improve phase lean six sigma tollgate template
DESCRIPTION
TRANSCRIPT
Improve
Lean Six Sigma Group
Lean Six Sigma Improve Phase Tollgate Review
Improve
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
DefineMeasur
eAnalyz
eImprov
eContro
l
2International Standards for Lean Six Sigma (ISLSS)
Kaizen Events Targeted in Measure to Accelerate Results
Lean Six Sigma Online Training Video by Gemba Academy
Improve
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
Enter Key Slide Take Away (Key Point) Here
3
Solution Selection Criteria Pilot and Implementation Plan
International Standards for Lean Six Sigma (ISLSS)
The Toyota Way to Lean Leadership Video by Lean Leadership Institute
ImproveTo-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
Enter Key Slide Take Away (Key Point) Here
4International Standards for Lean Six Sigma (ISLSS)
Lab Collection Workflow Swimlane Video Example by HealthITWorkforce
Improve
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: ______________________
Benefit(s): _________________________________________ _________________________________________ _________________________________________
Enter Key Slide Take Away (Key Point) Here
5International Standards for Lean Six Sigma (ISLSS)
Add Visual ExampleBefore
Add Visual ExampleAfter
Examples Where Used 5s 4-Step Setup Reduction Inventory Reduction MSA Improvements Price reductions Reduced DOWNTIME
(NVA steps or work) Pull System Kaizen events
Lean Improvement Walk Training Video by FastCap
Improve
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 Risk Priority Number (RPN) Risk
Enter Key Slide Take Away (Key Point) Here
6International Standards for Lean Six Sigma (ISLSS)
Failure Mode and Effects Analysis Training Video by leansixsigmasource
Improve
Value Stream Map (VSM)Future State
<Step1> <Step3> <Step3>
Information Flow
CustomerSupplier
1 2 1
Sources of Value ? ? ? ? ?
Enter Key Slide Take Away (Key Point) Here
7International Standards for Lean Six Sigma (ISLSS)
Future State Value Stream Map Training Video by educatevirtually
ImproveBusiness 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: ?
8
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
Excel Annual Cost Calculator Training Video by Contextures Inc.
ImproveBusiness Impact Details
Type 1: Describe the chain of causality that shows how you determined the Direct Cash Flow. Tell the story with cause & effect relationships, on how the proposed change should create the desired financial result ($) in your project.
Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Labor Efficiency savings. Tell the story with cause & effect relationships on how the change should create the desired financial result ($).
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 (i.e. Cost/Risk Avoidance) 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?
9
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
Direct vs, Indirect Cost Training Video – by Andromedia Productions
ImproveCurrent Status
Key actions completed
Issues Lessons learned Communications,
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
Deliverables/Tasks Completed last week Comments
Actions Scheduled for next 2 Weeks
Current Issues and Risks
Lean Six Sigma Project Status and Planning
Upcoming Deliverables/Tasks - 2 weeks out Comments
10
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
A3 Thinking and Problem Solving Training Video by tpyzdek
ImproveNext Steps
Key actions? Planned Lean Six Sigma
Tools/Activities to be used?
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? Kaizen or Quick Win Opportunities?
11
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
How to Deliver a Great Presentation Video by projectmanagervideos
ImproveSign 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: Control
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
12
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
Gaining Stakeholder Buy-in Video by Five Star Development
Improve
Lean Six Sigma Group
Lean Six Sigma Tollgate Review Backup Slides
International Standards for Lean Six Sigma (ISLSS)
ImproveProject 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
Scope: In-Scope/Out-of-Scope (Process Start/Stop
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, replication opportunities, project iterations)
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
Enter Key Slide Take Away (Key Point) Here
14International Standards for Lean Six Sigma (ISLSS)
Project Charter Video by Rita Mulcahy
ImproveMeasure 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
Individual Value
2442171901631361098255281
40
35
30
25
20
_X=29.13
UCL=37.70
LCL=20.56
Observation
Moving 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
Enter Key Slide Take Away (Key Point) Here
15
Process Capability Graphical Analysis
Tools UsedRoot Cause / Quick Win
International Standards for Lean Six Sigma (ISLSS)
Minimum Sample Size for Robust T-Tests and ANOVA Video by SigmaXL
ImproveAnalyze 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
Enter Key Slide Take Away (Key Point) Here
16
Hypothesis Tests Value-Add Analysis
Tools UsedRoot Cause / Effect
International Standards for Lean Six Sigma (ISLSS)
DiscoverSim Case Study by SigmaXL
Improve
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?
17International Standards for Lean Six Sigma (ISLSS)
Improve Phase Success Criteria Training Video by educatevirtually
Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?
Improve
18
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
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
The Harada Method Video by Norman Bodek
Improve
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 (ISLSS)
Control Phase Success Criteria Training Video by educatevirtually
Improve
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%
Enter Key Slide Take Away (Key Point) Here
20International Standards for Lean Six Sigma (ISLSS)
Solution Selection Training Video by Camille Corum
Improve
FMEA Guidelines(Optional)
Enter Key Slide Take Away (Key Point) Here
21International Standards for Lean Six Sigma (ISLSS)
Examples of FMEA and RPN Training Video by Simplilearn
The recommended scales for Severity, Occurrence, and Detection
Improve
Sample Value Stream Mapping Symbols (Optional)
Machining C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Process Box
Data Box
IQueue/
Inventory
1
Personnel
Flow(Information)
Electronic Information
Sign Off Point
Push Systems
Truck Shipment
Quotes
Supplier/Customer
Flow(Physical)
Physical Pull
ProjectBurst
SupermarketReplenishment
KanbanStation
PaperKanban
ElectronicData
System F I F OFIFO Lane
PhysicalTransport
“Go See”Monitoring
Enter Key Slide Take Away (Key Point) Here
22International Standards for Lean Six Sigma (ISLSS)
Value Stream Map Icons Training Video by UttanaOnline
Improve
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
Enter Key Slide Take Away (Key Point) Here
23International Standards for Lean Six Sigma (ISLSS)
Design of Experiments (DOE) Intro Training Video by Gemba Academy
Improve
Key Criteria
Imp
orta
nc
e R
ati
ng
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)
Enter Key Slide Take Away (Key Point) Here
24International Standards for Lean Six Sigma (ISLSS)
Pugh Matrix Training Video by 6ixsigmaorg
Improve
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.
Enter Key Slide Take Away (Key Point) Here
25International Standards for Lean Six Sigma (ISLSS)
Ranking Your Projects Using Bubble Chart Pro™ Video by DataMachines
Improve
Stakeholder Analysis
1 1 1
2
3
0
1
2
3
4
StronglyAgainst
ModeratelyAgainst
Neutral ModeratelySupportive
StronglySupportive
Stakeholder Analysis(Optional)
Enter Key Slide Take Away (Key Point) Here
26International Standards for Lean Six Sigma (ISLSS)
Stakeholder Analysis Training Video by the University of Louisville
Improve
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
Influence Strategy
Influence Strategy(Optional)
Enter Key Slide Take Away (Key Point) Here
27International Standards for Lean Six Sigma (ISLSS)
Influencer Training Video by Al Switzler From VitalSmarts Speakers
Improve
Measurement Systems Analysis (MSA) (Optional)
Measurement system is unacceptable with the System Effectiveness Score < 80%
Enter Key Slide Take Away (Key Point) Here
28International Standards for Lean Six Sigma (ISLSS)
Measurement Systems Analysis Training Video by Advance Innovation Group
The Between Appraiser Agreement and All Appraisers vs. Standard Agreement are also known as “System Effectiveness Scores”, with > 95% considered very good, 90-95% acceptable, 80 to < 90 % marginal, and < 80 % unacceptable.
Clearly this measurement system needs to be improved, but we should not be quick to judge Appraiser C.
The confidence intervals are quite wide and overlap. It is a good practice to “blame the process not the people”. Look for unclear or confusing operational definitions, inadequate training, operator distractions or poor lighting. Consider the use of pictures to clearly define a defect. Use Attribute MSA as a way to “put your stake in the ground” and track the effectiveness of improvements to the measurement system.
Improve
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
Enter Key Slide Take Away (Key Point) Here
29International Standards for Lean Six Sigma (ISLSS)
Pull Systems and Kanban Training Video by GBMP1
Improve
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
Enter Key Slide Take Away (Key Point) Here
30International Standards for Lean Six Sigma (ISLSS)
Quick Changeover & SMED Training Video by Gemba Academy
Improve
PDCA(Optional)
Plan: ? ?
Do: ? ?
Check: ? ?
Act: ? ?
?
?
?
?
Plan
Do
Check
Act
Enter Key Slide Take Away (Key Point) Here
31International Standards for Lean Six Sigma (ISLSS)
The PDSA Cycle Training Video by LMSOS
Improve
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
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32International Standards for Lean Six Sigma (ISLSS)
5S Factory Makeover Video by 5S Supply
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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
Step 1
Time
Activity 1-1
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Activity 1-2
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Activity 1-3
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Activity1-4
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Step 2
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Activity 2-2
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Activity 2-3
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Activity 2-4
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Activity 3-1
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Activity 4-1
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Activity 4-2
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Activity 4-3
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Activity 4-4
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Step 5
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Activity 5-1
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Activity 5-2
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Activity 5-3
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Activity 6-2
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Activity 1-3
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Activity1-4
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Activity1-4
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Activity 2-4
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Step 3
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Activity 3-1
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Step 4
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Activity 4-1
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Activity 4-2
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Activity 4-3
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Activity 4-4
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Step 4
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Activity 4-1
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Activity 4-2
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Activity 4-3
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Activity 5-1
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Step 6
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Activity 6-1
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Activity 6-2
Time
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33International Standards for Lean Six Sigma (ISLSS)
Kaizen Events Training Video by Steven Bonacorsi and George Trachilis
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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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34International Standards for Lean Six Sigma (ISLSS)
Kamishibai / TPM Audit System Training Video by Gemba Academy
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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
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35International Standards for Lean Six Sigma (ISLSS)
How to Cut Non-Value Added Activity Training Video by i-nexus
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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) Re-sequence 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
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36International Standards for Lean Six Sigma (ISLSS)
Visual Metrics Training Video by UttanaOnline
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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?
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37International Standards for Lean Six Sigma (ISLSS)
“Lean Healthcare. Why Lean? Why now?” Training Video by David Daisher
What lessons learned and best practices can we apply during solution implementation?
Did the solution achieve the required design goals?
Can the solution be implemented “as-is”? Should it be?
Can the solution remain in place at the pilot location?
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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
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38International Standards for Lean Six Sigma (ISLSS)
Change Management Training Video by Gavin Wedell
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Multi-Generational Project Plan (Optional)
Gen1 Gen2 Gen3Target Date
MGPP
Metrics
Dependencies
Vision
Key Functionality
Technology Requirements
Target Customers
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International Standards for Lean Six Sigma (ISLSS)
How to Manage Multiple Projects Training Video by projectmanagervideos
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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
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40International Standards for Lean Six Sigma (ISLSS)
Benefit Cost Analysis Training Video by Engineer In Training Exam TV
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Lean Six Sigma Group
Lean Six Sigma Additional Resources
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Lean Six Sigma Tollgate Template Notes
The Lean Six Sigma Tollgate Templates are: Free and intended as a guide in documenting a Lean Six Sigma
Project. I grant permission for you to modify these templates to meet the specific needs of your process improvement project.
Instructional - a video has been linked to each Template, I selected a mix of videos from Thought Leaders in the Lean Six Sigma Group. I included reference links to all video’s should you want to learn more information. Also included guidelines in the Note’s section of each slide.
Efficient and Effective – Placeholders for Graphic or Video Examples for various tools and methods across each DMAIC Phase.
How to Use These Templates: Collaboratively – use as a guide, reuse templates independently or
across phases as needed, and change the order as needed to best capture the execution of Lean Six Sigma in each phase, and summarize in the final Case Study.
Use as a Communication tool, and document your findings and results.
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Replace the content of this slide with images or video’s related to your process improvement project
International Standards for Lean Six Sigma (ISLSS)
My name is Steven Bonacorsi, Author of the Lean Six Sigma Tollgate Templates, President of the International Standard for Lean Six Sigma (ISLSS), and Owner of the LinkedIn Lean Six Sigma Group.
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Best Wishes in Continuously Improving Your Business Processes – Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
International Standards for Lean Six Sigma (ISLSS)
Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987
Lean Six Sigma Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987
International Standard for Lean Six Sigma (ISLSS): http://www.islss.com
i-nexus: http://www.i-nexus.com
Strategy Execution Community LinkedIn Group https://www.linkedin.com/groups/Strategy-Execution-Community-3725091
SigmaXL: http://www.sigmaxl.com
SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101
Gemba Academy http://www.gembaacademy.com Lean CEO Group:
Gemba Academy LinkedIn Group: https://www.linkedin.com/groups/Gemba-Academy-1844998?gid=1844998
PEX Network http://www.processexcellencenetwork.com
PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement
Lean Leadership Institute: http://www.LeanLeadership.guru/books.html The Toyota Way Group
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Lean Six Sigma Groups(Click Logo’s to Join Group)
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Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the ConversationInternational Standards for Lean Six Sigma (ISLSS)
Lean Six Sigma Group
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Lean Six Sigma Resource Blogs(Click Logo’s to Follow Blogs)
45
See Notes Section for Links to Lean Six Sigma Group Contributors
International Standards for Lean Six Sigma (ISLSS)
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Lean Six Sigma Improve Phase Video References – Set 13
46
Join the Process Improvement Consultants Group: http://www.linkedin.com/groups?gid=4183003
International Standards for Lean Six Sigma (ISLSS)
Lean Six Sigma Online Training Video by Gemba Academy
The Toyota Way to Lean Leadership Video by the
Lean Leadership Institute
Lab Collection Workflow Swimlane Video Example by
HealthITWorkforce
Lean Improvement Walk Training Video by FastCap
Failure Mode and Effects Analysis Training Video by
leansixsigmasource
Future State Value Stream Map
Training Video by educatevirtually
Excel Annual Cost Calculator
Training Video by Contextures Inc.
Direct vs, Indirect Cost Training Video – by
Andromedia Productions
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Lean Six Sigma Improve Phase Video References – Set 14
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Join the International Organization for Standardization Group: http://www.linkedin.com/groups?gid=3004797
International Standards for Lean Six Sigma (ISLSS)
A3 Thinking and Problem Solving
Training Video by tpyzdek
How to Deliver a Great Presentation Video by projectmanagervideos
Gaining Stakeholder Buy-in Video by Five Star Development
Project Charter Video by Rita Mulcahy
Minimum Sample Size for Robust T-Tests and ANOVA
Video by SigmaXL
DiscoverSim Case Study by SigmaXL
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educatevirtually
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by educatevirtually
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Lean Six Sigma Improve Phase Video References – Set 15
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Join the Supply Chain Optimization Group: http://www.linkedin.com/groups/Supply-Chain-Optimization-73495
International Standards for Lean Six Sigma (ISLSS)
The Harada Method Video by Norman Bodek
Control Phase Success Criteria Training Video by educatevirtually
Solution Selection Training Video by
Camille Corum
Value Stream Map Icons Video by UttanaOnline
Design of Experiments (DOE) Intro
Video by Gemba Academy
Pugh Matrix Training Video by 6ixsigmaorg
Ranking Your Projects Using Bubble Chart Pro™ Video by
DataMachines
Stakeholder Analysis Training Video by the
University of Louisville
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Lean Six Sigma Improve Phase Video References – Set 16
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Join the Lean Six Sigma Innovation Group: http://www.linkedin.com/groups/Lean-Six-Sigma-Innovation-65552
International Standards for Lean Six Sigma (ISLSS)
Value Stream Map Icons Video by UttanaOnline
Influencer Training Video by Al Switzler From
VitalSmarts Speakers
Measurement Systems Analysis Training Video by
Advance Innovation Group
Pull Systems and Kanban Training Video by GBMP1
Quick Changeover & SMED Training Video by Gemba Academy
The PDSA Cycle Training Video by
LMSOS
5S Factory Makeover Video by 5S Supply
Kaizen Events Training Video by Steven Bonacorsi and
George Trachilis
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Lean Six Sigma Improve Phase Video References – Set 17
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Join the Value Chain Transformation Group: http://www.linkedin.com/groups/Value-Chain-Transformation-74197
International Standards for Lean Six Sigma (ISLSS)
Value Stream Map Icons Video by UttanaOnline
Kamishibai / TPM Audit System Video by Gemba Academy
How to Cut Non-Value Added
Activity Video by i-nexus
Visual Metrics Training Video by UttanaOnline
“Lean Healthcare. Why Lean? Why
now?” Training Video by David Daisher
Change Management Training Video by
Gavin Wedell
How to Manage Multiple Projects Video by projectmanagervideos
Benefit Cost Analysis Video by Engineer In Training Exam TV