NG BB 14 DEFINE Tollgate

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NG BB 14 DEFINE Tollgate

  1. 1. UNCLASSIFIED / FOUO Black Belt Define Tollgate Briefing Project Name DEPMS Project Number Name of Belt Organization Date UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUO Define Tollgate Requirements NG CPI BLACK BELT TOLLGATE REQUIREMENTS PROJECT DELIVERABLES NGB COMMENTS DEFINE Problem Statement Mandatory Part of project charter Goal Statement Mandatory Part of project charter Project Scope Mandatory Part of project charter Project Timeline Mandatory Project Sponsor and Core Team Mandatory Process Map (High Level) / SIPOC Mandatory Voice of Customer / Voice of Business Analysis Mandatory Replication Check / Benchmarking Mandatory Was it done before? Strategic Alignment Cross Check Mandatory Is it important to org? Communication Plan Mandatory For team/stakeholders Stakeholder Analysis Recommended Use to develop comm plan Storyboard / A3 Mandatory 1-page proj summary Barriers/Issues/Risks Mandatory Quick Wins Recommended Lessons Learned Optional 2 UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUO Define Tollgate Templates NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS NG has developed this template as a basic format with standard deliverables to help guide NG CPI belts through the NG tollgate requirements for certification. It is recognized that each project is unique and has unique deliverables with unique flows. Therefore, this format does not have to be followed exactly to the letter of the law for your project. (DELETE THIS SLIDE FOR YOUR PROJECT) 3 UNCLASSIFIED / FOUO
  4. 4. UNCLASSIFIED / FOUO Charter and Timeline Team Members Name Role Affiliation DACI Black Belt Driver Master Black Belt Driver Take away Project Sponsor Approver message goes Process Owner Approver here Project Charter (impact ofProblem problem)Statement:Business Case: Project TimelineGoal Statement: Phase Start Stop StatusUnit: Define mm/dd/yy mm/dd/yyDefect: Measure mm/dd/yy mm/dd/yyCustomer Analyze mm/dd/yy mm/dd/yySpecifications: Improve mm/dd/yy mm/dd/yyProcess Start: Control mm/dd/yy mm/dd/yyProcess Stop: 4Scope: Required Deliverable UNCLASSIFIED / FOUO
  5. 5. UNCLASSIFIED / FOUO Cross Functional Team Team Members Name Role Affiliation DACI Black Belt Driver Master Black Belt Driver Project Sponsor Approver Process Owner Approver Contributor Contributor Contributor Contributor Inform Inform Inform Inform 5 Required Deliverable UNCLASSIFIED / FOUO
  6. 6. UNCLASSIFIED / FOUO Replication Check I confirm that:  DEPMS (DoD Enterprise Performance Management System) has been searched for similar projects: Yes / No  Replication: List relevant initiatives / potential replication projects found (if any): • Project 1: (DEPMS # or other tracking tool project number) • Project 2:  Collaboration: Identify organizations that can/should be considered for working this project collaboratively: • Organization 1: • Organization 2: 6 Required Deliverable UNCLASSIFIED / FOUO
  7. 7. UNCLASSIFIED / FOUO Strategic Alignment The Define Tollgate requires a linkage to organizational strategy.  Include an organizational metric/metrics for which your project will help improve  Refer to your organization’s Strategic Plan and/or other referenced documents 7 Required Deliverable UNCLASSIFIED / FOUO
  8. 8. UNCLASSIFIED / FOUO Business Impact  Insert as much information as possible about the potential operational and/or financial benefits  Include any assumptions upon which these estimates are based Example: Operational benefits – This project is expected to reduce PLT by 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift Example: Financial benefits – This project is expected to save $xx in FYxx 8 Required Deliverable UNCLASSIFIED / FOUO
  9. 9. UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC) Suppliers Inputs Process Outputs Customers Measurable Y: 9 Required Deliverable UNCLASSIFIED / FOUO
  10. 10. UNCLASSIFIED / FOUO Voice of Customer / Voice of Business Critical Customer Voice of the Key Customer Issue(s) Requirement Customer / What does the customer want from us? What does the customer want from us? We should summarize key issues and We need to identify the issue(s) that translate them into specific and measurable prevent us from satisfying our requirements customers. CriticalBusiness Voice of the Key Process Issue(s) Requirement Business What does the business want/need from us? What does the business want/need from We should summarize key issues and us? We need to identify the issue(s) translate them into specific and measurable that prevent us from meeting strategic requirements goals/missions. 10 Required Deliverable UNCLASSIFIED / FOUO
  11. 11. UNCLASSIFIED / FOUO Stakeholder Analysis Stakeholder Explanation of Stakeholder’s Stakeholder Project Impact Level of Current Action Plan Stakeholder Current Attitude Score On Stakeholder Influence on Stakeholder For Name/Group Toward Project (H=3, M=2, L=1, (H, M, L) Success of Attitude Stakeholder ( +, 0, - ) +=3, 0=1, -=-3) Project (H,M,L) (list) Recommended Deliverable 11 UNCLASSIFIED / FOUO
  12. 12. UNCLASSIFIED / FOUO Communication Plan Topics of Audience Media Purpose Discussion/ Owner Frequency Notes/Status Key Messages 12 Required Deliverable UNCLASSIFIED / FOUO
  13. 13. UNCLASSIFIED / FOUO Project Barriers/Issues/Risks  Barriers  Issues  Risks Required Deliverable 13 UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUO Project Risk Analysis – Example  Address Risk speaking points here  Be sure to include the risk of potential IT solutions and mitigation plans (I.e., work- arounds), if any• Data Availability (Schedule) Low Risk Medium Risk High Risk •Project Scope (Performance)• Risk: Process tracking which shows enough •Risk: Current scope of process is very large with critical process time information in some multiple sub-processes. Team unlikely to be able to 9 – 10 stages of the process may not be available. complete DMAIC process on currently defined scope.• Mitigation: TBD •Mitigation Plan: Team will scope this out of the• Consequence: May have to spend 1-2 weeks 7-8 process according to the following plan: to collect enough data to be statistically •Complete process mapping Likelihood significant. •Reduce scope to Critical Path 5-6 •Based on data, reduce scope to parts of process that most affect PCT within control of•Contractor Process Mapping (Performance) the Project Team.•Risk: Contractor Process impact on cycle time 3-4 •Consequence: If mitigation plan is unacceptable,could be high. Team has no control over team unlikely to be successful.getting information from the contractor and 0-2may not be able to get verifiable informationlevel in the time available. 0–2 3–4 5–6 7–8 9 – 10•Mitigation Plan: Team will scope this out of Little Low Medium High Criticalthe process. • Personnel Availability (Schedule)•Consequence: 1 week lost time on project Consequence • Risk: Team Members have multiple schedule conflicts during Month of March. Lack of team •Process Mapping (Schedule) member availability and participation on team could •Risk: Very large process to map. Team may not slow data collection during MEASURE phase. have time to define sufficient level in the time • Mitigation: TBD available. • Consequence: May have to delay MEASURE Tollgate •Mitigation Plan: Scope to the “critical few” process paths •Consequence: 1-2 week slide in schedule Recommended Deliverable 14 UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUO Define Story Board Define 1.2 Day Project Charter CCR Gap BUS CASE: Be #2 Fin Service Provider GOAL: Reduce Loan/Lease CT from 9.2 to 8.0 days by July 1 FIN IMPACT: $2.7M per year Required Deliverable 15 UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUO 8-Step A3 Project Summary Report Company: Department: Date: Prepared by: 1. Define the problem situation 3. Action plans to correct problems 2. Problem Analysis 4. Results of Activity 5. Future Steps 16 UNCLASSIFIED / FOUO
  17. 17. UNCLASSIFIED / FOUO NG CPI Tollgate Tool 8-STEP PROCESS 1. Validate 2. Identify 3. Set 4. Find Root 5. Develop 6. See C-Ms 7. Confirm 8. Standardize Problem Gaps Targets Cause C-Ms Through Results Define Measure Analyze Improve Control  Project Charter • Problem Stmt Detailed As Is Process  Potential Xs  “To Be” Process Map  Process Control Plan • Defect Definition Map • Brainstorming • 5 Whys  Solution Generation /  Process Owner • Goal Statement  Value Stream Map • Fishbone Prioritization Accountability • Project Scope Affinity Diagram  Key Process Metrics • • Business Impact • Strat Alignment  Data Collection Plan  Critical Xs  Improvement Strategy  Updated Financial  Measure Systems • Cause & Effect Matrix • Improvement Model Benefits  Sponsor & Team • Hypothesis Testing • Implementation Plan Analysis • Pilot • Regression Replication Opportunities  Replication Check  Data Collected • “X” Improvement Target • Time Studies  Measurable Y  Baseline Data Analysis • Theory of Constraints  Mistake Proofing  Project Documentation  Voice of Customer • Descriptive Stats of revised policies,  FMEA SOP’s, procedures, and  Customer Specs • Graphs • Risk Analysis • Pareto Charts training  Voice of Business • Risk Mitigation Plan  Project Timeline  Est Financial Benefits  FMEA  Visual Process Control • Risk Analysis Tools (Optional)  Communication Plan  Control Charts (as • Risk Mitigation Plan • Stakeholder Analysis needed) High Level Process  Process Capability  Control Charts Map (SIPOC)  Process Capability I accept the Define I accept the Measure I accept the Analyze I accept the Improve I accept the Control Tollgate Tollgate Tollgate Tollgate Tollgate (Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor) (Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner) (MBB) (MBB) (MBB) (MBB) (MBB) (Finance Owner) (Finance Owner) 17 UNCLASSIFIED / FOUO

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