UNCLASSIFIED / FOUO                         Black Belt                           Control                      Tollgate Bri...
UNCLASSIFIED / FOUO Tollgate Requirements - Control                           NG CPI BLACK BELT TOLLGATE REQUIREMENTS     ...
UNCLASSIFIED / FOUO Control Tollgate Templates                 NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS   NG has deve...
UNCLASSIFIED / FOUO Define Charter and Timeline                                   Team Members        Name                ...
UNCLASSIFIED / FOUOMeasure Overview                                             Baseline Statistics                       ...
UNCLASSIFIED / FOUO Analyze Overview                                                     Fishbone Diagram                 ...
UNCLASSIFIED / FOUO Improve Overview                                                                                      ...
UNCLASSIFIED / FOUO Process Control/Reaction Plan    PROJECT NAME                         DIVISION                        ...
UNCLASSIFIED / FOUOStandard Operating Procedures (SOPs) and Training Plans                                  SOPs Requiring...
UNCLASSIFIED / FOUO  Visual Process Control Tools           • SOP is posted computer desktop for easy reference access.   ...
UNCLASSIFIED / FOUOMistake Proofing (Poke Yoke) Tools    - Example -      Solution:   Make use of existing bar codes on s...
UNCLASSIFIED / FOUO Updated Benefits Estimate                                       - Example -                      Metri...
UNCLASSIFIED / FOUOFuture Projects Identified       Based on the outcome of this project, the following is a list of “pos...
UNCLASSIFIED / FOUOProject Replication     Replication Project/Best Practice Candidate: This completed project is being su...
UNCLASSIFIED / FOUO Project Barriers/Issues/Risks          Barriers          Issues          Risks                     ...
UNCLASSIFIED / FOUOCompleted Project “Storyboard”  Define                                          1.2 Day                ...
UNCLASSIFIED / FOUO 8-Step A3 Project Summary Report               Company:                 Department:   Date:           ...
UNCLASSIFIED / FOUO   NG CPI Tollgate Tool                                                                    8-STEP PROCE...
UNCLASSIFIED / FOUO                      Appendix                                                       19                ...
UNCLASSIFIED / FOUO Cross Functional Team                             Team Members         Name         Role              ...
UNCLASSIFIED / FOUO Replication Check   I confirm that:        DEPMS (DoD Enterprise Performance Management System) has b...
UNCLASSIFIED / FOUO Strategic Alignment     The Define Tollgate requires a linkage to organizational strategy.         In...
UNCLASSIFIED / FOUO Business Impact         Insert as much information as possible about the potential operational       ...
UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC)         Suppliers    Inputs       Process          Outputs             C...
UNCLASSIFIED / FOUO Voice of Customer / Voice of Business                                                                 ...
UNCLASSIFIED / FOUO Stakeholder Analysis                                      Stakeholder                     Explanation ...
UNCLASSIFIED / FOUO Communication Plan                                          Topics of      Audience        Media   Pur...
UNCLASSIFIED / FOUODetailed “As Is” Process Map                                 - Example -                      Required ...
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
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NG BB 55 CONTROL Tollgate

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NG BB 55 CONTROL Tollgate

  1. 1. UNCLASSIFIED / FOUO Black Belt Control Tollgate Briefing Project Name DEPMS Project Number Name of Belt Organization Date UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUO Tollgate Requirements - Control NG CPI BLACK BELT TOLLGATE REQUIREMENTS PROJECT DELIVERABLES NGB COMMENTS CONTROL Updated Financial / Operational Benefits Mandatory Standardize Process/ SOPs/Training plans Mandatory Varies by project Process Owner Accountibility Mandatory Includes transition plan Achievement of Results / New Baseline Mandatory % goal achievement Process Control Plans Mandatory Dashboard Replication Opportunities Recommended Leverage to other areas Visual Process Controls Recommended Varies by project Mistake Proofing Tools Recommended Varies by project Storyboard / A3 Mandatory 1-page proj summary Barriers/Issues/Risks Mandatory Quick Wins Recommended Lessons Learned Optional 2 UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUO Control 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 Define 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 / FOUOMeasure Overview Baseline Statistics Process Capability Process Capability of Delivery Time P otential (Within) C apability  VOC / VOB LSL Target USL Cp C PL 1.16 2.22  Unit (d) or Mean (c) W ithin C PU C pk 0.10 0.10 O v erall C C pk 1.16  Defect (d) or St. Dev. (c) O v erall C apability Pp 1.24  DPMO (d) PPL 2.37 PPU 0.11   PCE: (Cycle Time Only) PLT: (Cycle Time Only) - Example - LS L P pk C pm 0.11 0.35 P rocess D ata 10 T arget 20 USL 30 S ample M ean 29.1203  Sigma Quality Level S ample N S tD ev (Within) 266 2.87033 S tD ev (O v erall) 2.69154 12 16 20 24 28 32 36  MSA Results: show the percentage result of the GR&R or other O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance P P M < LS L 0.00 measurement systems analysis carried out in the project P P M < LS L 0.00 PPM < LS L 0.00 PPM > USL 281954.89 PPM > USL 379619.67 PPM > USL 371895.18 P P M T otal 281954.89 PPM T otal 379619.67 P P M T otal 371895.18 Baseline “As Is” Performance Tools Used Summary for Delivery Time A nderson-D arling N ormality Test  Detailed process mapping  Time Series Plot A -S quared 1.95 P -V alue < M ean 0.005 29.128  Measurement Systems Analysis  Probability Plot S tD ev 2.677 V ariance S kew ness 7.169 0.201075  Value Stream Mapping  Pareto Analysis Kurtosis -0.471714 N M inimum 266 24.000  Data Collection Planning  Operational Definitions 5s 1st Q uartile 27.000  24 26 28 30 32 34 M edian 3rd Q uartile 29.000 31.000  Basic Statistics Generic Pull M aximum 35.000  95% C onfidence Interv al for M ean 28.805 29.451  Process Capability 95% C onfidence Interv al for M edian 29.000 29.000  Histograms  Control Charts 95% C onfidence Interv al for S tD ev 9 5 % C onfidence Inter v als 2.468 2.927 Mean 5 Median 28.8 28.9 29.0 29.1 29.2 29.3 29.4 Required Deliverable UNCLASSIFIED / FOUO
  6. 6. UNCLASSIFIED / FOUO Analyze Overview Fishbone Diagram Cause and Effect Matrix Ra ting of Importa nce to Facilities & Equipment Custome r Materials Manpower 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Wrong Location Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Space Lack of Seats No Standardization of seats Lack of Knowledge Old Buildings Total Inequality in seats New Codes Proce ss Ste p Proce ss Input Lack of Funds Lack of Controls Not Suited for “Dedicated” to Task 1 0 Senior Leader Current Mission (Type of Space) 2 3 0 0 No Suitable space to Assign 4 0 Getting Seats Takes Time 5 6 0 0 (Y) Effect: 7 0 8 0 9 0 10 0 PLT = 5 days 11 0 Vague Lack of Database 12 0 Reqmts 13 0 People Unplanned Programs (too long) 14 0 15 0 Multiple Paths Facilities 16 0 17 0 Location (Competing for 18 0 Same Space) 19 0 20 0 Lack of Controls 0 Senior Leadership 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Delays in elevating Too Long (Time) Lower Spec Collocation Target Impasse issues Mold, HVAC Crashes Upper Spec Approvals This table prov ides the initial input to the FMEA. W hen each of the output variables (requirements) are not correct, that represents potential "EFFECTS". W hen each input Methods Mother Nature Measurements variable is not correct, that represents "Failure Modes". CAO/IPT Time Avail Unforeseen Funding Decision to Wait 1. List the Key Process Output Variables 2. Rate each v ariable on a 1-to-10 scale to importantance to the customer Circumstances 3. List Key Process Input Variables 4. Rate each v ariables relationship to each output variable on a 1-to-10 scale 5. Select the top input variables to start the FMEA process; Determine how each selected Competency vs. PMA input varable can "go wrong" and place that in the Failure Mode column of the FMEA. Critical X/Root Causes Analysis Root Cause/Effect Pareto Chart 100 150 80  Root cause:  Effect - Example - Percent 100 60 Count 50 40  Root cause: 20  Effect 0 0 Defect So ut h No r th Ea s t Oth e rs  Root cause: Count 100 50 15 6 Percent 58.5 29.2 8.8 3.5  Effect 6 Cum % 58.5 87.7 96.5 100.0 Required Deliverable UNCLASSIFIED / FOUO
  7. 7. UNCLASSIFIED / FOUO Improve Overview FMEA Solution Matrix O OProcess Step / Potential Failure Potential Failure Potential Root D Actions D S C Current Controls Resp. Actions Taken S C Per Commercial Terms Input Mode (X) Effects (Y) Causes E Recommended E Time to Issue Invoice E C E C T T Root Causes (Xs)? What is the In what ways does What is the impact V What causes the Key U What are the existing What are the What are the V U E E R process step the Key Input go on the Key Output E Input to go wrong? R controls and procedures actions for reducing completed actions E R C RPN C P Level of Effort and Input wrong? Variables (Customer R R (inspection and test) that the occurrence of taken with the R R T T N Presentation under Requirements)? I E prevent either the cause the cause, or recalculated I E Overall Impact Rating I I Completeinvestigation? or the Failure Mode? improving RPN? Accuracy T N T N O O Y C detection? Y C N N E E Updating Ineffective Discrepancies: POI vs Adjust templates to Ineffective reviews 5 4 None 5 100 PMO 5 2 2 20 Risk Rating Tollgates templates Templates match POI Users and leaders Slide purposes not Adjust slide titles 4 None 4 80 PMO 1 2 10 Root Cause Significance Rating ? 10 10 10 10 10 10 dont buy-in to LSS clear and notes Redundant and NVA Eliminate NVA 3 None 4 60 PMO 1 2 10 slides slides Potential Improvements ? Impact Rating Incomplete SOP or Develop "read me" 3 None 5 75 PMO 1 2 10 "Help" within PS slides Offshore Costs 7 1 5 8 1 10 320 8 Commercial Terms 8 4 2 5 10 7 360 7 Updating Too many steps to Link templates to Quantity of Source Data 8 5 7 7 1 10 380 6 Inefficient updating 3 NVA steps 5 None 4 60 PMO 3 3 2 18 Tollgates build/update PS Phase Reconciliation 10 10 10 1 10 10 510 6 Users get frustrated Too many choices Eliminate NVA; 4 None 4 48 PMO 2 2 12 Quality of Source Data 7 7 7 7 7 7 420 7 and delay projects between templates group in folders Inconsistent file Simple names; Training 8 7 10 5 8 10 480 6 3 None 4 36 PMO 1 2 6 names and locations group in folders Client (eg RCTI) 6 2 2 10 8 8 360 5 Job Setup 10 4 10 6 10 10 500 5 LSS Tool Not all LSS tools & User cannot find Not all tools available Revise list of tools 4 5 None 4 80 PMO 4 2 2 16 Payroll Close Date 8 10 1 1 1 8 290 8 Access refs in PS tools & references in PS and joggers Project completion is Poor explanation in Develop direct Pre-Billing 10 8 6 8 2 10 440 5 3 None 3 36 PMO 2 2 16 delayed some references access pdf file Client Reporting Requirements 7 9 4 10 10 10 500 4 Delivery Method 9 1 1 5 5 7 280 9 LSS Tool Too many steps to Inefficient retrieval of Multiple means for "Read me" file; one Job Completion 7 10 1 7 5 10 400 3 2 3 None 5 30 PMO 2 2 2 8 Access retrieve tools LSS tools/refs accessing tools folder Eliminate NVA Job Manager Requirements 9 7 5 4 8 9 420 2 NVA steps 3 None 5 30 PMO 2 2 8 steps Implementation Plan New Process Measurements PROJECT NAME DIVISION GREEN BELT DATE PROJECT SPONSOR SERVICE AREA / FUNCTION / SERVICE BLACK BELT  New Process PLT: (If applicable) Implementation Control Action Responsible Target/ Actual  New Process SQL: Solution Improvement Action Individual/ Issues/Barriers Risk Mitigation Current Status/ Comments Number Number Complete Date New DPMO: Solution Owner 1  2 3 4 5 - Example - 6 7 8 7 Required Deliverable UNCLASSIFIED / FOUO
  8. 8. UNCLASSIFIED / FOUO Process Control/Reaction Plan PROJECT NAME DIVISION DIVISION CHIEF DATE LD09014 Improve Tollgate Templates LSS PMO LTC Garrett Heath 12/18/2007 BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER Applicable Control Charts and Metrics Control Responsible Upper Lower Action Control Action Target Individual Freq. Process Step Control Control Current Reaction Plan Number Value Limit Limit If process cycle time for updating templates rises 4 Min, 40 1 Process Cycle Time Green Belt Quarterly Updating Tollgates 4 Min 5 Min N/A above 8 minutes, PMO will re-examine process to Sec identify constraints. Conduct VOC Survey to 100% PMO willl adjust tollgate templates to address issues 2 address issues in FMEA Green Belt Quarterly Satisfaction 100% 85% N/A raised by VOC. (Improve Phase) Tollgate Templates Conduct VOC Survey to Access to Tools 100% PMO will adjust tools and references access to 3 address issues in FMEA Green Belt Quarterly and References Satisfaction 100% 85% N/A issues raised by VOC. (Improve Phase) - Example - 8 Required Deliverable UNCLASSIFIED / FOUO
  9. 9. UNCLASSIFIED / FOUOStandard Operating Procedures (SOPs) and Training Plans SOPs Requiring Revision - Example - SOPs Requiring Revision Responsible Status FY09 SOP Update Lead: Branch Chief, Completed 1 Oct 08 – 28 Feb 09 AO: Team Lead Next SOP Update schedule Lead: TSC Chief, Complete before FY10 NSPS 1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle Next SOP Update schedule Lead: TSC Chief, Complete before FY11 NSPS 1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle Required Training Required Training Responsible Status Office Professional Each Team Members are OPD Training Schedule plan is Development encouraged to provide OPD asked to be updated to team members. Individual Professional Branch Chief and Team Susp Date: Branch Chief and Development Plan members Team member discuss and finalize by 1 May 09 9 Required Deliverable UNCLASSIFIED / FOUO
  10. 10. UNCLASSIFIED / FOUO Visual Process Control Tools • SOP is posted computer desktop for easy reference access. • Mistake proofing system in place - copy of DD214 w/checklist is posted on the counselor’s desk - Example - Sample DD 214 w/ checklist 10 Recommended UNCLASSIFIED / FOUO
  11. 11. UNCLASSIFIED / FOUOMistake Proofing (Poke Yoke) Tools - Example -  Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function.  Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0)  Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns)  Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)  Install error metrics for error tracking ($100) Recommended 11 UNCLASSIFIED / FOUO
  12. 12. UNCLASSIFIED / FOUO Updated Benefits Estimate - Example - Metric Baseline Objective Achieved Cycle Time 30 days 7 days 5 days Cost Savings $1.054M $850k $830k Defect Rate Additional Benefits/Comments:  The solution was approved 15 May 09 and began full implementation on 22 May 09. It is presently being executed by the Process owner with no major issues or degradation of service to our customers.  Morale has improved significantly with the new layout of the office, as indicated by the recent office survey. Required Deliverable 12 UNCLASSIFIED / FOUO
  13. 13. UNCLASSIFIED / FOUOFuture Projects Identified  Based on the outcome of this project, the following is a list of “possible areas of concern” and will result in LSS Projects.  PQDR Process - Example -  QAR Surveillance Process  QAR Training Process  MRB Corrective Action Process  NDT Process Optional Deliverable 13 13 UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUOProject Replication Replication Project/Best Practice Candidate: This completed project is being submitted as a candidate for replication. This project has achieved benefits and contains the appropriate level of documentation to enable another practitioner in another DoD organization to replicate part or all of the project with a minimal amount of effort vs. benefit, which will provide an additional return on investment to DoD.  Required documentation & benefits before submitting as a replication candidate:  Project Charter  High level Process Map or SIPOC  FMEA or Fishbone Diagram  Implementation Plan  Control Plan and Training Plan  Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT, PCE….)  This project may have replication potential within these DoD organizations:  Organization 1  Organization 2  … Recommended 14 UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUO Project Barriers/Issues/Risks  Barriers  Issues  Risks Required Deliverable 15 UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUOCompleted Project “Storyboard” Define 1.2 Day - Example - 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 Analyze Control Improve Pilot Plan Loan or Lease Screen “Officer performs Entry both” & “Officers changed”, Color eliminated as Printouts contributors to high Rewards cycle time. & RecogOfficer Work & Turnover, Waiting, & Automation Affect CT; Job Aids affect Variation in CT 16 Required Deliverable 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
  28. 28. UNCLASSIFIED / FOUODetailed “As Is” Process Map - Example - Required Deliverable - VSM or Process Map or Both 28 UNCLASSIFIED / FOUO
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