Improve phase lean six sigma tollgate template

Improve
Lean Six Sigma Improve Phase
Tollgate Review
Lean Six Sigma
Group

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
Define Measure Analyze Improve Control
Kaizen Events Targeted in Measure to Accelerate Results
Lean Six Sigma Online Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 2

Improve
Improve Summary
Vital X (root cause) Proof of Causation
Practical Solution (process change
to address X)
Operating
Tolerances for X
Client 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. ?
Enter Key Slide Take Away (Key Point) Here
3
Solution Selection Criteria Pilot and Implementation Plan
The Toyota Way to Lean Leadership Video by Lean Leadership Institute
International Standards for Lean Six Sigma (ISLSS)

To-Be Process Map Improve
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. Cycle
time = 0
days
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Client
Mgr
Client HR
Client
Contact
NT
Admin
Email
Vendor
Admin
Admin closes work request
and manager notified
Notify HR of
employee exit date
Lab Collection Workflow Swimlane Video Example by HealthITWorkforce

Improve
Quick Win Documentation
Template
Examples Where Used
 5s
 4-Step Setup Reduction
 Inventory Reduction
 MSA Improvements
 Price reductions
 Reduced DOWNTIME
Process Name: ______________________ Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________________
Process Area: ________________________ Stop Date: ______________________
1. Root Cause: _______________________________
2. Obvious Solution: ___________________________
3. Low or No Cost: ____________________________
4. Low Risk: _________________________________
5. Implementation Plan: ________________________
6. Stakeholder(s) Approval: _____________________
Benefit(s):
 _________________________________________
 _________________________________________
 _________________________________________
(NVA steps or work)
 Pull System
 Kaizen events
Add Visual Example
Before
Add Visual Example
After
Lean Improvement Walk Training Video by FastCap

Improve
Item/ Process Step
Potential
Failure
Mode
Potential
Failure
Effects
Severity #
Causes of
Failure
Occurrence #
Current Control
Detection #
RPN
Recommended
Action Responsibility
Target
Completion
Date
Actual Date
Action
Completed
New Severity #
New Occurance #
New Detection #
New RPN
Example
Document
not
Received
delay of
scheduled
delivery
7
User forgot to
update system
and send
document
3
Call 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
Failure Mode and Effects Analysis Training Video by leansixsigmasource

Improve
Value Stream Map (VSM)
Future State
Information
Flow
Supplier Customer
<Step1> <Step3> <Step3>
1 2 1
Sources of Value
 ?
 ?
 ?
 ?
 ?
Future State Value Stream Map Training Video by educatevirtually

Business Impact Improve
 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
Excel Annual Cost Calculator Training Video by Contextures Inc.

Business Impact Details Improve
 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
Direct vs, Indirect Cost Training Video – by Andromedia Productions

Current Status Improve
 Key actions
completed
 Issues
 Lessons learned
 Communications,
team building,
organizational
activities
Lean Six Sigma Project Status and Planning
Deliverables/Tasks Completed last week Comments
Deliverable/Action Who Due Revised Due Comments/Issue/Risk Who Due Revised Due Recommended Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due
For deliverables due thru:
Actions Scheduled for next 2 Weeks
Current Issues and Risks
A3 Thinking and Problem Solving Training Video by tpyzdek
10

Next Steps Improve
 Key actions?
 Planned Lean Six Sigma
Tools/Activities to be used?
 Questions to answer?
 Barrier/risk mitigation activities?
 Kaizen or Quick Win Opportunities?
Last Revised:
No. Description/Recommendation
Status
Open/Closed/Hold
Due Date
Revised Due
Date
Resp Comments / Resolution
1
2
3
4
5
6
7
8
9
10
Lean Six Sigma Project Issue Log
11
How to Deliver a Great Presentation Video by projectmanagervideos

Sign Off Improve
 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
Green Belt/Black Belt
Enter Name Here
Financial Representative
Enter Name Here
Master Black Belt
Enter Name Here
Sponsor / Process Owner
12
Gaining Stakeholder Buy-in Video by Five Star Development

Improve
Lean Six Sigma Tollgate
Review Backup Slides
Lean Six Sigma
Group

Project Charter Improve
Problem/Goal Statement
Problem: Describe problem in non-technical terms
 Statement should explain why project is important; why
working on it is a priority
Goal: 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)
Financial Impact
Tollgate Review Schedule
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 Belt
Core Team Role % Contrib. LSS Training
 Team Member 1 SME XX YB
 Team Member 2 TM XX GB
 Team Member 3 SME XX PS
Extended Team
 Team Member 1 BFM XX Not Trained
 Team Member 2 IT XX Not Trained
Tollgate Scheduled Revised Complete
Define: XX/XX/XX - XX/XX/XX
Measure: XX/XX/XX XX/XX/XX XX/XX/XX
Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Improve: XX/XX/XX XX/XX/XX XX/XX/XX
Control: XX/XX/XX XX/XX/XX XX/XX/XX
 Review high-level schedule milestones here:
 Phase Completions
 Tollgate Reviews
Project Charter Video by Rita Mulcahy

Measure Overview Improve
 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
1 28 55 82 109 136 163 190 217 244
40
35
30
25
20
UC L=37.70
_
X=29.13
LC L=20.56
Observation
Moving Range
1 28 55 82 109 136 163 190 217 244
10.0
7.5
5.0
2.5
0.0
UC L=10.53
__
MR=3.22
LC L=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
15
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Minimum Sample Size for Robust T-Tests and ANOVA Video by SigmaXL

Analyze Overview Improve
Value Add Analysis - Current State
80
60
40
20
0
Takt Time = 55
1 2 3 4 5 6 7 8 9 10
Task #
Task Time (seconds)
CVA Time BVA Time NVA Time
 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 0.030
Significant 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 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South 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
16
Hypothesis Tests Value-Add Analysis
Root Cause / Effect Tools Used
DiscoverSim Case Study by SigmaXL

Improve
Improve
Tollgate Checklist
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
Tollgate Review
 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?
Has the team developed improvement solutions for the critical X’s, piloted
the solution and verified that the solution will solve the problem?
Improve Phase Success Criteria Training Video by educatevirtually

Improve
 Define the opportunity from both the customer
 Identify the critical X factors
 Develop solutions
linked to critical x’s
18
Lean Six Sigma
DMAIC Improvement Process
Define
and business perspective
Measure
 Understand the baseline process
Analyze
performance
and root causes impacting
process performance
Improve
Control
 Implement
solutions &
control plan
The Harada Method Video by Norman Bodek

Improve
Control
Tollgate 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?
Deliverables:
Tollgate Review
 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?
Control Phase Success Criteria Training Video by educatevirtually

Improve
Evaluating Solutions
Against Criteria (Optional)
250
200
150
100
50
0
100%
80%
60%
40%
20%
0%
#1 #2 #3 #4
Root Causes
Example: Independent Solutions
Solutions
% Contribution of Root Cause to Process Deficiency
Root Cause #1
40%
Root Cause #2
25%
Root Cause #3
20%
Root Cause #4
10%
Solution A 80%
Solution B 20% 80%
Solution C 30% 100%
Solution D
Solution E 20% 5%
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.
Solution Selection Training Video by Camille Corum

Improve
FMEA Guidelines
(Optional)
Examples of FMEA and RPN Training Video by Simplilearn
 The recommended
scales for Severity,
Occurrence, and
Detection

Improve
Sample Value Stream
Mapping Symbols (Optional)
Quotes
Machining C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Process Box
Data Box
I
Queue/
Inventory
1
Personnel
Flow
(Information)
Electronic
Information
Sign Off Point
Push Systems
Truck Shipment
Supplier/
Customer
Flow
(Physical)
Physical Pull
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
Electronic
Data
System F I F O
FIFO Lane
Physical
Transport
“Go See”
Monitoring
Value Stream Map Icons Training Video by UttanaOnline

Improve
Main Effects Plot (data means) for Mean
Training Dollars Jets
Employees %Overbooked
The number of Employees is the biggest
Term
driver for Mean Time Late
Standardized Effect
2.6
C
BD
D
CD
A
BC
AB
AD
B
AC
Design of Experiments
(DOE) Results (Optional)
0 50 100 150 200 250 300 350
F actor
Name
A Training Dollars
B Jets
C Employ ees
D
%O v erbooked
Pareto Chart of the Standardized Effects
(response is Mean, Alpha = .05)
Mean of Mean
-1 1
60
45
30
15
0
-1 1
-1 1
60
45
30
15
0
-1 1
Number of Employees is the only significant
factor for Mean - Time Late
Pareto Chart for
Mean Time Late
Fractional Factorial Fit: Response = Mean
Estimated Effects and Coefficients for Mean (coded units)
Term Effect Coef SE Coef T P
Constant 29.64 0.08610 344.22 0.000
Training 0.10 0.05 0.08610 0.60 0.573
Jets -0.08 -0.04 0.08610 -0.44 0.676
Employee -55.93 -27.97 0.08610 -324.81 0.000
% Overbo 0.36 0.18 0.08610 2.11 0.088
Training*Jets -0.10 -0.05 0.08610 -0.57 0.591
Training*Employee 0.05 0.02 0.08610 0.28 0.788
Training*% Overbo 0.09 0.05 0.08610 0.53 0.619
Jets*Employee 0.10 0.05 0.08610 0.57 0.591
Jets*% Overbo -0.40 -0.20 0.08610 -2.34 0.066
Employee*% 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
Design of Experiments (DOE) Intro Training Video by Gemba Academy

Improve
Pugh (Selection) Matrix
Key Criteria
Pugh Matrix
Importance Rating
Benchmark Option
Solution Alternatives
Alternative 1
Alternative 2
Alternative 3
Alternative 4
Alternative 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
Concept Selection Legend
Better +
Same S
Worse -
(Optional)
Pugh Matrix Training Video by 6ixsigmaorg

Improve
Benefit-Effort Matrix
(Optional)
Effort
Benefit
1 8
3
7
Low Med High
Low Med High
13
6
15
12
9
4
17
14
11 2
5
10
16
Highly Desirable Opportunities
Projects in upper left are the most
desirable projects.
Potentially Desirable Opportunities
Projects 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 Opportunities
Projects in the lower right are the least
desirable.
Ranking Your Projects Using Bubble Chart Pro™ Video by DataMachines

Improve
Stakeholder Analysis
1 1 1
2
3
4
3
2
1
0
Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
(Optional)
Stakeholder Analysis Training Video by the University of Louisville

Improve
Influence Strategy
(Optional)
Influence Strategy
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
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%
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
Pull System
(Optional)
1. Always pull stock from bin with GREEN card if it
Bin 2
Bin 1
Bin 1 Bin 2
BBinin 11 Bin 1 Bin 2
Bin 1 Bin 2
Bin 1 Bin 2
BBinin 1B1Binin 22 Bin 1 Bin 2
Bin 1 Bin 1 Bin 2 Bin 1
Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2
2-Bin
Order Cards Mailbox
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 1
Bin 2
Pull Systems and Kanban Training Video by GBMP1

Improve
Setup Reduction
(Optional)
Setup Documentation Worksheet
MACHINE: DOCUMENTOR:
DATE: PAGE 1 OF 1
SEQ #
START
TIME
EVENT
ELAPSED
TIME
INT 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: 21:00
TOTAL TIME ALL PAGES: 21:00
Quick Changeover & SMED Training Video by Gemba Academy

Improve
PDCA
(Optional)
 Plan:
 ?
 ?
 Do:
 ?
 ?
 Check:
 ?
 ?
 Act:
 ?
 ?
?
?
?
?
Plan
Do
Check
Act
The PDSA Cycle Training Video by LMSOS

Improve
5s
(Optional)
Sort
 ?
 ?
Set Order
 ?
 ?
Shine
 ?
 ?
Standardize
 ?
 ?
Sustain
 ?
 ?
5s FORM
IDENTIFICATION
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
CLASSIFICATION
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINES
QUANTITY CELL / AREA
REASON
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
DISPOSITION REQUIRED
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION TAKEN
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
5S Factory Makeover Video by 5S Supply

Improve
Kaizen
(Optional)
 Typical Kaizen Weekly Schedule
Typical Kaizen Weekly ScheduleWeekly Calendar Status
XX/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 Results
3. Celebration Luncheon and or event
Finalize
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
8AM
Monday Tuesday Wednesday Thursday Friday
10AM
12PM
2PM
4PM
6PM
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
Final Presentation
Lunch Lunch Lunch and
Celebration
Create and
Implement Standard
Work
Measure Future
State
Calculate Actual
Benefits
Create Final
Presentation
Step 1
Time
Activity
1-1
Time
Activity
1-2
Time
Activity
1-3
Time
Activity
1-4
Time
Step 2
Time
Activity
2-1
Time
Activity
2-2
Time
Activity
2-3
Time
Activity
2-4
Time
Step 3
Time
Activity
3-1
Time
Step 4
Time
Activity
4-1
Time
Activity
4-2
Time
Activity
4-3
Time
Activity
4-4
Time
Step 5
Time
Activity
5-1
Time
Activity
5-2
Time
Activity
5-3
Time
Step 6
Time
Activity
6-1
Time
Activity
6-2
Time
Kaizen Events Training Video by Steven Bonacorsi and George Trachilis

Improve
Kaizen
Action Workout (Optional)
Planning Execution Before
 ?
 ?
 ?
 ?
 ?
Root Causes / Quick Wins Graphical Analysis After
 ?
 ?
 ?
 ?
 ?
 Root cause:
 Quick Win #1
 Root cause:
 Quick Win #2
 Root cause:
 Quick Win #3
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
Kamishibai / TPM Audit System Training Video by Gemba Academy

Improve
Pilot Plan
(Optional)
Pilot Test Description Success Criteria Test Team Schedule
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 3/1
Complete 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.
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 3/6
Complete 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.
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 3/10
Complete
3/10
How to Cut Non-Value Added Activity Training Video by i-nexus

Improve
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:
Measure
Pilot
s
Plan
Target x
CTQs
Process time
CTQs
Data Transmission
Accuracy
1 minute
< 3.4 DPMO
0.5 min.
100 DPMO
0.05 min.
Comments
Visual Metrics Training Video by UttanaOnline

Improve
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?
“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?

Improve
Technical-Political-Cultural
TPC Analysis (Optional)
Technical-Political-Cultural (TPC) Analysis
Sources Of Resistance D e f i n i t i o n Causes Of Resistance Rating Examples
Technical
Political
Cultural
Change Management Training Video by Gavin Wedell

Improve
Multi-Generational
Project Plan (Optional)
Gen1 Gen2 Gen3
Target Date
MGPP
Vision
Key Functionality
Technology
Requirements
Target
Customers
Metrics
Dependencies
How to Manage Multiple Projects Training Video by projectmanagervideos
39

Improve
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
Pre-Implementation &
first 12 months after
Total Cost
Cost/Benefit
Cost/Benefit Analysis
First 12 months after
Implementation
Total Benefits
Benefit Cost Analysis Training Video by Engineer In Training Exam TV

Improve
Lean Six Sigma
Additional Resources
Lean Six Sigma
Group

Improve
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
My name is Steven
Bonacorsi, Author of the
Templates, President of
the International
Standard for Lean Six
Sigma (ISLSS), and
Owner of the LinkedIn
Lean Six Sigma Group.
Replace the content of this slide with images or video’s
related to your process improvement project

Lean Six Sigma Resources Improve
43
 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
Best Wishes in Continuously Improving Your Business Processes
– Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
 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

Improve Lean Six Sigma Groups
(Click Logo’s to Join Group)
Lean Six Sigma Group
Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean
44
Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the Conversation

Improve
Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
45
See Notes Section for Links to Lean Six Sigma Group Contributors

Improve
Video References – Set 13
46
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
Join the Process Improvement Consultants Group:
http://www.linkedin.com/groups?gid=4183003
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

Improve
A3 Thinking and Problem
Solving Training Video by
tpyzdek
How to Deliver a Great
Presentation Video by
projectmanagervideos
Project Charter Video by
Rita Mulcahy
Join the International Organization for Standardization Group:
47
http://www.linkedin.com/groups?gid=3004797
Gaining Stakeholder
Buy-in Video by
Five Star Development
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

Improve
Value Stream Map
Icons Video by
48
The Harada Method Video by
Norman Bodek
Control Phase Success Criteria
Training Video by
educatevirtually
Join the Supply Chain Optimization Group:
UttanaOnline
http://www.linkedin.com/groups/Supply-Chain-Optimization-73495
Solution Selection
Training Video by
Camille Corum
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
Training Video by the
University of Louisville

Improve
The PDSA Cycle
Training Video by
5S Factory Makeover
Video by 5S Supply
49
Join the Lean Six Sigma Innovation Group:
LMSOS
http://www.linkedin.com/groups/Lean-Six-Sigma-Innovation-65552
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
Kaizen Events Training Video by
Steven Bonacorsi and
George Trachilis

Improve
Visual Metrics Training
Video by UttanaOnline
50
Benefit Cost Analysis Video by
Engineer In Training Exam TV
Join the Value Chain Transformation Group:
http://www.linkedin.com/groups/Value-Chain-Transformation-74197
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
“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

Improve phase lean six sigma tollgate template

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