NG BB 28 MEASURE Tollgate

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NG BB 28 MEASURE Tollgate

  1. 1. UNCLASSIFIED / FOUO Black Belt Measure Tollgate Briefing Project Name DEPMS Project Number Name of Belt Organization Date UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUO Measure Tollgate Requirements NG CPI BLACK BELT TOLLGATE REQUIREMENTS PROJECT DELIVERABLES NGB COMMENTS MEASURE Current State Detailed Process Map / VSM Mandatory VSM (value stream map) Key Input, Process, and Output Metrics Mandatory What to measure Operational Definitions Mandatory What to measure Data Collection Plan Mandatory How, who, when, etc Baseline Statistics Mandatory Center, variation Control Charts Recommended Varies by project Process Capability Analysis Mandatory Ability to meet cust req Measurement System Analysis Mandatory Accuracy of data Estimated Financial & Operational Benefits Mandatory Storyboard / A3 Mandatory 1-page proj summary Barriers/Issues/Risks Mandatory Quick Wins Recommended Lessons Learned Optional 2 UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUO Measure 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 / FOUODetailed “As Is” Process Map - Example - Required Deliverable - VSM or Process Map or Both 5 UNCLASSIFIED / FOUO
  6. 6. UNCLASSIFIED / FOUO Value Stream Map Order Mgmt Supervisor Service lead time = 384 min CUSTOMER Weekly Update - Example - Customer call time = 24 min Phone Call Phone Call Trigger: Order Mgmt Completion Criteria: Cycle Time: Screen for Acct Mgr Takt Time: Number of People: Manual Update SUPPLIERS P/T = 3 min Number of Approvals: Items in Inbox: Lost calls=10% % Rework: # of Iterations (cycles): Volume=1200 # of Databases: Top 3 Rework Issues: 1. 2. 3. Large Business 6 Customers Order Mgmt Order Mgmt Order Mgmt Order Mgmt DIST Customer Product Shipping Pick Info Need Pricing Info Small 4 4 4 4 10 Pack & Ship Business 20 Orders 5 Customers P/T = 2 min P/T = 6 Min P/T = 6 Min P/T = 2 Min P/T = 120 Min Error Rate=2% Error Rate=0% Error Rate=2% Error Rate=1% Error Rate=1% Volume=800 Volume=1200 Home Volume=800 Volume=800 Volume=800 3 Customers 5 min 240 min 3 min 2 min 6 min 6 min 2 min 120 min Required Deliverable - VSM or Process Map or Both 6 UNCLASSIFIED / FOUO
  7. 7. UNCLASSIFIED / FOUOKey Input, Process, and Output Metrics Suppliers Inputs Process Outputs Customer Start Step 2 Step 3 Step1 Step 5 Step 4 VOC/ Input Metrics Process Metrics Output Metrics VOB Quality Speed Cost Required Deliverable 7 UNCLASSIFIED / FOUO
  8. 8. UNCLASSIFIED / FOUOOperational Definitions Define each of the Key Input, Output, Process Metrics from your SIPOC that you are going to collect data on (via the Data Collection Plan) as well as any other terms that need clarification for the data collectors and everyone else on the team. Examples:  Award Process PLT: The time from when a Director submits the Award recommendation to the time when the employee is presented the Award in a ceremony.  Number of Claims Processed: The number of Claims processed per weekday (M-F).  Total Hours Worked: The total number of hours worked in the facility including weekends and holidays.  Number of Personnel: The total number of military and civilian personnel working (not including contractors). Include other unique terms that apply to your project that require clear operational definitions for those collecting the data and for those interpreting the data. Required Deliverable 8 UNCLASSIFIED / FOUO
  9. 9. UNCLASSIFIED / FOUO Data Collection Plan Performanc Operational Data How Will Data Be Who Will When Will Sampl Stratificati How will e Measure Definition Source and Collected Collect Data Be e Size on Factors data be Location Data Collected used? 1 Ability to update X – Steps to In DEPMS By counting steps Name ASAP 1 None To find VA, BNVA, projects and update projects NVA build tollgate reviews - Example - 2 Ability to update X – Tollgate In DEPMS By determining % of Name ASAP 40 None To determine projects and template slides activity steps identified in consistency with build tollgate that match POI “Introduction to _____” POI reviews modules in POI that are adequately addressed in templates 3 Easy Access to X – Availability of In DEPMS By determining the Name ASAP 63 None To determine LSS tools and LSS tools and percentage of tools, with availability of tools references references their references, listed on and references DMAIC Road Map slides that can be found in PS 4 Easy Access to X – Steps In DEPMS By counting # steps Name ASAP 37 None To find VA, BNVA, LSS tools and required to find required to find the tools NVA references tools and and their references references 9 Required Deliverable UNCLASSIFIED / FOUO
  10. 10. UNCLASSIFIED / FOUOMeasurement Systems Analysis The Measurement System used to collect data has been calibrated and is considered to have no potential for significant errors. The data collection tool is reliable, can be counted on, has good resolution, shows no signs of bias and is stable. Type of Measurement Description Considerations to this Project Error The ability of the measurement Work hours can be measured to <.25 Discrimination system to divide measurements into hours. Radar usage measure to +- 2 (resolution) “data categories” minute. The difference between an observed No bias - Work hours and radar start- Bias average measurement result and a stop times consistent through reference value population. No bias of work hours and radar Stability The change in bias over time usage data. Not an issue. Labor and radar usage Repeatability The extent variability is consistent is historical and felt to be accurate enough for insight and analysis. - Example - Remarks in usage data deemed not Different appraisers produce reproducible, therefore were not Reproducibility consistent results considered in determining which radars were used in each op 10 Variation The difference between parts Required Deliverable process. N/a to this UNCLASSIFIED / FOUO
  11. 11. UNCLASSIFIED / FOUO Reported by : Gage name: Tolerance:Measurement Systems Analysis Date of study : Misc: Gage R&R (ANOVA) for Response Gage R&R Components of Variation Response by Part %Contribution Source VarComp (of VarComp) 100 % Contribution % Study Var 10.00 Total Gage R&R 0.0015896 3.70 Percent Repeatability 0.0005567 1.29 9.75 Reproducibility 0.0010330 2.40 50 Operator 0.0003418 0.79 9.50 Operator*Part 0.0006912 1.61 0 Part-To-Part 0.0414247 96.30 Gage R&R Repeat Reprod Part-to-Part 1 2 3 4 5 6 7 8 9 10 Total Variation 0.0430143 100.00 Part R Chart by Operator Study Var %Study Var Response by Operator 1 2 3 Source StdDev (SD) (6 * SD) (%SV) UCL=0.1073 0.10 10.00 Total Gage R&R 0.039870 0.23922 19.22 Sample Range Repeatability 0.023594 0.14156 11.38 Reproducibility 0.032140 0.19284 15.50 _ 9.75 0.05 Operator 0.018488 0.11093 8.91 R=0.0417 Operator*Part 0.026290 0.15774 12.68 9.50 Part-To-Part 0.203531 1.22118 98.13 0.00 LCL=0 1 2 3 Total Variation 0.207399 1.24439 100.00 Operator Xbar Chart by Operator Number of Distinct Categories = 7 1 2 3 Operator * Part Interaction 10.00 10.00 Operator Sample Mean UCL=9.8422 _ 1 The Measurement _ Average 2 X=9.7996 9.75 9.75 LCL=9.7569 3 System is acceptable 9.50 with the Total Gage 9.50 1 2 3 4 5 6 7 8 9 10 R&R % Contribution Part <10% - Example - 11 Optional BB Deliverable UNCLASSIFIED / FOUO
  12. 12. UNCLASSIFIED / FOUO “As Is” Baseline Statistics Summary for Workdays A nderson-Darling N ormality Test A -S quared 12.65 P -V alue < 0.005 M ean 44.814 S tDev 61.251 - Example - V ariance S kew ness 3751.674 2.87329 Kurtosis 9.54577 N 118 M inimum 1.000  The current process has a non-normal 1st Q uartile 12.000 M edian 22.000 3rd Q uartile 52.000 0 60 120 180 240 300 360 M aximum 365.000 distribution with the 95% C onfidence Interv al for M ean 33.647 55.981 P-Value < 0.05 95% C onfidence Interv al for M edian 17.000 29.123 95% C onfidence Interv al for S tDev  Mean = 44 days 9 5 % C onfidence Inter vals 54.308 70.246 Mean  Median = 22 days Median 20 30 40 50 60  Std Dev = 61 days  Range = 365 days Required Deliverable 12 UNCLASSIFIED / FOUO
  13. 13. UNCLASSIFIED / FOUO Process Control Chart I-MR Chart of Delivery Time The current baseline 40 delivery time is stable UC L=37.70 over time with both Indiv idual V alue 35 the Moving Range 30 _ X=29.13 (3.22 days) and 25 Individual Average LC L=20.56 (29.13 days) 20 1 28 55 82 109 136 163 190 217 244 experiencing common Observation cause variation 10.0 UC L=10.53 255 data points M ov ing Range 7.5 collected with zero 5.0 subgroups, thus the __ MR=3.22 2.5 I&MR control chart 0.0 LC L=0 selected 1 28 55 82 109 136 163 190 217 244 Observation - Example - Required As Applicable 13 UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUO Process Capability Process Capability of Workdays  118 data points collected Calculations Based on Lognormal Distribution Model  Non-normal distribution LSL USL  Mean = 44 days LS L P rocess Data 0 O v erall C apability Z.Bench -0.31 Target * Z.LS L 3.07  Lower Cust Spec = 0 days USL 15 Z.U S L -0.02  Upper Cust Spec = 15 days S ample M ean 44.8136 S ample N 118 - Example - P pk -0.01 E xp. O v erall P erformance Location 3.09501 % < LS L 0.00 S cale 1.26378  65% of observations % > U S L 62.03 O bserv ed P erformance % Total 62.03 outside customer spec % < LS L 0.00 % > U S L 65.25  Z Bench = -.31 % Total 65.25 0 60 120 180 240 300 360 420 Required Deliverable 14 UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUO Project Barriers/Issues/Risks  Barriers  Issues  Risks Required Deliverable 15 UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUOMeasure Storyboard Define 1.2 Day Project Charter CCR Gap Sigma Performanc BUS CASE: Be #2 Fin Service Provider e Level of 1.3 GOAL: Reduce Loan/Lease CT from 9.2 to 8.0 days by July 1 Measure FIN IMPACT: $2.7M per year Required Deliverable 16 UNCLASSIFIED / FOUO
  17. 17. 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 17 UNCLASSIFIED / FOUO
  18. 18. 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) 18 UNCLASSIFIED / FOUO
  19. 19. UNCLASSIFIED / FOUO Appendix 19 UNCLASSIFIED / FOUO
  20. 20. 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 20 Required Deliverable UNCLASSIFIED / FOUO
  21. 21. 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: 21 Required Deliverable UNCLASSIFIED / FOUO
  22. 22. 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 22 Required Deliverable UNCLASSIFIED / FOUO
  23. 23. 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 23 Required Deliverable UNCLASSIFIED / FOUO
  24. 24. UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC) Suppliers Inputs Process Outputs Customers Measurable Y: 24 Required Deliverable UNCLASSIFIED / FOUO
  25. 25. 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. 25 Required Deliverable UNCLASSIFIED / FOUO
  26. 26. 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 26 UNCLASSIFIED / FOUO
  27. 27. UNCLASSIFIED / FOUO Communication Plan Topics of Audience Media Purpose Discussion/ Owner Frequency Notes/Status Key Messages 27 Required Deliverable UNCLASSIFIED / FOUO

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