Control

Lean Six Sigma Group

Lean Six Sigma Control Phase Tollgate Review

Control

Lean Six Sigma DMAIC Tools and

Activities Review Project Charter Validate High-Level Value

Stream Map and Scope Validate Voice of the

Customer & Voice of the Business

Validate Problem Statement and Goals

Validate Financial Benefits Create Communication Plan Select and Launch Team Develop Project Schedule Complete Define Tollgate

Identify Root Causes Reduce List of Potential Root

Causes Confirm Root Cause to

Output Relationship Estimate Impact of Root

Causes on Key Outputs Prioritize Root Causes Value-Add Analysis Takt Rate Analysis Quick Wins Statistical Analysis Complete Analyze Tollgate

Develop Potential Solutions Evaluate, Select, and

Optimize Best Solutions Develop ‘To-Be’ Value Stream

Map(s) Develop and Implement Pilot

Solution Implement 5s Program Develop Full Scale

Implementation Plan Cost/Benefit Analysis Benchmarking Complete Improve Tollgate

Develop SOP’s, Training Plan & Process Controls

Implement Solution and Ongoing Process Measurements

Confirm Attainment of Project Goals

Identify Project Replication Opportunities

Training Complete Control Tollgate Transition Project to Process

Owner

Project Charter Voice of the Customer and

Kano Analysis SIPOC Map Project Valuation/ROIC

Analysis Tools RACI and Quad Charts Stakeholder Analysis Communication Plan Effective Meeting Tools Inquiry and Advocacy Skills Time Lines, Milestones,

and Gantt Charting Pareto Analysis

Value Stream Mapping Process Cycle

Efficiency/Little’s Law Operational Definitions Data Collection Plan Statistical Sampling Measurement System

Analysis (MSA) Gage R&R Kappa Studies Control Charts Spaghetti Diagrams Histograms Normality Test Process Capability Analysis

Process Constraint ID and Takt Time Analysis

Cause & Effect Analysis FMEA Hypothesis Tests/Conf.

Intervals Simple & Multiple Regression ANOVA Components of Variation Conquering Product and

Process Complexity Queuing Theory

Replenishment Pull/Kanban Stocking Strategy Process Flow Improvement Process Balancing Analytical Batch Sizing Total Productive Maintenance Design of Experiments (DOE) Solution Selection Matrix Piloting and Simulation Work Control System Setup reduction Pugh Matrix Pull System

Mistake-Proofing/Zero Defects

Standard Operating Procedures (SOP’s)

Process Control Plans Visual Process Control Tools MGPP Statistical Process Controls

(SPC) Solution Replication Visual Workplace Metrics Project Transition Model Team Feedback Session

Value Stream Map Flow Identify Key Input, Process

and Output Metrics Develop Operational

Definitions Develop Data Collection Plan Validate Measurement

System Collect Baseline Data Determine Process Capability Complete Measure Tollgate

DefineMeasur

eAnalyz

eImprov

eContro

l

2International Standards for Lean Six Sigma (ISLSS)

Kaizen Events Targeted in Measure to Accelerate Results

Lean Six Sigma Online Training Video by the Process Excellence Network

ControlControl Summary

? ? ? ? ?

Documentation Provide any necessary training

Translation project within/ outside of region/function: Any resulting spin-off projects initiated Any Replication in other locations?

Communication: Communicate project results with customer Communicate results with the business

Baseline Improved

Units ? ?

Defects ? ?

DPMO ? ?

Mean* ? ?

PCE% ? ?

Std. Deviation* ? ?

Sigma (ST) ? ?

Sigma (LT) ? ?

Include text here to explain highlights of the plan to monitor and respond to variation in y’s and x’s

? ? ? ? ?

Summarize benefits to the internal/external customers here.Start tracking benefits from date

of implementation of Improve Phase Improvements.

Enter Key Slide Take Away (Key Point) Here

3

Benefits of ProjectControl/Response Plan Highlights

Sigma Levels/Improvements Communication & Translation

International Standards for Lean Six Sigma (ISLSS)

Case Study: Improve Customer Satisfaction Video by Chris Noguera

Control

240220200180160140

USLUSL

Process Capability Analysis for Control

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

16153.51

16153.51

*

43119.06

43119.06

*

0.00

0.00

*

0.71

*

0.71

*

*

0.57

*

0.57

*

16.3662

20.4206

30

184.967

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

260240220200180160140120

USLUSL

Process Capability Analysis for Cholesterol

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

116152.65

116152.65

*

151146.50

151146.50

*

133333.33

133333.33

*

0.40

*

0.40

*

*

0.34

*

0.34

*

22.4931

26.0455

30

193.133

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

260240220200180160140120

USLUSL

Process Capability Analysis for Cholesterol

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

116152.65

116152.65

*

151146.50

151146.50

*

133333.33

133333.33

*

0.40

*

0.40

*

*

0.34

*

0.34

*

22.4931

26.0455

30

193.133

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

240220200180160140

USLUSL

Process Capability Analysis for Control

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

16153.51

16153.51

*

43119.06

43119.06

*

0.00

0.00

*

0.71

*

0.71

*

*

0.57

*

0.57

*

16.3662

20.4206

30

184.967

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

Descriptive StatisticsProcess Capability

(Baseline)

(Improved)

Enter Key Slide Take Away (Key Point) Here

4International Standards for Lean Six Sigma (ISLSS)

Display Histograms & Process Capability Reports Video by SigmaXL Inc.

260240220200180160140120

USLUSL

Process Capability Analysis for Cholesterol

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

116152.65

116152.65

*

151146.50

151146.50

*

133333.33

133333.33

*

0.40

*

0.40

*

*

0.34

*

0.34

*

22.4931

26.0455

30

193.133

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

260240220200180160140120

USLUSL

Process Capability Analysis for Cholesterol

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

PPM Total

PPM > USL

PPM < LSL

Ppk

PPL

PPU

Pp

Cpm

Cpk

CPL

CPU

Cp

StDev (LT)

StDev (ST)

Sample N

Mean

LSL

Target

USL

116152.65

116152.65

*

151146.50

151146.50

*

133333.33

133333.33

*

0.40

*

0.40

*

*

0.34

*

0.34

*

22.4931

26.0455

30

193.133

*

*

220.000

Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability

Potential (ST) Capability

Process DataSTLT

Control

Item/ Process Step

Potential Failure Mode

Potential Failure Effects Se

verit

y #

Causes of Failure O

ccur

renc

e #

Current Control Dete

ctio

n #

RPN Recommended

Action Responsibility

Target Completion Date

Actual Date Action Completed Ne

w S

ever

ity #

New

Occ

uran

ce #

New

Det

ectio

n #

New

RPN

ExampleDocument not Received

delay of scheduled delivery

7

User forgot to update system and send document

3Call 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

5International Standards for Lean Six Sigma (ISLSS)

How to Become an Effective FMEA Practitioner Training Video by ReliaSoft

Control

RACI Chart(Optional)

Step Action/TaskResponsibl

eAccountabl

e Consulted Informed

1

2

3

4

5

6

7

8

9

10

R = Responsible: The person who performs the action/task.

A = Accountable: The person who is held accountable that the action/task is completed.

C = Consulted: The person(s) who is consulted before performing the action/task.

I = Informed: The person(s) who is informed after performing the action/task.

6

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

RACI Implementation Training Video by Michael Carew at raci.com

Control

Control / Response & Escalation Plan

Data Monitor checks the dashboard and

learns that I-MR and is out of control

Escalates to the Process Owner & Black Belt for

special cause identification

FMEA is used to update any failure/actions or

improvements not recorded

Supplier is contacted to review defects and

actions

Process (x) and Outcome (y) Indicators

UOM TargetControl Limit

Process Owner/ Data Monitor

System/ Source What to checkFrequency/

Time

Procedure Reference (optional)

Total number of open tickets at end of day

ticket 0 10 Joe SchmoeRemedy Ticket Data

Open ticket report on reports screen

Daily M-F at 5 pm

SOP 7.2

Action if control limit is exceeded:

Number of tickets per technician ticket 0 2 Joe SchmoeRemedy Ticket Data

Open ticket report on reports screen

Daily M-F at 5 pm

SOP 7.2

Action if control limit is exceeded:

Personal Time Off Schedulepeople out/day

0 2 Tom Orrow Outlook CalendarNumber of staff with PTO for coming week

Weekly Friday pm

none

Action if control limit is exceeded:

Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20.

Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine root cause and agree on remedy actions.

Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less than 200 per day)

Process Escalation MapProcess Escalation Map

Enter Key Slide Take Away (Key Point) Here

7International Standards for Lean Six Sigma (ISLSS)

Control Plan Training Video by 6ixsigmaorg

ControlBusiness Impact

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

International Standards for Lean Six Sigma (ISLSS)

Cost Benefit Analysis Training Video by John Gunyou

ControlBusiness 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?

9

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Direct vs. Indirect Cost Training Video by John Gunyou

ControlCurrent Status

Key actions completed

Issues Lessons learned Communications,

team building, organizational activities

W/E:

Due Revised Due

For deliverables due thru:

Deliverable/Action Who Due Revised Due Comments/Resolution Need Help

Issue/Risk Who Due Revised Due Recommended Action Need Help

Deliverables/Tasks Completed last week Comments

Actions Scheduled for next 2 Weeks

Current Issues and Risks

Lean Six Sigma Project Status and Planning

Upcoming Deliverables/Tasks - 2 weeks out Comments

10

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Project Status Reporting Training Video by ZOOMtoLearn

ControlLessons Learned

1. ?

2. ?

3. ?

4. ?

5. ?

6. ?

7. ?

8. ?

9. ?

10.?

Enter Key Slide Take Away (Key Point) Here

11International Standards for Lean Six Sigma (ISLSS)

How to Capture Lessons Learned Training Video by projectmanagervideos

ControlProject Contributors

Steering Team Support Team

Project Ownership Team Deployment Team

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

<Name>: <Contribution>

Enter Key Slide Take Away (Key Point) Here

12International Standards for Lean Six Sigma (ISLSS)

Respect for People & Culture (Norman Bodek) Video by GAManufacturing

ControlNext Steps

Key actions? Planned Lean Six Sigma

Tools/Activities to be used?

Last Revised:

No. Description/RecommendationStatus

Open/Closed/HoldDue Date

Revised Due Date

Resp Comments / Resolution

12345678910

Lean Six Sigma Project Issue Log

Questions to answer? Barrier/risk mitigation activities? Kaizen or Quick Win Opportunities?

13

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

How to assess an improvement idea - Paul Akers Training by George Trachilis

ControlSign Off

Policies & Procedures for the Improve & Control phases were documented & communicated on MM/DD/YY

I understand the New Policies and Procedures I understand and take responsibility for monitoring the Process Measurements as

delineated in the Control Plan I will report the progress on this sub-process on a regular basis to the customer I have reviewed this project’s financial benefits with the Champion, Sponsor, and Finance I understand the corrective action procedure and am responsible for ensuring that action

items are completed to hold the gains and capture the financial benefits

Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or Financial Representative.

Enter Name Here “Other” Key Stakeholder

Enter Name Here Green Belt/Black Belt

Enter Name Here Master Black Belt

Enter Name Here Sponsor / Process Owner

Enter Name Here Deployment Champion

Enter Name Here Financial Representative

Enter Name Here Executive Director

Enter Name Here “Other” Key Stakeholder

Enter Key Slide Take Away (Key Point) Here

14International Standards for Lean Six Sigma (ISLSS)

Being Extreme in Leadership | Jack Welch Video by Mark Thompson

Control

Lean Six Sigma Group

Lean Six Sigma Tollgate Review Backup Slides

International Standards for Lean Six Sigma (ISLSS)

ControlProject Charter

Problem: Describe problem in non-technical terms Statement should explain why project is important; why

working on it is a priorityGoal: 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, 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 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

16International Standards for Lean Six Sigma (ISLSS)

How to Create a Project Charter Training Video by Jason Dodd

ControlMeasure 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

Observation

Indiv

idual Valu

e

2442171901631361098255281

40

35

30

25

20

_X=29.13

UCL=37.70

LCL=20.56

Observation

Movin

g R

ange

2442171901631361098255281

10.0

7.5

5.0

2.5

0.0

__MR=3.22

UCL=10.53

LCL=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

17

Process Capability Graphical Analysis

Tools UsedRoot Cause / Quick Win

International Standards for Lean Six Sigma (ISLSS)

Process Distribution Training Video by Statisfaction

ControlAnalyze Overview

Value Add Analysis - Current State

0

20

40

60

80

1 2 3 4 5 6 7 8 9 10Task #

Task T

ime (

seco

nd

s)

CVA Time BVA Time NVA Time

Takt Time = 55

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 0.030Significant 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 0.004Significant factor - on average, calls requiring parts have double the cycle time (22 vs 43 hours)

Example: Chi Squared Department 0.000Significant factor - Department 4 has digitized addition of customer info to ticket and less human intervention, resulting in fewer errors

Example: Pareto Region n/aSouth 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

18

Hypothesis Tests Value-Add Analysis

Tools UsedRoot Cause / Effect

International Standards for Lean Six Sigma (ISLSS)

Process Cycle Efficiency PCE% Training Video by Gemba Academy

Control

Vital X (root cause) Proof of CausationPractical Solution (process change

to address X)Operating

Tolerances for XClient 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. ?

Improve Summary

Enter Key Slide Take Away (Key Point) Here

19

Solution Selection Criteria Pilot and Implementation Plan

International Standards for Lean Six Sigma (ISLSS)

“What Does a Good Leader or Coach Do?” Video by Lean Leadership Institute

Control

ControlTollgate Checklist

Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system?

Has the necessary training for process owners/operators been performed? Have the right measures been selected, and documented as part of the Process

Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?

Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?

Has the Benefits Realization Schedule been verified by the Financial Representative?

Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?

Has a final Storyboard documenting the project work been developed? Has the team forwarded other issues/opportunities, which were not able to be

addressed, to senior management? Have “lessons learned” been captured? Have replication opportunities been identified and communicated? Has the hard work and successful efforts of our team been celebrated?

Tollgate ReviewTollgate Review

Stop

Deliverables: 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?

20International Standards for Lean Six Sigma (ISLSS)

Control Phase Success Criteria Training Video by educatevirtually

Control

Welcome

and Introduction

s21

Lean Six Sigma DMAIC Improvement Process

Tollgate Review

Tollgate Review

Stop

Define

Measure

Analyze

Improve

Control

Tollgate Review

Tollgate Review

Stop

Tollgate Review

Tollgate Review

Stop

Tollgate Review

Tollgate Review

Stop

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 plan

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Driving Strategic Transformation Programs by i-nexus

Control

Total Gage R&R 17.12 41.38 Repeatability 17.12 41.38 Reproducibility 0.00 0.00 operator 0.00 0.00 Part-To-Part 82.88 91.04 Total Variation 100.00 100.00

Gage name:

Date of study:Reported by:

Tolerance:Misc:

0102030405060708090

100110 1 2

Xbar Chart by operator

Sam

ple

Mean

X=59.80

3.0SL=75.30

-3.0SL=44.30

0

01020304050607080 1 2

R Chart by operator

Sam

ple

Range

R=26.87

3.0SL=56.83

-3.0SL=0.00E+00

1 2 3 4

2030405060708090

100

part

operatoroperator*part Interaction

Avera

ge 1

2

1 2

102030405060708090

100

Oper

Response By operator

1 2 3 4

102030405060708090

100

part

Response By part

%Total Var%Study Var

Gage R&R Repeat Reprod Part-to-Part

0

50

100

Components of Variation

Perc

ent

Gage R&R (ANOVA) for time

Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from

part-to-part measured

Measurement Systems Analysis (Optional)

Known Population Individual 1 Individual 2 Match MatchSample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known

1 pass pass pass pass pass N N2 pass pass pass pass pass N N3 fail fail fail fail pass N N4 fail fail fail fail fail Y Y5 fail fail fail pass fail N N6 pass pass pass pass pass Y Y7 pass fail fail fail fail Y N8 pass pass pass pass pass Y Y9 fail pass pass pass pass Y N

10 fail pass pass fail fail N N11 pass pass pass pass pass Y Y12 pass pass pass pass pass Y Y13 fail fail fail fail fail Y Y14 fail fail fail pass fail N N15 pass pass pass pass pass Y Y16 fail fail fail pass fail N N17 fail fail fail fail fail Y Y18 fail fail fail fail fail Y Y19 pass pass pass pass pass Y Y20 fail fail fail fail fail Y Y

"REPEATABILITY" -> 100.00% 80.00%"ACCURACY" -> 85.00% 70.00%

"OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00%"OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00%

For Continuous Data, use Minitab GR&R StudyFor Discrete data, use AR&R Excel Tool

For more information, see Notes section of this slide

Enter Key Slide Take Away (Key Point) Here

22International Standards for Lean Six Sigma (ISLSS)

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

Control

150100500

0.10

0.05

0.00

Sample Number

Pro

po

rtio

n

P Chart for Total Defectives

P=0.03817

3.0SL=0.08162

-3.0SL=0.00E+00

Feb/Mar Data Confirms Process Has Remained In Control

Control Chart(Optional)

Control Chart Findings

? ? ? ? ?

Enter Key Slide Take Away (Key Point) Here

23International Standards for Lean Six Sigma (ISLSS)

How To Create P-Charts by SigmaXL

Control

Takt Board – Monitor(Optional)

TAKT BOARD: <Department Name>

Last Week: <CTQ>

This Week: <CTQ>Day Scheduled Actual Diff (+/-) Comments

Enter Key Slide Take Away (Key Point) Here

24International Standards for Lean Six Sigma (ISLSS)

Made to Order Manage Takt with Quoted Time Video by Greg Lane

Control

Mistake Proofing (Poke Yoke) (Optional)

Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function. Validate with suppliers (shipping company) that all shipping containers will have

barcode label ($0) Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns) Train all longshoreman on use and care of equipment ($50/hr * 20 hrs) Install error metrics for error tracking ($100)

Enter Key Slide Take Away (Key Point) Here

25International Standards for Lean Six Sigma (ISLSS)

Poka-Yoke and Chaku-Chaku Training Video by TLC

Control

Cultural/EducationalIssues (Optional)

Force Field Analysis:

1. Select a process control method & explain why this choice for your project.

2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls & potential solutions using the Force-Field Analysis Table

Driving Forces Restraining Forces

Enter Key Slide Take Away (Key Point) Here

26International Standards for Lean Six Sigma (ISLSS)

Force Field Analysis Training Video by DePaul University/SNL Online

Control

Skills Matrix(Optional)

Visual management is an important part of any implementation.

Define each team members ability to perform skills

Develop Improvement Plan.

Enter Key Slide Take Away (Key Point) Here

27International Standards for Lean Six Sigma (ISLSS)

Skills Matrix Training Video by BMGI

Control

Replication(Optional)

Replication Goals 29% X$ savings captured with 1st

completed project in 10 week project 70% X$ savings captured with 5

locations replicated in 6 months 100% X$ savings captured with 9

locations replicated in 9 months Replication Strategy

Build change team Train / Kaizen Dashboard Metrics

1st completed project (29%)

5 locations standardized (70%)

10 Weeks 6 Months 9 Months

9 locations Replicated (100%)

Enter Key Slide Take Away (Key Point) Here

28International Standards for Lean Six Sigma (ISLSS)

Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group

Control

Lean Six Sigma Group

Lean Six Sigma Additional Resources

Control

Lean Six Sigma 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.

30

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.

ControlLean Six Sigma Resources

31

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

Control

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

32

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

Control

Lean Six Sigma Resource Blogs(Click Logo’s to Follow Blogs)

33

See Notes Section for Links to Lean Six Sigma Group Contributors

International Standards for Lean Six Sigma (ISLSS)

Control

Lean Six Sigma Control Phase Video References – Set 18

34

Join the Lean Six Sigma Leadership Group: http://www.linkedin.com/groups?gid=3151087

International Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Online Training Video by the

Process Excellence Network

Case Study: Improve Customer Satisfaction Video by

Chris Noguera

Display Histograms & Process Capability Reports

Video by SigmaXL Inc.

How to Become an Effective FMEA

Practitioner Training Video by ReliaSoft

RACI Implementation Video by Michael Carew at raci.com

Control Plan Training Video by 6ixsigmaorg

Cost Benefit Analysis Video by John Gunyou

Direct vs. Indirect Cost Video by John Gunyou

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Lean Six Sigma Control Phase Video References – Set 19

35

Join the Process Excellence Network Group: https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889

International Standards for Lean Six Sigma (ISLSS)

Project Status Reporting Training Video by ZOOMtoLearn

How to Capture Lessons Learned

Training Video by projectmanagervideos

Respect for People & Culture (Norman Bodek) Video by

GAManufacturing

How to assess an improvement idea - Paul Akers Training by George

Trachilis

Being Extreme in Leadership | Jack

Welch Video by Mark Thompson

How to Create a Project Charter

Training Video by Jason Dodd

Process Distribution Training Video by

Statisfaction

Process Cycle Efficiency PCE%

Training Video by Gemba Academy

Control

Lean Six Sigma Control Phase Video References – Set 20

36

Join the Gemba Academy Group: https://www.linkedin.com/groups/Gemba-Academy-1844998

International Standards for Lean Six Sigma (ISLSS)

“What Does a Good Leader or Coach Do

?” Video by the Lean Leadership Institute

Control Phase Success Criteria Training Video by educatevirtually

Driving Strategic Transformation

Programs by i-nexus

Gage R&R (Attribute Data) Training Video using Minitab by

Janeth Leon

How To Create P-Charts by SigmaXL

Made to Order Manage Takt with Quoted Time

Video by Greg Lane

Poka-Yoke and Chaku-Chaku Video by

TLC

Force Field Analysis Video by

DePaul University/SNL Online

Control

Lean Six Sigma Control Phase Video References – Set 21

37

Join the Lean Six Sigma Teams (Yellow Belt) Group: http://www.linkedin.com/groups?gid=3765214

International Standards for Lean Six Sigma (ISLSS)

Skills Matrix Training Video by BMGI

Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group