
Solution C
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
41

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