Measure Phase - Lean Six Sigma Tollgate Template

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 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
Ten 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 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
Enter Key Slide Take Away (Key Point) Here
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
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
Data Collection Planning
Basic Statistics
Process Capability
Histograms
Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
4
Process Capability Graphical Analysis
Tools Used Root Cause / Quick Win
International Standards for Lean Six Sigma (ISLSS)
Process Capability Training Video by SigmaXL
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?
VOC
MSA
Process
VSM
Financials
Others
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
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 Error
Description 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.
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)
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 Statistics 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
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
Process Capability (Continuous) Training Video by SigmaXL
Sigma Calculator:
Discrete Data
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):
_________________________________________
_________________________________________
_________________________________________
Add Visual Example
Before
Add Visual Example
After
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
Waiting Inventory Motion
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
Processing
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
5%
5%
5%
40%
10%
30%
5%
Defect
Overproduction
Transportation
Waiting
Inventory
Motion
Processing
< Insert your waste percentage as
shown in pie chart >
SigmaXL Training Video on Cause & Effect Diagrams
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 &
facilities
Re-verifies with mgr on
employees exit status
NT
Admin
Email
Vendor
Utilize e-mail vendors
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.
Delay
2 days
Avg.
Delay
2 days
Avg.
Delay
1 day
Avg.
Delay
4
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 process
Diamonds: Decision points
Rectangles: Process steps
Half-Moon: Delay/Queue Time
Admin closes
ticket and
manager notified
Avg.
Delay
1 day
Notify HR of
employee exit date
Metrics Based Process Mapping Training Video by The Karen Martin Group
Value Stream Map
Current State
DIST
Order Mgmt Order Mgmt
Order Mgmt
Order Mgmt
P/T = 2 min
Error Rate=2%
Volume=800
P/T = 6 Min
Error Rate=0%
Volume=800
P/T = 6 Min
Error Rate=2%
Volume=800
P/T = 2 Min
Error Rate=1%
Volume=800
20 Orders
3 min
Large
Business
6 Customers
5 Customers
3 Customers
Small
Business
Customer
Info
4
Product
Need
4
Pricing
4
Shipping
Info
4
Pick
Pack & Ship
P/T = 120 Min
Error 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 min
SUPPLIERS
Manual Update
Weekly Update
Phone Call
Trigger:
Completion Criteria:
Cycle Time:
Takt Time:
Number of People:
Number of Approvals:
Items in Inbox:
% Rework:
# of Iterations (cycles):
# of Databases:
Top 3 Rework Issues:
1.
2.
3.

CUSTOMER
Screen for Acct Mgr

Order Mgmt
Phone Call
P/T = 3 min
Lost calls=10%
Volume=1200
Simplify/
Mistake Proof
Automate
Monitoring
Forecast
Improvement
Improve
Visibility
Simplify/
Combine
Value Stream Mapping Training Video by Gemba Academy
Home
Order Mgmt Supervisor
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: ?
16
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 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?
17
Lean Accounting Training Video by Gemba Academy
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
18
Top 5 Types of Project Management Reports Video by projectmanagervideos
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?
19
8-Step Problem Solving Training Video Lean Leadership Institute
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
The Explosion of Data Video by pexnetwork
Lean Six Sigma
Group
Lean Six Sigma
Tollgate Review
Backup Slides
Measure
Tollgate 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 were 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
Key Deliverables:
Detailed Value Stream Map(s)
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
Measure Phase Success Criteria Training Video by educatevirtually
23
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
8 Step Practical Problem Solving Methodology by Gemba Academy
24
Analyze
Tollgate 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
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 Xs) that have the biggest
impact on process performance? Have they validated the root causes?
Analyze Phase Success Criteria Training Video by educatevirtually
Bonacorsi Consulting 25
Long-Term
Yeild
Process
Sigma (ST)
Defects Per
1,000,000
Defects Per
100,000
Defects Per
10,000
Defects Per
1,000
Defects Per
100
99.99966% 6.0 3.4 0.34 0.034 0.0034 0.00034
99.9995% 5.9 5 0.5 0.05 0.005 0.0005
99.9992% 5.8 8 0.8 0.08 0.008 0.0008
99.9900% 5.7 10 1 0.1 0.01 0.001
99.8000% 5.6 20 2 0.2 0.02 0.002
99.9970% 5.5 30 3 0.3 0.03 0.003
99.9960% 5.4 40 4 0.4 0.04 0.004
99.9930% 5.3 70 7 0.7 0.07 0.007
99.9900% 5.2 100 10 1 0.1 0.01
99.9850% 5.1 150 15 1.5 0.15 0.015
99.9770% 5.0 230 23 2.3 0.23 0.023
99.9670% 4.9 330 33 3.3 0.33 0.033
99.9520% 4.8 480 48 4.8 0.48 0.048
99.9320% 4.7 680 68 6.8 0.68 0.068
99.9040% 4.6 960 96 9.6 0.96 0.096
99.8650% 4.5 1350 135 13.5 1.35 0.135
99.8140% 4.4 1860 186 18.6 1.86 0.186
99.7450% 4.3 2550 255 25.5 2.55 0.255
99.6540% 4.2 3460 346 34.6 3.46 0.346
99.5340% 4.1 4660 466 46.6 4.66 0.466
99.3790% 4.0 6210 621 62.1 6.21 0.621
99.181% 3.9 8190 819 81.9 8.19 0.819
98.930% 3.8 10700 1070 107 10.7 1.07
98.610% 3.7 13900 1390 139 13.9 1.39
98.220% 3.6 17800 1780 178 17.8 1.78
97.730% 3.5 22700 2270 227 22.7 2.27
97.130% 3.4 28700 2870 287 28.7 2.87
96.410% 3.3 35900 3590 359 35.9 3.59
95.540% 3.2 44600 4460 446 44.6 4.46
94.520% 3.1 54800 5480 548 54.8 5.48
93.320% 3.0 66800 6680 668 66.8 6.68
91.920% 2.9 80800 8080 808 80.8 8.08
90.320% 2.8 96800 9680 968 96.8 9.68
88.50% 2.7 115000 11500 1150 115 11.5
86.50% 2.6 135000 13500 1350 135 13.5
84.20% 2.5 158000 15800 1580 158 15.8
81.60% 2.4 184000 18400 1840 184 18.4
78.80% 2.3 212000 21200 2120 212 21.2
75.80% 2.2 242000 24200 2420 242 24.2
72.60% 2.1 274000 27400 2740 274 27.4
69.20% 2.0 308000 30800 3080 308 30.8
65.60% 1.9 344000 34400 3440 344 34.4
61.80% 1.8 382000 38200 3820 382 38.2
58.00% 1.7 420000 42000 4200 420 42
54.00% 1.6 460000 46000 4600 460 46
50% 1.5 500000 50000 5000 500 50
46% 1.4 540000 54000 5400 540 54
43% 1.3 570000 57000 5700 570 57
39% 1.2 610000 61000 6100 610 61
35% 1.1 650000 65000 6500 650 65
31% 1.0 690000 69000 6900 690 69
28% 0.9 720000 72000 7200 720 72
25% 0.8 750000 75000 7500 750 75
22% 0.7 780000 78000 7800 780 78
19% 0.6 810000 81000 8100 810 81
16% 0.5 840000 84000 8400 840 84
14% 0.4 860000 86000 8600 860 86
12% 0.3 880000 88000 8800 880 88
10% 0.2 900000 90000 9000 900 90
8% 0.1 920000 92000 9200 920 92
Abridged Process Sigma Conversion Table
Application of Statistical Analysis Training
Video by Amir H. Ghaseminejad
Bonacorsi Consulting 26
z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
0.0 0.0000 0.0040 0.0080 0.0120 0.0160 0.0190 0.0239 0.0279 0.0319 0.0359
0.1 0.0398 0.0438 0.0478 0.0517 0.0557 0.0596 0.0636 0.0675 0.0714 0.0753
0.2 0.0793 0.0832 0.0871 0.0910 0.0948 0.0987 0.1026 0.1064 0.1103 0.1141
0.3 0.1179 0.1217 0.1255 0.1293 0.1331 0.1368 0.1406 0.1443 0.1480 0.1517
0.4 0.1554 0.1591 0.1628 0.1664 0.1700 0.1736 0.1772 0.1808 0.1844 0.1879
0.5 0.1915 0.1950 0.1985 0.2019 0.2054 0.2088 0.2123 0.2157 0.2190 0.2224
0.6 0.2257 0.2291 0.2324 0.2357 0.2389 0.2422 0.2454 0.2486 0.2517 0.2549
0.7 0.2580 0.2611 0.2642 0.2673 0.2704 0.2734 0.2764 0.2794 0.2823 0.2852
0.8 0.2881 0.2910 0.2939 0.2969 0.2995 0.3023 0.3051 0.3078 0.3106 0.3133
0.9 0.3159 0.3186 0.3212 0.3238 0.3264 0.3289 0.3315 0.3340 0.3365 0.3389
1.0 0.3413 0.3438 0.3461 0.3485 0.3508 0.3513 0.3554 0.3577 0.3529 0.3621
1.1 0.3643 0.3665 0.3686 0.3708 0.3729 0.3749 0.3770 0.3790 0.3810 0.3830
1.2 0.3849 0.3869 0.3888 0.3907 0.3925 0.3944 0.3962 0.3980 0.3997 0.4015
1.3 0.4032 0.4049 0.4066 0.4082 0.4099 0.4115 0.4131 0.4147 0.4162 0.4177
1.4 0.4192 0.4207 0.4222 0.4236 0.4251 0.4265 0.4279 0.4292 0.4306 0.4319
1.5 0.4332 0.4345 0.4357 0.4370 0.4382 0.4394 0.4406 0.4418 0.4429 0.4441
1.6 0.4452 0.4463 0.4474 0.4484 0.4495 0.4505 0.4515 0.4525 0.4535 0.4545
1.7 0.4554 0.4564 0.4573 0.4582 0.4591 0.4599 0.4608 0.4616 0.4625 0.4633
1.8 0.4641 0.4649 0.4656 0.4664 0.4671 0.4678 0.4686 0.4693 0.4699 0.4706
1.9 0.4713 0.4719 0.4726 0.4732 0.4738 0.4744 0.4750 0.4756 0.4761 0.4767
2.0 0.4772 0.4778 0.4783 0.4788 0.4793 0.4798 0.4803 0.4808 0.4812 0.4817
2.1 0.4821 0.4826 0.4830 0.4834 0.4838 0.4842 0.4846 0.4850 0.4854 0.4857
2.2 0.4861 0.4864 0.4868 0.4871 0.4875 0.4878 0.4881 0.4884 0.4887 0.4890
2.3 0.4893 0.4896 0.4898 0.4901 0.4904 0.4906 0.4909 0.4911 0.4913 0.4916
2.4 0.4918 0.4920 0.4922 0.4925 0.4927 0.4929 0.4931 0.4932 0.4934 0.4936
2.5 0.4938 0.4940 0.4941 0.4943 0.4945 0.4946 0.4948 0.4949 0.4951 0.4952
2.6 0.4953 0.4955 0.4956 0.4957 0.4959 0.4960 0.4961 0.4962 0.4963 0.4964
2.7 0.4965 0.4966 0.4967 0.4968 0.4969 0.4970 0.4971 0.4972 0.4973 0.4974
2.8 0.4974 0.4975 0.4976 0.4977 0.4977 0.4978 0.4979 0.4979 0.4980 0.4981
2.9 0.4981 0.4982 0.4982 0.4983 0.4984 0.4984 0.4985 0.4985 0.4986 0.4986
3.0 0.4987 0.4987 0.4987 0.4988 0.4988 0.4989 0.4989 0.4989 0.4990 0.4990
3.1 0.4990 0.4991 0.4991 0.4991 0.4992 0.4992 0.4992 0.4992 0.4993 0.4993
3.2 0.4993 0.4993 0.4994 0.4994 0.4994 0.4994 0.4994 0.4995 0.4995 0.4995
3.3 0.4995 0.4995 0.4995 0.4996 0.4996 0.4996 0.4996 0.4996 0.4996 0.4997
3.4 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4998
Table of the Standard Normal (z) Distribution
How to deal with non-normal data
Training Video by SigmaXL.com
15%
35% 35%
15%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Innovators Early Adopters Late Adopters Resistors
Attitude Charting
Key Constituents Map
Finance
37%
Operations
25%
Customer
13%
HR
25%
Attitude Charting & Key
Constituency Map (Optional)
Critical mass
must be won-over
How to Manage Stakeholder Expectations Video by projectmanagervideos
Sample Size:
Continuous Data (Optional)
Calculation for Confidence Intervals - Continuous Data
Population Size (N) 10,000
Confidence Level (1-alpha) 0.95000 (Percent expressed as decimal)
Observed Sample Mean 25.00000 (Best estimate from data)
Observed Sample Std. Dev. 5.00000 (Best estimate from data)
Actual Sample Size 100
Lower Conf. Int. Limit (Mean) 23.86764596 (Corrected for finite population)
Upper Conf. Int. Limit (Mean) 26.13235404 (Corrected for finite population)
Lower Conf. Int. Limit (S.D.) 4.390034232
Upper Conf. Int. Limit (S.D.) 5.808376227
Calculation for Sample Size - Continuous Data
Population Size (N) 860
Power Level (1-beta) 0.90000 (Percent expressed as decimal)
Standard Deviation (s) 10.00000 (Best prior estimate or Range/5)
Required Precision (+/- delta) 3.00000 (Margin of Error)
Initial Sample Size 117 (Assumes infinite population)
Corrected for Population 104 (Correction for finite population)
Recommended Sample Size 104
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?
Sample Size with Continuous Data Training Video by SigmaXL
Sample Size:
Discrete Data (Optional)
Calculation for Sample Size - Discrete Data (Proportions)
Power Level (1-beta) 0.90000 (Percent expressed as decimal)
Expected Proportion (p) 0.50000 (Best prior estimate or 0.50)
Required Precision (+/- delta) 0.03000 (Margin of Error)
Initial Sample Size 2919 (Assumes infinite population)
Corrected for Population 746 (Correction for finite population)
Recommended Sample Size 746
Calculation for Confidence Interval - Discrete Data
Observed Proportion (p) 0.50000 (Best estimate from data)
Actual Sample Size 100
Lower Conf. Int. Limit 0.402488147 (Corrected for finite population)
Upper Conf. Int. Limit 0.597511853 (Corrected for finite population)
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Sample Size with Discrete Data Training Video by SigmaXL.com
Measurement Systems
Analysis (MSA) (Optional)
Measurement system is
acceptable with the Total
% Contribution <10%
P
e
r
c
e
n
t
Part-to-Part Reprod Repeat Gage R&R
100
50
0
% Contribution
%Study Var
S
a
m
p
l
e

R
a
n
g
e0.10
0.05
0.00
_
R=0.0417
UCL=0.1073
LCL=0
1 2 3
S
a
m
p
l
e

M
e
a
n
10.00
9.75
9.50
_
_
X=9.7996
UCL=9.8422
LCL=9.7569
1 2 3
Part
10 9 8 7 6 5 4 3 2 1
10.00
9.75
9.50
Operator
3 2 1
10.00
9.75
9.50
Part
A
v
e
r
a
g
e
10 9 8 7 6 5 4 3 2 1
10.00
9.75
9.50
Operator
1
2
3
Gage name:
Date of study :
Reported by :
Tolerance:
Misc:
Components of Variation
R Chart by Operator
Xbar Chart by Operator
Response by Part
Response by Operator
Operator * Part Interaction
Gage R&R (ANOVA) for Response
Gage R&R
%Contribution
Source 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 1.61
Part-To-Part 0.0414247 96.30
Total Variation 0.0430143 100.00

Study Var %Study Var
Source 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 12.68
Part-To-Part 0.203531 1.22118 98.13
Total Variation 0.207399 1.24439 100.00

Number of Distinct Categories = 7
Create & Analyze a Gage R&R (Crossed) Training Video by SigmaXL.com
Probability Plot
(Optional)
40 35 30 25 20 15 10
99.9
99
95
90
80
70
60
50
40
30
20
10
5
1
0.1
QTY
P
e
r
c
e
n
t
Mean 24.74
StDev 4.177
N 100
AD 0.380
P-Value 0.397
Normal - 95% CI
Probability Plot of Anderson-Darling Normality
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
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
Create an Xbar & R Control Chart Training Video by SigmaXL.com
PDCA
(Optional)
Plan:
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?
Do:
?
?
Check:
?
?
Act:
?
?

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?

?

?

Plan
Do
Check
Act
Gemba Academy Training Video on How to Leverage the Powerful A3 Report
5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINES
QUANTITY CELL / AREA
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
5s FORM
ACTION TAKEN
IDENTIFICATION
CLASSIFICATION
REASON
DISPOSITION REQUIRED
What is 5S? Training Video by GembaAcademy.com
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)
CTQ
Process
Capability
(X/Y)
Benchmark
Gap /
Opportunity
Source Assumptions Risks
What is Benchmarking? Training Video by www.coer.org.nz
Key Buying Factor Analysis
(Optional)
4.0
5.0
6.0
7.0
8.0
9.0
10.0
O
n
-
t
i
m
e

D
e
l
i
v
e
r
y
%

C
o
m
p
l
e
t
e

O
r
d
e
r
W
a
r
r
a
n
t
y

R
e
t
u
r
n
s
I
n
v
e
n
t
o
r
y

T
u
r
n
s
C
o
r
r
e
c
t

I
n
v
o
i
c
e
P
r
i
c
e

S
p
e
c
i
a
l

O
r
d
e
r

L
e
a
d

T
i
m
e
R
e
l
a
t
i
o
n
s
h
i
p

M
a
n
a
g
e
m
e
n
t
N
e
w

P
r
o
d
u
c
t

D
e
v
e
l
o
p
m
e
n
t
B
r
a
n
d

I
m
a
g
e
P
r
o
d
u
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t

O
f
f
e
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i
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g

B
r
e
a
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t
h
P
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o
x
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m
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t
o

C
u
s
t
o
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r
4.0
5.0
6.0
7.0
8.0
9.0
10.0
O
n
-
t
i
m
e

D
e
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i
v
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r
y
%

C
o
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p
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e

O
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W
a
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r
a
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t
y

R
e
t
u
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n
s
I
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o
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T
u
r
n
s
C
o
r
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e
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t

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v
o
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S
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T
i
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a
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o
n
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h
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a
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a
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t
N
e
w

P
r
o
d
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D
e
v
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l
o
p
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e
n
t
B
r
a
n
d

I
m
a
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e
P
r
o
d
u
c
t

O
f
f
e
r
i
n
g

B
r
e
a
d
t
h
P
r
o
x
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i
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t
o

C
u
s
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m
e
r
CTQ Importance Company Comp 1 Comp 2 Comp 3 CTQ Importance Company Comp 1 Comp 2 Comp 3
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 Box
Data Box
I
Queue/
Inventory
1
Personnel
Flow
(Information)
Electronic
Information
Sign Off Point
Push Systems
Truck Shipment
Quotes
Supplier/
Customer
Flow
(Physical)
Physical Pull
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
Electronic
Data
System
F I F O
FIFO Lane
Physical
Transport
Go See
Monitoring
Value Stream Map Glossary Training Video by gembaacademy.com
To Office Parking Lot
EAST
Vault
(finance)
Supply
Room
(paper and
office supplies)
Records
Room
(Order
Management)
OM Supr Office
Reception
Engineering Offices
Cafeteria Restrooms
Foyer
Order
Taker 1
Order
Taker 2
Order
Taker 3
Order
Entry 1
Order
Entry 2
Order
Entry 3
CC &
Val 2
CC &
Val 3
CC &
Val 1
OM Lead
Printer, Fax
C
o
p
i
e
r

Indicates an in-box
or outbox where
work (forms/
information) waits
to be worked on or
transferred
Planning &
Scheduling
Lines indicate
paper/information
travel:
- No set path
- Lots of rework
Spaghetti Diagram
(Optional)
Spaghetti Diagram Training Video by Dwane Lay

Dwane Lay

Dwane Lay

Dwane Lay
AS-IS Process Mapping
Symbols (Optional)

Process Mapping Training Video by Mark Zabel
Lean Six Sigma
Group
Lean Six Sigma
Additional Resources
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 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.
41
Replace the content of this slide with images or videos
related to your process improvement project
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
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 Logos 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 Conversation
Lean Six Sigma Group
Lean Six Sigma Resource Blogs
(Click Logos to Follow Blogs)
44
See Notes Section for Links to Lean Six Sigma Group Contributors
Video References Set 5
45
Share Your Video with the Kaizen Group:
http://www.linkedin.com/groups?gid=2057909
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 Statistics
Training Video by SigmaXL
Process Capability and
Statistical Process Control
46
Share Your Video with the Statistics & Analytics Group:
Process Capability (Continuous)
Process Capability (Discrete)
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
Training Video by
Gemba Academy
Cost/Benefit Training
Video by Conservation
Strategy Fund
Lean Accounting Training
Video by Gemba
Academy
47
Share Your Video with the Design for Lean Six Sigma Group:
Top 5 Types of Project
Management Reports Video by
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 Academy
Analyze 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
48
Share Your Video with the Business Process Management Group:
How to Manage Stakeholder
Expectations Video by
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
49
Share Your Video with the Strategy Execution Community Group:
https://www.linkedin.com/groups/Strategy-Execution-Community-3725091
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

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