15 Deliv template

Tollgate Guiding Thoughts
• Projects are now performed per the 15 deliverable format. As such, project
tollgates will focus on the work done in each phase to satisfy the 15
deliverables. Note that slides are sequenced from deliverable to deliverable.
• Tollgates should focus on showing the thought process through the phase.
The deliverables and primary tools are structured/selected to show this
logical flow for most projects. Primary tools are not mandatory use tools,
but they will usually be the best way to show the project progression. Use
and show secondary tools as needed to aid working a project.
• After showing the work done to complete a phase, each presentation should
have a slide which lists the tasks and associated dates for the next phase.
Highlight any expected barriers to the project and describe what assistance
is needed from the Champion, PO, etc. to complete the project per that
timeline.

DMAGIC Focus by Phase
1. Define VOC, VOB and CTQs
Y
Define 2. Define Project Boundaries
Y=ƒ(x)
o SIPOC, Project Charter
3. Quantify Project Value
Better o COPQ, Customer Satisfaction
4. Develop Project Management Plan

1. Document the Process
Measure 2. Prioritize List of X’s
Y= ƒ(x)
3. Create a Data Collection Plan
4. Validate Measurement System
5. Establish Baseline Process Capability

Analyze 1. Determine Critical X’s
o Use statistical and graphical tools to
Y= ƒ(x) verify and quantify X-Y
relationships

1. Investigate interactions between root causes
Green It Up and the project environment
Y= ƒ(x)
2. Investigate interactions between root causes
and the process environment
3. Establish bounds of possible
countermeasures to maximize the positive
impact of the project
Time to Imple- Cost vs. Bene-
Impact on Root
Cause
ment fit Acceptance
Action
1. Prioritized List of Solutions
X’s Solutions
#1
Y/N

Improve o Computer Simulation
Verified N

Y= ƒ(x)
Root
Cause # 1
#2 Y o Process Standardization
N

Y
#3
o DOE
#4 N
Verified
Root Y
o Decision Matrix
Cause # 2 #5

Y
2. Pilot Best Solution
Verified #6
Root N
#7
Cause # 3

1. Create Control System
Control o Control Plan
Y= ƒ(x)
Better
o Mistake Proof
o Control Charts
2. Finalize Project Documentation
o Final COPQ Summary
o Update Process Capability
o Final Project Presentation

<Project Title>
<Review Date>

BB: (Name)
Champion: (Name)

Assigned Define Measure Analyze Green Improve Control
Sched Date Date Date Date Date Date Date
Actual Date Date Date Date Date Date Date

Deliverable 1: Define
Define VOC, VOB
• Voice of the customer

• Voice of the business

• Include any operating definition on this or a separate slide

For this and all subsequent phases, add charts as appropriate to show
“the story” for that phase. Example – a descriptive statistics chart is
not listed with any specific deliverable, but it would probably be
appropriate to show in the Define section.

Customer CTQ Tree
Need Drivers CTQ’s
Q1=
• . Driver 1
p1 =

Q2 =
Driver 2
p2 =

Q2 =
Driver 3
KPI =

General Specific
Hard to measure Easy to measure

Pareto Charts/ Basic Graphs
Include Pareto Charts, trend charts, histograms etc to characterize existing
process.

Good!

The purpose of the chart(s) on this page is to explore what is
happening with the Y or Y’s that will make this an appropriate project
to execute. Plot your primary metric here.

Project Charter
{Project Name Here}
Customer CTQ(s): Describe customer CTQ Process Map Number: Number here
(customer need/defect and spec limit.)
Green Belt: Name here
Problem Statement: List the 4 elements of a Process Owner: Name here
problem statement: Champion: Name here
* Defect identification Implementation Coordinator: Name here
* Magnitude of the defect (events/unit time, etc) Data Coordinator: Name here
* Where is the defect (location/group/segment) Team Members:
* Why this project is important to work now Name & function here
($, strategy support, etc) Name & function here
Name & function here
Project Scope: Name & function here
List project/process boundaries here by using Name & function here
includes … and excludes …
Goal Statement: Increase(/decrease) the {primary Project Timeline:
metric} from {baseline state} to {improved state} by Assigned Define Measure Analyze Green Improve Control

{date} without negatively impacting {secondary Sched Date Date Date Date Date Date Date
metric}. Actual Date Date Date Date Date Date Date

Baseline Metric Performance (Time Frame here):
Short Term Long Term Expected Benefits:
Zbench x.x x.x Hard Savings –$ xxx K
DPMO xxxxxx xxxxxx
Soft Savings –$ xxx K
Other Benefits:
List benefit here
List benefit here

Improve Computer Delivery Time Proj. No. 12345
Customer CTQ(s): Configured computer delivered to Process Map Number: 1234
new employee within 10 working days
Black Belt: I. Cantwait
Process Owner: Weneedta Getbetter
Problem Statement: From 7/1/08 through 6/30/08, new
Champion: Ima Gonnahelp
JEA employees located in downtown Jacksonville
Implementation Coordinator: Iwill Putinplace
received their configured laptop/desktop computer at an
Data Coordinator: Ilove Numbers
average of 11.0 days (standard deviation = 2.04) vs. a 10
Team Members:
day USL. This translates to an estimated productivity loss
John – Installer
of $225K/yr.
Paul – Installer
Project Scope: George – Supervisor
Includes new hires and transferred employees to the Ringo - Purchasing
downtown tower and CCC. Excludes all other locations
or electronic
Project Timeline:
Goal Statement: Decrease the average computer delivery Assigned Define Measure Analyze Green Improve Control
time from 11.0 days to 9.0 days by 11/20/08 without Sched 7/1/08 7/15/08 8/30/08 9/30/08 10/7/08 10/20/08 11/20/08
negatively impacting new computer inventory or
Actual 7/1/08 7/12/08 9/5/08 9/28/08
expediting costs.

Baseline Metric Performance (7/08-6/08): Example charter for
Expected Benefits:
Short Term Long Term
Hard Savings – $15 K project in Green
Zbench -0.72 -0.50
Soft Savings – $225 K phase
DPMO 763,253 692,088
Other Benefits:
Internal Customer Satisfaction Scores

Deliverable 2: Define; SIPOC
Suppliers Inputs Process Outputs Customers
??
?? ?? ??
??
Process
?? ?? ??
Description
??
?? ?? ??
??
??

Project Project
Boundary Process Steps Boundary

?? ?? ?? ?? ??

Included/Excluded
INCLUDED EXCLUDED

• What __________________ • _____________________

• Where _________________ • _____________________

• When __________________ • _____________________

• Who ___________________ • _____________________

• Other __________________ • _____________________

Quantify Project Value
• Hard $$ savings
This slide is to be submitted to Finance
• Soft $$ savings for review and approval. If necessary,
schedule a meeting to resolve any issues
about the approach for calculating dollar
• Productivity improvement impact to the business.

• Internal customer satisfaction

• External customer satisfaction

Describe Project Benefits in terms of COPQ, non-financial benefits, etc.
Show enough detail for reader to understand how COPQ is calculated as well as the
total value. Be sure to show
• $ broken down by savings category
• Cost Center number which will receive the savings

Savings Categories
• Revenue Growth - is used when a process change results in an increase in cash flow from existing
revenue sources or from a new revenue source. Revenues do not include liquidation of assets that
were not purchased for resale.
• Increased Capacity - is used when process changes result in additional benefits from existing
facilities. The amount to estimate depends on how the additional capacity will be used.
• Expense Reduction - for routine recurring O&M expenses that will be reduced in both current and
future years, as a result of a process change.
• Expense Avoidance - is used when a process change makes an anticipated future O&M expense
unnecessary.
• Capital Reduction - is like expense reduction except that it applies to capital budget expenditures
instead of O&M.
• Capital Avoidance - is like expense avoidance except that it applies to anticipated capital budget
expenditures not O&M.
• Inventory Reduction - is a “soft” dollar classification based on the presumption that the “carrying
cost” of inventory is 14.7% (as claimed in an old Stone & Webster study).
• Financial Adjustment - is intended to identify amounts associated with accounting changes.
• Cycle Time/ Productivity - is used to identify COPQ estimates for process changes that reduce time
and effort spent on tasks without a corresponding reduction in work force.

Deliverable 4: Define ; A.R.M.I.
Project Phase
Key Stakeholders Define Measure Analyze Green Improve Control
John M M M M M M
Paul A A A A A A
George R M M R R R
Ringo I R I I I

A - Approval of team decisions outside their charter/authorities, i.e., sponsor, business leader.
R - Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis.
M - Member of team, with the authorities and boundaries of the charter.
I - Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming.

Deliverable 4: Define; Project Plan

Show the Excel project plan template, Gantt chart, or other type of
project task & milestone summary here

Critical Checkpoints for Measure
Item Description / Responsibility Date
Comment

Use this slide to list the things the BB/team need help with in order
for the project to maintain the project schedule. Be specific. The
champion, PO, and all others should be clear on what they need to
do to help keep the project on schedule when they leave the
tollgate. If you need no specific actions on their part, state that as
well.

Measure tollgate Tollgate review BB, Champion, MBB, List date and time here
other (list names)

Deliverable 5: Measure
Document Existing Process
• Show a detailed process map here. This will produce a list of
X’s for the next deliverable.
o Sufficient detail to show X’s and key decisions
o List X’s for each process step
o List Y’s for each process step (This should include your primary metric)

Document Existing Process

XY Matrix
Show the XY Matrix here. Use it to take the X’s from the
previous phase and prioritize them for data gathering and analysis

Secondary Tools
• Show any secondary tools used to narrow the list of “possible
X’s” into a “most likely list of X’s” for data collection. These
tools could include:

• Graphical analysis
• Pareto charts
• Box plot
• Concentration diagram
• Histogram etc.
• Or Nothing

FMEA
Show the FMEA here. It takes the high
priority X’s from the XY matrix and refines
them for data gathering plus highlighting
any immediate fixes that can/should be put
in place until the final project
recommendations are developed

Focus of Investigation
• Project Ys

• Summary of prioritized list of potential X’s

Root Cause Investigation Matrix
Problem Probable / Statistical or Explain "WHY" - MBB Statistical Test
State-ment Possible Root Logical (Logic Flow for Con- or Description
“Y" Cause(s) "Xs" Analysis Verification Method) currs of non-Stat
Y/N Treatment

Data Collection Plan
• Show the Data Collection Plan here
• It should use the project Y and the X’s listed in deliverable 6

• How you collect your data should be guided to address any
issues from:
o Sampling strategy
o Auto correlation

Validate Measurement System
• Show how you validated the Y measurement system. If it was
with a GR&R, show the Minitab output.
o Data integrity audit
o Attribute R&R
o Gage R&R
o In-line gage R&R

Baseline Data Control Chart
• For the baseline data and/or the data collected to date (as appropriate), show the
Y data on a control chart.
• The purpose of this analysis is to show the process is in a state of control and
therefore appropriate for a capability analysis

Baseline Process Capability
• Show the process capability . If done in Minitab, show
Minitab output.

• Process capability analysis
• Box-Cox transformation if it is necessary
• Weibull & other non-normal distributions if the data can’t be transformed

Defect being assessed: Invoice Accuracy
Is this Short Term or Long Term data? Long Term
Sigma Shift (Set to 1.5 unless data indicates otherwise) 1.5
No. of Units Inspected 85
No. of Opportunities For Defects / Unit 1
No. of Defects observed in units inspected 3

Long Term DPMO (Defects Per Million Opportunities) 35294
Long Term Zbench (Sigma Level) 1.81

Short Term DPMO (Defects Per Million Opportunities) 470
Short Term Zbench (Sigma Level) 3.31

Critical Checkpoints for Analyze
Comment

well.

Analyze tollgate Tollgate review BB, Champion, MBB, List date and time here
other (list names)

Deliverable 10: Analyze
Problem Probable / Statistical or Explain "WHY" - MBB Statistical Test
State-ment Possible Root Logical (Logic Flow for Con- or Description
“Y" Cause(s) "Xs" Analysis Verification Method) currs of non-Stat
Y/N Treatment

Determine Critical X’s
• Use as many slides as necessary to show how data was used to
assess which X’s from deliverable 6 are the true X’s for the
process. Typically, this section includes logical, graphical and
statistical analysis. You must address each X listed on the
RCIM with either logical or statistical analysis.
o Statistical tests
o Show which Xs cause changes in Y

Graph Selection

X Continuous X Discrete Data One Variable
Data
Y Contin- Scatter Plot Boxplot Graphical Summary
uous data Matrix Plot Dotplot Boxplot
Draftsman Plot Bar Chart Dotplot
Marginal Plot Pie Chart Histogram
Control Chart Multi-vari Normality
Run Chart

Y Discrete Run Chart Concentration Graphical Summary
Data Control Chart Diagram Pareto

Pareto

Area 1 Area 2

Contributor 1 Contributor 1
Contributor 4 Contributor 4 Measurable
Contributor 4 Contributor 4 Result

Area 4 Area 3

A Tree Diagram

1st cause why why why why why
1st cause why why
1st cause why why why why 1st cause why why why why why
why
1st cause why why 1st cause why why why why why
1st cause (level 2 why why why
from fishbone)
1st cause why why why why
why
1st cause why why
why why

2nd cause why why why why why
2nd cause why why
2nd cause why why why why 2nd cause why why why why why
why
2nd cause why why 2nd cause why why why why why
2nd cause (level 2 why why why
from fishbone)
2nd cause why why 2nd cause why why wh ywhy why
2nd cause why why why why
why
2nd cause why why
why why

Another Tree Diagram

1st cause why why
1st cause why why why why 1st cause why why why why why
why
why why

1st cause why why why why
why
1st cause why why
why why
1st cause (level 2 why
from fishbone)
2nd cause why why
2nd cause why why why why 2nd cause why why why why why
why
2nd cause why why 2nd cause why why why why why
why why

2nd cause why why 2nd cause why why wh ywhy why
2nd cause why why why why
why
2nd cause why why
why why

Item being investigated
Hypothesis: Describe what the team thinks is causing the poor results.

Method: Describe what specific method(s) you will use to prove or disprove the hypothesis.

Statistical Conclusion: List the results of your statistical tests and explain what the results mean.

Practical Conclusion: Describe your results using easily understood language.


New Purchasing Ordering System
Hypothesis: The new purchasing system has reduced ordering time by 25%.

Method: We obtained random samples form the “before” process and the “after” process. We made sure
both samples were normally distributed. We then used a 2-Sample t test to compare the process before the
change and after the change.

Statistical Conclusion: The 2-Sample t test resulted in a p-value of 0.00. If the p-value is less that .05, we
can reject the Null hypothesis. The before and after process is different.

Practical Conclusion: The process ordering time has been reduced from 100 days to 36 days. That is a
64% reduction!

EXAMPLE


Call Center Overflow Calls
Hypothesis: Inadequate staffing levels in the Call Center are causing an increased level of overflow calls.

Method: We used regression analysis to check for a relationship between staff levels and call overflow. We
compared the 15 minute staffing interval levels to the call overflows from the same period.

Statistical Conclusion: Regression analysis revealed a R-Squared of 6.7%. Call center staffing levels
alone do not explain the increased level of call overflow.

Practical Conclusion: Staffing levels do not explain the increase in call overflows. We need to look for
other causes of call overflow.

EXAMPLE

Critical Checkpoints for Green
Comment

well.

Green tollgate Tollgate review BB, Champion, MBB, List date and time here
other (list names)

Green Phase Guiding Thoughts
• Evaluating the project and process context is critical for the
selection of the best possible countermeasures to deploy.
• The Green Phase of the project is when the Improvement
Team stops to consider the relationships between each of the
identified critical X’s and our environment.
• It is the intent of every project to improve the performance
profile of the process that is the focus of the project. We must
also manage risk.
• During this phase we explore the relationships between each
root cause and the business outcomes that can be affected both
positively and negatively to assure the countermeasures to be
developed in the Improve Phase optimize the outcome of the
project.

Deliverable 11: Green It Up
Relationship Matrix
Show the Relationship Matrix here. Use it to take the critical X’s
from the Analyze Phase and determine their relationship to the
environment of the process being investigated.

Deliverable 11: Green It Up
Countermeasure Issue List
• Issues to consider during countermeasure development

Critical Checkpoints for Improve
Comment

well.

Improve tollgate Tollgate review BB, Champion, MBB, List date and time here
other (list names)

Deliverable 12: Improve
Prioritized List of Solutions
• Use as many charts as necessary to lead the audience through the flow of
work done in this phase. Example – if a DOE is performed, you may want to
use one chart to describe the DOE set-up, another to show the final Minitab
session window list of terms, and graphical charts as appropriate to convey
the results to your audience.
• If a Pugh or Criteria Decision Matrix are used, show those tools.
• Show best solution selection among alternate solutions
o Pugh matrix
o Criteria based decision matrix
o Computer simulation
o Risk assessment
o DOE
o DOE FMEA

Prioritized List of Solutions
Net Process Total 0 0 0 0 0 0 0
Sum of Better (+) 0 0 0 0 0 0 0
Sum of Worse (-) 0 0 0 0 0 0 0
Sum of "Same" (s) 0 0 0 0 0 0 0

Key Criteria for Comparison Design Design Design Design Design Design Design Design
Concept 1 Concept 2 Concept 3 Concept 4 Concept 5 Concept 6 Concept 7 Concept 8
(Baseline)

1
2
3
4
5
6
7
8
9
10

Criteria Based XY Matrix
Show the Criteria-based XY Matrix here. It takes the alternative
improvement strategies and them for decision-making about
which one or ones to pursue

Pilot Best Solution
• Show results of pilot. Use whatever tools are best to convey
results.
o Run chart, Process Capability, DDS, etc.
o Pilot sampling and communication plan
o Results of pilot
o Transition plan to permanent change
o B vs. C testing
o Pilot FMEA

Critical Checkpoints for Control
Comment

well.

Control tollgate Tollgate review BB, Champion, MBB, List date and time here
other (list names)

Deliverable 14: Control
Transition Plan
Item Description / Responsibility Due Date
Comment Date Done

1 Write new procedures John 1/1/2010 1/1/2007
2 Train all employees Ringo 1/1/2010 1/2/2007
3 Get VP approval Paul 1/1/2009 12/30/2006
4 Hang out and be cool George Now Ongoing

• Notes as needed

Show the transition plan here. The transition plan is a list of
actions required to put the new, permanent process improvements
in place.
Identify the tasks to be completed
Show responsibilities and due dates

Deliverable 14: Control
Dashboard / Control Plan
• Show the control measurement metrics and how they will be
monitored
• If the indicators required to control the process are included
on a Standard Process Map, include a copy of the new
Standard Process Map on a single slide.

Deliverable 15
Updated Process Capability
• Show the updated process capability graph/calculations here.
This sets a standard for future operation to meet.

• There are samples of attribute and continuous data capability
calculations with Deliverable 9 earlier in this presentation.

Deliverable 15
• Show Before & After Graphs

Deliverable 15
• Show statistical test of the improvement on the primary metric
• Two-sample T for Average Defect
• Stage N Mean StDev SE Mean
• Before 12 0.355 0.382 0.11
• Second 10 0.071 0.124 0.039
• Difference = mu (Before) - mu (Second)
• Estimate for difference: 0.284000
• 95% CI for difference: (0.020452, 0.547548)
• T-Test of difference = 0 (vs not =): T-Value = 2.25 P-Value = 0.036 DF
= 20

Deliverable 15
Updated Benefits Document
• Show the updated project benefits on the next slide.
• In deliverable 3, these were estimated. By deliverable 15, the
data will almost always show benefits to be somewhat
different than originally expected.
• PO, Champion, and MBB need to agree on benefits
calculations.
• Be sure to show
o $ broken down by TS savings category
o Cost Center number which will receive the savings
o Final posted version should state that savings have been reviewed with
Champion and that the Champion agrees with values

Deliverable 15
Updated Benefits Document
• Hard $$ savings
Final posted version of this slide
should state that savings have
• Soft $$ savings been reviewed with your
Champion and that the Champion
• Productivity improvement agrees with values. It is also to be
submitted to Finance for Audit
Review.
• Internal customer satisfaction

• External customer satisfaction

Describe Project Benefits in terms of COPQ, non-financial benefits, etc.
Show enough detail for reader to understand how COPQ is calculated as well as the
total value. Be sure to show
• $ broken down by savings category
• Cost Center number which will receive the savings

Deliverable 15 Final
Presentation/Closing Report
• This document is the final report for this project.

• Transition information to support the flow of the report is
included in the speaker notes.

• If there are further questions, please contact <Green Belt> at
665-XXXX

This document will suffice for a final presentation/closing report if the author uses the
speaker notes section to add whatever detail is needed to make this a stand alone
document. IE – a person who is unfamiliar with the project or process should be able to
view this presentation along with the speaker notes and understand what was done and
why. A presentation that simply shows the tools and relies on the speaker to
communicate the key points to the audience is not an adequate closing report.

15 Deliv template

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15 Deliv template