3. <Project Title> <Review Date> BB: (Name) Champion: (Name) Assigned Define Measure Analyze Green Improve Control Sched Date Date Date Date Date Date Date Actual Date Date Date Date Date Date Date

4. Define Phase

7. Deliverable 1: Define Pareto Charts/ Basic Graphs Include Pareto Charts, trend charts, histograms etc to characterize existing process. The purpose of the chart(s) on this page is to explore what is happening with the Y or Y’s that will make this an appropriate project to execute. Plot your primary metric here. Good!

8. Project Charter {Project Name Here} Assigned Define Measure Analyze Green Improve Control Sched Date Date Date Date Date Date Date Actual Date Date Date Date Date Date Date Process Map Number: Number here Green Belt: Name here Process Owner: Name here Champion: Name here Implementation Coordinator : Name here Data Coordinator : Name here Team Members: Name & function here Name & function here Name & function here Name & function here Name & function here Expected Benefits: Hard Savings –$ xxx K Soft Savings –$ xxx K Other Benefits: List benefit here List benefit here Project Timeline: Customer CTQ(s): Describe customer CTQ (customer need/defect and spec limit.) Problem Statement : List the 4 elements of a problem statement: * Defect identification * Magnitude of the defect (events/unit time, etc) * Where is the defect (location/group/segment) * Why this project is important to work now ($, strategy support, etc) Project Scope: List project/process boundaries here by using includes … and excludes … Goal Statement: Increase(/decrease) the {primary metric} from {baseline state} to {improved state} by {date} without negatively impacting {secondary metric}. Baseline Metric Performance ( Time Frame here ): Short Term Long Term Zbench x.x x.x DPMO xxxxxx xxxxxx

9. Deliverable 2: Define Improve Computer Delivery Time Proj. No. 12345 Assigned Define Measure Analyze Green Improve Control Sched 7/1/08 7/15/08 8/30/08 9/30/08 10/7/08 10/20/08 11/20/08 Actual 7/1/08 7/12/08 9/5/08 9/28/08 Process Map Number: 1234 Black Belt: I. Cantwait Process Owner: Weneedta Getbetter Champion: Ima Gonnahelp Implementation Coordinator : Iwill Putinplace Data Coordinator : Ilove Numbers Team Members: John – Installer Paul – Installer George – Supervisor Ringo - Purchasing Expected Benefits: Hard Savings – $15 K Soft Savings – $225 K Other Benefits: Internal Customer Satisfaction Scores Project Timeline: Customer CTQ(s): Configured computer delivered to new employee within 10 working days Problem Statement : From 7/1/08 through 6/30/08, new JEA employees located in downtown Jacksonville received their configured laptop/desktop computer at an average of 11.0 days (standard deviation = 2.04) vs. a 10 day USL. This translates to an estimated productivity loss of $225K/yr. Project Scope: Includes new hires and transferred employees to the downtown tower and CCC. Excludes all other locations or electronic Goal Statement: Decrease the average computer delivery time from 11.0 days to 9.0 days by 11/20/08 without negatively impacting new computer inventory or expediting costs. Baseline Metric Performance (7/08-6/08) : Short Term Long Term Zbench -0.72 -0.50 DPMO 763,253 692,088 Example charter for project in Green phase

10. Deliverable 2: Define; SIPOC Suppliers Inputs Process Outputs Customers ?? ?? Process Description ?? ?? ?? ?? ?? ?? Process Steps Project Boundary Project Boundary ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ??

14. Deliverable 4: Define ; A.R.M.I. Key Stakeholders Define Measure Analyze Green Improve Control John M M M M M M Paul A A A A A A George R M M R R R Ringo I R I I I A - Approval of team decisions outside their charter/authorities, i.e., sponsor, business leader. R - Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis. M - Member of team, with the authorities and boundaries of the charter. I - Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming. Project Phase

15. Deliverable 4: Define; Project Plan Show the Excel project plan template, Gantt chart, or other type of project task & milestone summary here

16. Critical Checkpoints for Measure Item Description / Comment Responsibility Date Measure tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.

17. Measure Phase

19. Deliverable 5: Measure Document Existing Process

20. Deliverable 6: Measure XY Matrix Show the XY Matrix here. Use it to take the X’s from the previous phase and prioritize them for data gathering and analysis

22. Deliverable 6: Measure FMEA Show the FMEA here. It takes the high priority X’s from the XY matrix and refines them for data gathering plus highlighting any immediate fixes that can/should be put in place until the final project recommendations are developed

24. Deliverable 6: Measure Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment

29. Deliverable 9: Measure Baseline Process Capability Defect being assessed: Invoice Accuracy Is this Short Term or Long Term data? Long Term Sigma Shift (Set to 1.5 unless data indicates otherwise) 1.5 No. of Units Inspected 85 No. of Opportunities For Defects / Unit 1 No. of Defects observed in units inspected 3 Long Term DPMO (Defects Per Million Opportunities) 35294 Long Term Zbench (Sigma Level) 1.81 Short Term DPMO (Defects Per Million Opportunities) 470 Short Term Zbench (Sigma Level) 3.31

30. Deliverable 9: Measure Baseline Process Capability

31. Critical Checkpoints for Analyze Item Description / Comment Responsibility Date Analyze tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.

32. Analyze Phase

33. Deliverable 10: Analyze Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment

35. Graph Selection X Continuous Data X Discrete Data One Variable Y Contin-uous data Scatter Plot Matrix Plot Draftsman Plot Marginal Plot Control Chart Run Chart Boxplot Dotplot Bar Chart Pie Chart Multi-vari Graphical Summary Boxplot Dotplot Histogram Normality Y Discrete Data Run Chart Control Chart Concentration Diagram Pareto Graphical Summary Pareto

36. Deliverable 10: Analyze Determine Critical X’s Measurable Result Contributor 1 Contributor 4 Contributor 2 Contributor 3 Area 1 Area 2 Area 3 Contributor 1 Contributor 4 Contributor 2 Contributor 3 Contributor 1 Contributor 4 Contributor 2 Contributor 3 Area 4 Contributor 1 Contributor 4 Contributor 2 Contributor 3

37. Deliverable 10: Analyze A Tree Diagram 1 st cause (level 2 why from fishbone) 2nd cause why why why 2nd cause (level 2 why from fishbone) 2nd cause why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why why 2nd cause why why wh ywhy why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 1st cause why why why 1st cause why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why

38. Deliverable 10: Analyze Another Tree Diagram 1 st cause (level 2 why from fishbone) 2nd cause why why why 2nd cause why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why why 2nd cause why why wh ywhy why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 1st cause why why why 1st cause why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why

39. Hypothesis: Describe what the team thinks is causing the poor results. Method: Describe what specific method(s) you will use to prove or disprove the hypothesis. Statistical Conclusion: List the results of your statistical tests and explain what the results mean. Practical Conclusion: Describe your results using easily understood language. Item being investigated Deliverable 10: Analyze Determine Critical X’s

40. Hypothesis: The new purchasing system has reduced ordering time by 25%. Method: We obtained random samples form the “before” process and the “after” process. We made sure both samples were normally distributed. We then used a 2-Sample t test to compare the process before the change and after the change. Statistical Conclusion: The 2-Sample t test resulted in a p-value of 0.00. If the p-value is less that .05, we can reject the Null hypothesis. The before and after process is different. Practical Conclusion: The process ordering time has been reduced from 100 days to 36 days. That is a 64% reduction! New Purchasing Ordering System Deliverable 10: Analyze Determine Critical X’s EXAMPLE

41. Hypothesis: Inadequate staffing levels in the Call Center are causing an increased level of overflow calls. Method: We used regression analysis to check for a relationship between staff levels and call overflow. We compared the 15 minute staffing interval levels to the call overflows from the same period. Statistical Conclusion: Regression analysis revealed a R-Squared of 6.7%. Call center staffing levels alone do not explain the increased level of call overflow. Practical Conclusion: Staffing levels do not explain the increase in call overflows. We need to look for other causes of call overflow. Call Center Overflow Calls Deliverable 10: Analyze Determine Critical X’s EXAMPLE

42. Deliverable 10: Analyze Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment

43. Critical Checkpoints for Green Item Description / Comment Responsibility Date Green tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.

44. Green It Up Phase

46. Deliverable 11: Green It Up Relationship Matrix Show the Relationship Matrix here. Use it to take the critical X’s from the Analyze Phase and determine their relationship to the environment of the process being investigated.

48. Critical Checkpoints for Improve Item Description / Comment Responsibility Date Improve tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.

49. Improve Phase

51. Deliverable 12: Improve Prioritized List of Solutions Net Process Total 0 0 0 0 0 0 0 Sum of Better (+) 0 0 0 0 0 0 0 Sum of Worse (-) 0 0 0 0 0 0 0 Sum of &quot;Same&quot; (s) 0 0 0 0 0 0 0 Key Criteria for Comparison Design Concept 1 (Baseline) Design Concept 2 Design Concept 3 Design Concept 4 Design Concept 5 Design Concept 6 Design Concept 7 Design Concept 8 1 2 3 4 5 6 7 8 9 10

52. Deliverable 12: Improve Criteria Based XY Matrix Show the Criteria-based XY Matrix here. It takes the alternative improvement strategies and them for decision-making about which one or ones to pursue

54. Critical Checkpoints for Control Item Description / Comment Responsibility Date Control tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.

55. Control Phase