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

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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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?

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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

Enter Key Slide Take Away (Key Point) Here

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

Enter Key Slide Take Away (Key Point) Here

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?

Enter Key Slide Take Away (Key Point) Here

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

Enter Key Slide Take Away (Key Point) Here

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

39

Enter Key Slide Take Away (Key Point) Here

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

Enter Key Slide Take Away (Key Point) Here

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.

42

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.

ImproveLean Six Sigma Resources

43

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)

44

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

47

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

Improve Phase Success Criteria Training Video by

educatevirtually

Improve Phase Success Criteria Training Video

by educatevirtually

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Lean Six Sigma Improve Phase Video References – Set 15

48

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

49

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

50

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