lean six sigma improve phase tollgate review. lean six sigma dmaic tools and activities review...
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Lean Six Sigma Improve Phase Tollgate Review Improve
Phase
Lean Six Sigma DMAIC Tools and
Activities Review Project Charter Validate High-Level Value
Stream Map and Scope Validate 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
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
Develop Potential Solutions Evaluate, Select, and
Optimize Best Solutions Develop ‘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 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
Project Charter Voice of the Customer 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
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
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
Mistake-Proofing/Zero Defects
Standard 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
Value Stream Map Flow Identify Key Input, Process
and Output Metrics Develop Operational
Definitions Develop Data Collection Plan Validate Measurement
System Collect Baseline Data Determine Process Capability Complete Measure Tollgate
Define Measure
Analyze
Improve
Control
2International Standards for Lean Six Sigma
Kaizen Events Targeted in Measure to Accelerate Results
Analyze Overview
Value Add Analysis - Current State
0
20
40
60
80
1 2 3 4 5 6 7 8 9 10Task #
Task T
ime (
seco
nd
s)
CVA Time BVA Time NVA Time
Takt Time = 55
Root cause:Effect
Root cause:Effect
Root cause:Effect
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
Hypothesis Test (ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Factor (x) Tested
p Value Observations/Conclusion
Example: ANOVA Location 0.030Significant factor - 1 hour driving time from DC to Baltimore office causes ticket cycle time to generally be longer for the Baltimore site
Example: ANOVA Part vs. No Part 0.004Significant factor - on average, calls requiring parts have double the cycle time (22 vs 43 hours)
Example: Chi Squared Department 0.000Significant factor - Department 4 has digitized addition of customer info to ticket and less human intervention, resulting in fewer errors
Example: Pareto Region n/aSouth region accounted for 59% of the defects due to their manual process and distance from the parts warehouse
Describe any other observations about the root cause (x) data
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Hypothesis Tests Value-Add Analysis
Tools UsedRoot Cause / Effect
To-Be Process Map
Places information into HR EXIT database
Utilize web tool to submit a delete request
to vendor
Access database daily
Delete account
Create Work Request
Avg. Cycletime = 0
days
Avg. Cycletime = 1
day
Avg. Cycletime = 1
day
Avg. Cycletime = 1
day
Avg. Cycletime = 1
day
Client Contact
Client HR
Admin
Client Mgr
NT Admin
Email Vendor
Admin closes work request and manager notified
Notify HR of employee exit date
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4
Quick Win Documentation Template
1. Root Cause: _________________________________________________2. Obvious Solution: __________________________________________3. Low or No Cost: __________________________________________4. Low Risk:
________________________________________________5. Implementation Plan: ______________________________________________6. Stakeholder (s) Approval: ___________________________________________
Process Name: __________________ Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________
Process Area: ________________________ Stop Date: ______________
Benefits: __________________________________________________________ __________________________________________________________ __________________________________________________________
5s 4-Step Setup Reduction Inventory Reduction MSA Improvements Price reductions Reduced DOWNTIME
(NVA steps or work) Pull System Kaizen events Other
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5
Item/ Process Step
Potential Failure Mode
Potential Failure Effects Se
verit
y #
Causes of Failure O
ccur
renc
e #
Current Control Dete
ctio
n #
RPN Recommended
Action Responsibility
Target Completion Date
Actual Date Action Completed Ne
w S
ever
ity #
New
Occ
uran
ce #
New
Det
ectio
n #
New
RPN
ExampleDocument not Received
delay of scheduled delivery
7
User forgot to update system and send document
3Call user to escalate issue
7 147
Automate system settings for missing field values and auto send
Ima N. Charge, Program Manager
Joe Schmoe, Process Mgr
9/30/2005 10/20/2005 7 1 1 7
FMEA
Risk Analysis recommended actions (Key Speaking Points) Rating Index Total Current RPN Risk
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Value Stream Map (VSM)Future State
<Step1> <Step3> <Step3>
Information Flow
CustomerSupplier
1 2 1
Sources of Value ? ? ? ? ?
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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 Replicated Estimate
Revenue Enhancement
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Expenses Reduction
• Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Loss Reduction • Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Cost Avoidance • Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
Total Savings • Type 1: ?• Type 2: ?• Type 3: ?
• Type 1: ?• Type 2: ?• Type 3: ?
8International Standards for Lean Six Sigma
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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. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
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. 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?
9International Standards for Lean Six Sigma
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Current Status
Key actions completed
Issues Lessons learned Communication,
team building, organizational activities
W/E:
Due Revised Due
For deliverables due thru:
Deliverable/Action Who Due Revised Due Comments/Resolution Need Help
Issue/Risk Who Due Revised Due Recommended Action Need Help
Lean Six Sigma Project Status and Planning
Upcoming Deliverables/Tasks - 2 weeks out Comments
Deliverables/Tasks Completed last week Comments
Actions Scheduled for next 2 Weeks
Current Issues and Risks
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Next Steps
Key actions Planned Lean Six Sigma Tool use
Last Revised:
No. Description/RecommendationStatus
Open/Closed/HoldDue Date
Revised Due Date
Resp Comments / Resolution
12345678910
Lean Six Sigma Project Issue Log
Questions to answer Barrier/risk mitigation activities
11International Standards for Lean Six Sigma
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Vital X (root cause) Proof of CausationPractical Solution (process change
to address X)Operating
Tolerances for XClient 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
Eliminate process - Place accountability on Client HR for information placed into new database.
n/a
E-mail vendor's contract with Client
The SLA has a range of 3-5 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 3-5 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
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
1. ?
2. ?
3. ?
4. ?
5. ?
Improve Summary
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Solution Selection Criteria Pilot and Implementation Plan
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 Deployment Champion
Enter Name Here Financial Representative
Enter Name Here Green Belt/Black Belt
Enter Name Here Master Black Belt
Enter Name Here Sponsor / Process Owner
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Tollgate ReviewsBackup Slides
Go Forward
Wait - Go Back
Halt - HoldD
M
A
I
C
Project Charter
Problem: Describe problem in non-technical terms Statement should explain why project is important; why
working on it is a priorityGoal: 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)
Problem/Goal Statement
Tollgate Review Schedule
Financial Impact
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)
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 BeltCore Team Role % Contrib. LSS Training Team Member 1 SME XX YB Team Member 2 TM XX GB Team Member 3 SME XX PSExtended Team Team Member 1 BFM XX Not Trained Team Member 2 IT XX Not Trained
Review high-level schedule milestones here: Phase Completions Tollgate Reviews
Tollgate Scheduled Revised CompleteDefine: XX/XX/XX - XX/XX/XXMeasure: XX/XX/XX XX/XX/XX XX/XX/XXAnalyze: XX/XX/XX XX/XX/XX XX/XX/XXImprove: XX/XX/XX XX/XX/XX XX/XX/XXControl: XX/XX/XX XX/XX/XX XX/XX/XX
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Measure Overview
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
Root cause: Quick Win #1
Root cause: Quick Win #2
Root cause: Quick Win #3
Observation
Indiv
idual Valu
e
2442171901631361098255281
40
35
30
25
20
_X=29.13
UCL=37.70
LCL=20.56
Observation
Movin
g R
ange
2442171901631361098255281
10.0
7.5
5.0
2.5
0.0
__MR=3.22
UCL=10.53
LCL=0
I-MR Chart of Delivery Time
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
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16
Process Capability Graphical Analysis
Tools UsedRoot Cause / Quick Win
17
AnalyzeTollgate Checklist
Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could contribute to the problem statement?
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?
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?
Tollgate ReviewTollgate Review
Stop
Deliverables: List of Potential Root causes
Prioritized List of Validated 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
Has the team identified the key factors (critical X’s) that have the biggest impact on process performance? Have they validated the root causes?
17International Standards for Lean Six Sigma
ImproveTollgate Checklist
Tollgate ReviewTollgate Review
Stop
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
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?
Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?
18International Standards for Lean Six Sigma
ControlTollgate 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?
Tollgate ReviewTollgate Review
Stop
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
Has the team implemented the solution, and a control plan to insure the process is robust to change?
19International Standards for Lean Six Sigma
Welcome
and Introduction
s20
Lean Six Sigma DMAIC Improvement Process
Tollgate Review
Tollgate Review
Stop
Define
Measure
Analyze
Improve
Control
Tollgate Review
Tollgate Review
Stop
Tollgate Review
Tollgate Review
Stop
Tollgate Review
Tollgate Review
Stop
Define the opportunity from both the customer and business perspective
Understand the baseline process performance
Identify the critical X factors and root causes impacting process performance
Develop solutions linked to critical x’s
Implement solutions & control plan
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250
200
150
100
50
0
100%
80%
60%
40%
20%
0%
Root Causes
#1 #2 #3 #4
Evaluating Solutions Against Criteria (Optional)
Example: Independent Solutions
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.
Solutions% Contribution of Root Cause to Process Deficiency
Root Cause #140%
Root Cause #225%
Root Cause #320%
Root Cause #410%
Solution A 80%
Solution B 20% 80%
Solution C 30% 100%
Solution D
Solution E 20% 5%
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Term
Standardized Effect
AC
B
AD
AB
BC
A
CD
D
BD
C
350300250200150100500
2.6Factor
%Overbooked
NameA Training DollarsB JetsC EmployeesD
Pareto Chart of the Standardized Effects(response is Mean, Alpha = .05)
Design of Experiments (DOE) Results (Optional)
The number of Employees is the biggest driver for Mean Time Late
Mean o
f M
ean
1-1
60
45
30
15
01-1
1-1
60
45
30
15
01-1
Training Dollars Jets
Employees %Overbooked
Main Effects Plot (data means) for Mean
Number of Employees is the only significant factor for Mean - Time Late
Pareto Chart for Mean Time Late
Fractional Factorial Fit: Response = MeanEstimated Effects and Coefficients for Mean (coded units)Term Effect Coef SE Coef T PConstant 29.64 0.08610 344.22 0.000Training 0.10 0.05 0.08610 0.60 0.573Jets -0.08 -0.04 0.08610 -0.44 0.676Employee -55.93 -27.97 0.08610 -324.81 0.000% Overbo 0.36 0.18 0.08610 2.11 0.088Training*Jets -0.10 -0.05 0.08610 -0.57 0.591Training*Employee 0.05 0.02 0.08610 0.28 0.788Training*% Overbo 0.09 0.05 0.08610 0.53 0.619Jets*Employee 0.10 0.05 0.08610 0.57 0.591Jets*% Overbo -0.40 -0.20 0.08610 -2.34 0.066Employee*% Overbo 0.17 0.09 0.08610 1.01 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
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Key Criteria
Imp
ort
an
ce
Ra
tin
g
Be
nc
hm
ark
Op
tio
n
Alt
ern
ati
ve
1
Alt
ern
ati
ve
2
Alt
ern
ati
ve
3
Alt
ern
ati
ve
4
Alt
ern
ati
ve
5
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 + + - + + +
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
Totals 8 1 -4 16 6 5
Pugh MatrixSolution Alternatives
Concept Selection LegendBetter +Same SWorse -
Pugh (Selection) Matrix(Optional)
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Benefit-Effort Matrix(Optional)
Effort
Benefit
HighLow Med
Hig
hL
ow
Me
d
HighLow Med
Hig
hL
ow
Me
d
13
6
15
1 8
3
12
9
4
7
17
14211
5
10
16
Highly Desirable OpportunitiesProjects in upper left are the most desirable projects.
Potentially Desirable OpportunitiesProjects in the upper right are potentially desirable, but usually require more analysis to ensure good decision making.
“Potential Quick Hits”Possibility for Kaizen event or small GB project
Least Desirable OpportunitiesProjects in the lower right are the least desirable.
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Stakeholder Analysis
1 1 1
2
3
0
1
2
3
4
StronglyAgainst
ModeratelyAgainst
Neutral ModeratelySupportive
StronglySupportive
Stakeholder Analysis(Optional)
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Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
Influence Strategy
Influence Strategy(Optional)
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Measurement Systems Analysis (MSA) (Optional)
Measurement system is acceptable with the Total % Contribution <10%
Per
cent
Part-to-PartReprodRepeatGage R&R
100
50
0
% Contribution
% Study Var
Sam
ple
Ran
ge
0.10
0.05
0.00
_R=0.0417
UCL=0.1073
LCL=0
1 2 3Sa
mpl
e M
ean
10.00
9.75
9.50
__X=9.7996
UCL=9.8422
LCL=9.7569
1 2 3
Part10987654321
10.00
9.75
9.50
Operator321
10.00
9.75
9.50
Part
Ave
rage
10 9 8 7 6 5 4 3 2 1
10.00
9.75
9.50
Operator
12
3
Gage name:Date of study:
Reported by:Tolerance:Misc:
Components of Variation
R Chart by Operator
Xbar Chart by Operator
Response by Part
Response by Operator
Operator * Part Interaction
Gage R&R (ANOVA) for ResponseGage R&R %ContributionSource 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 1.61Part-To-Part 0.0414247 96.30Total Variation 0.0430143 100.00 Study Var %Study VarSource 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 12.68Part-To-Part 0.203531 1.22118 98.13Total Variation 0.207399 1.24439 100.00
Number of Distinct Categories = 7
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Bin 1 Bin 2
Pull System(Optional)
Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2
Bin 1 Bin 1 Bin 2 Bin 1
Bin 2
Bin 1 Bin 2 Bin 1 Bin 2Bin 1 Bin 2Bin 1Bin 2Bin 1Bin 2
Bin 1 Bin 2Bin 1Bin 1
2-Bin MailboxOrder Cards
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 1Bin 1
Bin 2
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Setup Reduction(Optional)
Setup Documentation WorksheetMACHINE: DOCUMENTOR:
DATE: PAGE 1 OF 1
SEQ #START TIME
EVENTELAPSED
TIMEINT EXT
1 0 Shut down machine :30 :30
2 0:30 Get change parts 3:00 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 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
TOTAL TIME THIS PAGE: 21:00TOTAL TIME ALL PAGES: 21:00
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PDCA(Optional)
Plan: ? ?
Do: ? ?
Check: ? ?
Act: ? ?
?
?
?
?
Plan
Do
Check
Act
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30
5s(Optional)
Sort ? ?Set Order ? ?Shine ? ?Standardize ? ?Sustain ? ?
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINESQUANTITY CELL / AREA
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
5s FORM
ACTION TAKEN
IDENTIFICATION
CLASSIFICATION
REASON
DISPOSITION REQUIRED
International Standards for Lean Six Sigma
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31
Kaizen(Optional)
Typical Kaizen Weekly ScheduleWeekly Calendar StatusXX/XX Pre-work
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
4. Set Meeting Rooms, Food, Develop Team Tool Box
XX/XX Monday
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
3. Review Project Scope, Goals (SMART), Deliverables with Team
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
XX/XX Tuesday
1. Complete Present State Analysis Using All Appropriate Data
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
3. Create Future State Analysis and Action Plan
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
XX/XX Wednesday
1. Complete Action Plan
2. Train Process Participants in New Process
3. Fine-tune New Process and Take After Digital Pics
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 2B. Create Final Report & Monitor Results3. Celebration Luncheon and or event
Typical Kaizen Weekly ScheduleFinalize
Pre-Event Prep
Implement Improvements
Perform Process Participant Training
Tweak Design
Implement Improvements
Perform Process Participant Training
Tweak Design
Finalize Future State
Complete Training on Std Work
8AMMonday Tuesday Wednesday Thursday Friday
12PM
4PM
6PM
10AM
2PM
Kaizen Kickoff
Lean/Kaizen Training
Specialized Training
Measure
(Present State Analysis)
Measure
(Present State Analysis)
Analyze
Lunch Lunch
Analyze
Brainstorm Ideas
Idea Effort/Impact
Idea Prioritization
Future State Design
Mid-Week Review
Process Part Design Review
Future State Des
Future State Des
Implement Improvements
Lunch Lunch Lunch and
Celebration
Final Presentation
Create and Implement Standard
Work
Measure Future State
Calculate Actual Benefits
Create Final Presentation
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International Standards for Lean Six Sigma
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Benchmark Analysis(Optional)
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)
CTQProcess
Capability (X/Y)
BenchmarkGap /
OpportunitySource Assumptions Risks
International Standards for Lean Six Sigma
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Key Buying Factor Analysis(Optional)
4.0
5.0
6.0
7.0
8.0
9.0
10.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0CTQ Importance Company Comp 1 Comp 2 Comp 3CTQ Importance Company Comp 1 Comp 2 Comp 3
International Standards for Lean Six Sigma
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Pilot Plan(Optional)
Hand-Chek/ Hot-Chek Interface 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 Hand-Chek Device – All Hotel Floors &Rooms
• Data Set Entry Accuracy < 3.4 DPMO
• Data Time < 6 Sec • Data Transmission/
Accuracy < 3.4 DPMO
SB, plus Hot-Chek tech rep
Start 3/1Complete 3/3
Check-in Verification Test
• 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-Pre-Registered)
• Volume Stress Test – Simulated Arrival 20 Guests in a “Tour Bus”
• Process Measurements recorded via Observer (see Design Scorecard); “Guest” Observations Recorded.
• 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 3/6Complete 3/7
Check-in Validation Test
• 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%
Pre-Registered, 10% Non-Pre-Registered)• Process Measurements recorded via Observer
(see Design Scorecard)• Guests Debriefed Following Experience.
• 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 3/10Complete 3/10
ScheduleTest TeamSuccess CriteriaDescriptionPilot Test
International Standards for Lean Six Sigma
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Verify Pilot Results(Optional)
Pilot Observations: 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
Measurement Plan:
MeasurePilot
sPlan
Target xCTQsProcess time
CTQsData TransmissionAccuracy
1 minute
< 3.4 DPMO
0.5 min.
100 DPMO
0.05 min.
Comments
International Standards for Lean Six Sigma
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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?
International Standards for Lean Six Sigma
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37
KaizenAction Workout (Optional)
Planning Execution Before
Graphical Analysis AfterRoot Causes / Quick Wins
Root cause:Quick Win #1
Root cause:Quick Win #2
Root cause:Quick Win #3
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International Standards for Lean Six Sigma
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Technical-Political-CulturalTPC Analysis (Optional)
Sources Of Resistance Definition Causes Of Resistance Rating Examples
Technical-Political-Cultural (TPC) Analysis
Technical
Political
Cultural
International Standards for Lean Six Sigma
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Multi-Generational Project Plan (Optional)
Gen1 Gen2 Gen3Target Date
Key Functionality
Technology Requirements
Target Customers
MGPP
Metrics
Dependencies
Vision
International Standards for Lean Six Sigma
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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
Financial Benefits: Solution A Solution B Solution C
Budget Increase $0.00 $0.00 $0.00
Expense Reduction $0.00 $0.00 $0.00
Loss Avoidance $0.00 $0.00 $0.00
Other $0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Financial Cost: $0.00 $0.00 $0.00
Labor $0.00 $0.00 $0.00
Technology $0.00 $0.00 $0.00
Materials $0.00 $0.00 $0.00
Other $0.00 $0.00 $0.00
$0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Total CostCost/ Benefit
Pre-Implementation & first 12 months after
Cost/Benefit Analysis
First 12 months after Implementation
Total Benefits
International Standards for Lean Six Sigma
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