Lean Six Sigma Analyze Phase Tollgate Review

Lean Six Sigma DMAIC Tools and Activities

Review Project Charter Validate High-Level Value Value Stream Map Flow Identify Key Input, Process Identify Root Causes Reduce List of Potential

Root

Develop Potential Solutions Evaluate, Select, and

Develop

Stream Map and Scope 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
Validate

and Output Metrics Operational Definitions Develop Data Collection Plan Validate Measurement System Collect Baseline Data Determine Process Capability Complete Measure Tollgate
Develop

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

Optimize Best Solutions 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

Define
Project Charter Voice of the Customer

Measure
Value Stream Mapping Process Cycle

Analyze
Process

Improve
Replenishment Pull/Kanban Stocking Strategy Process Flow Improvement Process Balancing Analytical Batch Sizing Total Productive Maintenance Design of Experiments (DOE)

Control
Mistake-Proofing/

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

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

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

Solution Selection Matrix Piloting and Simulation Work Control System Setup reduction Pugh Matrix Pull System

Zero Defects 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
Standard

Kaizen Events Targeted in Measure to Accelerate Results

International Standards for Lean Six Sigma 2

Measure Overview
Process Capability

Graphical Analysis
I-MR Chart of Delivery Time
40 U C L=37.70

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

Individual Value

35 30 25 20 1 28 55 82 109 136 O bse r v ation 163 190 217 244 LC L=20.56 _ X=29.13

10.0

U C L=10.53

Moving Range

7.5 5.0 2.5 0.0 1 28 55 82 109 136 O bse r v ation 163 190 217 244

__ M R=3.22

LC L=0

Root Cause / Quick Win

Tools Used

Root cause:
Quick Win #1

Root cause:
Quick Win #2

Root cause:
Quick Win #3

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

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International Standards for Lean Six Sigma 3

Graphical Analysis Summary

Data is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX Normality Normal Non-Normal
Investigation What is the shape of the Project Y data? Is the Y data normally distributed? What is the normality test p-value? What is the central tendency of the Project Y data?

Central Tendency Average Median or Q1 or Q3

Statistical / Graphical Analysis Histogram Normality Test Mean, Median, or Quartile Values

Variation Std. Dev (long term) Span (1/99) or Stability Factor (Q1/Q3)
Observations/Conclusion

What is the spread of the Project Y Standard Deviation, Span, or data? Stability Factor Is the data stable over time? Run Chart

Describe any other observations about the Project Y data Include any other findings regarding the data here

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International Standards for Lean Six Sigma 4

Sources of Waste
Defect Overproduction Area 1 Sub area 1 Transportation

Sources of Waste

? ? ? ? ?

Area 1
Sub area 1

Area 1

Sub area 1 Area 1 Sub area 1 Inventory

5% 5%

NVA
Area 1 Sub area 1 Processing Area 1 Sub area 1 Waiting
5% 5% Defect Overproduction Transportation Waiting Inventory Motion Processing

Motion

< Insert your waste percentage as shown in pie chart >

30%

10%

40%

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International Standards for Lean Six Sigma 5

Cause and Effect Matrix C&E Matrix (Optional)

y1 y2 1
1 0 9 3 0 9 0 0 0

y3 4
9 9 0 3 0 0 0 0 0

y4 2
1 0 0 1 0 0 0 0 0

y5 3
1 0 0 0 0 0 3 3 3

<<< CCR Process Outputs <<<Importance Rating ( 5 = high, 1 = low) Process Step Totals 57 51 24 22 15 14 9 9 9

Cause and Effect Matrix

Process Step
Step #1 Step #2 Step #3 Step #4 Step #5 Step #6 Step #7 Step #8 Step #9

5
3 3 3 1 3 1 0 0 0

----- Process input ----Input #1 Input #2 Input #3 Input #4 Input #5 Input #6 Input #7 Input #8 Input #9

Correlation of Input to Output

? ?
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International Standards for Lean Six Sigma 6

Pareto Plot
Pareto Chart
100 150 80

Percent
So ut h r th No s Ea t Oth e rs

100

60 40 20

50

Defect
Count Percent Cum %

100 58.5 58.5

50 29.2 87.7

15 8.8 96.5

6 3.5 100.0

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International Standards for Lean Six Sigma 7

Hypothesis Test Summary

Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared, Regression, Test of Equal Variance, etc)

Factor (x) Tested

Location

p Value
0.030

Observations/Conclusion
Significant factor - 1 hour driving time from DC to Baltimore office causes ticket cycle time to generally be longer for the Baltimore site Significant factor - on average, calls requiring parts have double the cycle time (22 vs 43 hours) Significant factor - Department 4 has digitized addition of customer info to ticket and less human intervention, resulting in fewer errors South region accounted for 59% of the defects due to their manual process and distance from the parts warehouse

Example: ANOVA

Example: ANOVA

Part vs. No Part

0.004

Example: Chi Squared

Department

0.000

Example: Pareto

Region

n/a

Describe any other observations about the root cause (x) data

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International Standards for Lean Six Sigma 8

Control / Impact Analysis

Does the X have a high, medium, or low impact on the project Y?

High Impact
Does the X in he teams control, influence, or out of their control?

Medium Impact

Low Impact

In Our Control In Our Influence Out of Our Control

?
? ?

?
? ?

?
? ?

?
? ? ? ? ?

?
? ? ? ? ?

?
? ? ? ? ?

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International Standards for Lean Six Sigma 9

Quick Win Documentation Template

Process Name: __________________ Process Lead: ___________________ Process Owner: ______________________ Start Date: ______________ Process Area: ________________________ Stop Date: ______________
1. 2. 3. 4. 5. 6.

Root Cause: _________________________________________________ Obvious Solution: __________________________________________ Low or No Cost: __________________________________________ 5s 4-Step Setup Reduction Low Risk: ________________________________________________ Inventory Reduction Implementation Plan: ______________________________________________ MSA Improvements Stakeholder (s) Approval: ___________________________________________ Price reductions

Reduced DOWNTIME Benefits: (NVA steps or work) __________________________________________________________ Pull System __________________________________________________________ Kaizen events Other __________________________________________________________

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International Standards for Lean Six Sigma 10

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 Expenses Reduction Loss Reduction Cost Avoidance Total Savings

Type 1: ? Type 2: ? Type 3: ?

Type 1: ? Type 2: ? Type 3: ?

Type Type

1: ? 2: ? Type 3: ? Type 1: ? Type 2: ? Type 3: ?

Type 1: ? Type 2: ? Type 3: ? Type 1: ? Type 2: ? Type 3: ?

Type 1: ? Type 2: ? Type 3: ? Type 1: ? Type 2: ? Type 3: ?

Type 1: ? Type 2: ? Type 3: ? Type 1: ? Type 2: ? Type 3: ?

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International Standards for Lean Six Sigma 11

Business Impact Details

Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with causeeffect relationships, on how the proposed change should create the desired financial result (savings) 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 Type 2 savings. (tell the story with causeeffect relationships, on how the proposed change should create the desired financial result (savings) in your project ) 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)
Assumption #1 (i.e. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc) 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?

Describe the Type 3 Business Impact(s) areas and how these were measured

Other Questions

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International Standards for Lean Six Sigma 12

Current Status

Key actions completed Issues Lessons learned Communication, team building, organizational activities

Lean Six Sigma Project Status and Planning

Deliverables/Tasks Completed last week

Comment

Upcoming Deliverables/Tasks - 2 weeks out

Due

Revised Due

For deliverables due thru: Actions Scheduled for next 2 Weeks Deliverable/Action Who Due Revised Due

Commen

Issue/Risk

Current Issues and Risks Who Due Revised Due

Recomm

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International Standards for Lean Six Sigma 13

Next Steps

Key actions Planned Lean Six Sigma Tool use

Questions to answer Barrier/risk mitigation activities

Lean Six Sigma Project Issue Log

No.
1 2 3 4 5 6 7 8 9 10

Description/Recommendation

Status Open/Closed/Hold

Last Revised: Revised Due Due Date Resp Comments / Resolution Date

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International Standards for Lean Six Sigma 14

Sign Off

I concur that the Analyze phase was successfully completed on MM/DD/YYYY I concur the project is ready to proceed to next phase: Analyze

Enter Name Here

Green Belt/Black Belt

Enter Name Here

Financial Representative

Enter Name Here

Sponsor / Process Owner

Enter Name Here

Deployment Champion

Enter Name Here

Master Black Belt

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International Standards for Lean Six Sigma 15

Tollgate Reviews Backup Slides

D M A I C

Project Charter
Problem/Goal Statement
Problem: Describe problem in non-technical terms Statement should explain why project is important; why working on it is a priority Goal: Goals communicate before and after conditions Shift mean, variance, or both? Should impact cost, time, quality dimensions Express goals using SMART criteria Specific, Measurable, Attainable, Resource Requirements, Time Boundaries Explain leverage and strategic implications (if any)

Financial Impact
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)

Team

Tollgate Review Schedule

Tollgate Scheduled Revised Define: XX/XX/XX Measure: XX/XX/XX XX/XX/XX Analyze: XX/XX/XX XX/XX/XX Improve: XX/XX/XX XX/XX/XX Control: XX/XX/XX XX/XX/XX Review high-level schedule milestones here: Phase Completions Tollgate Reviews Complete XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX

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

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International Standards for Lean Six Sigma 17

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?

Key Deliverables:

Detailed Value Stream Map(s) Data Collection Plan

Measurement Collection Results Process Capability Results Current Baseline Process Performance

Quick Wins, if applicable Identification of Kaizen Opportunities, if applicable Refined Charter, as necessary Updated Risk Mitigation Plan Deliverables Uploaded to Central Storage Location or Deployment Management System.

Tollgate Review

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International Standards for Lean Six Sigma 18

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 devalidated) 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?

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 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

Has the team identified the key factors (critical Xs) that have the biggest impact on process performance? Have they validated the root causes?
International Standards for Lean Six Sigma 19 19

Improve Tollgate Checklist

What techniques were used to generate ideas for potential solutions? What narrowing and screening techniques were used to further develop and qualify potential solutions? What evaluation criteria were used to select a recommended solution? Do proposed solutions address all the identified root causes, at least the most critical? Were the solutions verified with the Project Sponsor and Stakeholders? Has an approval been received to implement? Was a pilot run to test the solution? What was learned? What modifications made? Has the team seen evidence that the root causes of the initial problems have been addressed during the pilot? What are the expected benefits? Has the team considered potential problems and unintended consequences (FMEA) of the solution and developed preventive and contingency actions to address them? Has the proposed solution been documented, including process participants, job descriptions and if applicable, their estimated time commitment to support the process? Has the team developed an implementation plan? What is the status? Have changes been communicated to all the appropriate people? Has the team been able to identify any additional Quick Wins? Have learning's to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders? Have any new risks to project success been identified and added to the Risk Mitigation Plan?

Deliverables:
Prioritized List of Solutions To-Be Value Stream Map(s) Pilot Plan & Results Approved Solution and Detailed Implementation Plan Additional Quick Wins, if applicable Refined Charter, as necessary Updated Risk Mitigation Plan Deliverables Uploaded to Central Storage Location or Deployment Management System

Tollgate Review

Has the team developed improvement solutions for the critical Xs, piloted the solution and verified that the solution will solve the problem?
International Standards for Lean Six Sigma 20

Lean Six Sigma DMAIC Improvement Process

Define

Define the opportunity from both the customer and business perspective

Measure

Understand the baseline process performance

Analyze

Identify the critical X factors and root causes impacting process performance

Improve

Develop solutions linked to critical xs

Control
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International Standards for Lean Six Sigma

Implement solutions & control plan

21

Run Charts (Optional)

When the points are connected with a line, a run ends when the line crosses the median A run, in this case, is one or more consecutive points on the same side of the median

Median = 38
1 Run about the Median, can you count the other 8? There is a no nonrandom influence acting upon this process. There is no trend

Longest Run about the median

There is a nonrandom influence acting upon this process that is creating clustering

There is a no nonrandom influence acting upon this process. There is no Oscillation

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International Standards for Lean Six Sigma 22

Scatter Plot (Optional)

Average Expenses decrease as Sales Increase

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International Standards for Lean Six Sigma 23

Linear Regression (Optional)

95% confident that 94.1% of the variation in Wait Time is from the Qty of Deliveries
Wait Time = 32.05 + 0.5825 Deliveries 55 S R-Sq R-Sq(adj) 1.11885 94.1% 93.9%

Fitted Line Plot

50

Wait Time

45

40

35 10 15 20 25 Deliveries 30 35

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International Standards for Lean Six Sigma 24

One-Sample T-Test and Dot Plot (Optional)

Dotplot of Improve Data
(with Ho and 95% t-confidence interval for the mean)

_ X Ho

This Dot Plot graphically displays 95% confidence intervals that the data will fall between 23.45 and 32.75 for response time (see the red brackets and red line). It also indicates that the Mean (Red X) is at 28.1. The blue Ho marks the Target Mean.
Hypothesis Test: Is the Improve data set mean different from the Target Mean mean of 30 minutes?

We Are 95% Confident The Improve Mean Is Not Statistically Different

0 10 20 30 40 50

Improve Data

The test statistic, T, for Ho: mean = 30 is calculated as 0.84. The P-Value of this test, or the probability of obtaining more extreme value of the test statistic by chance if the null hypothesis was true, is 0.410 (> 0.05). This is called the attained significant level, or P-Value. Therefore, Accept Ho, which means we conclude that the Improve data set mean (28.1) is NOT different than the Target mean (30).

One-Sample T: Improve Data Test of mu = 30 vs mu not = 30 Variable Improve Data Variable Improve Data N 30 Mean 28.10 StDev 12.45 T -0.84 P 0.410 SE Mean 2.27

95.0% CI (23.45, 32.75)

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International Standards for Lean Six Sigma 25

Test for Equal Variance (Optional)

Test for Equal Variances for Total Time
95% Confidence Intervals for Sigmas Factor Levels Antenna

Payroll
0 50 100 150

Test for Equal Variance Confirms Payroll Input Type Cycle Time is Significant

F-Test Test Statistic: 0.108 P-Value : 0.001

Boxplots of Raw Data

Levene's Test Test Statistic: 21.054 P-Value : 0.000

Antenna

Payroll

10

20

30

40

50

60

70

T otal T ime

The spread of the data is statistical greater for completing the payroll form than the Antenna time tracking.

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International Standards for Lean Six Sigma 26

One Way ANOVA (Optional)

Boxplots of N et Hour by Part/No

(means are indicated by solid circles)

Net Hours Call Open

After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site. It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.
F 8.65

150

100

Box Plot: Part/ No Part Impact on Ticket Cycle Time

50

Analysis of Variance for Net Hour Source DF SS MS Part/No 1 7421 7421 Error 69 59194 858 Total 70 66615 Level No Part Part N 27 44 Mean 21.99 43.05 29.29 StDev 19.95 33.70

P 0.004

No Part

Individual 95% CI's For Mean --+---------+---------+---------+---(--------*---------) (------*------) --+---------+---------+---------+---12 24 36 48

Pooled StDev =

Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time.

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International Standards for Lean Six Sigma 27

Part

Part/No Part

Moods Median (Optional)

Defects

After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.

40

Dotplots of Defects by Subgroup

30

Dot Plot: Part/ No Part Impact on Ticket Cycle Time

Chi-Square = 19.14 DF = 2 P = 0.000 Month N<= N> Median 10 88 132 8.43 11 123 121 6.57 12 111 68 4.77
Overall Median 6.63

Q3-Q1 12.15 10.52 7.10

Moods Median Test Individual 95.0% Confidence Intervals ------+---------+---------+---------+ (--------+-------) (------+------) (-----+------) ------+---------+---------+---------+ 4.8 6.4 8.0 9.6

Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time.

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International Standards for Lean Six Sigma 28

Before

Subgroup

After

It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.

20

10

Statistical Testing for Discrete Data (Optional)

Chi-Square Test
Expected counts (calculated by Minitab) are printed below observed counts Errors 33 40.46 27 40.90 132 107.03 32 71.35 168 132.26 392 Correct 60 52.54 67 53.10 114 138.97 132 92.65 136 171.74 509 Total 93

Because this p value is less than 5% (0.05), we can be confident that department does have an impact on the proportion of correct tickets processed This is due to the fact that Department 4 has fewer people who need to add information to each ticket, which reduces the chances that an error will be made. Also, in Department 4 the customer name, address and ticket number are added directly from the contracts system without human intervention, reducing the possibility that a typo or other error type could occur that will need to be corrected later (taking more time)

94

246

164

304

Total Chi-Sq =

901

1.376 4.722 5.827 21.703 9.657 DF = 4, P-Value

+ 1.060 + + 3.637 + + 4.487 + + 16.714 + + 7.437 = 76.620 = 0.000

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International Standards for Lean Six Sigma 29

Process Takt Rate & Workload Balancing (Optional)

Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint
Value Add Analysis - Current State
Takt Time = 55 sec

Task Time (seconds)

80 70 60 50 40 30 20 10 0 1 2 3
CVA Time

Takt Time = Net Process Time Available Number of Units to Process

5 6 Task #
BVA Time

7
NVA Time

10

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International Standards for Lean Six Sigma 30

In/Out of Frame (Optional)

Creating a visual depiction of what elements of the project are in the scope (frame) and out of the scope Vital X #7

Vital X #8 Vital X #2

Influence

Vital X #5

Vital X #3

No Control

Control
Vital X #6 Vital X #9

Vital X #4

Vital X #1

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International Standards for Lean Six Sigma 31

Systems & Structures Assessment (Optional)

System or Structure
Staffing 1 2 Training & Development 1 2 Measurements & Reward 1 2 Communication 1 2 Organization Design 1 2 Information Systems 1 2 Resource Allocation 1 2

How should we use or modify to support "____" vision and objectives?

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International Standards for Lean Six Sigma 32