lean six sigma analyze phase tollgate template

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Analyze Improve Define Measure Control LEAN SIX SIGMA Lean Six Sigma Program Name <Project Title (State From ... To)> < Last Name, First Name > Wave No: <xx> Review Date: <xx/xx/xxxx>

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Lean Six Sigma Analyze Phase Tollgate Template

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Page 1: Lean Six Sigma Analyze Phase Tollgate Template

AnalyzeAnalyze ImproveImproveDefineDefine MeasureMeasure ControlControl

LEANSIX SIGMA

LEANSIX SIGMA

Lean

Six

Sig

ma

Pro

gra

m N

am

eLe

an

Six

Sig

ma

Pro

gra

m N

am

e

<Project Title (State From ... To)>

< Last Name, First Name >

Wave No: <xx>

Review Date: <xx/xx/xxxx>

Page 2: Lean Six Sigma Analyze Phase Tollgate Template

AnalyzeAnalyze ImproveImproveDefineDefine MeasureMeasure ControlControl

LEANSIX SIGMA

LEANSIX SIGMA

Lean

Six

Sig

ma

Pro

gra

m N

am

eLe

an

Six

Sig

ma

Pro

gra

m N

am

e

Page 3: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 3

ImproveImprove

Analyze Phase Road Map

• 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

• Identify Potential 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

• Complete Analyze Gate

ToolsActivities

ControlControlMeasureMeasureDefineDefine AnalyzeAnalyze

AnalyzeAnalyze

Page 4: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 4

Measure Overview

CTQ: ? Unit (d) or Mean (c): ? Defect (d) or St. Dev. (c): ? DPMO (d): ?

Sigma (Short Term): ? Sigma (Long Term):?

MSA Results: show the percentage result of the GR&R, AR&R or other measurement systems analysis carried out in the project

Process Capability

Tools Used

Graphical Analysis

Root Cause / Quick Win

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 Measurement Systems

Analysis Value Stream Mapping Data Collection Planning Basic Statistics Process Capability Histograms

Time Series Plot Probability Plot Pareto Analysis Operational

Definitions 5s Pull Control Charts

AnalyzeAnalyze

Page 5: Lean Six Sigma Analyze Phase Tollgate Template

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Graphical Analysis SummaryData is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX

Normality Central Tendency VariationNormal Average Std. Dev (long term)

Non-Normal Median or Q1 or Q3 Span (1/99) or Stability Factor (Q1/Q3)

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 6: Lean Six Sigma Analyze Phase Tollgate Template

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Sources Of Resistance Definition Causes Of Resistance Rating Examples

Technical-Political-Cultural (TPC) Analysis

Technical

Political

Cultural

TPC Analysis

Enter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

Page 7: Lean Six Sigma Analyze Phase Tollgate Template

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Sources of Variation

NVA

Defect Overproduction Transportation

WaitingInventoryMotion

<Area 1>

<Sub area 1>

Area 1

Sub area 1

Area 1

Sub area 1

Processing

Area 1

Sub area 1

Area 1

Sub area 1

Area 1

Sub area 1

Enter Key Slide Take Away (Key Point) Here

<Right Click, and select Add Text>

Was the Action workout performed #1?

Was the Action workout performed #2?

<Right Click, and select Add Text>

< Insert your variation percentage as shown

in pie chart >

AnalyzeAnalyze

Page 8: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 8

Cause and Effect MatrixAnalyzeAnalyze

Speed to Reach

Decision

Decision Meets

Req

Cooperation, Clarity,

AccuracyFeedback

Seats Available

Schedule Options

Budget for

Options

Funding Source

Identified

Process Outputs

10 7 6 7 10 9 5 7Importance

Rating

Item Process Step Process Inputs Total

16Develop Options including price & schedule

Customer schedule & requirements

9 9 1 9 9 9 9 3 459

18 Approve options Proper decision makers 9 9 9 9 3 1 9 392

15Inventory Search of known Vacant Space

Database, tribal knowledge

9 9 9 3 261

14Interview Customer to Understand Form

Form 3 1 9 9 9 217

17Brief customer on options

options, costs, schedule options, funding vehicle

9 9 3 3 3 216

8 Supervisor Approval 9 3 1 118

7 Peer Review Approval 9 3 111

11 Fill out Forms 9 3 108

12 Accept Form 3 3 51

3 Create Spreadsheet 3 30

4 Dept Approval 3 30

5 Approval Mgr 1 3 30

6 Approval Mgr 2 3 30

1 Identify Need 3 21

13 Assign to Team 3 21

2 Mark Up Floor Plan 0

9 Notification 0

19Forms to requestor and Log in issue

0

19 Prepare brief 0

Correlation of Input to Output

Higher score =

Importance Rating ScoreBlank = no correlation1 = remote correlation3 = moderate correlation9 = strong correlation

To what extent does variability in these process steps/inputs impact variability across these outputs ?

Enter Key Slide Take Away (Key Point) Here

Was the rating of importance done by Kano analysis?

<Right Click, and select Add Text>

Were all the process steps identified?

<Right Click, and select Add Text>

<Right Click, and select Add Text>

What is the % of quick hits causing the problem?

Page 9: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 9

Run ChartsAnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

There is a no non-random influence acting upon this

process. There is no Oscillation

Median = 38

When the points are connected with a line, a run ends when the

line crosses the median

A run, in this case, is one or more

consecutive points on the same side

of the median

There is a non-random influence acting upon this process that is

creating clustering

There is a no non-random influence acting upon this

process. There is no trend

1 Run about the Median, can you

count the other 8?Longest Run about the median

There is a no non-random influence acting upon this

process. There is no Oscillation

Median = 38

When the points are connected with a line, a run ends when the

line crosses the median

A run, in this case, is one or more

consecutive points on the same side

of the median

There is a non-random influence acting upon this process that is

creating clustering

There is a no non-random influence acting upon this

process. There is no trend

1 Run about the Median, can you

count the other 8?Longest Run about the median

Page 10: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 10

100 50 15 658.5 29.2 8.8 3.5 58.5 87.7 96.5 100.0

0

50

100

150

0

20

40

60

80

100

Defect

CountPercentCum %

Perc

ent

Count

Pareto ChartPareto Plot AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 11: Lean Six Sigma Analyze Phase Tollgate Template

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Scatter PlotAnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Average Expenses decrease as Sales Increase

Page 12: Lean Six Sigma Analyze Phase Tollgate Template

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Linear Regression 95% confident that 94.1% of the variation in “Wait Time” is from the “Qty

of Deliveries”

Deliveries

Wait Tim

e

353025201510

55

50

45

40

35

S 1.11885R-Sq 94.1%R-Sq(adj) 93.9%

Fitted Line PlotWait Time = 32.05 + 0.5825 Deliveries

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 13: Lean Six Sigma Analyze Phase Tollgate Template

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50403020100

Improve Data

Dotplot of Improve Data(with Ho and 95% t-confidence interval for the mean)

[ ]X_

Ho

One-Sample T-Test and Dot Plot

We Are 95% Confident The Improve Mean Is Not Statistically Different

One-Sample T: Improve Data

Test of mu = 30 vs mu not = 30

Variable N Mean StDev SE Mean

Improve Data 30 28.10 12.45 2.27

Variable 95.0% CI T P

Improve Data (23.45, 32.75) -0.84 0.410

This Dot Plot graphically displays 95% confidence intervals that the data will

fall between 23.45 and 32.75 for response time (see the red brackets

and red line). It also indicates that the Mean (Red X) is at 28.1. The blue Ho

marks the Target Mean.

The test statistic, T, for Ho: mean = 30 is calculated as –0.84. The P-Value of this test, or the probability of obtaining more extreme

value of the test statistic by chance if the null hypothesis was true, is 0.410 (> 0.05). This is

called the attained significant level, or P-Value. Therefore, Accept Ho, which means we

conclude that the Improve data set mean (28.1) is NOT different than the Target mean (30).

Hypothesis Test: Is the Improve data set mean

different from the Target Mean mean of 30 minutes?

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 14: Lean Six Sigma Analyze Phase Tollgate Template

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Test for Equal Variance

The spread of the data is statistical

greater for completing the

payroll form than the Antenna time

tracking.

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Test for Equal Variance Confirms Payroll Input Type

Cycle Time is Significant

Page 15: Lean Six Sigma Analyze Phase Tollgate Template

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No P

art

Part

0

50

100

150

Part/No Part

Net

Hou

rs C

all

Open

Boxplots of Net Hour by Part/No(means are indicated by solid circles)

Analysis of Variance for Net HourSource DF SS MS F PPart/No 1 7421 7421 8.65 0.004Error 69 59194 858Total 70 66615 Individual 95% CI's For MeanLevel N Mean StDev --+---------+---------+---------+----No Part 27 21.99 19.95 (--------*---------) Part 44 43.05 33.70 (------*------) --+---------+---------+---------+----Pooled StDev = 29.29 12 24 36 48

One Way ANOVA After further investigation,

possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.

It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.

Boxplot: Part/ No Part Impact on

Ticket Cycle Time

Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time.

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 16: Lean Six Sigma Analyze Phase Tollgate Template

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Be

fore

Aft

er

40

30

20

10

0

Subgroup

De

fect

s

Dotplots of Defects by Subgroup

Mood’s Median After further investigation,

possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.

It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.

Dot Plot: Part/ No Part Impact on Ticket Cycle Time

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Chi-Square = 19.14 DF = 2 Mood’s Median TestP = 0.000 Individual 95.0% Confidence Interval’sMonth N<= N> Median Q3-Q1 ------+---------+---------+---------+10 88 132 8.43 12.15 (--------+-------)11 123 121 6.57 10.52 (------+------)12 111 68 4.77 7.10 (-----+------) ------+---------+---------+---------+Overall Median 6.63 4.8 6.4 8.0 9.6

Because the p-value <= 0.05, we can be confident

that calls requiring parts do have an

impact on the ticket cycle time.

Page 17: Lean Six Sigma Analyze Phase Tollgate Template

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Statistical Testing for Discrete DataBecause this p value is less than 5% (0.05), we can be confident that department does have an impact on the proportion of correct tickets processed

This is due to the fact that Department 4 has fewer people who need to add information to each ticket, which reduces the chances that an error will be made. Also, in Department 4 the customer name, address and ticket number are added directly from the contracts system without human intervention, reducing the possibility that a typo or other error type could occur that will need to be corrected later (taking more time)

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Chi-Square Test

Expected counts (calculated by Minitab) are printed below observed counts

Errors Correct Total1 33 60 93

40.46 52.54

2 27 67 9440.90 53.10

3 132 114 246107.03 138.97

4 32 132 16471.35 92.65

5 168 136 304132.26 171.74

Total 392 509 901

Chi-Sq = 1.376 + 1.060 +4.722 + 3.637 +5.827 + 4.487 +

21.703 + 16.714 +9.657 + 7.437 = 76.620

DF = 4, P-Value = 0.000

Page 18: Lean Six Sigma Analyze Phase Tollgate Template

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Process Bottleneck Identification & Workload Balancing

--

<Right Click, and select Add Text>

--

<Right Click, and select Add Text>

<Right Click, and select Add Text>

---

Enter Key Slide Take Away (Key Point) Here

Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint

Net Process Time AvailableNumber of Units to Process

Takt Time =

AnalyzeAnalyze

Page 19: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 19

Hypothesis Test Summary AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Was the hypothesis roadmap followed?

<Right Click, and select Add Text>

What was the power and Sample Size?

<Right Click, and select Add Text>

<Right Click, and select Add Text>

What are and risks?

Page 20: Lean Six Sigma Analyze Phase Tollgate Template

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Control / Impact AnalysisAnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

High Impact Medium Impact Low Impact

In Our Control

?

?

?

?

?

?

?

?

?

In Our Influence

?

?

?

?

?

?

?

?

?

Out of Our Control

?

?

?

?

?

?

?

?

?

Does the X have a high, medium, or low impact on the project Y?

Doe

s th

e X

in h

e te

ams

cont

rol,

infl

uenc

e, o

r ou

t of

thei

r co

ntro

l?

Page 21: Lean Six Sigma Analyze Phase Tollgate Template

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In/Out of FrameCreating a visual depiction of what

elements of the project are in the scope (frame) and out of the scope

Vital X #1

Vital X #2

Vital X #9

Vital X #8

Vital X #7

Vital X #6

Vital X #5

Vital X #4

Vital X #3

No Control ControlIn

flu

ence

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 22: Lean Six Sigma Analyze Phase Tollgate Template

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Systems & Structures AssessmentHow should we use or modify to support "____" vision and objectives?

1

2

1

2

1

2

1

2

1

2

1

2

1

2

Communication

Organization Design

Information Systems

Resource Allocation

System or Structure

Staffing

Training & Development

Measurements & Reward

Enter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

Page 23: Lean Six Sigma Analyze Phase Tollgate Template

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Quick Wins 5s

4-Step Setup Reduction

Inventory Reduction

MSA Improvements

Price reductions

Reduced DOWNTIME (Non-value added steps or work)

Pull System

Kaizen events

OtherEnter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

Page 24: Lean Six Sigma Analyze Phase Tollgate Template

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Business Impact State financial impact of project Separate “hard or Type 1” from “soft Type 2 or 3” dollars State financial impact of future project leverage opportunities

Enter Key Slide Take Away (Key Point) Here

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: ?

AnalyzeAnalyze

Page 25: Lean Six Sigma Analyze Phase Tollgate Template

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Business Impact Details Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell

the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )

Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)

Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )

Show the financial calculation savings and assumptions used. Assumption #1 (i.e. Labor rate used, period of time, etc…) Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)

Describe the Type 3 Business Impact(s) areas and how these were measured Assumption #1 (i.e. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc…)

Other Questions Stakeholders agree on the project’s impact and how it will be measured in financial terms? What steps were taken to ensure the integrity & accuracy of the data? Has the project tracking worksheet been updated?

Enter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

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Current Status Key actions

completed

Issues

Lessons learned

Communications, team building, organizational activities

Enter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

Page 27: Lean Six Sigma Analyze Phase Tollgate Template

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Next Steps Key actions

Planned Lean Six Sigma Tool use

Questions to answer

Barrier/risk mitigation activities

Last Revised:

No. Description/RecommendationStatus

Open/Closed/HoldDue Date

Revised Due Date

Resp Comments / Resolution

12345678910

Lean Six Sigma Project Issue Log

Enter Key Slide Take Away (Key Point) Here

AnalyzeAnalyze

Page 28: Lean Six Sigma Analyze Phase Tollgate Template

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Analyze Tollgate 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 ‘white paper’ recreation of the process? Has the decision been confirmed with the Project Sponsor?

Has the team investigated and 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

StopStopHas the team identified the key factors (critical X’s) that have the biggest impact on

process performance? Have they validated the

root causes?

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 29: Lean Six Sigma Analyze Phase Tollgate Template

Bonacorsi Consulting 29

Sign Off

• I concur that the Analyze phase was successfully completed on MM/DD/YYYY

• I concur the project is ready to proceed to next phase: Improve

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

AnalyzeAnalyze

Enter Key Slide Take Away (Key Point) Here

Page 30: Lean Six Sigma Analyze Phase Tollgate Template

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Bonacorsi Consulting

Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies.

This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C.The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law.

© 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved.