This document outlines the key phases, tools, and activities used in a Lean Six Sigma DMAIC project. It includes templates for project charters, value stream mapping, data collection plans, tollgate reviews, and team roles and responsibilities. The overview provides guidance on executing the define, measure, analyze, improve, and control phases of a Lean Six Sigma project from drafting the charter through transitioning the completed project.

1.  Lean Six
Sigma
Define
Phase
Project
Charter
Template

2. Lean Six Sigma
DMAIC Tools and Activities
 Review Project Charter  Value Stream Map Flow  Identify Root Causes  Develop Potential Solutions  Develop SOP‟s, Training
 Validate High-Level Value  Identify KeyInput, Process  Reduce List of Potential Root  Evaluate, Select, and Plan & Process Controls
Stream Map and Scope and Output Metrics Causes Optimize Best Solutions  Implement Solution and
 Validate Voice of the  Develop Operational  Confirm Root Cause to  Develop „To-Be‟ Value Ongoing Process
Customer Definitions Output Relationship Stream Map(s) Measurements
& Voice of the Business  Develop Data Collection Plan  Estimate Impact of Root  Develop and Implement Pilot  Confirm Attainment of Project
 Validate Problem Statement  Validate Measurement Causes on Key Outputs Solution Goals
and Goals System  Prioritize Root Causes  Implement 5s Program  Identify Project Replication
 Validate Financial Benefits  Collect Baseline Data  Value-Add Analysis  Develop Full Scale Opportunities
 Create Communication Plan  Determine Process Capability  Takt Rate Analysis Implementation Plan  Training
 Select and Launch Team  Complete Measure Tollgate  Quick Wins  Cost/Benefit Analysis  Complete Control Tollgate
 Develop Project Schedule  Statistical Analysis  Benchmarking  Transition Project to Process
 Complete Define Tollgate  Complete Analyze Tollgate  Complete Improve Tollgate Owner
Define Measure Analyze Improve Control
 Project Charter  Value Stream Mapping  Process Constraint ID and  Replenishment Pull/Kanban  Mistake-Proofing/
 Voice of the Customer and  Process Cycle Takt Time Analysis  Stocking Strategy Zero Defects
Kano Analysis Efficiency/Little‟s Law  Cause & Effect Analysis  Process Flow Improvement  Standard Operating
 SIPOC Map  Operational Definitions  FMEA  Process Balancing Procedures (SOP‟s)
 Project Valuation/ROIC  Data Collection Plan  Hypothesis Tests/Conf.  Analytical Batch Sizing  Process Control Plans
Analysis Tools  Statistical Sampling Intervals  Total Productive Maintenance  Visual Process Control Tools
 RACI and Quad Charts  Measurement System  Simple & Multiple Regression  Design of Experiments (DOE)  MGPP
 Stakeholder Analysis Analysis (MSA)  ANOVA  Solution Selection Matrix  Statistical Process Controls
 Communication Plan  Gage R&R  Components of Variation  Piloting and Simulation (SPC)
 Effective Meeting Tools  Kappa Studies  Conquering Product and  Work Control System  Solution Replication
 Inquiry and Advocacy Skills  Control Charts Process Complexity  Setup reduction  Visual Workplace
 Time Lines, Milestones,  Spaghetti Diagrams  Queuing Theory  Pugh Matrix  Metrics
and Gantt Charting  Histograms  Pull System  Project Transition Model
 Pareto Analysis  Normality Test  Team Feedback Session
 Process Capability Analysis
Kaizen Events Targeted in Measure to Accelerate Results
International Standards for Lean Six Sigma 2

3. Team Charter: Business
Case & Project Description
 Describe the project in non-technical terms
 ?
 Define the project‟s scope and boundaries (locations, products,
operations, etc)
 Is the scope reasonable?
 Have key constraints and key assumptions been identified?
 Where are you feeling the pain?
 ?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma 3

4. Project Charter
Problem/Goal Statement Financial Impact
 State financial impact of project
Problem: Describe problem in non-technical terms
 Expenses
 Statement should explain why project is important; why
 Investments (inventory, capital, A/R)
working on it is a priority
 Revenues
Goal: Goals communicate “before” and “after” conditions
 Shift mean, variance, or both?  Separate “hard” from “soft” dollars
 State financial impact of leverage opportunities (future
 Should impact cost, time, quality dimensions
 Express goals using SMART criteria
projects)
 Specific, Measurable, Attainable, Resource
Requirements, Time Boundaries
 Explain leverage and strategic implications (if any)
Team Tollgate Review Schedule
 PES Name Project Executive Sponsor (if different from PS)
Tollgate Scheduled Revised Complete
 PS Name Project Sponsor/Process Owner
 DC Name Deployment Champion Define: XX/XX/XX - XX/XX/XX
 GB/BB Name Green Belt/Black Belt Measure: XX/XX/XX XX/XX/XX XX/XX/XX
 MBB Name Master Black Belt Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Core Team Role % Contrib. LSS Training Improve: XX/XX/XX XX/XX/XX XX/XX/XX
 Team Member 1 SME XX YB
Control: XX/XX/XX XX/XX/XX XX/XX/XX
 Team Member 2 TM XX GB
 Team Member 3 SME XX PS  Review high-level schedule milestones here:
Extended Team  Phase Completions
 Team Member 1 BFM XX Not Trained  Tollgate Reviews
 Team Member 2 IT XX Not Trained
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma 4