This is a PowerPoint template to compile a report or storyboard for Green and Black Belts based on the Lean Six Sigma DMAIC methodology. Simply follow the guidelines in the slides and insert your own content. Illustrations are provided so that you will quickly know at a glance what is required under each phase of the LSS DMAIC problem solving process. A list of deliverables is provided in each phase which is helpful in guiding you what to include in the report or storyboard.

1. © Operational Excellence Consulting. All rights reserved.
Lean Six Sigma DMAIC
Storyboard Template
Template for compiling a Lean Six Sigma
storyboard based on the DMAIC methodology

2. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Green/Black Belt Project Report
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:
NOTE: This is a PARTIAL PREVIEW.
To download the complete template,
please visit:
http://www.oeconsulting.com.sg

3. 3
Name of Project Team (e.g. Problem Busters)
Insert your team photo here.

4. 4
DMAIC Project Phases
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Measure the current
performance and
capability
Analyze to identify
root causes
Improve by
implementing potential
solutions
Control by
standardizing solution
and monitoring
performance

5. 5
Define and
scope
problem
Determine
project
objective
and benefits
Create
project
charter
Define ‘As Is’
process
Validate
measuremen
t system for
outputs
Quantify
process
performance
Identify
potential
causes (x’s)
Investigate
significance
of x’s
Identify
significant
causes to
focus on
y=f(x’s)
Generate
potential
solutions
Select and
test solution
Develop
implementati
on plan
Create
control and
monitoring
plan
Implement
full scale
solution
Finalize
project
transition
Define Measure Analyze Improve Control
DMAIC Roadmap

6. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Define Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

7. 7
KEY STEPS
Define & Scope
Problem
 Identify the business problem or opportunity
 Document the ‘As Is’ process
 Identify and translate the VOC
Determine
Project Objective
& Benefits
Create Project
Charter
 Define metrics and defects
 Establish preliminary baseline and entitlement
 Develop problem and objective statements
 Estimate financial benefit
 Confirm DMAIC as the improvement methodology
 Define project roles and responsibilities
 Identify project risks
 Establish project timeline
 Create communication plan
Define Phase Roadmap

8. 8
Define Phase Deliverables
• Define business case
• Define problem statement
 What, where, when, to what extent and how do you know?
• Establish baseline project metrics
 Primary metric
 Consequential metric(s)
• Define objective statement and scope
 Improve [primary metric] from [baseline] to [goal] by [date] – use SMART
criteria
• Define project scope
 SIPOC, CTQ trees, Pareto charts
• Form project team
• Identify financial benefits
• Complete project charter
• Approved project charter

9. 9
SIPOC
SIPOC can be used to identify the key elements of the <Process
Name Here> Process
Suppliers
 Suppliers provide
the necessary inputs
the process.
 The outputs are the
‘results’ of the
process. (Special care
should be taken to
determine how those
outputs relate to the
CTQ’s)
OutputsProcess
 See Below
(A process description is a
5 (+/- 2) step explanation
of the process that
provides outputs to meet
the needs of the customer)
Requirements
 Customer
requirements are the
quantifiable
expectations of the
process outputs.
Inputs
 Inputs are what
the process needs to
function.
Customers
 The customer
are the people
who receive and
put requirements
on the outputs.
(Customers can be
both internal &
external and
should
documented as
such)Step 1: Step 2: Step 3: Step 4:
Resources
 Resources are roles
and systems that are
leveraged to enable
the process.
Business Rules
 Business Rules are
controls and performance
indicators that are used to
govern and monitor the
execution of the above
process.
Insert SIPOC here.

10. 10
Insert ‘As Is’ process map here.
‘As Is’ Process
ILLUSTRATIVE

11. 11
Voice Of the Customer Translated to CTQC’s and
Operational Definitions
 Customer 1
 Enter info
 Enter info
 Customer 2
 Enter info
 Enter info
 Customer 3
 Enter info
 Enter info
Gather
Feedback
 Group 1
 Enter info
 Enter info
 Group 2
 Enter info
 Enter info
 Group 3
 Enter info
 Enter info
Affinity
Grouping
 CTQC 1
 CTQC 2
 CTQC 3
 CTQC 4
CTQC’s
 CTQC 1:
 Op Defn
 CTQC 2:
 Op Defn
 CTQC 3:
 Op Defn
 CTQC 4:
 Op Defn
Operational
Definitions
Gather and translate “VOC” into CTQC’s and operational
definitions.

12. 12
Project Charter
Project Name:
Business Case & Problem Statement Executive Sponsor
Project Champion
Objective Statement & Scope
Objective:
In Scope:
Out of Scope:
Team Members
Black Belt:
Green Belt:
Financial Analyst:
Investment
DMAIC
Plan Start –
Plan End
Operational Metric Baseline Target
Define  <Metrics that will impact line operations, corporate measurements, profit
& loss, etc.>
 <Indicate gross order of magnitude – if actual estimates are not available
– describe value>
Measure
Analyze Defect Definition:
Expected Benefits Est. Savings (US$)
Improve Hard Benefits:
Soft Benefits:
Strategic/Other Qualitative Benefits:
Control

13. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Measure Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

14. 14
Value Stream Map
Create a value stream map for time related problems.
ILLUSTRATIVE

15. 15
Observation
IndividualValue
1501351201059075604530151
30
25
20
15
_
X=22.03
UCL=30.57
LCL=13.48
2
I Chart of Thickness
Process Stability Analysis
ILLUSTRATIVE
Assess if the current process is stable.
MEASUREMENT
Upward Trend Downward Trend
MEASUREMENT
Mean

16. 16
75604530150-15-30
LSLTargetUSL
Process Data
Sample N 240
StDev (Within) 11.68803
StDev (O v erall) 20.02292
LSL -10.00000
Target 0.00000
USL 10.00000
Sample Mean 20.01250
Potential (Within) C apability
C C pk 0.29
O v erall C apability
Z.Bench -0.70
Z.LSL 1.50
Z.USL -0.50
Ppk
Z.Bench
-0.17
C pm 0.12
-0.88
Z.LSL 2.57
Z.USL -0.86
C pk -0.29
O bserv ed Performance
PPM < LSL 54166.67
PPM > USL 683333.33
PPM Total 737500.00
Exp. Within Performance
PPM < LSL 5117.35
PPM > USL 804179.58
PPM Total 809296.92
Exp. O v erall Performance
PPM < LSL 66948.82
PPM > USL 691480.77
PPM Total 758429.59
Within
Overall
Process Capability of Deviation from Forecast
Process Capability Analysis
ILLUSTRATIVE
Perform a capability analysis and determine the location
and spread.

17. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Analyze Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

18. 18
Analysis of Value-added & Non-value Added Steps
Demand all families =
100 pcs/day.
Demand family A =
35 pcs/day.
2 shifts.
Takt time = 532 sec.
Customers
Machining
Ct = 420s
Co = 20m
Up = 70%
☺ = 1
Shifts = 3
Drilling
Ct = 145s
Co = 15m
Up = 50%
☺ = 1
Shifts = 2
Welding
Ct = 185s
Co = 8m
Up = 70%
☺ = 1
Shifts = 2
Assembly
Ct = 360s
Co = 7m
Up = 80%
☺ = 1
Shifts = 2
Packaging
Ct = 40s
Co = 3m
Up = 15%
☺ = 1
Shifts = 2
Suppliers
MRP
Weekly plan
Forecasts =
30 days
Daily orders
Continuous
forecasts
Daily orders
58 days 6 days 9 days 5 days 2 days 42 days
420 sec 145 sec 185 sec 360 sec 40 sec
Component A =
35 pcs per/day.
Orders are placed
on demand.
Lead time from order
is placed= 2 days.
2030 pcs 210 pcs 315 pcs 175 pcs 70 pcs 1470 pcs
= 122
days
=1150
sec.
Analyze the value stream and identify waste elimination
opportunities, e.g. waiting time.
ILLUSTRATIVE

19. 19
• From this figure it is
visible why the flow
is bad in the current
production. The bad
flow also causes
inventory between
all processes.
• The takt time is 532
sec. based on 2
shifts. It is also
clear that 2 shifts is
not enough on the
machining process.
Analysis of Cycle Times to Takt Time
Analyze where bottlenecks can be eliminated.
ILLUSTRATIVE
Pick Pack Ship
Steps
from
VSM
CT 50s CT 70s CT 60s
60 sec
Unbalanced
Pick Pack Ship

20. 20
Identification of Root Causes
HIGH
SCRAP OF
BARCODE
LABEL
MAN MACHINE
MATERIAL METHOD
Handling
Wrinkled
Torn
Improper
training
Machine
Breakdown
Ineffective
adhesive
Illegible
Smear
Printwheel Dirty
Worn Ribbon
Design of label
Damage
Poor printing
Improper storage
Wrong orientation
Process changes
Improper storage
Size of label
Process changes
Suspected
root causes
Legend
Use the fishbone diagram or 5 whys analysis to identify the
possible root causes. Verify the root cause(s) that are really
causing the problem.
ILLUSTRATIVE

21. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Improve Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

22. 22
Develop Future State Value Stream Map
Demand all families =
100 pcs/day.
Demand family A =
35 pcs/day.
1 shift.
Takt time = 266 sec.
Customers
Machining
Ct = 420s
Co = 5m
Up = 85%
☺ = 1
Shifts = 2
U-Cell
Ct = 250s
Co = 1-3m
Up = 65-80%
☺ = 4
Shifts = 1
Suppliers
MRP
Daily plan
Forecasts =
30 days
Daily orders
Continuous
forecasts
Daily ordersComponent A =
35 pcs per/day.
Orders are placed
on demand.
Lead time from order
is placed= 2 days.
Goal 700 pcs Goal 140 pcs Goal 70 pcs
Kanban
U-cell
Orders
20 days 4 days 2 days
Sum = 730 sec
= 26
days
=1150
sec.
420 sec
Kanban
Changeover time
Increase OEE
Physical layout
Flow between
work stations
etc.
Daily
planning
Changeover times
Increase OEE
Task distribution
ILLUSTRATIVE
Define the future state value stream map. Highlight “Kaizen
bursts” to indicate proposed improvements.

23. 23
Apply Lean levers to eliminate process waste
Overproduction
Producing more
than what the
customer needs
Waiting
Employees
waiting for
another
process or a
machine/tool
Motion
Extra
physical /
mental
motion that
doesn’t add
value
Transportation
Moving product/
service from one
place to another
Inventory
Building and
storing extra
services/produc
ts the customer
has not
ordered
Rework
Reprocessing,
or correcting
work
Over-
processing
Adding excess
value when the
customer does
not require it
Intellect
Not using
employees
full
intellectual
contribution
1. Segmenting complexity
Form separate channels for
complicated tasks so that
simple ones are not held up
2. Redistribute activities
Align activities with
appropriate skill set and
group
3. Pool resources
Utilize existing skills and
resources to reach
economies of scale
4. Flexible manpower
systems
Balance processing capacity
with the ongoing demand by
moving people to where the
work activity is
5. Reduce incoming work
Eliminate tasks from a
person by reducing the
actual work activity arising
6. Reduce NVA work
Eliminate work that does not
directly add value to the end
customer
7. Standard operations
Establish best practices in to
execute a task
Lever 
Waste 
Identify the Lean levers to eliminate process waste.

24. 24
Solutions Selection Criteria Matrix
Solutions M1 M2 M3 M4 M5 Total Score
Solution #1 2 8 6 4 2 22
Solution #2 2 3 6 4 6 21
Solution #3 2 5 5 6 2 20
Solution #4 4 8 3 2 2 19
Solution #5 5 8 5 2 2 22
Examples of Selection Criteria:
M1 = Easy to Implement
M2 = Feasible
M3 = Cost Effective
M4 = Robust
M5 = Risk
Selection Criteria Matrix (1=Bad, 10=Good)
Insert a matrix diagram to identify the “best” solutions.
ILLUSTRATIVE

25. 25
0
10
20
30
40
50
60
Barcode Label 1 Label 2 Label 3 Label 4 Label 5
Types of Part Scrapped
40% improvement
Before
After
Pareto Chart Comparison
Use a Pareto chart to compare the ‘Before’ and ‘After’.
Highlight the improvement made in %.
ILLUSTRATIVE

26. © Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Control Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

27. 27
Apply Control Methods
Determine a simple process to manage and sustain your
gains. Apply tools such as Visual Management, Standard
Work, etc.
ILLUSTRATIVE
Visual
Management
Date
IndividualValue
Oct-18Sep-27Sep-6Aug-16Jul-26Jul-5Jun-14May-24May-3Apr-12Mar-22
6
5
4
3
2
1
0
_
X=4.1
UCL=6.02
LCL=2.18
5
1
5
1
5
1
1
Downtime
Standard
Work

28. 28
Update SOP & Work Instructions; Set up Monitoring System
Internal Quality Checklist 3. Monitoring
 Weekly Compliance Audit
by Quality Team
 Weekly Return Rate Monitoring
Work Instruction & New Quote Process
Regular Monitoring of Process
ILLUSTRATIVE
Define SOPs, work instructions or standard work for the
improved process. Set up a simple monitoring system.

29. 29
Control Chart
200721200714200706200650200643200635200628200620200611200601
160
140
120
100
80
60
40
20
0
ByWeek_1
SampleMean
__
X=61.3
UCL=97.7
LCL=25.0
Before After
1
1
Xbar Chart of Pre-Production TAT+Production TAT (Test Jobs)
Before After
Mean = 96.2 days 61.3 days
Std Dev = 24.2 days 18.6 days
36% Improvement for Testing TAT
Display the ‘before’ and ‘after’ control charts. Compare the
mean and standard deviation. State the % of improvement.
ILLUSTRATIVE

30. 30
Define Control Plan
Measurement
ILLUSTRATIVE
Define a control plan or simple process to track the metric
and who to take the necessary corrective actions.

31. © Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting

32. 32
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

33. © Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW