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.

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

33. Analyze
Lean Six Sigma
Additional Resources

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