Professional Documents
Culture Documents
Sigma
Measure
Phase
Tollgate
Review
Measure
Phase
Review
Project Charter
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
Validate
Define
Define
Project Charter
Voice of the Customer
Identify
Identify
Reduce
Measur
Measur
e
e
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
Root Causes
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
Analyz
Analyz
e
e
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
Develop
Potential Solutions
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
Evaluate,
Improv
Improv
e
e
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
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
Contro
Contro
ll
Mistake-Proofing/
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
Project Charter
Financial Impact
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
Team
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
Tollgate
Define:
Measure:
Analyze:
Improve:
Control:
Scheduled
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
Revised
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
Complete
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
Operation
al
Definition
Data Source
and Location
How Will
Data Be
Collected
Who Will
Collect Data
Sample
Size
Stratificatio
n Factors
How will
data be
used?
VOC
MSA
Process
VSM
Financials
Operational Definitions
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
Discrimination
(resolution)
Bias
Stability
Repeatability
Reproducibility
Variation
Enter
Key Slide
Take
Away
The
difference
between
parts
(Keyn/a
Point)
to thisHere
process.
24
26
28
30
32
34
A-Squared
P-Value <
1.95
0.005
Mean
StDev
Variance
Skewness
Kurtosis
N
29.128
2.677
7.169
0.201075
-0.471714
266
Minimum
1st Quartile
Median
3rd Quartile
Maximum
24.000
27.000
29.000
31.000
35.000
29.451
29.000
2.468
2.927
Sigma Calculator:
Continuous Data
Sigma Calculator:
Discrete Data
10
Reduced DOWNTIME
Benefits:
(NVA steps or work)
__________________________________________________________
Pull System
__________________________________________________________
Kaizen events
Other
__________________________________________________________
11
Sources of Waste
Overproduction
Defect
Area 1
Sub area 1
Processing
Sub area 1
Area 1
Area 1
Motion
Sources of Waste
Area 1
Area 1
Sub area 1
Transportation
Sub area 1
Inventory
Sub area 1
NVA
Area 1
Sub area 1
Waiting
<Insertyourwaste
percentageasshown
inpiechart>
12
Swim Lane
Process Map
Client
Mgr
Notify HR of
employee exit date
Client
HR
Places
information
into HR
database
Sends exit
date to IT,
telecom &
facilities
Avg.
Delay
2 days
Form
require
approval?
No
Yes
Client
Contact
NT
Admin
Secure
approval(s)
Sends Email
to Admin
Create ticket if
request coming
directly from client
Admin
Avg.
Delay
1 day
Email
Vendor
Delete
account
Avg.
Delay
2 days
Sends
Email to
Admin
Admin closes
ticket and
manager notified
Avg.
Delay
2 days
Avg.
Delay
4
days
Mark request as
completed on
admin web site
13
Weekly Update
SUPPLIERS
CUSTOMER
Phone Call
Phone Call
Automate
Monitoring
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.
Large
Business
6 Customers
Order Mgmt
Small
Business
5 Customers
Simplify/
Mistake Proof
Home
3 Customers
5 min
3 min
Order Mgmt
P/T = 3 min
2-5
Order Mgmt
4
Product
Need
Order Mgmt
Order Mgmt
Pricing
Shipping
Info
P/T = 2 min
P/T = 6 Min
P/T = 6 Min
P/T = 2 Min
Error Rate=2%
Volume=800
Error Rate=0%
Volume=800
Error Rate=2%
Volume=800
Error Rate=1%
Volume=800
6 min
Lost calls=10%
Volume=1200
d ay
s
Simplify/
Combine
Improve
Visibility
Forecast
Improvement
Customer
Info
2 min
Manual Update
6 min
DIST
10
20 Orders
240 min
2 min
Pick
Pack & Ship
14
Business Impact
ReplicatedEstimate
Revenue
Enhancement
Type1:?
Type1:?
Type2:?
Type2:?
Type3:?
Type3:?
Expenses
Reduction
Type1:?
Type1:?
Type2:?
Type2:?
Type3:?
Type3:?
LossReduction
Type1:?
Type1:?
Type2:?
Type2:?
Type3:?
Type3:?
Type1:?
Type1:?
Type2:?
Type2:?
Type3:?
Type3:?
Type1:?
Type1:?
Type2:?
Type2:?
Type3:?
Type3:?
CostAvoidance
TotalSavings
15
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.
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.
Describe the Type 3 Business Impact(s) areas and how these were measured
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?
16
Current Status
Key actions
completed
Issues
Lessons
learned
Communication,
team building,
organizational
activities
17
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
18
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
Financial Representative
Enter Name
Here
Master Black Belt
19
Tollgate Reviews
Backup Slides
Go Forward
ld
o
H
t
l
Ha
M Wait - Go Back
A
I
C
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
Sto Management
System. p
Tollgate
Review
21
Analyze
Tollgate Checklist
Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?
Deliverables:
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?
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
22
22
Bonacorsi23
Consulting
Bonacorsi24
Consulting
Measur
e
Analyze
Tollgat
e
Review
Tollgat
e
Stop
Review
Improv
e
Develop solutions
linked to critical xs
Control
Implement
solutions &
control plan
25
26
Sample Size:
Continuous Data (Optional)
?
?
?
?
?
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six
27
Sample Size:
Discrete Data (Optional)
?
?
?
?
?
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six
28
Measurement Systems
Analysis (MSA) (Optional)
Reported by:
Gage
Tolerance:
name:
Date
Misc:
of study:
Gage R&R
Components of Variation
Response by Part
100
Percent
VarComp
0.0015896
0.0005567
0.0010330
0.0003418
0.0006912
0.0414247
0.0430143
10.00
9.75
50
9.50
0
Gage R&R
Repeat
Reprod
Part-to-Part
0.10
10
Part
R Chart by Operator
1
Sample Range
Source
Total Gage R&R
Repeatability
Reproducibility
Operator
Operator*Part
Part-To-Part
Total Variation
%Contribution
(of VarComp)
3.70
1.29
2.40
0.79
1.61
96.30
100.00
Response by Operator
UCL=0.1073
0.05
_
R=0.0417
0.00
LCL=0
10.00
9.75
9.50
2
Operator
Measurement system is
acceptable with the Total
% Contribution <10%
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six
29
Probability Plot
(Optional)
Probability Plot of Anderson-Darling Normality
Normal - 95% CI
99.9
99
Percent
95
90
80
70
60
50
40
30
20
Mean
StDev
N
AD
P-Value
24.74
4.177
100
0.380
0.397
10
5
1
0.1
10
15
20
25
QTY
30
35
40
30
Control Chart
(Optional)
31
PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?
Plan
Do
Check
Act
32
5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six
33
Benchmark Analysis
(Optional)
34
35
C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Queue/
Inventory
Data Box
Process Box
Flow
(Physical)
Flow
(Information)
Electronic
Information
1
Personnel
Truck Shipment
Electronic
Data
System
Go See
Monitoring
Physical Pull
FIFO
FIFO Lane
Physical
Transport
Supplier/
Customer
Push Systems
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
36
Spaghetti Diagram
(Optional)
Lines indicate
paper/information
travel:
- No set path
- Lots of rework
Supply
Order
Taker 1
Order
Entry 1
Room
(paper and
office supplies)
Room
(Order
Management)
Order
Taker 2
Order
Taker 3
Order
Entry 2
Printer, Fax
Foyer
Reception
Order
Entry 3
OM Lead
CC & Val
2
CC & Val
1
CC & Val
3
OM Supr Office
Copier
Records
Indicates an in-box
or outbox where
work (forms/
information) waits
to be worked on or
transferred
EAST
Restrooms
Cafeteria
Vault
(finance)
Engineering Offices
Planning &
Scheduling
37
38