The document summarizes the Analyze phase of a Lean Six Sigma project. It lists the tools and activities used in Analyze such as value stream mapping, root cause analysis, hypothesis testing, and prioritizing sources of waste. Graphs and examples are provided to illustrate how some of the tools are applied. The next steps outlined are to identify root causes, confirm the relationship between causes and outputs, estimate the impact of causes, and prioritize the root causes to address in the Improve phase.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
Our Contract Staffing Solutions can help your firm scale up quickly for planned or unexpected growth due to End-of-Year Budget Planning, Hiring Slow Downs or Continuous Improvement - Project Expansion/Extension. With no overhead, no payroll burdens and the benefits of specialized project-by-project hiring, Contract Staffing offers immediate solutions for your business needs, including Mid- to Long-Term Contract and Temp-to-Perm options.
https://benevagroup.com/clients
A proven way to maximize the achievement of strategic goalsSteven Bonacorsi
Many organizations have a strategic plan. Sadly, whilst almost all these organizations will invest significant amount of leadership effort in defining and deploying their strategy, only a fraction of them will get the results they hoped for. However, there is a proven way that guarantees the achievement of strategic goals
How and why to use strategy execution technology to deploy your 5 sSteven Bonacorsi
Do you want to run your 5S deployment faster, easier and more effectively?
Are you tired of wasting your time on non-value adding admin work aggregating spreadsheets, MS-Project, and presentation slides?
Then you will be pleased to know there is a better way to deploy your 5S program. With i-nexus Strategy Execution software you can easily deploy and execute your strategy and effectively run your 5S projects.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Toyota Financial Services Corporation, the finance division of Toyota Motor Corporation in Japan, provides vehicle finance and leasing for individuals and business across 32 countries. Since 2001 their mission has been to: "Improve processes throughout the global network of sales finance companies by promoting a culture of best practices in the spirit of the Toyota Way."
Taupo District Council has three main towns, Taupo, Turangi and Mangakino.Population is 32,500 (Taupo town 22,000). Taupo town is nestled on the shores of Great Lake Taupo from which the mighty Waikato River flows.
SAI Global provides organizations around the world with information services and solutions for managing risk, achieving
compliance and driving business improvement.
They provide aggregated access services to Standards, Handbooks, Legislative and Property publications; they audit, certify and register products, systems or supply chains; they facilitate good governance and awareness of compliance, ethics and policy issues and provide training and improvement solutions to help individuals and organizations succeed
From small beginnings in 1954, McDonald's has grown to more than 30,000 restaurants in more than 120 countries on six continents. Every day, meals are served to more than 50 million people worldwide.
Genesis Energy is a NZ-state-owned generator and retailer of electricity, gas and LPG to commercial and residential customers. It is NZ’s largest energy retailer with 670,000 customers.
Genesis Energy owns thermal, hydro and wind farm generation sites mostly on the North Island, with some hydro sites on the South.
Genesis Energy is a multi-site operation (Auckland, Huntly and Hamilton) with 950 permanent staff, and short-term and long-term contracts taking it to 1000 employees.
Genesis Energy first used Promapp in 2009 in its Contact Centre. It has since been rolled out into the trading and wholesale operations, health & safety and the IT department.
Christchurch Airport is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year. In a unique
position to the world's trade and tourism markets, the airport is a major driver of the regional C anterbury economy.
Christchurch Airport is owned and operated by Christchurch International Airport Limited (CIAL), ownership of which
is shared by C hristchurch C ity Holdings Limited (75%) and the New Zealand Government (25%).
Mildura Rural City Council is the local government organisation that represents and serves approximately 51,000 people who reside in or own land within Mildura Rural City. Located in North West Victoria, the municipality covers an area of 22,330 square kilometres.
In a world overflowing with products, packaging is big business. Colorpak, and their sub-business BrandPack, design, print
and manufacture cardboard cartons and packaging for a wide range of consumer products - from beer, to chocolate, to
paracetamol tablets.
The packaging industry is ultra competitive, with big brand clients expecting extremely high levels of quality and great service. Colorpak had a great product range, but they were looking for a better way to manage risk and deal with incidents as they arose. They were implementing a new ERP system and also wanted to improve customer service and increase staff engagement. That’s where Promapp came in.
Nexans Olex employs more than 650 people and is Australia’s largest manufacturer of electrical power cable. It has two Victorian plants in Lilydale and Tottenham, one in New Plymouth, New Zealand.
It became part of the French-owned international Nexans group, with more than 100 plants worldwide, in 2008.
Lumo Energy is a Tier 2 electricity and gas retailer based in Melbourne which supplies over 500,000 customers in SA, VIC, NSW and QLD. They employ around 600 people on the ground in Melbourne and use the services of a dedicated contact centre in Mumbai of around 150.
All the documents are from the FlevyPro Library (http://flevy.com/pro/library). FlevyPro is our subscription service for business frameworks, templates, and analysis tools. We continuously add more documents to our library each month, based on subscriber requests.
Advanced Performance Measurement Workshop Develop Measures That Drive Perform...
Analyze phase lean six sigma tollgate template
1. Analyze Lean Six Sigma Analyze Phase
Tollgate Review
Lean Six Sigma Group
2. Analyze
Lean Six Sigma
DMAIC Tools and Activities
Kaizen Events Targeted in Measure to Accelerate Results
Jack Welch Speaks on the Future of Six Sigma by Steven Bonacorsi
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
International Standards for Lean Six Sigma (ISLSS) 2
3. Analyze Overview Analyze
Value Add Analysis - Current State
80
60
40
20
0
Takt Time = 55
1 2 3 4 5 6 7 8 9 10
Task #
Task Time (seconds)
CVA Time BVA Time NVA Time
Root cause:
Effect
Root cause:
Effect
Root cause:
Effect
Value Add Analysis
One-Way ANOVA
Two-Way ANOVA
Pareto Plots
Simple Linear Regression
Multiple Regression
Test for Equal Variance
Scatter Plots
C&E Matrix
Complexity
Cause & Effect Diagram
Kaizen/Quick Wins
FMEA
Control/Impact Chart
T-Test
Other
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Factor (x)
Tested
p Value Observations/Conclusion
Example: ANOVA Location 0.030
Significant factor - 1 hour driving time from DC
to Baltimore office causes ticket cycle time to
generally be longer for the Baltimore site
Example: ANOVA Part vs. No Part 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Describe any other observations about the root cause (x) data
Enter Key Slide Take Away (Key Point) Here
3
Hypothesis Tests Value-Add Analysis
Root Cause / Effect Tools Used
DiscoverSim DMAIC Case Study by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
4. Analyze
Graphical Analysis
Summary
Data is Continuous: XXX Data Points Collected Between XX/XX/XX and XX/XX/XX
Normality Central Tendency Variation
Normal Average Std. Dev (long term)
Non-Normal Median or Q1 or Q3 Span (1/99) or
Stability Factor (Q1/Q3)
Investigation Statistical / Graphical Analysis Observations/Conclusion
Histogram
Normality Test
What is the shape of the Project Y
data? Is the Y data normally
distributed? What is the normality
test p-value?
What is the central tendency of the
Project Y data?
Mean, Median, or Quartile Values
What is the spread of the Project Y
data?
Standard Deviation, Span, or
Stability Factor
Is the data stable over time? Run Chart
Describe any other observations about the Project Y data
Include any other findings regarding the data here
Enter Key Slide Take Away (Key Point) Here
Display Histograms & Process Capability Reports in Excel by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 4
5. Analyze
Prioritized Sources of Waste
Sources of Waste
Waste #1 (%)
Waste #2 (%)
Waste #3 (%)
Waste #4 (%)
Waste #5 (%)
NVA
Defect Overproduction Transportation
Motion Inventory Waiting
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
Processing
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
5%
5%
5%
40%
10%
30%
5%
Defect
Overproduction
Transportation
Waiting
Inventory
Motion
Processing
< Insert your waste percentage as
shown in pie chart >
Enter Key Slide Take Away (Key Point) Here
The 7 Deadly Wastes Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 5
6. Analyze
Cause and Effect Matrix
C&E Matrix (Optional)
?
?
Enter Key Slide Take Away (Key Point) Here
Cause and Effect (XY) Matrix Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 6
7. Pareto Plot Analyze
Describe the key
findings of the
Pareto.
How do these
findings relate to
your project?
Next Steps?
Enter Key Slide Take Away (Key Point) Here
Pareto Chart and Analysis Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 7
8. Hypothesis Test Summary Analyze
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Factor (x)
Tested
p Value Observations/Conclusion
Example: ANOVA Location 0.030
Significant factor - 1 hour driving time from DC
to Baltimore office causes ticket cycle time to
generally be longer for the Baltimore site
Example: ANOVA Part vs. No Part 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Describe any other observations about the root cause (x) data
Enter Key Slide Take Away (Key Point) Here
Hypothesis Tests Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 8
9. Control / Impact Analysis Analyze
Does the X have a high, medium, or low impact on the project Y?
High Impact Medium Impact Low Impact
In Our
Control
?
?
?
?
?
?
?
?
?
In Our
Influence
?
?
?
?
?
?
?
?
?
Out of Our
Control
?
?
?
?
?
?
?
?
?
Does the X in he teams control,
influence, or out of their control?
Enter Key Slide Take Away (Key Point) Here
Prioritization Training Video by woodie8824
International Standards for Lean Six Sigma (ISLSS) 9
10. Analyze
Quick Win Documentation
Template
Examples Where Used
5s
4-Step Setup Reduction
Inventory Reduction
MSA Improvements
Price reductions
Reduced DOWNTIME
Process Name: ______________________ Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________________
Process Area: ________________________ Stop Date: ______________________
1. Root Cause: _______________________________
2. Obvious Solution: ___________________________
3. Low or No Cost: ____________________________
4. Low Risk: _________________________________
5. Implementation Plan: ________________________
6. Stakeholder(s) Approval: _____________________
Benefit(s):
_________________________________________
_________________________________________
_________________________________________
(NVA steps or work)
Pull System
Kaizen events
Add Visual Example
Before
Add Visual Example
After
Enter Key Slide Take Away (Key Point) Here
Kaizen Philosophy Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 10
11. Business Impact Analyze
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: ?
11
Enter Key Slide Take Away (Key Point) Here
Cost Benefit Analysis Training Video by pajholden
International Standards for Lean Six Sigma (ISLSS)
12. Business Impact Details Analyze
Type 1: Describe the chain of causality that shows how you determined the Direct Cash Flow. Tell the story
with cause & effect relationships, on how the proposed change should create the desired financial result ($) in
your project.
Show the financial calculation savings and assumptions used.
Assumption #1 (i.e. source of data, clear Operational Definitions?)
Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Labor Efficiency savings. Tell the
story with cause & effect relationships on how the change should create the desired financial result ($).
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 (i.e. Cost/Risk Avoidance)
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?
12
Enter Key Slide Take Away (Key Point) Here
Cost/Benefit Training Video by PUBP741
International Standards for Lean Six Sigma (ISLSS)
13. Current Status Analyze
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
Manage Stakeholder Expectations Training Video by projectmanagervideos
13
International Standards for Lean Six Sigma (ISLSS)
14. Next Steps Analyze
Key actions?
Planned Lean Six Sigma
Tools/Activities to be used?
Questions to answer?
Barrier/risk mitigation activities?
Kaizen or Quick Win Opportunities?
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
Engagement Training Video by Dr. Mark Jaben – Lean Leadership Institute
14
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
15. Sign Off Analyze
I concur that the Analyze phase was successfully completed on MM/DD/YYYY
I concur the project is ready to proceed to next phase: Improve
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
What is Process Excellence Video by ProcessExcellenceNetwork.com
International Standards for Lean Six Sigma (ISLSS)
16. Analyze Lean Six Sigma Tollgate
Review Backup Slides
International Standards for Lean Six Sigma (ISLSS)
17. Project Charter Updates Analyze
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)
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
Project Charter Training Video by Darrell Rogers
International Standards for Lean Six Sigma (ISLSS) 17
18. Measure Overview Analyze
CTQ: ?
Unit (d) or Mean (c): ?
Defect (d) or St. Dev. (c): ?
PCE%: ?
DPMO (d): ?
Sigma (Short Term): ?
Sigma (Long Term):?
MSA Results: show the percentage result of the GR&R,
AR&R or other MSA carried out in the project
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Observation
Individual Value
1 28 55 82 109 136 163 190 217 244
40
35
30
25
20
UC L=37.70
_
X=29.13
LC L=20.56
Observation
Moving Range
1 28 55 82 109 136 163 190 217 244
10.0
7.5
5.0
2.5
0.0
UC L=10.53
__
MR=3.22
LC L=0
I-MR Chart of Delivery Time
Detailed process mapping
MSA
Value Stream Mapping
Data Collection Planning
Basic Statistics
Process Capability
Histograms
Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
Enter Key Slide Take Away (Key Point) Here
18
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Process Capability Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
19. Analyze
Prioritized List of Validated Root
Updated Risk Mitigation Plan
Deliverables Uploaded to Central
Storage Location or Deployment
Management System
19
Analyze
Tollgate Checklist
Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?
Has the team analyzed data about the process and its performance to help stratify
the problem, understand reasons for variation in the process, and generate
hypothesis as to the root causes of the current process performance?
Has an evaluation been done to determine whether the problem can be solved
without a fundamental recreation of the process? Has the decision been confirmed
with the Project Sponsor?
Has the team investigated and validated (or de-validated) the root cause
hypotheses generated earlier, to gain confidence that the “vital few” root causes
have been uncovered?
Does the team understand why the problem (the Quality, Cycle Time or Cost
Efficiency issue identified in the Problem Statement) is being seen?
Has the team been able to identify any additional ‘Quick Wins’?
Have learning’s to-date required 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?
Deliverables:
List of Potential Root causes
Causes
Additional “Quick Wins”, if
applicable
Refined Charter, as necessary
Tollgate Review
Has the team identified the key factors (critical X’s) that have the biggest
impact on process performance? Have they validated the root causes?
Analyze Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
20. Analyze
Define the opportunity from both the customer
Identify the critical X factors
Develop solutions
linked to critical x’s
20
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
DMAIC Project Overview using DiscoverSim by SigmaXL.com
International Standards for Lean Six Sigma (ISLSS)
21. Analyze
Improve
Tollgate Checklist
Deliverables:
Prioritized List of Solutions
“To-Be” Value Stream Map(s)
Pilot Plan & Results
Approved Solution and
Detailed Implementation Plan
Additional “Quick Wins”, if
applicable
Refined Charter, as necessary
Updated Risk Mitigation Plan
Deliverables Uploaded to
Central Storage Location or
Deployment Management
System
Tollgate Review
What techniques were used to generate ideas for potential solutions?
What narrowing and screening techniques were used to further develop and qualify
potential solutions?
What evaluation criteria were used to select a recommended solution?
Do proposed solutions address all the identified root causes, at least the most critical?
Were the solutions verified with the Project Sponsor and Stakeholders? Has an
approval been received to implement?
Was a pilot run to test the solution? What was learned? What modifications made?
Has the team seen evidence that the root causes of the initial problems have been
addressed during the pilot? What are the expected benefits?
Has the team considered potential problems and unintended consequences (FMEA) of
the solution and developed preventive and contingency actions to address them?
Has the proposed solution been documented, including process participants, job
descriptions and if applicable, their estimated time commitment to support the process?
Has the team developed an implementation plan? What is the status?
Have changes been communicated to all the appropriate people?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's’ to-date required 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 and added to the Risk Mitigation
Plan?
Has the team developed improvement solutions for the critical X’s, piloted
the solution and verified that the solution will solve the problem?
Improve Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS) 21
22. Analyze
Run Charts
(Optional)
Median = 38
1 Run about the
Median, can you
Longest Run count the other 8?
There is a no non-random
influence
acting upon this
process. There is
no Oscillation
When the points are
connected with a line,
a run ends when the
line crosses the
median
A run, in this case,
is one or more
consecutive points
on the same side
of the median
There is a non-random
influence
acting upon this
process that is
creating clustering
There is a no non-random
influence
acting upon this
process. There is
no trend
about the
median
Enter Key Slide Take Away (Key Point) Here
Run Chart Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 22
23. Analyze
Scatter Plot
(Optional)
Average Expenses decrease
as Sales Increase
Enter Key Slide Take Away (Key Point) Here
Scatter Plot Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 23
24. Analyze
Linear Regression
(Optional)
95% confident that 94.1% of the variation in “Wait Time” is from the “Qty of Deliveries”
Deliveries
Wait Time
10 15 20 25 30 35
55
50
45
40
35
S 1.11885
R-Sq 94.1%
R-Sq(adj) 93.9%
Fitted Line Plot
Wait Time = 32.05 + 0.5825 Deliveries
Enter Key Slide Take Away (Key Point) Here
Multiple Regression Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 24
25. Analyze
One-Sample T-Test
and Dot Plot (Optional)
Dotplot of Improve Data
(with Ho and 95% t-confidence interval for the mean)
[ ]
_
X
Ho
We Are 95% Confident The Improve
Mean Is Not Statistically Different
0 10 20 30 40 50
Improve Data
This Dot Plot graphically displays 95%
confidence intervals that the data will fall
between 23.45 and 32.75 for response
time (see the red brackets and red line). It
also indicates that the Mean (Red X) is at
28.1. The blue Ho marks the Target Mean.
One-Sample T: Improve Data
Test of mu = 30 vs mu not = 30
Variable N Mean StDev SE Mean
Improve Data 30 28.10 12.45 2.27
Variable 95.0% CI T P
Improve Data (23.45, 32.75) -0.84 0.410
The test statistic, T, for Ho: mean = 30 is calculated
as –0.84. The P-Value of this test, or the probability
of obtaining more extreme value of the test statistic
by chance if the null hypothesis was true, is 0.410
(> 0.05). This is called the attained significant level,
or P-Value. Therefore, Accept Ho, which means we
conclude that the Improve data set mean (28.1) is
NOT different than the Target mean (30).
Hypothesis Test:
Is the Improve data set mean
different from the Target Mean
of 30 minutes?
Enter Key Slide Take Away (Key Point) Here
Two-Sample T-Test Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 25
26. Analyze
Test for Equal Variance
(Optional)
Test for Equal Variances for Total Time
95% Confidence Intervals for Sigmas
0 50 100 150
Antenna
Payroll
Boxplots of Raw Data
Antenna
Levene's Test
Test Statistic: 21.054
F-Test
Test Statistic: 0.108
0 10 20 30 40 50 60 70
Total Time
P-Value : 0.000
P-Value : 0.001
Factor Levels
Payroll
Test for Equal
Variance Confirms
Payroll Input Type
Cycle Time is
Significant
The spread of the
data is statistical
greater for
completing the
payroll form than
the Antenna time
tracking.
Enter Key Slide Take Away (Key Point) Here
Test for Equal Variance Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 26
27. Analyze
One Way ANOVA
(Optional)
Box Plot:
Part/ No Part
Impact on Ticket
Cycle Time
No Part
Part
150
100
50
0
technicians to make a second visit to the
end user to complete the part
replacement. Next step will be for the
team to confirm these suspected root
causes.
Part/No Part
After further investigation, possible
reasons proposed by the team are
supplier backorders, lack of technician
certifications and the distance from the
supplier to the client site.
Net Hours Call Open
Boxplots of Net Hour by Part/No
(means are indicated by solid circles)
It is also caused by the need for
Analysis of Variance for Net Hour
Source DF SS MS F P
Part/No 1 7421 7421 8.65 0.004
Error 69 59194 858
Total 70 66615
Individual 95% CI's For Mean
Level N Mean StDev --+---------+---------+---------+----
No Part 27 21.99 19.95 (--------*---------)
Part 44 43.05 33.70 (------*------)
--+---------+---------+---------+----
Pooled StDev = 29.29 12 24 36 48
Because the p-value <=
0.05, we can be confident
that calls requiring parts
do have an impact on the
ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
Create a One-Way ANOVA and Means Matrix Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 27
28. Analyze
Mood’s Median
(Optional)
Chi-Square = 19.14 DF = 2 Mood’s Median Test
P = 0.000 Individual 95.0% Confidence Interval’s
Month N<= N> Median Q3-Q1 ------+---------+---------+---------+
10 88 132 8.43 12.15 (--------+-------)
11 123 121 6.57 10.52 (------+------)
12 111 68 4.77 7.10 (-----+------)
------+---------+---------+---------+
Overall Median 6.63 4.8 6.4 8.0 9.6
Before
After
40
30
20
10
0
Subgroup
Defects
Dotplots of Defects by Subgroup
After further investigation, possible
reasons proposed by the team are
supplier backorders, lack of technician
certifications and the distance from the
supplier to the client site.
It is also caused by the need for
technicians to make a second visit to
the end user to complete the part
replacement. Next step will be for the
team to confirm these suspected root
causes.
Dot Plot: Part/ No
Part Impact on Ticket
Cycle Time
Because the p-value
<= 0.05, we can be
confident that calls
requiring parts do
have an impact on
the ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
Nonparametric Multiple Comparison Tests Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 28
29. Analyze
Statistical Testing for
Discrete Data (Optional)
The discrete data of interest is Complaints and
Customer Type,
• i.e., does the type of complaint differ across
customer type?
• The Null Hypothesis is that there is no
relationship (or independence) between
Customer Type and Complaints.
• With the p-value = 0.142 we fail to reject H0,
so we do not have enough evidence to show a
difference in customer complaints across
customer types.
• Note: If more than 20% of Fitted Cells are
Sparse - cells whose expected value is less
than 5 – consider collecting more data,
consolidation of levels, or removal of columns.
• Tip: Use Chi-Square Analysis to complement
Advanced Pareto Analysis.
Enter Key Slide Take Away (Key Point) Here
Chi-Square Test Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 29
30. Analyze
Process Takt Rate & Workload
Balancing (Optional)
80
70
60
50
40
30
20
10
0
Value Add Analysis - Current State
Takt Time = 55 sec
1 2 3 4 5 6 7 8 9 10
Task Time (seconds)
Task #
CVA Time BVA Time NVA Time
Takt Rate Analysis compares the task time
of each process (or process step) to:
Each other to determine the time trap
Customer demand to determine if the
time trap is the constraint
Takt Time = Net Process Time Available
Number of Units to Process
Enter Key Slide Take Away (Key Point) Here
Takt Time Training Video by Lean Manufacturing Lean Enterprise
International Standards for Lean Six Sigma (ISLSS) 30
31. Analyze
In/Out of Frame
(Optional)
Creating a visual depiction of what elements of the
project are in the scope (frame) and out of the scope
Vital
X #1
Vital X #2
Vital X #9
Vital X #8
Vital X
#7
Vital X #6
Vital X #5
Vital X #4
Vital X
#3
No
Control
Control
Influence
Enter Key Slide Take Away (Key Point) Here
Project Scoping Training Video by Projectmanagervideos
International Standards for Lean Six Sigma (ISLSS) 31
32. Analyze
Systems & Structures
Assessment (Optional)
How should we use or modify to support "____" vision and objectives?
1
2
1
2
1
2
1
2
1
2
1
2
1
2
System or Structure
Staffing
Training & Development
Measurements & Reward
Communication
Organization Design
Information Systems
Resource Allocation
Enter Key Slide Take Away (Key Point) Here
GE’s Approach to Change Video by NextNewsNetwork
International Standards for Lean Six Sigma (ISLSS) 32
34. Analyze
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. Lean Six Sigma Resources Analyze
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
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. Analyze 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. Analyze
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. Analyze
Lean Six Sigma Analyze Phase
Video References – Set 10
38
Jack Welch Speaks on the
Future of Six Sigma by
Steven Bonacorsi
DiscoverSim DMAIC Case Study
by SigmaXL
Display Histograms & Process
Capability Reports in Excel by
SigmaXL
The 7 Deadly Wastes Training
Video by Gemba Academy
Need Help with Analysis? Join the SigmaXL Group:
https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101
International Standards for Lean Six Sigma (ISLSS)
Cause and Effect (XY) Matrix
Training Video by SigmaXL
Pareto Chart and Analysis
Training Video by SigmaXL
Hypothesis Tests Training
Video by SigmaXL
Prioritization Training Video
by woodie8824
39. Analyze
Lean Six Sigma Analyze Phase
Video References – Set 11
39
Kaizen Philosophy Training
Video by Gemba Academy
Cost Benefit Analysis Training
Video by pajholden
Cost/Benefit Training Video by
PUBP741
Manage Stakeholder
Expectations Training Video by
projectmanagervideos
Join the Lean Six Sigma Information Technology Group:
http://www.linkedin.com/groups?gid=3009189
International Standards for Lean Six Sigma (ISLSS)
Engagement Training
Video by Dr. Mark Jaben –
Lean Leadership Institute
What is Process
Excellence Video by the
PEX Network
Project Charter Training
Video by Darrell Rogers
Process Capability
Training Video by
SigmaXL
40. Analyze
Lean Six Sigma Analyze Phase
Video References – Set 12
40
Analyze Phase Success Criteria
Training Video by
educatevirtually
DMAIC Project Overview using
DiscoverSim by SigmaXL.com
Improve Phase Success Criteria
Training Video by
educatevirtually
Run Chart Training Video by
SigmaXL
Join the Lean Six Sigma Public Sector Group:
http://www.linkedin.com/groups?gid=2055208
International Standards for Lean Six Sigma (ISLSS)
Scatter Plot Training
Video by SigmaXL
Multiple Regression
Training Video by
SigmaXL
Two-Sample T-Test
Training Video by
SigmaXL
Test for Equal Variance
Training Video by
SigmaXL
41. Analyze
Lean Six Sigma Analyze Phase
Video References – Set 12
Create a One-Way ANOVA and
Means Matrix Training Video by
SigmaXL
Nonparametric Multiple
Comparison Tests Training
Video by SigmaXL
Chi-Square Test Training Video
by SigmaXL
Takt Time Training Video by
Lean Manufacturing Lean
Enterprise
Join the Lean Six Sigma Healthcare, Pharma, and Medical Device
41
Group: http://www.linkedin.com/groups?gid=2857144
International Standards for Lean Six Sigma (ISLSS)
Project Scoping
Training Video by
Projectmanagervideos
GE’s Approach to
Change Video by
NextNewsNetwork