Lean Six Sigma Group

Lean Six Sigma Measure Phase Tollgate Review

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 TollgateDefine Measure Analyz

e Improve Control

2International Standards for Lean Six Sigma (ISLSS)

Kaizen Events Targeted in Measure to Accelerate ResultsTen Commandments of Lean Six Sigma Video by Gemba

Academy

Project Charter Updates

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)

Problem/Goal Statement

Tollgate Review Schedule

Financial Impact

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)

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 BeltCore Team Role % Contrib. LSS Training Team Member 1 SME XX YB Team Member 2 TM XX GB Team Member 3 SME XX PSExtended Team Team Member 1 BFM XX Not Trained Team Member 2 IT XX Not Trained

Review high-level schedule milestones here: Phase Completions Tollgate Reviews

Tollgate Scheduled Revised CompleteDefine: XX/XX/XX - XX/XX/XXMeasure: XX/XX/XX XX/XX/XX XX/XX/XXAnalyze: XX/XX/XX XX/XX/XX XX/XX/XXImprove: XX/XX/XX XX/XX/XX

XX/XX/XXControl: XX/XX/XX XX/XX/XX XX/XX/XX

Enter Key Slide Take Away (Key Point) Here

3International Standards for Lean Six Sigma (ISLSS)

How to Write a Project Charter Training Video by projectmanagervideos

Measure Overview

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

O bservation

Indiv

idual

Value

2442171901631361098255281

40

35

30

25

20

_X= 29.13

UCL= 37.70

LCL=20.56

O bservation

Movin

g Ran

ge

2442171901631361098255281

10.0

7.5

5.0

2.5

0.0

__M R=3.22

UCL= 10.53

LCL=0

I-M R Chart of Delivery Tim e

Detailed process mapping

MSAValue Stream MappingData Collection Planning

Basic StatisticsProcess CapabilityHistograms

Time Series PlotProbability PlotPareto AnalysisOperational Def.5sPullControl Charts

Enter Key Slide Take Away (Key Point) Here

4

Process Capability Graphical Analysis

Tools UsedRoot Cause / Quick Win

International Standards for Lean Six Sigma (ISLSS)

Process Capability Training Video by SigmaXL

Data Collection Plan

For each performance measure (Y), update a data collection plan

Include MSA measure plan (Gantt chart, MS project plan is Optional)

Add Financial measure plan if separate from performance Y

Add any Time Study or other data collection plans for Value Stream Map

Sample Size Calculation Use additional slides if needed

Performance Measure

Operational

Definition

Data Source and Location

How Will Data Be Collected

Who Will Collect Data

When Will Data Be Collected

Sample Size

Stratification Factors

How will data be used?

VOCMSAProcessVSMFinancialsOthers

Enter Key Slide Take Away (Key Point) Here

5International Standards for Lean Six Sigma (ISLSS)

DMAIC Case Study to Improve Customer Satisfaction Video by SigmaXL

Operational Definitions

Y – Continuous data Process start/stop and cycle time boundaries, such as the unit of measure (ex minutes), the unit (the thing you are measuring), will you include weekends, holidays, non-business hours?

Y – Discrete data Define Success/Defect or other attribute values you will measure

X – The subgroups values or X-factor groupings you will use on your project data collection

Other unique terms that apply to your project that require clear operational definitions

Use additional slides as needed to complete your operational definitions Enter Key Slide Take Away (Key Point) Here

6International Standards for Lean Six Sigma (ISLSS)

Add Visual Example

Add Visual Example

The Gemba Glossary Training Video by Gemba Academy

MSA Conclusions The measurement systems are acceptable. The data is considered to have

no potential for significant error. Need to be careful to appropriately use the data during the Analyze Phase. Type of

Measurement ErrorDescription Considerations to this Project

Discrimination (resolution)

The ability of the measurement system to divide into “data categories”

Work hrs can be measured to <.25 hrs. Tool usage measure to +- 2 min.

Bias The difference between an observed average measurement result and a reference value

No bias - Work hours and radar start-stop times consistent through population.

Stability The change in bias over time No bias of work hrs & radar usage data.

Repeatability The extent variability is consistent

Not an issue. Labor and radar usage is historical and felt to be accurate enough for insight and analysis.

Reproducibility Different appraisers produce consistent results

Remarks in usage data deemed not reproducible, not used in determining which radars were used in each op

Variation The difference between parts n/a to this process.Enter Key Slide Take Away (Key Point) Here

7International Standards for Lean Six Sigma (ISLSS)

Gage R&R (Variable Data) Training Video using Minitab by Janeth Leon

Baseline Basic Statistics

Describe the current process shape “normality” and distribution.

Describe the center, Mean or Median?

Describe the range (maximum value – minimum value) the standard deviation in X (Time)

Enter Key Slide Take Away (Key Point) Here

8International Standards for Lean Six Sigma (ISLSS)

Download a 30 Day Free Trial at http://www.sigmaxl.com SigmaXL now Available for Mac! Use as an Add-in to the already familiar Excel, SigmaXL simplifies your data analysis and is a pleasure to use

Descriptive Statistic’s Training Video by SigmaXL

Baseline Process Capability

# data points collected between XX/XX/XX thru XX/XX/XX

Mean X days, St. Dev. X.XX days, Describe the impact the current state process capability.

With an overall PPM of X defects per million opportunity, the current process has a Sigma Quality Level of X.X or a X% yield

Enter Key Slide Take Away (Key Point) Here

9International Standards for Lean Six Sigma (ISLSS)

Download a 30 Day Free Trial at http://www.sigmaxl.com SigmaXL now Available for Mac! As an Add-in to the already familiar Excel, SigmaXL simplifies your data analysis and is a pleasure to use

Process Capability and Statistical Process Control Training Video by SigmaXL

Sigma Calculator: Continuous Data

Enter Key Slide Take Away (Key Point) Here

10International Standards for Lean Six Sigma (ISLSS)

Process Capability (Continuous) Training Video by SigmaXL

Sigma Calculator: Discrete Data

Enter Key Slide Take Away (Key Point) Here

11International Standards for Lean Six Sigma (ISLSS)

Process Capability (Discrete) Training Video by SigmaXL

Quick Win Documentation

Template

1. Root Cause: _______________________________

2. Obvious Solution: ___________________________

3. Low or No Cost: ____________________________

4. Low Risk: _________________________________

5. Implementation Plan: ________________________

6. Stakeholder(s) Approval: _____________________

Process Name: ______________________ Process Lead: ___________________Process Owner: ______________________ Start Date: ______________________Process Area: ________________________ Stop Date: ______________________

Benefit(s): ______________________________________

___ ______________________________________

___ ______________________________________

___Enter Key Slide Take Away (Key Point) Here

12International Standards for Lean Six Sigma (ISLSS)

Add Visual ExampleBefore

Add Visual ExampleAfter

Examples Where Used 5s 4-Step Setup

Reduction Inventory

Reduction MSA Improvements Price reductions Reduced DOWNTIME

(NVA steps or work)

Pull System Kaizen events

Gemba Academy Training Video on the 7 Forms of Waste

Sources of Waste Waste #1 (%) Waste #2 (%) Waste #3 (%) Waste #4 (%) Waste #5 (%)

Sources of Waste

NVA

Defect Overproduction Transportation

WaitingInventoryMotion

Area 1Sub area 1

Area 1 Sub area

1

Area 1Sub area 1

Processing

Area 1 Sub area

1

Area 1 Sub area 1

Area 1 Sub area

1

< Insert your waste percentage as shown in

pie chart >

Enter Key Slide Take Away (Key Point) Here

13International Standards for Lean Six Sigma (ISLSS)

SigmaXL Training Video on Cause & Effect Diagrams

5% 5%5%

40%10%

30%5%

DefectOverproductionTransportationW aitingInventoryM otionProcessing

Swim Lane Process Map

Client Contact

Client HR

Admin

Client Mgr.

Places information into HR database

Sends Email to Admin

Sends exit date to IT,

telecom & facilitie

s

Re-verifies with mgr on employee’s exit

status

NT Admin

Email Vendor

Utilize e-mail vendor’s web tool to submit delete request

to vendor

Sends Email to Admin

Generates ticket &

forwards to Admin

Delete account

Mark request as completed on admin web

site

Create ticket if request coming directly from

client

Avg.Delay2 days

Avg. Delay2

days

Avg.Delay1 day Avg.

Delay4

days

Form require approval?

No

Secure approval(

s)

Yes

Note: Steps in blue shapes

are non-value added steps

Avg. Delay

2 days

Oval shapes: Start/Stop of processDiamonds: Decision pointsRectangles: Process stepsHalf-Moon: Delay/Queue Time

Enter Key Slide Take Away (Key Point) Here

14International Standards for Lean Six Sigma (ISLSS)

Admin closes ticket and

manager notified

Avg.Delay1 day

Notify HR of employee exit

date

Metrics Based Process Mapping Training Video by The Karen Martin Group

Value Stream MapCurrent State

DISTOrder MgmtOrder MgmtOrder Mgmt Order Mgmt

P/T = 2 minError Rate=2%Volume=800

P/T = 6 MinError Rate=0%Volume=800

P/T = 6 MinError Rate=2%Volume=800

P/T = 2 MinError Rate=1%Volume=800

20 Orders

3 min

LargeBusiness

6 Customers

5 Customers

3 Customers

SmallBusiness

CustomerInfo

4ProductNeed4

Pricing4

ShippingInfo4

PickPack & Ship

P/T = 120 MinError Rate=1%Volume=1200

10

2 min 6 min 6 min

2 min

120 min

240 min

5 min

Customer call time = 24 min

Service lead time = 384 minSUPPLIERS

2-5 days

Manual Update

Weekly Update

Phone Call

CUSTOMER

Screen for Acct MgrOrder Mgmt

Phone Call

P/T = 3 minLost calls=10%Volume=1200

Simplify/ Mistake Proof

AutomateMonitoring

ForecastImprovement

ImproveVisibility

Simplify/Combine

Enter Key Slide Take Away (Key Point) Here

15International Standards for Lean Six Sigma (ISLSS)

Value Stream Mapping Training Video by Gemba Academy

Home

Order Mgmt Supervisor

Trigger: Com pletion Criteria: Cycle Tim e: Takt Tim e: Num ber of People: Num ber of Approvals: Item s in Inbox: % Rew ork: # of Iterations (cycles): # of Databases: Top 3 Rew ork Issues: 1. 2. 3.

Business Impact State financial impact of future project leverage

opportunities Separate “hard or Type 1” from “soft Type 2 or 3”

dollars Annual Estimate Replicated EstimateRevenue 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: ?

16

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Cost/Benefit Training Video by Conservation Strategy Fund

Business Impact Details

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?

17

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Lean Accounting Training Video by Gemba Academy

Current Status Key actions

completed Issues Lessons

learned Communication

s, team building, organizational activities

18

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Top 5 Types of Project Management Reports Video by projectmanagervideos

W /E:

Due Revised Due

For deliverables due thru:

Deliverable/Action W ho Due Revised Due Com m ents/Resolution Need Help

Issue/Risk W ho Due Revised Due Recom m ended Action Need Help

Deliverables/Tasks Com pleted last w eek Com m ents

Actions Scheduled for next 2 W eeks

Current Issues and Risks

Lean Six Sigm a Project Status and Planning

Upcom ing Deliverables/Tasks - 2 w eeks out Com m ents

Next Steps Key actions? Planned Lean Six Sigma

Tools/Activities to be used?

Questions to answer? Barrier/risk mitigation

activities? Kaizen or Quick Win

Opportunities?

19

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

8-Step Problem Solving Training Video – Lean Leadership Institute

Last Revised:No. Description/Recom m endation Status

O pen/Closed/Hold Due Date Revised Due Date Resp Com m ents / Resolution

12345678910

Lean Six Sigm a Project Issue Log

Sign Off I concur that the Measure phase was successfully completed on

MM/DD/YYYY I concur the project is ready to proceed to next phase:

Analyze

Enter Name Here Deployment Champion

Enter Name Here Financial Representative

Enter Name Here Green Belt/Black Belt

Enter Name Here Master Black Belt

Enter Name Here Sponsor / Process Owner

20

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

The Explosion of Data Video by pexnetwork

Lean Six Sigma GroupLean Six Sigma

Tollgate

Review Backup Slides

International Standards for Lean Six Sigma (ISLSS)

MeasureTollgate Checklist

Has a more detailed Value Stream Map been completed to better understand the process and problem, and where in the process the root causes might reside?

Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer?

Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed, and Cost measures)?

Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity/consistent interpretation?

Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected by the organization?

Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we’re measuring?

Has the measurement system been checked for repeatability and reproducibility, potentially including training of data collectors?

Has the team developed and tested data collection forms or check sheets which are easy to use and provide consistent, complete data?

Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements?

Has the team been able to identify any complete ‘Quick Wins’?

Have any Kaizen opportunities been identified to accelerate momentum and results?

Have key learning(s) to-date required any modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders?

Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place?

Tollgate Review

Stop

Key Deliverables: Detailed Value Stream

Map(s) Data Collection Plan Measurement Collection

Results Process Capability

Results Current Baseline Process

Performance Quick Wins, if

applicable Identification of Kaizen

Opportunities, if applicable

Refined Charter, as necessary

Updated Risk Mitigation Plan

Deliverables Uploaded to Central Storage Location or Deployment Management System.

22

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Measure Phase Success Criteria Training Video by educatevirtually

23

Lean Six Sigma DMAIC Improvement

Process

Tollgate ReviewStop

Define

Measure

Analyze

Improve

Control

Tollgate ReviewStop

Tollgate ReviewStop

Tollgate ReviewStop

Define the opportunity from both the customer and business perspective

Understand the baseline process performance

Identify the critical X factors and root causes impacting process performance Develop

solutions linked to critical x’s Implement

solutions & control planEnter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

8 Step Practical Problem Solving Methodology by Gemba Academy

24

AnalyzeTollgate Checklist

Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could contribute to the problem statement?

Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for variation in the process, and generate hypothesis as to the root causes of the current process performance?

Has an evaluation been done to determine whether the problem can be solved without a fundamental recreation of the process? Has the decision been confirmed with the Project Sponsor?

Has the team investigated and validated (or de-validated) the root cause hypotheses generated earlier, to gain confidence that the “vital few” root causes have been uncovered?

Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem Statement) is being seen?

Has the team been able to identify any additional ‘Quick Wins’?

Have learnings to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders?

Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place?

Tollgate Review

Stop

Deliverables: List of Potential Root

causes Prioritized List of

Validated Root Causes Additional “Quick Wins”,

if applicable Refined Charter, as

necessary Updated Risk Mitigation

Plan Deliverables Uploaded to

Central Storage Location or Deployment Management System

Has the team identified the key factors (critical X’s) that have the biggest impact on process performance?

Have they validated the root causes?International Standards for Lean Six

Sigma (ISLSS)

Analyze Phase Success Criteria Training Video by educatevirtually

Bonacorsi Consulting25

Long-TermYeild

ProcessSigm a (ST)

Defects Per1,000,000

Defects Per100,000

Defects Per10,000

Defects Per1,000

Defects Per100

99.99966% 6.0 3.4 0.34 0.034 0.0034 0.0003499.9995% 5.9 5 0.5 0.05 0.005 0.000599.9992% 5.8 8 0.8 0.08 0.008 0.000899.9900% 5.7 10 1 0.1 0.01 0.00199.8000% 5.6 20 2 0.2 0.02 0.00299.9970% 5.5 30 3 0.3 0.03 0.00399.9960% 5.4 40 4 0.4 0.04 0.00499.9930% 5.3 70 7 0.7 0.07 0.00799.9900% 5.2 100 10 1 0.1 0.0199.9850% 5.1 150 15 1.5 0.15 0.01599.9770% 5.0 230 23 2.3 0.23 0.02399.9670% 4.9 330 33 3.3 0.33 0.03399.9520% 4.8 480 48 4.8 0.48 0.04899.9320% 4.7 680 68 6.8 0.68 0.06899.9040% 4.6 960 96 9.6 0.96 0.09699.8650% 4.5 1350 135 13.5 1.35 0.13599.8140% 4.4 1860 186 18.6 1.86 0.18699.7450% 4.3 2550 255 25.5 2.55 0.25599.6540% 4.2 3460 346 34.6 3.46 0.34699.5340% 4.1 4660 466 46.6 4.66 0.46699.3790% 4.0 6210 621 62.1 6.21 0.62199.181% 3.9 8190 819 81.9 8.19 0.81998.930% 3.8 10700 1070 107 10.7 1.0798.610% 3.7 13900 1390 139 13.9 1.3998.220% 3.6 17800 1780 178 17.8 1.7897.730% 3.5 22700 2270 227 22.7 2.2797.130% 3.4 28700 2870 287 28.7 2.8796.410% 3.3 35900 3590 359 35.9 3.5995.540% 3.2 44600 4460 446 44.6 4.4694.520% 3.1 54800 5480 548 54.8 5.4893.320% 3.0 66800 6680 668 66.8 6.6891.920% 2.9 80800 8080 808 80.8 8.0890.320% 2.8 96800 9680 968 96.8 9.6888.50% 2.7 115000 11500 1150 115 11.586.50% 2.6 135000 13500 1350 135 13.584.20% 2.5 158000 15800 1580 158 15.881.60% 2.4 184000 18400 1840 184 18.478.80% 2.3 212000 21200 2120 212 21.275.80% 2.2 242000 24200 2420 242 24.272.60% 2.1 274000 27400 2740 274 27.469.20% 2.0 308000 30800 3080 308 30.865.60% 1.9 344000 34400 3440 344 34.461.80% 1.8 382000 38200 3820 382 38.258.00% 1.7 420000 42000 4200 420 4254.00% 1.6 460000 46000 4600 460 4650% 1.5 500000 50000 5000 500 5046% 1.4 540000 54000 5400 540 5443% 1.3 570000 57000 5700 570 5739% 1.2 610000 61000 6100 610 6135% 1.1 650000 65000 6500 650 6531% 1.0 690000 69000 6900 690 6928% 0.9 720000 72000 7200 720 7225% 0.8 750000 75000 7500 750 7522% 0.7 780000 78000 7800 780 7819% 0.6 810000 81000 8100 810 8116% 0.5 840000 84000 8400 840 8414% 0.4 860000 86000 8600 860 8612% 0.3 880000 88000 8800 880 8810% 0.2 900000 90000 9000 900 908% 0.1 920000 92000 9200 920 92

Abridged Process Sigm a Conversion Table…

Application of Statistical Analysis Training Video by

Amir H. Ghaseminejad

Bonacorsi Consulting26

z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.090.0 0.0000 0.0040 0.0080 0.0120 0.0160 0.0190 0.0239 0.0279 0.0319 0.03590.1 0.0398 0.0438 0.0478 0.0517 0.0557 0.0596 0.0636 0.0675 0.0714 0.07530.2 0.0793 0.0832 0.0871 0.0910 0.0948 0.0987 0.1026 0.1064 0.1103 0.11410.3 0.1179 0.1217 0.1255 0.1293 0.1331 0.1368 0.1406 0.1443 0.1480 0.15170.4 0.1554 0.1591 0.1628 0.1664 0.1700 0.1736 0.1772 0.1808 0.1844 0.18790.5 0.1915 0.1950 0.1985 0.2019 0.2054 0.2088 0.2123 0.2157 0.2190 0.22240.6 0.2257 0.2291 0.2324 0.2357 0.2389 0.2422 0.2454 0.2486 0.2517 0.25490.7 0.2580 0.2611 0.2642 0.2673 0.2704 0.2734 0.2764 0.2794 0.2823 0.28520.8 0.2881 0.2910 0.2939 0.2969 0.2995 0.3023 0.3051 0.3078 0.3106 0.31330.9 0.3159 0.3186 0.3212 0.3238 0.3264 0.3289 0.3315 0.3340 0.3365 0.33891.0 0.3413 0.3438 0.3461 0.3485 0.3508 0.3513 0.3554 0.3577 0.3529 0.36211.1 0.3643 0.3665 0.3686 0.3708 0.3729 0.3749 0.3770 0.3790 0.3810 0.38301.2 0.3849 0.3869 0.3888 0.3907 0.3925 0.3944 0.3962 0.3980 0.3997 0.40151.3 0.4032 0.4049 0.4066 0.4082 0.4099 0.4115 0.4131 0.4147 0.4162 0.41771.4 0.4192 0.4207 0.4222 0.4236 0.4251 0.4265 0.4279 0.4292 0.4306 0.43191.5 0.4332 0.4345 0.4357 0.4370 0.4382 0.4394 0.4406 0.4418 0.4429 0.44411.6 0.4452 0.4463 0.4474 0.4484 0.4495 0.4505 0.4515 0.4525 0.4535 0.45451.7 0.4554 0.4564 0.4573 0.4582 0.4591 0.4599 0.4608 0.4616 0.4625 0.46331.8 0.4641 0.4649 0.4656 0.4664 0.4671 0.4678 0.4686 0.4693 0.4699 0.47061.9 0.4713 0.4719 0.4726 0.4732 0.4738 0.4744 0.4750 0.4756 0.4761 0.47672.0 0.4772 0.4778 0.4783 0.4788 0.4793 0.4798 0.4803 0.4808 0.4812 0.48172.1 0.4821 0.4826 0.4830 0.4834 0.4838 0.4842 0.4846 0.4850 0.4854 0.48572.2 0.4861 0.4864 0.4868 0.4871 0.4875 0.4878 0.4881 0.4884 0.4887 0.48902.3 0.4893 0.4896 0.4898 0.4901 0.4904 0.4906 0.4909 0.4911 0.4913 0.49162.4 0.4918 0.4920 0.4922 0.4925 0.4927 0.4929 0.4931 0.4932 0.4934 0.49362.5 0.4938 0.4940 0.4941 0.4943 0.4945 0.4946 0.4948 0.4949 0.4951 0.49522.6 0.4953 0.4955 0.4956 0.4957 0.4959 0.4960 0.4961 0.4962 0.4963 0.49642.7 0.4965 0.4966 0.4967 0.4968 0.4969 0.4970 0.4971 0.4972 0.4973 0.49742.8 0.4974 0.4975 0.4976 0.4977 0.4977 0.4978 0.4979 0.4979 0.4980 0.49812.9 0.4981 0.4982 0.4982 0.4983 0.4984 0.4984 0.4985 0.4985 0.4986 0.49863.0 0.4987 0.4987 0.4987 0.4988 0.4988 0.4989 0.4989 0.4989 0.4990 0.49903.1 0.4990 0.4991 0.4991 0.4991 0.4992 0.4992 0.4992 0.4992 0.4993 0.49933.2 0.4993 0.4993 0.4994 0.4994 0.4994 0.4994 0.4994 0.4995 0.4995 0.49953.3 0.4995 0.4995 0.4995 0.4996 0.4996 0.4996 0.4996 0.4996 0.4996 0.49973.4 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4998

Table of the Standard Norm al (z) Distribution

How to deal with non-normal data Training Video by SigmaXL.com

Attitude Charting & Key Constituency Map

(Optional)“Critical mass must be won-

over”

Enter Key Slide Take Away (Key Point) Here

27International Standards for Lean Six Sigma (ISLSS)

How to Manage Stakeholder Expectations Video by projectmanagervideos

15%

35% 35%

15%

0%5%10%15%20%25%30%35%40%

Innovators Early Adopters Late Adopters Resistors

Attitude Charting

Key Constituents M ap

Finance37%

Operations25%

Custom er13%

HR25%

Sample Size: Continuous Data

(Optional) ? ? ? ? ?

? ? ? ? ?

Enter Key Slide Take Away (Key Point) Here

28International Standards for Lean Six Sigma (ISLSS)

Sample Size with Continuous Data Training Video by SigmaXL

Calculation for Confidence Intervals - Continuous DataPopulation Size (N) 10,000Confidence Level (1-alpha) 0.95000 (Percent expressed as decim al)Observed Sam ple M ean 25.00000 (Best estim ate from data)Observed Sam ple Std. Dev. 5.00000 (Best estim ate from data)Actual Sam ple Size 100

Low er Conf. Int. Lim it (M ean) 23.86764596 (Corrected for finite population)Upper Conf. Int. Lim it (M ean) 26.13235404 (Corrected for finite population)

Low er Conf. Int. Lim it (S.D.) 4.390034232Upper Conf. Int. Lim it (S.D.) 5.808376227

Calculation for Sam ple Size - Continuous DataPopulation Size (N) 860Confidence Level (1-alpha) 0.95000 (Percent expressed as decim al)Pow er Level (1-beta) 0.90000 (Percent expressed as decim al)Standard Deviation (s) 10.00000 (Best prior estim ate or Range/5)Required Precision (+/- delta) 3.00000 (M argin of Error)

Initial Sam ple Size 117 (Assum es infinite population)Corrected for Population 104 (Correction for finite population)

Recom m ended Sam ple Size 104

Sample Size:Discrete Data (Optional)

? ? ? ? ?

? ? ? ? ?

Enter Key Slide Take Away (Key Point) Here

29International Standards for Lean Six Sigma (ISLSS)

Sample Size with Discrete Data Training Video by SigmaXL.com

Calculation for Sam ple Size - Discrete Data (Proportions)Population Size (N) 1,000Confidence Level (1-alpha) 0.95000 (Percent expressed as decim al)Pow er Level (1-beta) 0.90000 (Percent expressed as decim al)Expected Proportion (p) 0.50000 (Best prior estim ate or 0.50)Required Precision (+/- delta) 0.03000 (M argin of Error)

Initial Sam ple Size 2919 (Assum es infinite population)Corrected for Population 746 (Correction for finite population)

Recom m ended Sam ple Size 746Calculation for Confidence Interval - Discrete DataPopulation Size (N) 10,000Confidence Level (1-alpha) 0.95000 (Percent expressed as decim al)Observed Proportion (p) 0.50000 (Best estim ate from data)Actual Sam ple Size 100

Low er Conf. Int. Lim it 0.402488147 (Corrected for finite population)Upper Conf. Int. Lim it 0.597511853 (Corrected for finite population)

Measurement Systems Analysis (MSA) (Optional)

Measurement system is acceptable with the Total % Contribution <10%

Percent

Part-to-PartReprodRepeatGage R&R

100

50

0

% Contribution%  Study Var

Sample Range

0.10

0.05

0.00

_R=0.0417

UCL=0.1073

LCL=0

1 2 3Sample Mean

10.00

9.75

9.50

__X=9.7996UCL=9.8422

LCL=9.7569

1 2 3

Part10987654321

10.00

9.75

9.50

Operator321

10.00

9.75

9.50

Part

Average

10 9 8 7 6 5 4 3 2 1

10.00

9.75

9.50

O perator123

Gage nam e:Date of study:

Reported by:Tolerance:M isc:

Com ponents of Variation

R Chart by Operator

Xbar Chart by Operator

Response by Part

Response by Operator

Operator * Part Interaction

Gage R& R (ANOVA) for ResponseGage R&R %ContributionSource VarComp (of VarComp)Total Gage R&R 0.0015896 3.70 Repeatability 0.0005567 1.29 Reproducibility 0.0010330 2.40 Operator 0.0003418 0.79 Operator*Part 0.0006912 1.61Part-To-Part 0.0414247 96.30Total Variation 0.0430143 100.00 Study Var %Study VarSource StdDev (SD) (6 * SD) (%SV)Total Gage R&R .039870 0.23922 19.22 Repeatability 0.023594 0.14156 11.38 Reproducibility 0.032140 0.19284 15.50 Operator 0.018488 0.11093 8.91 Operator*Part 0.026290 0.15774 12.68Part-To-Part 0.203531 1.22118 98.13Total Variation 0.207399 1.24439 100.00

Number of Distinct Categories = 7

Enter Key Slide Take Away (Key Point) Here

30International Standards for Lean Six Sigma (ISLSS)

Create & Analyze a Gage R&R (Crossed) Training Video by SigmaXL.com

Probability Plot (Optional)

40353025201510

99.9

99

959080706050403020105

1

0.1

QTY

Percen

t

Mean 24.74StDev 4.177N 100AD 0.380P-Value 0.397

Norm al - 95% CIProbability Plot of Anderson-Darling N orm ality

Enter Key Slide Take Away (Key Point) Here

31International Standards for Lean Six Sigma (ISLSS)

Create a Normal Probability Plot Training Video by SigmaXL.com

Control Chart(Optional)

The current baseline delivery time is stable over time with both the Moving Range (MR) (3.22 days) and Individual Average (29.13 days) experiencing common cause variation

255 data points collected with zero subgroups, thus the I&MR control chart selected

O bservation

Individu

al Value

2442171901631361098255281

40

35

30

25

20

_X=29.13

UC L= 37.70

LCL= 20.56

O bservation

Mov

ing Ran

ge

2442171901631361098255281

10.0

7.5

5.0

2.5

0.0

__M R= 3.22

UC L= 10.53

LCL= 0

I-M R Chart of Delivery Tim e

Enter Key Slide Take Away (Key Point) Here

32International Standards for Lean Six Sigma (ISLSS)

Create an Xbar & R Control Chart Training Video by SigmaXL.com

PDCA(Optional)

Plan: ? ?

Do: ? ?

Check: ? ?

Act: ? ?

?

?

?

?

Plan

Do

Check

Act

Enter Key Slide Take Away (Key Point) Here

33International Standards for Lean Six Sigma (ISLSS)

Gemba Academy Training Video on How to Leverage the Powerful A3 Report

5s(Optional)

Sort ? ?Set Order ? ?Shine ? ?Standardize ? ?Sustain ? ?

Enter Key Slide Take Away (Key Point) Here

34International Standards for Lean Six Sigma (ISLSS)

“What is 5S?” Training Video by GembaAcademy.com

ITEM NAME TAG NUMBER TAGGED BYTAG DATE

o RAW M ATERIAL o TOO LS o FURNITURE o OTHER (EXPLAIN)o W IP o SUPPLIES o OFFICE M ATERIALo FINISHED GOOD o EQUIPM ENT o BOO KS/M AGAZINES

QUANTITY CELL / AREA

o UNNECESSARY o LEFTOVER M ATERIALo DEFECTIVE o UNKNOW No NON-URGENT o OTHER (EXPLAIN)

o DISCARD o TRANSFERo IN-CELL STORAGE o LONG-TERM STORAGEo REDUCE o OTHER (EXPLAIN)

ACTION DESCRIPTION APPROVED BYDATE

NEW LOCATION NEW CELL / AREA

5s FORM

ACTION TAKEN

IDENTIFICATION

CLASSIFICATION

REASON

DISPOSITION REQUIRED

Benchmark Analysis(Optional)

Based on the information above, what is the performance objective*? Reduce defects by      % Reduce long-term DPMO from       to       . Improve short-term Z from       to       .

*If you do not benchmark, performance standards are based on: For a process with 3 sigma level, decrease % defects by 10x. For a process with > 3 sigma level, decrease % defects by 2x. Other….please explain (corporate mandate, compliance/legal, VOC

data, etc)Enter Key Slide Take Away (Key Point) Here

35International Standards for Lean Six Sigma (ISLSS)

“What is Benchmarking?” Training Video by www.coer.org.nz

CTQProcess Capability

(X/Y)Benchm ark Gap /

Opportunity Source Assum ptions Risks

Key Buying Factor Analysis

(Optional)

4.0

5.0

6.0

7.0

8.0

9.0

10.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0CTQ Im portance Com pany Com p 1 Com p 2 Com p 3CTQ Im portance Com pany Com p 1 Com p 2 Com p 3

Enter Key Slide Take Away (Key Point) Here

36International Standards for Lean Six Sigma (ISLSS)

“How does the customer fit into process improvement?” Training Video by processexcellencenetwork.com and BP Group

Sample Value Stream Mapping Symbols

(Optional)Machining C/T = 36 Sec

Set Up Time 7 Min

Uptime 86%

Process BoxData Box

IQueue/

Inventory

1

Personnel

Flow(Information)

Electronic Information

Sign Off Point

Push Systems

Truck Shipment

Quotes

Supplier/Customer

Flow(Physical)

Physical Pull

ProjectBurst

SupermarketReplenishment

KanbanStation

PaperKanban

ElectronicDataSystem F I F O

FIFO LanePhysicalTransport

“Go See”Monitoring

Enter Key Slide Take Away (Key Point) Here

37International Standards for Lean Six Sigma (ISLSS)

Value Stream Map Glossary Training Video by gembaacademy.com

To Office Parking Lot

EAST

Vault(finance)

Supply Room

(paper and office

supplies)RecordsRoom

(Order Management)

OM Supr Office

Reception

Engineering Offices

CafeteriaRestrooms

Foyer

Order Taker

1

Order Taker

2Order Taker

3

Order Entry

1

Order Entry

2

Order Entry

3

CC & Val 2

CC & Val 3

CC & Val 1

OM Lead

Printer, FaxCopier

Indicates an in-box or outbox where work (forms/ information) waits to be worked on or transferred Planning

&Scheduli

ng

Lines indicate paper/information travel:- No set path- Lots of rework

Spaghetti Diagram(Optional)

Enter Key Slide Take Away (Key Point) Here

38International Standards for Lean Six Sigma (ISLSS)

Spaghetti Diagram Training Video by Dwane Lay

Dwane Lay Dwane Lay Dwane Lay

AS-IS Process Mapping Symbols (Optional)

Enter Key Slide Take Away (Key Point) Here

39International Standards for Lean Six Sigma (ISLSS)

Process Mapping Training Video by Mark Zabel

Lean Six Sigma Group

Lean Six Sigma

Additional Resources

International Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Tollgate Template

NotesThe 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.

41

Replace the content of this slide with images or video’s related to your process

improvement project International Standards for Lean Six

Sigma (ISLSS)

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.

Lean Six Sigma Resources

42

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

International Standards for Lean Six Sigma (ISLSS)

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

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

Lean Six Sigma Groups(Click Logo’s to Join Group)

43

Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean Six Sigma Jobs; +200 Discussions; +500 Comments +280,000

Members – Come Join the ConversationInternational Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Group

Lean Six Sigma Resource Blogs

(Click Logo’s to Follow Blogs)

44

See Notes Section for Links to Lean Six Sigma Group Contributors

International Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Measure Phase Video References –

Set 5

45

Share Your Video with the Kaizen Group: http://www.linkedin.com/groups?gid=2057909

International Standards for Lean Six Sigma (ISLSS)

Ten Commandments of Lean Six Sigma Video by Gemba Academy

How to Write a Project Charter

Training Video by projectmanagervideos

Process Capability Training Video by SigmaXL

DMAIC Case Study to Improve Customer

Satisfaction Video by SigmaXL

The Gemba Glossary Training Video by

Gemba Academy

Gage R&R (Variable Data)

Training Video using Minitab by Janeth Leon

Descriptive Statistic’s Training

Video by SigmaXL

Process Capability and Statistical Process Control

Training Video by SigmaXL

Lean Six Sigma Measure Phase Video References –

Set 6

46

Share Your Video with the Statistics & Analytics Group: http://www.linkedin.com/groups?gid=4183029

International Standards for Lean Six Sigma (ISLSS)

Process Capability (Continuous)

Training Video by SigmaXL

Process Capability (Discrete)

Training Video by SigmaXL

Gemba Academy Training Video on

the 7 Forms of Waste

SigmaXL Training Video on Cause & Effect Diagrams

Metrics Based Process Mapping Training Video by

The Karen Martin Group

Value Stream Mapping Training Video by

Gemba Academy

Cost/Benefit Training Video by

Conservation Strategy Fund

Lean Accounting Training Video by Gemba Academy

Lean Six Sigma Measure Phase Video References –

Set 7

47

Share Your Video with the Design for Lean Six Sigma Group: http://www.linkedin.com/groups?gid=3065466

International Standards for Lean Six Sigma (ISLSS)

Top 5 Types of Project Management

Reports Video by projectmanagervideos

8-Step Problem Solving Training Video by the

Lean Leadership Institute

The Explosion of Data Video by PexNetwork

Measure Phase Success Criteria Training Video by

educatevirtually

8 Step Practical Problem Solving Methodology

by Gemba AcademyAnalyze

Phase Success Criteria Training

Video by educatevirtually

Application of Statistical

Analysis Training Video by Amir H.

Ghaseminejad

How to deal with non-normal data Training Video by

SigmaXL.com

Lean Six Sigma Measure Phase Video References –

Set 8

48

Share Your Video with the Business Process Management Group: http://

www.linkedin.com/groups?gid=3929208 International Standards for Lean Six

Sigma (ISLSS)

How to Manage Stakeholder Expectations

Video by projectmanagervideos

Sample Size with Continuous Data Training Video by SigmaXL

Sample Size with Discrete Data

Training Video by SigmaXL.com

Create & Analyze a Gage R&R (Crossed) Training Video by

SigmaXL.com

Create a Normal Probability Plot Training Video by

SigmaXL.com

Create an Xbar & R Control Chart Training Video by

SigmaXL.com

Gemba Academy Training Video on How to Leverage the Powerful A3 Report

“What is 5S?” Training Video by GembaAcademy.com

Lean Six Sigma Measure Phase Video References –

Set 9

49

Share Your Video with the Strategy Execution Community Group: https://

www.linkedin.com/groups/Strategy-Execution-Community-3725091

International Standards for Lean Six Sigma (ISLSS)

“What is Benchmarking?” Training Video by www.coer.org.nz

“How does the customer fit into process

improvement?” by PEXNetwork and BP Group

Value Stream Map Glossary Training Video by gembaacademy.com

Spaghetti Diagram Training Video by Dwane Lay

Process Mapping Training Video by

Mark Zabel