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Define 
Lean Six Sigma Define Phase 
Tollgate Review
Define 
Lean Six Sigma 
DMAIC Tools and Activities 
 Review Project Charter 
 Validate High-Level Value 
Stream Map and ...
Define 
Team Charter: Business 
Case & Project Description 
 Describe the project in non-technical terms 
 ? 
 Define t...
Team Effectiveness Define 
 Ground Rules: 
 Team Roles: 
 Team Meeting Frequency: 
 Tools used by Team: 
Team 
Photo 
...
Project Charter Define 
Problem/Goal Statement 
Problem: Describe problem in non-technical terms 
 Statement should expla...
Define 
Voice of the Customer 
(VOC) 
Customer 
Voice of the 
Customer 
Key Customer 
Issue(s) 
Critical 
Customer 
Requir...
Define 
7 
SIPOC Chart 
Suppliers Inputs Process Outputs Customers 
 Delivered invoice 
 Delivered receipt 
 Billing De...
Define 
Critical-to-Quality 
Strategic Item 
Functional Dept. 
Speed 
(CTQ) Tree 
Process Requirement: 
Defect Definition:...
Define 
Schedule 
 Review high-level schedule milestones here 
Tollgate Review Schedule 
 Phase Completions 
 Gate Revi...
Business Impact Define 
 State financial impact of future project leverage opportunities 
 Separate “hard or Type 1” fro...
Business Impact Details Define 
 Type 1: Describe the chain of causality that shows how you determined the Type 1 savings...
Communication Plan Define 
Creating a Communications Plan Training Video by projectmanagervideos 
12 
Enter Key Slide Take...
Current Status Define 
 Key actions 
completed 
 Issues 
 Lessons learned 
 Communications, 
team building, 
organizat...
Next Steps Define 
 Key actions 
 Planned Lean Six Sigma Tool use 
 Questions to answer 
 Barrier/risk mitigation acti...
Sign Off Define 
 I concur that the Define phase was successfully completed on MM/DD/YYYY 
 I concur the project is read...
D 
M 
A 
I 
C 
Lean Six Sigma 
Tollgate Review Backup Slides 
Lean Six Sigma Online Training Video by Process Excellence N...
Define 
Define 
Tollgate Checklist 
Key Deliverables: 
 SIPOC 
 Process Map and/or Value 
Stream Map 
 Communication Pl...
Define 
 Define the opportunity from both the customer 
 Identify the critical X factors 
 Develop solutions 
linked to...
Define 
Measure 
Tollgate Checklist 
 Has a more detailed Value Stream Map been completed to better understand the 
proce...
Define 
Responsibility Grid 
(Optional) 
Responsibility Grid 
Decision 
1 = should be the only one to 
make this decision ...
Define 
Strategy - Thought Map 
(Optional) 
Are the team 
members 
identified? 
Has the 
CTQ’s been 
defined? Are the 
CTQ...
Define 
Customer Segmentation 
Matrix (Optional) 
Customer Segmentation Matrix 
Product / Service Customers Potential Segm...
Define 
Kano Analysis Chart 
(Optional) 
Ranking of 
Customer 
Needs 
23 
Enter Key Slide Take Away (Key Point) Here 
The ...
Define 
VOC Plan 
(Optional) 
Process Name: Project Name: 
Created By: Date Initiated: 
Location: Current Revision Date: 
...
Define 
VOC Plan (Cont.) 
(Optional) 
Information Sources (Check the data sources that you think will be most useful) 
Rea...
Define 
Importance Rating Legend 
Strong Impact 9 
Moderate Impact 3 
Weak Impact 1 
"Blank" for no Impact 
VOC Prioritize...
Define 
Project Definition: 
Includes/Excludes (Optional) 
What: 
Where: 
When: 
Who: 
Time: 
Project Scope 
Includes Excl...
Define 
SWOT Analysis 
(Optional) 
Short 
Term 
Long 
Term 
Strength Weakness 
 ? 
 ? 
 ? 
 ? 
Opportunity Threat 
 ?...
Define 
Multi-Generational 
Project Plan (Optional) 
Gen1 Gen2 Gen3 
Target Date 
MGPP 
Vision 
Key Functionality 
Technol...
Define 
 Takt Rate Analysis compares the task time of each process (or process step) to: 
80 
70 
60 
50 
40 
30 
20 
10 ...
Define 
Influence Strategy 
(Optional) 
Influence Strategy 
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy...
Define 
RACI Chart 
(Optional) 
R = Responsible: The person who performs the action/task. 
A = Accountable: The person who...
Define 
Lean Six Sigma 
Additional Resources 
X-Matrix Overview 
Video by i-nexus
Define 
Lean Six Sigma Tollgate 
Template Notes 
The Lean Six Sigma Tollgate Templates are: 
 Free and intended as a guid...
Lean Six Sigma Resources Define 
35 
 Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987 
 Lean ...
Define Lean Six Sigma Groups 
(Click Logo’s to Join Group) 
Lean Six Sigma Group 
Each Week, the Lean Six Sigma Group Grow...
Define Lean Six Sigma Resource Blogs 
(Click Logo’s to Follow Blogs) 
37 
See Notes Section for Links to Lean Six Sigma Gr...
Define 
Lean Six Sigma Define Phase 
Video References – Set 1 
38 
Essential Hoshin Planning Tools 
Training Video by i-ne...
Define 
Lean Six Sigma Define Phase 
Video References – Set 2 
39 
Cost-Benefit Analysis Video by 
the Eugene O'Loughlin 
...
Define 
Lean Six Sigma Define Phase 
Video References – Set 3 
40 
Case Study: Using DMAIC to 
Improve Customer Satisfacti...
Define 
Lean Six Sigma Define Phase 
Video References – Set 4 
QFD Training Video by c2c-solutions. 
com 
How to Control P...
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Define phase lean six sigma tollgate template

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Define phase lean six sigma tollgate template

  1. 1. Define Lean Six Sigma Define Phase Tollgate Review
  2. 2. Define Lean Six Sigma DMAIC Tools and Activities  Review Project Charter  Validate High-Level Value Stream Map and Scope  Validate Voice of the Customer & Voice of the Business  Validate Problem Statement and Goals  Validate Financial Benefits  Create Communication Plan  Select and Launch Team  Develop Project Schedule  Complete Define Tollgate  Identify Root Causes  Reduce List of Potential Root Causes  Confirm Root Cause to Output Relationship  Estimate Impact of Root Causes on Key Outputs  Prioritize Root Causes  Value-Add Analysis  Takt Rate Analysis  Quick Wins  Statistical Analysis  Complete Analyze Tollgate  Develop Potential Solutions  Evaluate, Select, and Optimize Best Solutions  Develop ‘To-Be’ Value Stream Map(s)  Develop and Implement Pilot Solution  Implement 5s Program  Develop Full Scale Implementation Plan  Cost/Benefit Analysis  Benchmarking  Complete Improve Tollgate  Develop SOP’s, Training Plan & Process Controls  Implement Solution and Ongoing Process Measurements  Confirm Attainment of Project Goals  Identify Project Replication Opportunities  Training  Complete Control Tollgate  Transition Project to Process Owner  Project Charter  Voice of the Customer and Kano Analysis  SIPOC Map  Project Valuation/ROIC Analysis Tools  RACI and Quad Charts  Stakeholder Analysis  Communication Plan  Effective Meeting Tools  Inquiry and Advocacy Skills  Time Lines, Milestones, and Gantt Charting  Pareto Analysis  Value Stream Mapping  Process Cycle Efficiency/Little’s Law  Operational Definitions  Data Collection Plan  Statistical Sampling  Measurement System Analysis (MSA)  Gage R&R  Kappa Studies  Control Charts  Spaghetti Diagrams  Histograms  Normality Test  Process Capability Analysis  Process Constraint ID and Takt Time Analysis  Cause & Effect Analysis  FMEA  Hypothesis Tests/Conf. Intervals  Simple & Multiple Regression  ANOVA  Components of Variation  Conquering Product and Process Complexity  Queuing Theory  Replenishment Pull/Kanban  Stocking Strategy  Process Flow Improvement  Process Balancing  Analytical Batch Sizing  Total Productive Maintenance  Design of Experiments (DOE)  Solution Selection Matrix  Piloting and Simulation Work Control System  Setup reduction  Pugh Matrix  Pull System  Mistake-Proofing/ Zero Defects  Standard Operating Procedures (SOP’s)  Process Control Plans  Visual Process Control Tools  MGPP  Statistical Process Controls (SPC)  Solution Replication  Visual Workplace  Metrics  Project Transition Model  Team Feedback Session  Value Stream Map Flow  Identify Key Input, Process and Output Metrics  Develop Operational Definitions  Develop Data Collection Plan  Validate Measurement System  Collect Baseline Data  Determine Process Capability  Complete Measure Tollgate Define Measure Analyze Improve Control Kaizen Events Targeted in Measure to Accelerate Results Essential Hoshin Planning Tools Training Video by i-nexus International Standards for Lean Six Sigma (ISLSS) 2
  3. 3. Define 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?  Process Scope? (In-Scope/Out-Scope)  ? 3 Enter Key Slide Take Away (Key Point) Here Business Case Training Video by Wily Manager International Standards for Lean Six Sigma (ISLSS)
  4. 4. Team Effectiveness Define  Ground Rules:  Team Roles:  Team Meeting Frequency:  Tools used by Team: Team Photo  Team Issues: (Schedule, Vacations, Availability, Communication)  Other: 4 Enter Key Slide Take Away (Key Point) Here Effective Team Meeting Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS)
  5. 5. Project Charter Define Problem/Goal Statement Problem: Describe problem in non-technical terms  Statement should explain why project is important; why working on it is a priority Goal: Goals communicate “before” and “after” conditions  Shift mean, variance, or both?  Should impact cost, time, quality dimensions  Express goals using SMART criteria  Specific, Measurable, Attainable, Resource Requirements, Time Boundaries  Explain leverage and strategic implications (if any) Financial Impact Tollgate Review Schedule Team  Scope:  In-Scope/Out-of-Scope  (Process Start/Stop)  State financial impact of project  Expenses  Investments (inventory, capital, A/R)  Revenues  Separate “hard” from “soft” dollars  State financial impact of leverage opportunities (future projects, replication opportunities, project iterations)  PES Name Project Executive Sponsor (if different from PS)  PS Name Project Sponsor/Process Owner  DC Name Deployment Champion  GB/BB Name Green Belt/Black Belt  MBB Name Master Black Belt Core Team Role % Contrib. LSS Training  Team Member 1 SME XX YB  Team Member 2 TM XX GB  Team Member 3 SME XX PS Extended Team  Team Member 1 BFM XX Not Trained  Team Member 2 IT XX Not Trained Tollgate Scheduled Revised Complete Define: XX/XX/XX - XX/XX/XX Measure: XX/XX/XX XX/XX/XX XX/XX/XX Analyze: XX/XX/XX XX/XX/XX XX/XX/XX Improve: XX/XX/XX XX/XX/XX XX/XX/XX Control: XX/XX/XX XX/XX/XX XX/XX/XX  Review high-level schedule milestones here:  Phase Completions  Tollgate Reviews Enter Key Slide Take Away (Key Point) Here A3 Thinking Overview Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS) 5
  6. 6. Define Voice of the Customer (VOC) Customer Voice of the Customer Key Customer Issue(s) Critical Customer Requirement Who is the Customer? What does the customer want from us? We need to identify the issue(s) that prevent us from satisfying our customers. We should summarize key issues and translate them into specific and measurable requirements  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ? 6 Enter Key Slide Take Away (Key Point) Here Voice of the Customer is Getting Louder Video by the PEX Network International Standards for Lean Six Sigma (ISLSS)
  7. 7. Define 7 SIPOC Chart Suppliers Inputs Process Outputs Customers  Delivered invoice  Delivered receipt  Billing Dept. staff  Customer database  Shipping information  Order information Billing Process Input Metrics Process Metrics Output Metrics  ?  ?  ? Quality Speed Cost  Supplier #1  Supplier #2  Supplier #3  Customer #1  Customer #2 Enter Key Slide Take Away (Key Point) Here  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ? SIPOC Training Video by New Horizons International Standards for Lean Six Sigma (ISLSS)
  8. 8. Define Critical-to-Quality Strategic Item Functional Dept. Speed (CTQ) Tree Process Requirement: Defect Definition: Unit Definition: Unit of Measure: Data Type: Processes Quality Process Start: ? Process Stop: ? 8 Enter Key Slide Take Away (Key Point) Here  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ? Cost CTQ Tree Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS)
  9. 9. Define Schedule  Review high-level schedule milestones here Tollgate Review Schedule  Phase Completions  Gate Reviews  Executive Briefing Phase 2: Measure Phase 3: Analyze Tollgate Scheduled Revised Complete Define: XX/XX/XX - XX/XX/XX Measure: XX/XX/XX XX/XX/XX XX/XX/XX Analyze: XX/XX/XX XX/XX/XX XX/XX/XX Improve: XX/XX/XX XX/XX/XX XX/XX/XX Control: XX/XX/XX XX/XX/XX XX/XX/XX Phase 4: Improve Phase 1: Define Phase 5: Control Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11 9 Enter Key Slide Take Away (Key Point) Here i-nexus Project Tracking Overview Video by i-nexus International Standards for Lean Six Sigma (ISLSS)
  10. 10. Business Impact Define  State financial impact of future project leverage opportunities  Separate “hard or Type 1” from “soft Type 2 or 3” dollars Annual Estimate Replicated Estimate Revenue Enhancement • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Expenses Reduction • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Loss Reduction • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Cost Avoidance • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Total Savings • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? 10 Enter Key Slide Take Away (Key Point) Here Cost-Benefit Analysis Video by the Eugene O'Loughlin International Standards for Lean Six Sigma (ISLSS)
  11. 11. Business Impact Details Define  Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )  Show the financial calculation savings and assumptions used.  Assumption #1 (i.e. source of data, clear Operational Definitions?)  Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)  Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )  Show the financial calculation savings and assumptions used.  Assumption #1 (i.e. Labor rate used, period of time, etc…)  Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)  Describe the Type 3 Business Impact(s) areas and how these were measured  Assumption #1 (i.e. project is driven by the Business strategy?)  Assumption #2 (i.e. Customer service rating, employee moral, etc…)  Other Questions  Stakeholders agree on the project’s impact and how it will be measured in financial terms?  What steps were taken to ensure the integrity & accuracy of the data?  Has the project tracking worksheet been updated? 11 Enter Key Slide Take Away (Key Point) Here PMP Estimating the Project Costs Video by The PMP Study Guide International Standards for Lean Six Sigma (ISLSS)
  12. 12. Communication Plan Define Creating a Communications Plan Training Video by projectmanagervideos 12 Enter Key Slide Take Away (Key Point) Here Audience Media Purpose Topics of Discussion/ Key Messages Owner Frequency Notes/Status International Standards for Lean Six Sigma (ISLSS)
  13. 13. Current Status Define  Key actions completed  Issues  Lessons learned  Communications, team building, organizational activities Lean Six Sigma Project Status and Planning Deliverables/Tasks Completed last week Comments Deliverable/Action Who Due Revised Due Comments/Issue/Risk Who Due Revised Due Recommended Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due For deliverables due thru: Actions Scheduled for next 2 Weeks Current Issues and Risks Enter Key Slide Take Away (Key Point) Here What Goes Into a Status Report Training Video by projectmanagervideos 13 International Standards for Lean Six Sigma (ISLSS)
  14. 14. Next Steps Define  Key actions  Planned Lean Six Sigma Tool use  Questions to answer  Barrier/risk mitigation activities Last Revised: No. Description/Recommendation Status Open/Closed/Hold Due Date Revised Due Date Resp Comments / Resolution 1 2 3 4 5 6 7 8 9 10 Lean Six Sigma Project Issue Log 14 Enter Key Slide Take Away (Key Point) Here How to Do Project Reviews Training Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS)
  15. 15. Sign Off Define  I concur that the Define phase was successfully completed on MM/DD/YYYY  I concur the project is ready to proceed to next phase: Measure Enter Name Here Deployment Champion Enter Name Here Green Belt/Black Belt Enter Name Here Financial Representative Enter Name Here Master Black Belt Enter Name Here Sponsor / Process Owner 15 Enter Key Slide Take Away (Key Point) Here Execution is #1 Priority for CEO’s Video by i-nexus International Standards for Lean Six Sigma (ISLSS)
  16. 16. D M A I C Lean Six Sigma Tollgate Review Backup Slides Lean Six Sigma Online Training Video by Process Excellence Network International Standards for Lean Six Sigma (ISLSS)
  17. 17. Define Define Tollgate Checklist Key Deliverables:  SIPOC  Process Map and/or Value Stream Map  Communication Plan  Validated Project Charter  Initial Work Plan  Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System. Tollgate Review  Is this project important, i.e. has the project been chosen because it is in alignment with business goals and the strategic direction of the ‘business’?  What is the problem statement – detailing (what) is the problem, (when) was the problem first seen, (where) is it seen, and what is the (magnitude or extent) of the problem. Is the problem measured in terms of Quality, Cycle Time or Cost Efficiency, or direct financial benefits? Ensure there is no mention or assumptions about causes and solutions.  Does a goal statement exist that defines the results expected to be achieved by the process, with reasonable and measurable targets? Is the goal developed for the “what” in the problem statement, thus measured as Quality, Cycle Time, or Cost Efficiency metric?  Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the process, department, division, suppliers, customers, etc.?  Is the project scope reasonable? Have constraints and key assumptions been identified? Have IT implications been addressed and coordinated with IT managers?  Who is on the team? Are they the right resources and has their required time commitment to the project been confirmed by Management and Deployment Team?  What is the high level work plan? What are the key milestones (i.e. dates of tollgate reviews for DMAIC projects)?  Who are the customers (internal/external) for this process? What are their requirements? Are they measurable? How were the requirements determined?  Who are the key stakeholders? How will they be involved in the project? How will progress be communicated to them? Do they agree to the project?  What kinds of barriers/obstacles will need assistance to be removed? Has the development of a risk mitigation plan to deal with the identified risks been developed? 17 Enter Key Slide Take Away (Key Point) Here Define Phase Success Criteria Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS)
  18. 18. Define  Define the opportunity from both the customer  Identify the critical X factors  Develop solutions linked to critical x’s 18 Lean Six Sigma DMAIC Improvement Process Define and business perspective Measure  Understand the baseline process Analyze performance and root causes impacting process performance Improve Control  Implement solutions & control plan Enter Key Slide Take Away (Key Point) Here Case Study: Using DMAIC to Improve Customer Satisfaction by SigmaXL International Standards for Lean Six Sigma (ISLSS)
  19. 19. Define Measure Tollgate Checklist  Has a more detailed Value Stream Map been completed to better understand the process and problem, and where in the process the root causes might reside?  Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer?  Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed, and Cost measures)?  Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity/consistent interpretation?  Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected by the organization?  Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we’re measuring?  Has the measurement system been checked for repeatability and reproducibility, potentially including training of data collectors?  Has the team developed and tested data collection forms or check sheets which are easy to use and provide consistent, complete data?  Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements?  Has the team been able to identify any complete ‘Quick Wins’?  Have any Kaizen opportunities been identified to accelerate momentum and results?  Have key learning(s) to-date required any modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders?  Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place? Key Deliverables:  Detailed Value Stream Map(s)  Data Collection Plan  Measurement Collection Results  Process Capability Results  Current Baseline Process Performance  Quick Wins, if applicable  Identification of Kaizen Opportunities, if applicable  Refined Charter, as necessary  Updated Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System. Tollgate Review 19 Enter Key Slide Take Away (Key Point) Here Measure Phase Success Criteria Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS)
  20. 20. Define Responsibility Grid (Optional) Responsibility Grid Decision 1 = should be the only one to make this decision 2 = should have veto power over this decision 3 = should be one of those who votes Green Belt Black Belt Master Black Belt Project Sponsor Deployment Champion Executive Leader Customer Charter Define Measure Execution A = has to execute B = has to assist in execution (provide information,…) C = not involved in execution Analyze Improve Control Responsibility P = Perform A = Approve R = Review 20 Enter Key Slide Take Away (Key Point) Here Hoshin Kanri Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS)
  21. 21. Define Strategy - Thought Map (Optional) Are the team members identified? Has the CTQ’s been defined? Are the CTQ’s measurable? Is Y=F(X) established ? Do we have a measurement system? Are my champions & Controller briefed? Critical variables identified? Can we control X’s? Can we have dashboards on X’s? 21 Enter Key Slide Take Away (Key Point) Here Strategic Planning using Mind Mapping Training Video by NovaMind.com International Standards for Lean Six Sigma (ISLSS)
  22. 22. Define Customer Segmentation Matrix (Optional) Customer Segmentation Matrix Product / Service Customers Potential Segments 22 Enter Key Slide Take Away (Key Point) Here Customer Segmentation Training Video by virtualstrategist International Standards for Lean Six Sigma (ISLSS)
  23. 23. Define Kano Analysis Chart (Optional) Ranking of Customer Needs 23 Enter Key Slide Take Away (Key Point) Here The Kano Model Training Video by New Product Development Process International Standards for Lean Six Sigma (ISLSS)
  24. 24. Define VOC Plan (Optional) Process Name: Project Name: Created By: Date Initiated: Location: Current Revision Date: Customers and Segments • List the various customers (external) and other key stakeholders (business partners, regulatory agencies, etc.) of your process.  Are there different types of stakeholders who may have very different needs? If so, list these as different segments. • ? • ? • ? What You Want to Know  Develop a list of specifically what you want to know about your customers and other stakeholders needs.  Use the following list as a guide:  What are the most important process outputs (products/services)?  What is the performance level of the important outputs?  What are the problems with the outputs? What is their impact?  What do you like about _______?  What can be improved about _______?  What can be done to make your job easier?  What specific recommendations would you make to us?  How do we compare relative to our competitors?  How easy is it to do business with us? • ? • ? • ? • ? • ? • ? • ? • ? • ? • ? 24 Enter Key Slide Take Away (Key Point) Here Voice of the Customer Training Video by NICEFizzback International Standards for Lean Six Sigma (ISLSS)
  25. 25. Define VOC Plan (Cont.) (Optional) Information Sources (Check the data sources that you think will be most useful) Reactive Data • Complaints • Problem or service hot lines • Technical support calls • Customer service calls • Claims, credits • Sales reporting • Product return information • Warranty claims • Web page activity Proactive Data • Interviews • Focus groups • Surveys • Comment cards • Sales visits/calls • Direct observation • Market research/monitoring • Benchmarking • Other: VOC Collection Plan Summary • Summarize your plans to gather and use both reactive and proactive sources of VOC information.  Indicate how much data you will get, how you will get it, and when.  Include, for instance:  What specific sources of data you plan on exploring  The number of interviews or surveys you plan to use  Which customers you will contact  The amount of data you will collect - When you will start and end the data collection  How you plan on analyzing the gathered information  Etc. • ? • ? • ? • ? • ? • ? • ? • ? • ? 25 Enter Key Slide Take Away (Key Point) Here Voice of the Customer Training Video by NICEFizzback International Standards for Lean Six Sigma (ISLSS)
  26. 26. Define Importance Rating Legend Strong Impact 9 Moderate Impact 3 Weak Impact 1 "Blank" for no Impact VOC Prioritized Comments VOC Prioritization Rating Process Requirements Fill Out Forms # # Credit Approval Check Underwriting Lock Loan Close Funding Loan Totals "What Importance" Correlation Matrix Strong Positive Positive Negative Strong Negative "Blank" for No Correlation 1 2 3 4 5 Loan Approval Cycle Time 5 <= 14 days 9 9 9 0 0 0 135 1st Call Resolution 2 >= 75% 1 0 9 0 0 9 38 Approval to Loan Close Cycle Time 5 <= 30 days 0 0 1 3 9 0 65 Fee (Good Faith Estimate) Accuracy 3 >= 85% 9 3 1 0 0 1 42 Invoice Completeness 4 100% 9 9 9 0 0 1 112 Average Speed To Answer 1 <= 15 sec 1 0 0 0 0 0 1 Unexpected Fees 2 <= $5 9 1 1 9 1 1 44 Totals "How Importance" 129 92 109 33 47 27 Competitor Comparison: Washington Mutual Wells Fargo Countrywide Bank of America # Importance Ratings Strong Impact 9 Moderate Impact 3 Weak Impact 1 Quality Functional Deployment (QFD) (Optional) 26 Enter Key Slide Take Away (Key Point) Here QFD Training Video by c2c-solutions.com International Standards for Lean Six Sigma (ISLSS)
  27. 27. Define Project Definition: Includes/Excludes (Optional) What: Where: When: Who: Time: Project Scope Includes Excludes 27 Enter Key Slide Take Away (Key Point) Here How to Control Project Scope Training Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS)
  28. 28. Define SWOT Analysis (Optional) Short Term Long Term Strength Weakness  ?  ?  ?  ? Opportunity Threat  ?  ?  ?  ? 28 Enter Key Slide Take Away (Key Point) Here  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ?  ? SWOT Analysis Training Video by virtualstrategist International Standards for Lean Six Sigma (ISLSS)
  29. 29. Define Multi-Generational Project Plan (Optional) Gen1 Gen2 Gen3 Target Date MGPP Vision Key Functionality Technology Requirements Target Customers Metrics Dependencies 29 Enter Key Slide Take Away (Key Point) Here i-nexus Quick Projects Overview Training Video by i-nexus International Standards for Lean Six Sigma (ISLSS)
  30. 30. Define  Takt Rate Analysis compares the task time of each process (or process step) to: 80 70 60 50 40 30 20 10 0 Process Bottleneck Identification & Workload Balancing (Optional) Value Add Analysis - Current State 1 2 3 4 5 6 7 8 9 10 Task Time (seconds) Task # CVA Time BVA Time NVA Time Takt Time = 45 sec  Each other to determine the time trap  Customer demand to determine if the time trap is the constraint Net Process Time Available Number of Units to Process Takt Time = 30 Enter Key Slide Take Away (Key Point) Here How To Calculate Takt Time Training Video by leansixsigmasource International Standards for Lean Six Sigma (ISLSS)
  31. 31. Define Influence Strategy (Optional) Influence Strategy Stakeholder Issues/Concerns Identify "Wins" Influence Strategy 31 Enter Key Slide Take Away (Key Point) Here How to Build Effective Teams Training Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS)
  32. 32. Define RACI Chart (Optional) R = Responsible: The person who performs the action/task. A = Accountable: The person who is held accountable that the action/task is completed. C = Consulted: The person(s) who is consulted before performing the action/task. I = Informed: The person(s) who is informed after performing the action/task. Step Action/Task Responsible Accountable Consulted Informed 1 2 3 4 5 6 7 8 9 10 32 Enter Key Slide Take Away (Key Point) Here RACI model Training Video by Michael Carew at raci.com International Standards for Lean Six Sigma (ISLSS)
  33. 33. Define Lean Six Sigma Additional Resources X-Matrix Overview Video by i-nexus
  34. 34. Define Lean Six Sigma Tollgate Template Notes The Lean Six Sigma Tollgate Templates are:  Free and intended as a guide in documenting a Lean Six Sigma Project. I grant permission for you to modify these templates to meet the specific needs of your process improvement project.  Instructional - a video has been linked to each Template, I selected a mix of videos from Thought Leaders in the Lean Six Sigma Group. I included reference links to all video’s should you want to learn more information. Also included guidelines in the Note’s section of each slide.  Efficient and Effective – Placeholders for Graphic or Video Examples for various tools and methods across each DMAIC Phase. How to Use These Templates:  Collaboratively – use as a guide, reuse templates independently or across phases as needed, and change the order as needed to best capture the execution of Lean Six Sigma in each phase, and summarize in the final Case Study.  Use as a Communication tool, and document your findings and results. 34 My name is Steven Bonacorsi, Author of the Lean Six Sigma Tollgate Templates, President of the International Standard for Lean Six Sigma (ISLSS), and Owner of the LinkedIn Lean Six Sigma Group. Replace the content of this slide with images or video’s related to your process improvement project International Standards for Lean Six Sigma (ISLSS)
  35. 35. Lean Six Sigma Resources Define 35  Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987  Lean Six Sigma Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987  International Standard for Lean Six Sigma (ISLSS): http://www.islss.com http://www.islss.com/ Best Wishes in Continuously Improving Your Business Processes – Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt International Standards for Lean Six Sigma (ISLSS)  i-nexus: http://www.i-nexus.com  Strategy Execution Community LinkedIn Group https://www.linkedin.com/groups/Strategy-Execution-Community-3725091  SigmaXL: http://www.sigmaxl.com  SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101  Gemba Academy http://www.gembaacademy.com Lean CEO Group:  Gemba Academy LinkedIn Group: https://www.linkedin.com/groups/Gemba-Academy-1844998?gid=1844998  PEX Network http://www.processexcellencenetwork.com  PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement  Lean Leadership Institute: http://www.LeanLeadership.guru/books.html The Toyota Way Group
  36. 36. Define Lean Six Sigma Groups (Click Logo’s to Join Group) Lean Six Sigma Group Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean 36 Six Sigma Jobs; +200 Discussions; +500 Comments +280,000 Members – Come Join the Conversation International Standards for Lean Six Sigma (ISLSS)
  37. 37. Define Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 37 See Notes Section for Links to Lean Six Sigma Group Contributors International Standards for Lean Six Sigma (ISLSS)
  38. 38. Define Lean Six Sigma Define Phase Video References – Set 1 38 Essential Hoshin Planning Tools Training Video by i-nexus Business Case Training Video by Wily Manager Effective Team Meeting Training Video by Gemba Academy A3 Thinking Overview Training Video by Gemba Academy Share Your Video with the Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987 International Standards for Lean Six Sigma (ISLSS) Voice of the Customer is Getting Louder Video by the PEX Network SIPOC Training Video by New Horizons CTQ Tree Training Video by educatevirtually i-nexus Project Tracking Overview Video by i-nexus
  39. 39. Define Lean Six Sigma Define Phase Video References – Set 2 39 Cost-Benefit Analysis Video by the Eugene O'Loughlin PMP Estimating the Project Costs Video by The PMP Study Guide Creating a Communications Plan Training Video by projectmanagervideos What Goes Into a Status Report Training Video by projectmanagervideos Share Your Video with the Lean Six Sigma Green Belt Group: http://www.linkedin.com/groups?gid=3151138 International Standards for Lean Six Sigma (ISLSS) How to Do Project Reviews Training Video by projectmanagervideos Execution is #1 Priority for CEO’s Video by i-nexus Lean Six Sigma Online Training Video by Process Excellence Network Define Phase Success Criteria Training Video by educatevirtually
  40. 40. Define Lean Six Sigma Define Phase Video References – Set 3 40 Case Study: Using DMAIC to Improve Customer Satisfaction by SigmaXL Measure Phase Success Criteria Training Video by educatevirtually Hoshin Kanri Training Video by Gemba Academy Strategic Planning using Mind Mapping Training Video by NovaMind.com Share Your Video with the Lean Six Sigma Black Belt Group: http://www.linkedin.com/groups?gid=3151110 International Standards for Lean Six Sigma (ISLSS) Customer Segmentation Training Video by virtualstrategist The Kano Model Training Video by New Product Development Process Voice of the Customer Training Video by NICEFizzback Voice of the Customer Training Video by NICEFizzback
  41. 41. Define Lean Six Sigma Define Phase Video References – Set 4 QFD Training Video by c2c-solutions. com How to Control Project Scope Training Video by projectmanagervideos SWOT Analysis Training Video by virtualstrategist i-nexus Quick Projects Overview Training Video by i-nexus Share Your Video with the Lean Six Sigma Master Black Belt Group: 41 http://www.linkedin.com/groups?gid=4182978 International Standards for Lean Six Sigma (ISLSS) How To Calculate Takt Time Training Video by leansixsigmasource How to Build Effective Teams Training Video by projectmanagervideos RACI model Training Video by Michael Carew at raci.com X-Matrix Overview Video by i-nexus

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