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© Operational Excellence Consulting. All rights reserved.
Lean Six Sigma DMAIC
Storyboard Template
Template for compiling ...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Green/Black Belt Project Report
Green...
3
Name of Project Team (e.g. Problem Busters)
Insert your team photo here.
4
DMAIC Project Phases
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Me...
5
Define and
scope
problem
Determine
project
objective
and benefits
Create
project
charter
Define ‘As Is’
process
Val...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Define Phase
Green/Black Belt: <name>...
7
KEY STEPS
Define & Scope
Problem
 Identify the business problem or opportunity
 Document the ‘As Is’ process
 Identif...
8
Define Phase Deliverables
• Define business case
• Define problem statement
 What, where, when, to what extent and how ...
9
SIPOC
SIPOC can be used to identify the key elements of the <Process
Name Here> Process
Suppliers
 Suppliers provide
th...
10
Insert ‘As Is’ process map here.
‘As Is’ Process
ILLUSTRATIVE
11
Voice Of the Customer Translated to CTQC’s and
Operational Definitions
 Customer 1
 Enter info
 Enter info
 Custome...
12
Project Charter
Project Name:
Business Case & Problem Statement Executive Sponsor
Project Champion
Objective Statement ...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Measure Phase
Green/Black Belt: <name...
14
Value Stream Map
Create a value stream map for time related problems.
ILLUSTRATIVE
15
Observation
IndividualValue
1501351201059075604530151
30
25
20
15
_
X=22.03
UCL=30.57
LCL=13.48
2
I Chart of Thickness
...
16
75604530150-15-30
LSLTargetUSL
Process Data
Sample N 240
StDev (Within) 11.68803
StDev (O v erall) 20.02292
LSL -10.000...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Analyze Phase
Green/Black Belt: <name...
18
Analysis of Value-added & Non-value Added Steps
Demand all families =
100 pcs/day.
Demand family A =
35 pcs/day.
2 shif...
19
• From this figure it is
visible why the flow
is bad in the current
production. The bad
flow also causes
inventory betw...
20
Identification of Root Causes
HIGH
SCRAP OF
BARCODE
LABEL
MAN MACHINE
MATERIAL METHOD
Handling
Wrinkled
Torn
Improper
t...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Improve Phase
Green/Black Belt: <name...
22
Develop Future State Value Stream Map
Demand all families =
100 pcs/day.
Demand family A =
35 pcs/day.
1 shift.
Takt ti...
23
Apply Lean levers to eliminate process waste
Overproduction
Producing more
than what the
customer needs
Waiting
Employe...
24
Solutions Selection Criteria Matrix
Solutions M1 M2 M3 M4 M5 Total Score
Solution #1 2 8 6 4 2 22
Solution #2 2 3 6 4 6...
25
0
10
20
30
40
50
60
Barcode Label 1 Label 2 Label 3 Label 4 Label 5
Types of Part Scrapped
40% improvement
Before
After...
© Operational Excellence Consulting. All rights reserved.
< Type Project Name Here >
Control Phase
Green/Black Belt: <name...
27
Apply Control Methods
Determine a simple process to manage and sustain your
gains. Apply tools such as Visual Managemen...
28
Update SOP & Work Instructions; Set up Monitoring System
Internal Quality Checklist 3. Monitoring
 Weekly Compliance A...
29
Control Chart
200721200714200706200650200643200635200628200620200611200601
160
140
120
100
80
60
40
20
0
ByWeek_1
Sampl...
30
Define Control Plan
Measurement
ILLUSTRATIVE
Define a control plan or simple process to track the metric
and who to tak...
© Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting
32
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting fir...
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsult...
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Lean Six Sigma Storyboard Template by Operational Excellence Consulting

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This is a PowerPoint template to compile a report or storyboard for Green and Black Belts based on the Lean Six Sigma DMAIC methodology.

Simply follow the guidelines in the slides and insert your own content. Illustrations are provided so that you will quickly know at a glance what is required under each phase of the LSS DMAIC problem solving process. A list of deliverables is provided in each phase which is helpful in guiding you what to include in the report or storyboard.

Published in: Business

Lean Six Sigma Storyboard Template by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. Lean Six Sigma DMAIC Storyboard Template Template for compiling a Lean Six Sigma storyboard based on the DMAIC methodology
  2. 2. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Green/Black Belt Project Report Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date: NOTE: This is a PARTIAL PREVIEW. To download the complete template, please visit: http://www.oeconsulting.com.sg
  3. 3. 3 Name of Project Team (e.g. Problem Busters) Insert your team photo here.
  4. 4. 4 DMAIC Project Phases Six Sigma DMAIC Roadmap Improve Measure Analyze Define Control Define the problem or opportunity Measure the current performance and capability Analyze to identify root causes Improve by implementing potential solutions Control by standardizing solution and monitoring performance
  5. 5. 5 Define and scope problem Determine project objective and benefits Create project charter Define ‘As Is’ process Validate measuremen t system for outputs Quantify process performance Identify potential causes (x’s) Investigate significance of x’s Identify significant causes to focus on y=f(x’s) Generate potential solutions Select and test solution Develop implementati on plan Create control and monitoring plan Implement full scale solution Finalize project transition Define Measure Analyze Improve Control DMAIC Roadmap
  6. 6. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Define Phase Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date:
  7. 7. 7 KEY STEPS Define & Scope Problem  Identify the business problem or opportunity  Document the ‘As Is’ process  Identify and translate the VOC Determine Project Objective & Benefits Create Project Charter  Define metrics and defects  Establish preliminary baseline and entitlement  Develop problem and objective statements  Estimate financial benefit  Confirm DMAIC as the improvement methodology  Define project roles and responsibilities  Identify project risks  Establish project timeline  Create communication plan Define Phase Roadmap
  8. 8. 8 Define Phase Deliverables • Define business case • Define problem statement  What, where, when, to what extent and how do you know? • Establish baseline project metrics  Primary metric  Consequential metric(s) • Define objective statement and scope  Improve [primary metric] from [baseline] to [goal] by [date] – use SMART criteria • Define project scope  SIPOC, CTQ trees, Pareto charts • Form project team • Identify financial benefits • Complete project charter • Approved project charter
  9. 9. 9 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.
  10. 10. 10 Insert ‘As Is’ process map here. ‘As Is’ Process ILLUSTRATIVE
  11. 11. 11 Voice Of the Customer Translated to CTQC’s and Operational Definitions  Customer 1  Enter info  Enter info  Customer 2  Enter info  Enter info  Customer 3  Enter info  Enter info Gather Feedback  Group 1  Enter info  Enter info  Group 2  Enter info  Enter info  Group 3  Enter info  Enter info Affinity Grouping  CTQC 1  CTQC 2  CTQC 3  CTQC 4 CTQC’s  CTQC 1:  Op Defn  CTQC 2:  Op Defn  CTQC 3:  Op Defn  CTQC 4:  Op Defn Operational Definitions Gather and translate “VOC” into CTQC’s and operational definitions.
  12. 12. 12 Project Charter Project Name: Business Case & Problem Statement Executive Sponsor Project Champion Objective Statement & Scope Objective: In Scope: Out of Scope: Team Members Black Belt: Green Belt: Financial Analyst: Investment DMAIC Plan Start – Plan End Operational Metric Baseline Target Define  <Metrics that will impact line operations, corporate measurements, profit & loss, etc.>  <Indicate gross order of magnitude – if actual estimates are not available – describe value> Measure Analyze Defect Definition: Expected Benefits Est. Savings (US$) Improve Hard Benefits: Soft Benefits: Strategic/Other Qualitative Benefits: Control
  13. 13. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Measure Phase Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date:
  14. 14. 14 Value Stream Map Create a value stream map for time related problems. ILLUSTRATIVE
  15. 15. 15 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
  16. 16. 16 75604530150-15-30 LSLTargetUSL Process Data Sample N 240 StDev (Within) 11.68803 StDev (O v erall) 20.02292 LSL -10.00000 Target 0.00000 USL 10.00000 Sample Mean 20.01250 Potential (Within) C apability C C pk 0.29 O v erall C apability Z.Bench -0.70 Z.LSL 1.50 Z.USL -0.50 Ppk Z.Bench -0.17 C pm 0.12 -0.88 Z.LSL 2.57 Z.USL -0.86 C pk -0.29 O bserv ed Performance PPM < LSL 54166.67 PPM > USL 683333.33 PPM Total 737500.00 Exp. Within Performance PPM < LSL 5117.35 PPM > USL 804179.58 PPM Total 809296.92 Exp. O v erall Performance PPM < LSL 66948.82 PPM > USL 691480.77 PPM Total 758429.59 Within Overall Process Capability of Deviation from Forecast Process Capability Analysis ILLUSTRATIVE Perform a capability analysis and determine the location and spread.
  17. 17. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Analyze Phase Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date:
  18. 18. 18 Analysis of Value-added & Non-value Added Steps Demand all families = 100 pcs/day. Demand family A = 35 pcs/day. 2 shifts. Takt time = 532 sec. Customers Machining Ct = 420s Co = 20m Up = 70% ☺ = 1 Shifts = 3 Drilling Ct = 145s Co = 15m Up = 50% ☺ = 1 Shifts = 2 Welding Ct = 185s Co = 8m Up = 70% ☺ = 1 Shifts = 2 Assembly Ct = 360s Co = 7m Up = 80% ☺ = 1 Shifts = 2 Packaging Ct = 40s Co = 3m Up = 15% ☺ = 1 Shifts = 2 Suppliers MRP Weekly plan Forecasts = 30 days Daily orders Continuous forecasts Daily orders 58 days 6 days 9 days 5 days 2 days 42 days 420 sec 145 sec 185 sec 360 sec 40 sec Component A = 35 pcs per/day. Orders are placed on demand. Lead time from order is placed= 2 days. 2030 pcs 210 pcs 315 pcs 175 pcs 70 pcs 1470 pcs = 122 days =1150 sec. Analyze the value stream and identify waste elimination opportunities, e.g. waiting time. ILLUSTRATIVE
  19. 19. 19 • 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. Analysis of Cycle Times to Takt Time Analyze where bottlenecks can be eliminated. ILLUSTRATIVE Pick Pack Ship Steps from VSM CT 50s CT 70s CT 60s 60 sec Unbalanced Pick Pack Ship
  20. 20. 20 Identification of Root Causes HIGH SCRAP OF BARCODE LABEL MAN MACHINE MATERIAL METHOD Handling Wrinkled Torn Improper training Machine Breakdown Ineffective adhesive Illegible Smear Printwheel Dirty Worn Ribbon Design of label Damage Poor printing Improper storage Wrong orientation Process changes Improper storage Size of label Process changes Suspected root causes Legend Use the fishbone diagram or 5 whys analysis to identify the possible root causes. Verify the root cause(s) that are really causing the problem. ILLUSTRATIVE
  21. 21. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Improve Phase Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date:
  22. 22. 22 Develop Future State Value Stream Map Demand all families = 100 pcs/day. Demand family A = 35 pcs/day. 1 shift. Takt time = 266 sec. Customers Machining Ct = 420s Co = 5m Up = 85% ☺ = 1 Shifts = 2 U-Cell Ct = 250s Co = 1-3m Up = 65-80% ☺ = 4 Shifts = 1 Suppliers MRP Daily plan Forecasts = 30 days Daily orders Continuous forecasts Daily ordersComponent A = 35 pcs per/day. Orders are placed on demand. Lead time from order is placed= 2 days. Goal 700 pcs Goal 140 pcs Goal 70 pcs Kanban U-cell Orders 20 days 4 days 2 days Sum = 730 sec = 26 days =1150 sec. 420 sec Kanban Changeover time Increase OEE Physical layout Flow between work stations etc. Daily planning Changeover times Increase OEE Task distribution ILLUSTRATIVE Define the future state value stream map. Highlight “Kaizen bursts” to indicate proposed improvements.
  23. 23. 23 Apply Lean levers to eliminate process waste Overproduction Producing more than what the customer needs Waiting Employees waiting for another process or a machine/tool Motion Extra physical / mental motion that doesn’t add value Transportation Moving product/ service from one place to another Inventory Building and storing extra services/produc ts the customer has not ordered Rework Reprocessing, or correcting work Over- processing Adding excess value when the customer does not require it Intellect Not using employees full intellectual contribution 1. Segmenting complexity Form separate channels for complicated tasks so that simple ones are not held up 2. Redistribute activities Align activities with appropriate skill set and group 3. Pool resources Utilize existing skills and resources to reach economies of scale 4. Flexible manpower systems Balance processing capacity with the ongoing demand by moving people to where the work activity is 5. Reduce incoming work Eliminate tasks from a person by reducing the actual work activity arising 6. Reduce NVA work Eliminate work that does not directly add value to the end customer 7. Standard operations Establish best practices in to execute a task Lever  Waste  Identify the Lean levers to eliminate process waste.
  24. 24. 24 Solutions Selection Criteria Matrix Solutions M1 M2 M3 M4 M5 Total Score Solution #1 2 8 6 4 2 22 Solution #2 2 3 6 4 6 21 Solution #3 2 5 5 6 2 20 Solution #4 4 8 3 2 2 19 Solution #5 5 8 5 2 2 22 Examples of Selection Criteria: M1 = Easy to Implement M2 = Feasible M3 = Cost Effective M4 = Robust M5 = Risk Selection Criteria Matrix (1=Bad, 10=Good) Insert a matrix diagram to identify the “best” solutions. ILLUSTRATIVE
  25. 25. 25 0 10 20 30 40 50 60 Barcode Label 1 Label 2 Label 3 Label 4 Label 5 Types of Part Scrapped 40% improvement Before After Pareto Chart Comparison Use a Pareto chart to compare the ‘Before’ and ‘After’. Highlight the improvement made in %. ILLUSTRATIVE
  26. 26. © Operational Excellence Consulting. All rights reserved. < Type Project Name Here > Control Phase Green/Black Belt: <name> Master Black Belt: <name> Project Champion: <name> Date:
  27. 27. 27 Apply Control Methods Determine a simple process to manage and sustain your gains. Apply tools such as Visual Management, Standard Work, etc. ILLUSTRATIVE Visual Management Date IndividualValue Oct-18Sep-27Sep-6Aug-16Jul-26Jul-5Jun-14May-24May-3Apr-12Mar-22 6 5 4 3 2 1 0 _ X=4.1 UCL=6.02 LCL=2.18 5 1 5 1 5 1 1 Downtime Standard Work
  28. 28. 28 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.
  29. 29. 29 Control Chart 200721200714200706200650200643200635200628200620200611200601 160 140 120 100 80 60 40 20 0 ByWeek_1 SampleMean __ X=61.3 UCL=97.7 LCL=25.0 Before After 1 1 Xbar Chart of Pre-Production TAT+Production TAT (Test Jobs) Before After Mean = 96.2 days 61.3 days Std Dev = 24.2 days 18.6 days 36% Improvement for Testing TAT Display the ‘before’ and ‘after’ control charts. Compare the mean and standard deviation. State the % of improvement. ILLUSTRATIVE
  30. 30. 30 Define Control Plan Measurement ILLUSTRATIVE Define a control plan or simple process to track the metric and who to take the necessary corrective actions.
  31. 31. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  32. 32. 32 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  33. 33. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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