Control Phase - Lean Six Sigma Tollgate Template

Control
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 SOPs, 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/Littles 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 (SOPs)
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
2 International 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
Control
Control 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 ys and xs
?
?
?
?
?
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 Project Control/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
240 220 200 180 160 140
USL USL
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 Performance Expected ST Performance Observed Performance Overall (LT) Capability
Potential (ST) Capability
Process Data
ST
LT
260 240 220 200 180 160 140 120
USL USL
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
Process Data
ST
LT
260 240 220 200 180 160 140 120
USL USL
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 Perf ormance Expected ST Perf ormance Observed Perf ormance Overall (LT) Capability
Process Data
ST
LT
240 220 200 180 160 140
USL USL
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
Process Data
ST
LT
Descriptive Statistics
Process Capability
(Baseline)
(Improved)
Display Histograms & Process Capability Reports Video by SigmaXL Inc.
260 240 220 200 180 160 140 120
USL USL
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
Process Data
ST
LT
260 240 220 200 180 160 140 120
USL USL
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
Process Data
ST
LT
Control
Item/ Process Step
Potential
Failure
Mode
Potential
Failure
Effects S
e
v
e
r
i
t
y

#
Causes of
Failure O
c
c
u
r
r
e
n
c
e

#
Current Control D
e
t
e
c
t
i
o
n

#
R
P
NRecommended
Action Responsibility
Target
Completion
Date
Actual Date
Action
Completed N
e
w

S
e
v
e
r
i
t
y

#
N
e
w

O
c
c
u
r
a
n
c
e

#
N
e
w

D
e
t
e
c
t
i
o
n

#
N
e
w

R
P
N
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
How to Become an Effective FMEA Practitioner Training Video by ReliaSoft
Control
RACI Chart
(Optional)
Step Action/Task Responsible Accountable 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
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 Target
Control
Limit
Process Owner/
Data Monitor
System/ Source What to check
Frequency/
Time
Procedure
Reference
(optional)
Total number of open tickets at
end of day
ticket 0 10 Joe Schmoe
Remedy 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 Schmoe
Remedy Ticket
Data
Open ticket report on
reports screen
Daily M-F at
5 pm
SOP 7.2
Personal Time Off Schedule
people
out/day
0 2 Tom Orrow Outlook Calendar
Number of staff with PTO
for coming week
Weekly
Friday pm
none
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 Map
Control Plan Training Video by 6ixsigmaorg
Control
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 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
Cost Benefit Analysis Training Video by John Gunyou
Control
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 projects 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
Direct vs. Indirect Cost Training Video by John Gunyou
Control
Current 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
Project Status Reporting Training Video by ZOOMtoLearn
Control
Lessons Learned
1. ?
2. ?
3. ?
4. ?
5. ?
6. ?
7. ?
8. ?
9. ?
10. ?
How to Capture Lessons Learned Training Video by projectmanagervideos
Control
Project Contributors
Steering Team Support Team
Project Ownership Team Deployment Team
<Name>: <Contribution>
Respect for People & Culture (Norman Bodek) Video by GAManufacturing
Control
Next Steps
Key actions?
Planned Lean Six Sigma
Tools/Activities to be used?
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
Questions to answer?
Barrier/risk mitigation activities?
Kaizen or Quick Win Opportunities?
13
How to assess an improvement idea - Paul Akers Training by George Trachilis
Control
Sign 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 projects 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
Being Extreme in Leadership | Jack Welch Video by Mark Thompson
Control
Lean Six Sigma Tollgate
Review Backup Slides
Control
Project Charter
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, 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
Review high-level schedule milestones here:
Phase Completions
Tollgate Reviews
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
How to Create a Project Charter Training Video by Jason Dodd
Control
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
Observation
I
n
d
i
v
i
d
u
a
l

V
a
l
u
e
244 217 190 163 136 109 82 55 28 1
40
35
30
25
20
_
X=29.13
UCL=37.70
LC L=20.56
Observation
M
o
v
i
n
g

R
a
n
g
e
244 217 190 163 136 109 82 55 28 1
10.0
7.5
5.0
2.5
0.0
__
MR=3.22
UCL=10.53
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
17
Process Capability Graphical Analysis
Tools Used Root Cause / Quick Win
Process Distribution Training Video by Statisfaction
Control
Analyze Overview
Value Add Analysis - Current State
0
20
40
60
80
1 2 3 4 5 6 7 8 9 10
Task #
T
a
s
k

T
i
m
e

(
s
e
c
o
n
d
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 0.030
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

18
Hypothesis Tests Value-Add Analysis
Tools Used Root Cause / Effect
Process Cycle Efficiency PCE% Training Video by Gemba Academy
Control
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. ?
Improve Summary
19
Solution Selection Criteria
Pilot and Implementation Plan
What Does a Good Leader or Coach Do? Video by Lean Leadership Institute
Control
Control
Tollgate Checklist
Has the team prepared all the essential documentation for the improved process,
including revised/new Standard Operating Procedures (SOPs), 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 Owners 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 Review
Deliverables:
SOPs
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
Control
21
Lean Six Sigma
DMAIC Improvement Process
Define
Measure
Analyze
Improve
Control
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 xs
Implement
solutions &
control plan
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
Gagename:
Dateof study:
Reportedby:
Tolerance:
Misc:
0
10
20
30
40
50
60
70
80
90
100
110 1 2
Xbar Chart by operator
S
a
m
p
l e
M
e
a
n
X=59.80
3.0SL=75.30
-3.0SL=44.30
0
0
10
20
30
40
50
60
70
80 1 2
RChart by operator
S
a
m
p
l e
R
a
n
g
e
R=26.87
3.0SL=56.83
-3.0SL=0.00E+00
1 2 3 4
20
30
40
50
60
70
80
90
100
part
operator
operator*part Interaction
A
v
e
r a
g
e
1
2
1 2
10
20
30
40
50
60
70
80
90
100
Oper
ResponseBy operator
1 2 3 4
10
20
30
40
50
60
70
80
90
100
part
ResponseBy part
%Total Var
%Study Var
GageR&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
P
e
r c
e
n
t
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 Match
Sample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known
1 pass pass pass pass pass N N
2 pass pass pass pass pass N N
3 fail fail fail fail pass N N
4 fail fail fail fail fail Y Y
5 fail fail fail pass fail N N
6 pass pass pass pass pass Y Y
7 pass fail fail fail fail Y N
9 fail pass pass pass pass Y N
10 fail pass pass fail fail N N
"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 Study
For Discrete data, use AR&R Excel Tool
For more information, see Notes section of this slide
Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon
Control
150 100 50 0
0.10
0.05
0.00
Sample Number
P
r
o
p
o
r
t
i
o
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
?
?
?
?
?
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
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 ($100)
Poka-Yoke and Chaku-Chaku Training Video by TLC
Control
Cultural/Educational
Issues (Optional)
Force Field Analysis:
1. Select a process control
method & explain why this
choice for your project.
2. Identify 4-6
cultural/educational barriers to
successfully implementing
your process controls &
potential solutions using the
Force-Field Analysis Table
Driving Forces Restraining Forces
Force Field Analysis Training Video by DePaul University/SNL Online
Control
Skills Matrix
(Optional)
Visual management is an
important part of any
implementation.
Define each team
members ability to perform
skills
Develop Improvement
Plan.
Skills Matrix Training Video by BMGI
Control
Replication
(Optional)
Replication Goals
29% X$ savings captured with 1
st

completed project in 10 week project
locations replicated in 6 months
locations replicated in 9 months
Replication Strategy
Build change team
Train / Kaizen
Dashboard Metrics
1
st
completed
project
(29%)
5 locations
standardized
(70%)
10 Weeks
6 Months
9 Months
9 locations
Replicated
(100%)
Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group
Control
Lean Six Sigma
Additional Resources
Control
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 videos should you want to learn more
information. Also included guidelines in the Notes 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 videos
related to your process improvement project
My name is Steven
Bonacorsi, Author of the
Templates, President of
the International
Standard for Lean Six
Sigma (ISLSS), and
Owner of the LinkedIn
Lean Six Sigma Group.
Control
Lean Six Sigma Resources
31
Best Wishes in Continuously Improving Your Business Processes
Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
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 Logos 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 Conversation
Lean Six Sigma Group
Control
Lean Six Sigma Resource Blogs
(Click Logos to Follow Blogs)
33
See Notes Section for Links to Lean Six Sigma Group Contributors
Control
Video References Set 18
34
Join the Lean Six Sigma Leadership Group:
http://www.linkedin.com/groups?gid=3151087
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
Control
35
Join the Process Excellence Network Group:
https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889
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
36
Join the Gemba Academy Group:
https://www.linkedin.com/groups/Gemba-Academy-1844998
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
37
Join the Lean Six Sigma Teams (Yellow Belt) Group:
http://www.linkedin.com/groups?gid=3765214
Skills Matrix Training
Video by BMGI
Hoshin Kanri: Creating a
Strategy Deployment Plan by
The Karen Martin Group

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