lean six sigma tollgate checklists
Post on 15-Nov-2014
180 Views
Preview:
DESCRIPTION
TRANSCRIPT
SponsorChecklist
s
Lean Six Sigma Group
Lean Six Sigma Tollgate
Checklists
SponsorChecklist
s
Welcome
and Introduction
s2
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)
Case Study: Using DMAIC to Improve Customer Satisfaction by SigmaXL
SponsorChecklist
s
DefineTollgate Checklist
Tollgate ReviewTollgate Review
Stop
Key Deliverables: SIPOC
Process Map and/or Value Stream Map
Communication Plan
Validated Project Charter
Initial Work Plan
Risk Mitigation Plan
Deliverables Uploaded to Central Storage Location or Deployment Management System.
Is this project important, i.e. has the project been chosen because it is in alignment with business goals and the strategic direction of the ‘business’?
What is the problem statement – detailing (what) is the problem, (when) was the problem first seen, (where) is it seen, and what is the (magnitude or extent) of the problem. Is the problem measured in terms of Quality, Cycle Time or Cost Efficiency, or direct financial benefits? Ensure there is no mention or assumptions about causes and solutions.
Does a goal statement exist that defines the results expected to be achieved by the process, with reasonable and measurable targets? Is the goal developed for the “what” in the problem statement, thus measured as Quality, Cycle Time, or Cost Efficiency metric?
Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the process, department, division, suppliers, customers, etc.?
Is the project scope reasonable? Have constraints and key assumptions been identified? Have IT implications been addressed and coordinated with IT managers?
Who is on the team? Are they the right resources and has their required time commitment to the project been confirmed by Management and Deployment Team?
What is the high level work plan? What are the key milestones (i.e. dates of tollgate reviews for DMAIC projects)?
Who are the customers (internal/external) for this process? What are their requirements? Are they measurable? How were the requirements determined?
Who are the key stakeholders? How will they be involved in the project? How will progress be communicated to them? Do they agree to the project?
What kinds of barriers/obstacles will need assistance to be removed? Has the development of a risk mitigation plan to deal with the identified risks been developed?
3
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
Define Phase Success Criteria Training Video by educatevirtually
SponsorChecklist
s
MeasureTollgate Checklist
Has a more detailed Value Stream Map been completed to better understand the process and problem, and where in the process the root causes might reside?
Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer?
Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed, and Cost measures)?
Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity/consistent interpretation?
Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected by the organization?
Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we’re measuring?
Has the measurement system been checked for repeatability and reproducibility, potentially including training of data collectors?
Has the team developed and tested data collection forms or check sheets which are easy to use and provide consistent, complete data?
Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements?
Has the team been able to identify any complete ‘Quick Wins’? Have any Kaizen opportunities been identified to accelerate momentum and results? Have key learning(s) to-date required any 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
Key Deliverables: Detailed Value Stream
Map(s) Data Collection Plan Measurement Collection
Results Process Capability Results Current Baseline Process
Performance Quick Wins, if applicable Identification of Kaizen
Opportunities, if applicable Refined Charter, as
necessary Updated Risk Mitigation Plan
Deliverables Uploaded to Central Storage Location or Deployment Management System.
4
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
Measure Phase Success Criteria Training Video by educatevirtually
SponsorChecklist
s
5
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 de-validated) 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 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, 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?
International Standards for Lean Six Sigma (ISLSS)Analyze Phase Success Criteria Training Video by educatevirtually
SponsorChecklist
s
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?
6International 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?
SponsorChecklist
s
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?
7International Standards for Lean Six Sigma (ISLSS)
Control Phase Success Criteria Training Video by educatevirtually
SponsorChecklist
s
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
8International Standards for Lean Six Sigma (ISLSS)
Kaizen Events Targeted in Measure to Accelerate ResultsEssential Hoshin Planning Tools Training Video by i-nexus
SponsorChecklist
s
Lean Six Sigma Group
Lean Six Sigma Additional Resources
SponsorChecklist
s
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.
10
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.
SponsorChecklist
sLean Six Sigma Resources
11
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
http://www.islss.com/
SponsorChecklist
s
Lean Six Sigma Groups(Click Logo’s to Join Group)
12
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
SponsorChecklist
s
Lean Six Sigma Resource Blogs(Click Logo’s to Follow Blogs)
13
See Notes Section for Links to Lean Six Sigma Group Contributors
International Standards for Lean Six Sigma (ISLSS)
top related