control phase lean six sigma tollgate template
DESCRIPTION
TRANSCRIPT
Control
Lean Six Sigma Group
Lean Six Sigma Control Phase Tollgate Review
Control
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 the Process Excellence Network
ControlControl Summary
? ? ? ? ?
Documentation Provide any necessary training
Translation project within/ outside of region/function: Any resulting spin-off projects initiated Any Replication in other locations?
Communication: Communicate project results with customer Communicate results with the business
Baseline Improved
Units ? ?
Defects ? ?
DPMO ? ?
Mean* ? ?
PCE% ? ?
Std. Deviation* ? ?
Sigma (ST) ? ?
Sigma (LT) ? ?
Include text here to explain highlights of the plan to monitor and respond to variation in y’s and x’s
? ? ? ? ?
Summarize benefits to the internal/external customers here.Start tracking benefits from date
of implementation of Improve Phase Improvements.
Enter Key Slide Take Away (Key Point) Here
3
Benefits of ProjectControl/Response Plan Highlights
Sigma Levels/Improvements Communication & Translation
International Standards for Lean Six Sigma (ISLSS)
Case Study: Improve Customer Satisfaction Video by Chris Noguera
Control
240220200180160140
USLUSL
Process Capability Analysis for Control
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
16153.51
16153.51
*
43119.06
43119.06
*
0.00
0.00
*
0.71
*
0.71
*
*
0.57
*
0.57
*
16.3662
20.4206
30
184.967
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
260240220200180160140120
USLUSL
Process Capability Analysis for Cholesterol
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
116152.65
116152.65
*
151146.50
151146.50
*
133333.33
133333.33
*
0.40
*
0.40
*
*
0.34
*
0.34
*
22.4931
26.0455
30
193.133
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
260240220200180160140120
USLUSL
Process Capability Analysis for Cholesterol
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
116152.65
116152.65
*
151146.50
151146.50
*
133333.33
133333.33
*
0.40
*
0.40
*
*
0.34
*
0.34
*
22.4931
26.0455
30
193.133
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
240220200180160140
USLUSL
Process Capability Analysis for Control
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
16153.51
16153.51
*
43119.06
43119.06
*
0.00
0.00
*
0.71
*
0.71
*
*
0.57
*
0.57
*
16.3662
20.4206
30
184.967
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
Descriptive StatisticsProcess Capability
(Baseline)
(Improved)
Enter Key Slide Take Away (Key Point) Here
4International Standards for Lean Six Sigma (ISLSS)
Display Histograms & Process Capability Reports Video by SigmaXL Inc.
260240220200180160140120
USLUSL
Process Capability Analysis for Cholesterol
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
116152.65
116152.65
*
151146.50
151146.50
*
133333.33
133333.33
*
0.40
*
0.40
*
*
0.34
*
0.34
*
22.4931
26.0455
30
193.133
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
260240220200180160140120
USLUSL
Process Capability Analysis for Cholesterol
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
116152.65
116152.65
*
151146.50
151146.50
*
133333.33
133333.33
*
0.40
*
0.40
*
*
0.34
*
0.34
*
22.4931
26.0455
30
193.133
*
*
220.000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process DataSTLT
Control
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
5International Standards for Lean Six Sigma (ISLSS)
How to Become an Effective FMEA Practitioner Training Video by ReliaSoft
Control
RACI Chart(Optional)
Step Action/TaskResponsibl
eAccountabl
e Consulted Informed
1
2
3
4
5
6
7
8
9
10
R = Responsible: The person who performs the action/task.
A = Accountable: The person who is held accountable that the action/task is completed.
C = Consulted: The person(s) who is consulted before performing the action/task.
I = Informed: The person(s) who is informed after performing the action/task.
6
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
RACI Implementation Training Video by Michael Carew at raci.com
Control
Control / Response & Escalation Plan
Data Monitor checks the dashboard and
learns that I-MR and is out of control
Escalates to the Process Owner & Black Belt for
special cause identification
FMEA is used to update any failure/actions or
improvements not recorded
Supplier is contacted to review defects and
actions
Process (x) and Outcome (y) Indicators
UOM TargetControl Limit
Process Owner/ Data Monitor
System/ Source What to checkFrequency/
Time
Procedure Reference (optional)
Total number of open tickets at end of day
ticket 0 10 Joe SchmoeRemedy Ticket Data
Open ticket report on reports screen
Daily M-F at 5 pm
SOP 7.2
Action if control limit is exceeded:
Number of tickets per technician ticket 0 2 Joe SchmoeRemedy Ticket Data
Open ticket report on reports screen
Daily M-F at 5 pm
SOP 7.2
Action if control limit is exceeded:
Personal Time Off Schedulepeople out/day
0 2 Tom Orrow Outlook CalendarNumber of staff with PTO for coming week
Weekly Friday pm
none
Action if control limit is exceeded:
Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20.
Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine root cause and agree on remedy actions.
Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less than 200 per day)
Process Escalation MapProcess Escalation Map
Enter Key Slide Take Away (Key Point) Here
7International Standards for Lean Six Sigma (ISLSS)
Control Plan Training Video by 6ixsigmaorg
ControlBusiness 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)
Cost Benefit Analysis Training Video by John Gunyou
ControlBusiness 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 John Gunyou
ControlCurrent 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)
Project Status Reporting Training Video by ZOOMtoLearn
ControlLessons Learned
1. ?
2. ?
3. ?
4. ?
5. ?
6. ?
7. ?
8. ?
9. ?
10.?
Enter Key Slide Take Away (Key Point) Here
11International Standards for Lean Six Sigma (ISLSS)
How to Capture Lessons Learned Training Video by projectmanagervideos
ControlProject Contributors
Steering Team Support Team
Project Ownership Team Deployment Team
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
<Name>: <Contribution>
Enter Key Slide Take Away (Key Point) Here
12International Standards for Lean Six Sigma (ISLSS)
Respect for People & Culture (Norman Bodek) Video by GAManufacturing
ControlNext 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?
13
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
How to assess an improvement idea - Paul Akers Training by George Trachilis
ControlSign Off
Policies & Procedures for the Improve & Control phases were documented & communicated on MM/DD/YY
I understand the New Policies and Procedures I understand and take responsibility for monitoring the Process Measurements as
delineated in the Control Plan I will report the progress on this sub-process on a regular basis to the customer I have reviewed this project’s financial benefits with the Champion, Sponsor, and Finance I understand the corrective action procedure and am responsible for ensuring that action
items are completed to hold the gains and capture the financial benefits
Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or Financial Representative.
Enter Name Here “Other” Key Stakeholder
Enter Name Here Green Belt/Black Belt
Enter Name Here Master Black Belt
Enter Name Here Sponsor / Process Owner
Enter Name Here Deployment Champion
Enter Name Here Financial Representative
Enter Name Here Executive Director
Enter Name Here “Other” Key Stakeholder
Enter Key Slide Take Away (Key Point) Here
14International Standards for Lean Six Sigma (ISLSS)
Being Extreme in Leadership | Jack Welch Video by Mark Thompson
Control
Lean Six Sigma Group
Lean Six Sigma Tollgate Review Backup Slides
International Standards for Lean Six Sigma (ISLSS)
ControlProject 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
16International Standards for Lean Six Sigma (ISLSS)
How to Create a Project Charter Training Video by Jason Dodd
ControlMeasure 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
Enter Key Slide Take Away (Key Point) Here
17
Process Capability Graphical Analysis
Tools UsedRoot Cause / Quick Win
International Standards for Lean Six Sigma (ISLSS)
Process Distribution Training Video by Statisfaction
ControlAnalyze 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
18
Hypothesis Tests Value-Add Analysis
Tools UsedRoot Cause / Effect
International Standards for Lean Six Sigma (ISLSS)
Process Cycle Efficiency PCE% Training Video by Gemba Academy
Control
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
19
Solution Selection Criteria Pilot and Implementation Plan
International Standards for Lean Six Sigma (ISLSS)
“What Does a Good Leader or Coach Do?” Video by Lean Leadership Institute
Control
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?
20International Standards for Lean Six Sigma (ISLSS)
Control Phase Success Criteria Training Video by educatevirtually
Control
Welcome
and Introduction
s21
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)
Driving Strategic Transformation Programs by i-nexus
Control
Total Gage R&R 17.12 41.38 Repeatability 17.12 41.38 Reproducibility 0.00 0.00 operator 0.00 0.00 Part-To-Part 82.88 91.04 Total Variation 100.00 100.00
Gage name:
Date of study:Reported by:
Tolerance:Misc:
0102030405060708090
100110 1 2
Xbar Chart by operator
Sam
ple
Mean
X=59.80
3.0SL=75.30
-3.0SL=44.30
0
01020304050607080 1 2
R Chart by operator
Sam
ple
Range
R=26.87
3.0SL=56.83
-3.0SL=0.00E+00
1 2 3 4
2030405060708090
100
part
operatoroperator*part Interaction
Avera
ge 1
2
1 2
102030405060708090
100
Oper
Response By operator
1 2 3 4
102030405060708090
100
part
Response By part
%Total Var%Study Var
Gage R&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
Perc
ent
Gage R&R (ANOVA) for time
Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from
part-to-part measured
Measurement Systems Analysis (Optional)
Known Population Individual 1 Individual 2 Match MatchSample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known
1 pass pass pass pass pass N N2 pass pass pass pass pass N N3 fail fail fail fail pass N N4 fail fail fail fail fail Y Y5 fail fail fail pass fail N N6 pass pass pass pass pass Y Y7 pass fail fail fail fail Y N8 pass pass pass pass pass Y Y9 fail pass pass pass pass Y N
10 fail pass pass fail fail N N11 pass pass pass pass pass Y Y12 pass pass pass pass pass Y Y13 fail fail fail fail fail Y Y14 fail fail fail pass fail N N15 pass pass pass pass pass Y Y16 fail fail fail pass fail N N17 fail fail fail fail fail Y Y18 fail fail fail fail fail Y Y19 pass pass pass pass pass Y Y20 fail fail fail fail fail Y Y
"REPEATABILITY" -> 100.00% 80.00%"ACCURACY" -> 85.00% 70.00%
"OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00%"OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00%
For Continuous Data, use Minitab GR&R StudyFor Discrete data, use AR&R Excel Tool
For more information, see Notes section of this slide
Enter Key Slide Take Away (Key Point) Here
22International Standards for Lean Six Sigma (ISLSS)
Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon
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150100500
0.10
0.05
0.00
Sample Number
Pro
po
rtio
n
P Chart for Total Defectives
P=0.03817
3.0SL=0.08162
-3.0SL=0.00E+00
Feb/Mar Data Confirms Process Has Remained In Control
Control Chart(Optional)
Control Chart Findings
? ? ? ? ?
Enter Key Slide Take Away (Key Point) Here
23International Standards for Lean Six Sigma (ISLSS)
How To Create P-Charts by SigmaXL
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Takt Board – Monitor(Optional)
TAKT BOARD: <Department Name>
Last Week: <CTQ>
This Week: <CTQ>Day Scheduled Actual Diff (+/-) Comments
Enter Key Slide Take Away (Key Point) Here
24International Standards for Lean Six Sigma (ISLSS)
Made to Order Manage Takt with Quoted Time Video by Greg Lane
Control
Mistake Proofing (Poke Yoke) (Optional)
Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function. Validate with suppliers (shipping company) that all shipping containers will have
barcode label ($0) Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns) Train all longshoreman on use and care of equipment ($50/hr * 20 hrs) Install error metrics for error tracking ($100)
Enter Key Slide Take Away (Key Point) Here
25International Standards for Lean Six Sigma (ISLSS)
Poka-Yoke and Chaku-Chaku Training Video by TLC
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Cultural/EducationalIssues (Optional)
Force Field Analysis:
1. Select a process control method & explain why this choice for your project.
2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls & potential solutions using the Force-Field Analysis Table
Driving Forces Restraining Forces
Enter Key Slide Take Away (Key Point) Here
26International Standards for Lean Six Sigma (ISLSS)
Force Field Analysis Training Video by DePaul University/SNL Online
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Skills Matrix(Optional)
Visual management is an important part of any implementation.
Define each team members ability to perform skills
Develop Improvement Plan.
Enter Key Slide Take Away (Key Point) Here
27International Standards for Lean Six Sigma (ISLSS)
Skills Matrix Training Video by BMGI
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Replication(Optional)
Replication Goals 29% X$ savings captured with 1st
completed project in 10 week project 70% X$ savings captured with 5
locations replicated in 6 months 100% X$ savings captured with 9
locations replicated in 9 months Replication Strategy
Build change team Train / Kaizen Dashboard Metrics
1st completed project (29%)
5 locations standardized (70%)
10 Weeks 6 Months 9 Months
9 locations Replicated (100%)
Enter Key Slide Take Away (Key Point) Here
28International Standards for Lean Six Sigma (ISLSS)
Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group
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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.
30
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.
ControlLean Six Sigma Resources
31
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)
33
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 Control Phase Video References – Set 18
34
Join the Lean Six Sigma Leadership Group: http://www.linkedin.com/groups?gid=3151087
International Standards for Lean Six Sigma (ISLSS)
Lean Six Sigma Online Training Video by the
Process Excellence Network
Case Study: Improve Customer Satisfaction Video by
Chris Noguera
Display Histograms & Process Capability Reports
Video by SigmaXL Inc.
How to Become an Effective FMEA
Practitioner Training Video by ReliaSoft
RACI Implementation Video by Michael Carew at raci.com
Control Plan Training Video by 6ixsigmaorg
Cost Benefit Analysis Video by John Gunyou
Direct vs. Indirect Cost Video by John Gunyou
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Lean Six Sigma Control Phase Video References – Set 19
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Join the Process Excellence Network Group: https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889
International Standards for Lean Six Sigma (ISLSS)
Project Status Reporting Training Video by ZOOMtoLearn
How to Capture Lessons Learned
Training Video by projectmanagervideos
Respect for People & Culture (Norman Bodek) Video by
GAManufacturing
How to assess an improvement idea - Paul Akers Training by George
Trachilis
Being Extreme in Leadership | Jack
Welch Video by Mark Thompson
How to Create a Project Charter
Training Video by Jason Dodd
Process Distribution Training Video by
Statisfaction
Process Cycle Efficiency PCE%
Training Video by Gemba Academy
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Lean Six Sigma Control Phase Video References – Set 20
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Join the Gemba Academy Group: https://www.linkedin.com/groups/Gemba-Academy-1844998
International Standards for Lean Six Sigma (ISLSS)
“What Does a Good Leader or Coach Do
?” Video by the Lean Leadership Institute
Control Phase Success Criteria Training Video by educatevirtually
Driving Strategic Transformation
Programs by i-nexus
Gage R&R (Attribute Data) Training Video using Minitab by
Janeth Leon
How To Create P-Charts by SigmaXL
Made to Order Manage Takt with Quoted Time
Video by Greg Lane
Poka-Yoke and Chaku-Chaku Video by
TLC
Force Field Analysis Video by
DePaul University/SNL Online
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Lean Six Sigma Control Phase Video References – Set 21
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Join the Lean Six Sigma Teams (Yellow Belt) Group: http://www.linkedin.com/groups?gid=3765214
International Standards for Lean Six Sigma (ISLSS)
Skills Matrix Training Video by BMGI
Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group