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Improve phase lean six sigma tollgate template
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
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Improve phase lean six sigma tollgate template
- 1. Improve Lean SixSigma Improve Phase Tollgate Review Lean Six Sigma Group
- 2. Improve Lean SixSigma 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
- 3. 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)
- 4. To-Be Process MapImprove 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 Enter Key Slide Take Away (Key Point) Here Lab Collection Workflow Swimlane Video Example by HealthITWorkforce International Standards for Lean Six Sigma (ISLSS) 4
- 5. Improve Quick WinDocumentation 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 Enter Key Slide Take Away (Key Point) Here Lean Improvement Walk Training Video by FastCap International Standards for Lean Six Sigma (ISLSS) 5
- 6. Improve Item/ ProcessStep 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 Enter Key Slide Take Away (Key Point) Here Failure Mode and Effects Analysis Training Video by leansixsigmasource International Standards for Lean Six Sigma (ISLSS) 6
- 7. Improve Value StreamMap (VSM) Future State Information Flow Supplier Customer <Step1> <Step3> <Step3> 1 2 1 Sources of Value ? ? ? ? ? Enter Key Slide Take Away (Key Point) Here Future State Value Stream Map Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS) 7
- 8. 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 Enter Key Slide Take Away (Key Point) Here Excel Annual Cost Calculator Training Video by Contextures Inc. International Standards for Lean Six Sigma (ISLSS)
- 9. Business Impact DetailsImprove 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 Direct vs, Indirect Cost Training Video – by Andromedia Productions International Standards for Lean Six Sigma (ISLSS)
- 10. 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 Enter Key Slide Take Away (Key Point) Here A3 Thinking and Problem Solving Training Video by tpyzdek 10 International Standards for Lean Six Sigma (ISLSS)
- 11. 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 Enter Key Slide Take Away (Key Point) Here How to Deliver a Great Presentation Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS)
- 12. 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 Enter Key Slide Take Away (Key Point) Here Gaining Stakeholder Buy-in Video by Five Star Development International Standards for Lean Six Sigma (ISLSS)
- 13. Improve Lean SixSigma Tollgate Review Backup Slides Lean Six Sigma Group International Standards for Lean Six Sigma (ISLSS)
- 14. 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 Enter Key Slide Take Away (Key Point) Here Project Charter Video by Rita Mulcahy International Standards for Lean Six Sigma (ISLSS) 14
- 15. 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 Enter Key Slide Take Away (Key Point) Here 15 Process Capability Graphical Analysis Root Cause / Quick Win Tools Used Minimum Sample Size for Robust T-Tests and ANOVA Video by SigmaXL International Standards for Lean Six Sigma (ISLSS)
- 16. 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 Enter Key Slide Take Away (Key Point) Here 16 Hypothesis Tests Value-Add Analysis Root Cause / Effect Tools Used DiscoverSim Case Study by SigmaXL International Standards for Lean Six Sigma (ISLSS)
- 17. Improve Improve TollgateChecklist 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 International Standards for Lean Six Sigma (ISLSS) 17
- 18. Improve Definethe 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 Enter Key Slide Take Away (Key Point) Here The Harada Method Video by Norman Bodek International Standards for Lean Six Sigma (ISLSS)
- 19. Improve Control TollgateChecklist 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 International Standards for Lean Six Sigma (ISLSS) 19
- 20. 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. Enter Key Slide Take Away (Key Point) Here Solution Selection Training Video by Camille Corum International Standards for Lean Six Sigma (ISLSS) 20
- 21. Improve FMEA Guidelines (Optional) Enter Key Slide Take Away (Key Point) Here Examples of FMEA and RPN Training Video by Simplilearn International Standards for Lean Six Sigma (ISLSS) 21 The recommended scales for Severity, Occurrence, and Detection
- 22. Improve Sample ValueStream 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 Enter Key Slide Take Away (Key Point) Here Value Stream Map Icons Training Video by UttanaOnline International Standards for Lean Six Sigma (ISLSS) 22
- 23. Improve Main EffectsPlot (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 Enter Key Slide Take Away (Key Point) Here Design of Experiments (DOE) Intro Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS) 23
- 24. 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) Enter Key Slide Take Away (Key Point) Here Pugh Matrix Training Video by 6ixsigmaorg International Standards for Lean Six Sigma (ISLSS) 24
- 25. 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. Enter Key Slide Take Away (Key Point) Here Ranking Your Projects Using Bubble Chart Pro™ Video by DataMachines International Standards for Lean Six Sigma (ISLSS) 25
- 26. Improve Stakeholder Analysis 1 1 1 2 3 4 3 2 1 0 Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive Stakeholder Analysis (Optional) Enter Key Slide Take Away (Key Point) Here Stakeholder Analysis Training Video by the University of Louisville International Standards for Lean Six Sigma (ISLSS) 26
- 27. Improve Influence Strategy (Optional) Influence Strategy Stakeholder Issues/Concerns Identify "Wins" Influence Strategy Enter Key Slide Take Away (Key Point) Here Influencer Training Video by Al Switzler From VitalSmarts Speakers International Standards for Lean Six Sigma (ISLSS) 27
- 28. Improve Measurement Systems Analysis (MSA) (Optional) Measurement system is unacceptable with the System Effectiveness Score < 80% Enter Key Slide Take Away (Key Point) Here Measurement Systems Analysis Training Video by Advance Innovation Group International Standards for Lean Six Sigma (ISLSS) 28 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.
- 29. 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 Enter Key Slide Take Away (Key Point) Here Pull Systems and Kanban Training Video by GBMP1 International Standards for Lean Six Sigma (ISLSS) 29
- 30. 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 Enter Key Slide Take Away (Key Point) Here Quick Changeover & SMED Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS) 30
- 31. Improve PDCA (Optional) Plan: ? ? Do: ? ? Check: ? ? Act: ? ? ? ? ? ? Plan Do Check Act Enter Key Slide Take Away (Key Point) Here The PDSA Cycle Training Video by LMSOS International Standards for Lean Six Sigma (ISLSS) 31
- 32. 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 Enter Key Slide Take Away (Key Point) Here 5S Factory Makeover Video by 5S Supply International Standards for Lean Six Sigma (ISLSS) 32
- 33. 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 Enter Key Slide Take Away (Key Point) Here Kaizen Events Training Video by Steven Bonacorsi and George Trachilis International Standards for Lean Six Sigma (ISLSS) 33
- 34. Improve Kaizen ActionWorkout (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 ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Enter Key Slide Take Away (Key Point) Here Kamishibai / TPM Audit System Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS) 34
- 35. 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. • 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 3/6 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. • 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 3/10 Complete 3/10 Enter Key Slide Take Away (Key Point) Here How to Cut Non-Value Added Activity Training Video by i-nexus International Standards for Lean Six Sigma (ISLSS) 35
- 36. Improve Verify PilotResults (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 Enter Key Slide Take Away (Key Point) Here Visual Metrics Training Video by UttanaOnline International Standards for Lean Six Sigma (ISLSS) 36
- 37. 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? Enter Key Slide Take Away (Key Point) Here “Lean Healthcare. Why Lean? Why now?” Training Video by David Daisher International Standards for Lean Six Sigma (ISLSS) 37 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?
- 38. Improve Technical-Political-Cultural TPCAnalysis (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 Enter Key Slide Take Away (Key Point) Here Change Management Training Video by Gavin Wedell International Standards for Lean Six Sigma (ISLSS) 38
- 39. Improve Multi-Generational ProjectPlan (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 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)
- 40. 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 Enter Key Slide Take Away (Key Point) Here Benefit Cost Analysis Training Video by Engineer In Training Exam TV International Standards for Lean Six Sigma (ISLSS) 40
- 41. Improve Lean SixSigma Additional Resources Lean Six Sigma Group
- 42. Improve Lean SixSigma 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 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. Replace the content of this slide with images or video’s related to your process improvement project International Standards for Lean Six Sigma (ISLSS)
- 43. Lean Six SigmaResources 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 International Standards for Lean Six Sigma (ISLSS) 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
- 44. Improve Lean SixSigma 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 International Standards for Lean Six Sigma (ISLSS)
- 45. Improve Lean SixSigma 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)
- 46. Improve Lean SixSigma Improve Phase 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 International Standards for Lean Six Sigma (ISLSS) 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
- 47. Improve Lean SixSigma Improve Phase Video References – Set 14 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 International Standards for Lean Six Sigma (ISLSS) 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
- 48. Improve Lean SixSigma Improve Phase Video References – Set 15 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 International Standards for Lean Six Sigma (ISLSS) 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 Stakeholder Analysis Training Video by the University of Louisville
- 49. Improve Lean SixSigma Improve Phase Video References – Set 16 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 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 Kaizen Events Training Video by Steven Bonacorsi and George Trachilis
- 50. Improve Lean SixSigma Improve Phase Video References – Set 17 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 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 “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