Lean Six Sigma DMAIC Project Template

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Lean Six Sigma DMAIC
Storyboard Template
Template for compiling a Lean Six Sigma
storyboard based on the DMAIC methodology

4
Name of Project Team (e.g. Problem Busters)
Insert your team photo here.
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< Type Project Name Here >
Define Phase
Green/Black Belt: <name>
Master Black Belt: <name>
Project Champion: <name>
Date:

10
SIPOC
SIPOC can be used to identify the key elements of the <Process
Name Here> Process
Suppliers
Suppliers provide
the necessary inputs
the process.
The outputs are the
‘results’ of the
process. (Special care
should be taken to
determine how those
outputs relate to the
CTQ’s)
OutputsProcess
See Below
(A process description is a
5 (+/- 2) step explanation
of the process that
provides outputs to meet
the needs of the customer)
Requirements
Customer
requirements are the
quantifiable
expectations of the
process outputs.
Inputs
Inputs are what
the process needs to
function.
Customers
The customer
are the people
who receive and
put requirements
on the outputs.
(Customers can be
both internal &
external and
should
documented as
such)Step 1: Step 2: Step 3: Step 4:
Resources
Resources are roles
and systems that are
leveraged to enable
the process.
Business Rules
Business Rules are
controls and performance
indicators that are used to
govern and monitor the
execution of the above
process.
Insert SIPOC here.

13
Baseline FTE Distribution
Process Name Baseline FTE Location
Insert baseline FTE numbers for the process.

16
Roles & Responsibilities
Team Roles Responsibilities
Executive Sponsor The senior executive who is the principal project stakeholder, and who has made the commitment and has
the authority to resolve major project issues, approve project expenditures, plans and organization, and
who is ultimately responsible for delivering the business objective to the enterprise
Black Belt (Project Manager)
Day-to-day project management, communication management, status reporting, issue management / risk
tracking and mitigation, steering committee meetings
Six Sigma team leaders responsible for implementing process improvement projects (DMAIC or DFSS)
within the business -- to increase customer satisfaction levels and/or business productivity. Black Belts are
knowledgeable and skilled in the use of the Six Sigma methodology and tools.
Green Belt
An employee of an organization who has been trained on the improvement methodology of Six Sigma and
will lead a process improvement or quality improvement team as *part* of their full time job.. Extensive
product knowledge in their company is a must in their task of process improvement. The green belt
employee plays an important role in executing the Six Sigma process at an organization level.
Process Owner /
Project Champion
Responsible for the execution and operational performance of the process at the business unit/geography
level. Accountable for audits. Provides operational information and improvement ideas to transformation
team .
Supports the day-to-day project management, communication management, status reporting, issue
management / risk tracking and mitigation, steering committee meetings
Financial Analyst
Responsible to agree and sign-off on up front hard and soft savings and ensure that the project value has
been realized. Feed into the overall integrated operations finance organization.
Team Members
An individual in the client organization with expert knowledge in a particular area of the business who
provides detailed business information of the project’s focus. They typically participate in interviews and
facilitated sessions; provide requested materials; generate ideas for improvement

19
KEY STEPS
Define ‘As Is’
Process
Define ‘As Is’
Process
Create a process flow diagram (for defects related
problem) or value stream map (for time related
problem) as appropriate
Expose opportunities for simplification or
improvement
Conduct Kaizen events and/or Just-do-its if required
Validate
Measurement
System for
Outputs
Validate
Measurement
System for
Outputs
Quantify Process
Performance
Quantify Process
Performance
Analyze measure systems
Improve measurement systems (if needed)
Collect data (Y’s)
Examine process stability
Perform capability analysis
Measure Phase Roadmap

22
Value Stream Map
Create a value stream map for time related problems.
ILLUSTRATIVE

25
Observation
IndividualValue
1501351201059075604530151
30
25
20
15
_
X=22.03
UCL=30.57
LCL=13.48
2
I Chart of Thickness
Process Stability Analysis
ILLUSTRATIVE
Assess if the current process is stable.
MEASUREMENT
Upward Trend Downward Trend
MEASUREMENT
Mean

28
KEY STEPS
Identify Potential
Causes (x’s)
Identify Potential
Causes (x’s)
Develop list of potential causes (x’s)
Narrow down list of potential causes (x’s)
Investigate
Significant x’s
Investigate
Significant x’s
Identify
Significant
Causes to Focus
on y=f(x’s)
Identify
Significant
Causes to Focus
on y=f(x’s)
Conduct waste analysis (for time related problem)
Collect data on x’s
Perform graphical analysis
Performa statistical analysis
Evaluate the impact of the x’s on Y
State preliminary Y = f(x’s)
Analyze Phase Roadmap

31
Analysis of the Eight Types of Waste
Over-production
Inventory
TransportationDefects
Over-processing Motion
Intellect Waiting
Waste
Analyze opportunities to reduce the various types of waste.

34
Analysis of Work Sequence
Analyze the work sequence and identify waste elimination
opportunities, e.g. motion.
ILLUSTRATIVE

37
Pre-Production TAT & Production TAT
Hypothesis Testing
ILLUSTRATIVE
Insert results of hypothesis testing.
BeforeAfter
24
22
20
18
16
14
12
10
Stage
TAT,days
Before
Before
95%CIfor the Mean
MeanConfidencefor Pre-ProTAT
P < 0.05
BeforeAfter
60
55
50
45
40
StagePro-TAT
Before
Before
95%CIfor theMean
MeanConfidenceforInterval Plotof Pro-TAT
P < 0.05

40
Improve Phase Deliverables
• Generate solutions
Brainstorming
DOE
FMEA
Future state VSM
• Evaluate solutions
DOEs
Solution selection matrix
FMEA
• Pilot and implement solutions
• Statement of Y = f(X)

43
• From this figure it is
visible why the flow
is bad in the current
production. The bad
flow also causes
inventory between
all processes.
• The takt time is 532
sec. based on 2
shifts. It is also
clear that 2 shifts is
not enough on the
machining process.
Future State – Leveling of Cycle Times
ILLUSTRATIVE
Define the future state leveling of cycle times in sync with
the Takt time.
Pick
Pick
Pick
Pick
Pick
Pack
Pack
Pack
Pack
Pack
Pack Pack
Ship
Ship
Ship
Ship
Ship
Ship
60 sec
OP 10 OP 20 Op 30

46
Recommend Solutions & Implementation Plan
Root Cause Proposed Solution By Who By When
List the proposed solutions to be implemented.

49
Results
Metric Before After % Improvement
Display the primary metric and the consequential results. Obtain
sign-off by Financial Analyst on the benefits.
Financial Analyst Review Completed On Agreement

52
Control Phase Deliverables
• Control methods
SPC
Mistake-proofing
• Control plan
• Project transition action plan
• Project approval
• Financial validation
• Lessons learned

55
Update SOP & Work Instructions; Set up Monitoring System
Internal Quality Checklist 3. Monitoring
Weekly Compliance Audit
by Quality Team
Weekly Return Rate Monitoring
Work Instruction & New Quote Process
Regular Monitoring of Process
ILLUSTRATIVE
Define SOPs, work instructions or standard work for the
improved process. Set up a simple monitoring system.

58
Lessons Learned
• Insert the lessons learned
Insert the lessons learned.

END OF PRESENTATION
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