Steven Bonacorsi, profile picture
Uploaded bySteven Bonacorsi
PPTX, PDF7,243 views

Control phase lean six sigma tollgate template

The document outlines the control phase tools and activities in a Lean Six Sigma project. It includes reviewing project documentation and metrics, developing standard operating procedures and controls, implementing and monitoring the solution, confirming goals are met, identifying opportunities for replication, and transitioning the project to the process owner. Key steps are developing a control plan to monitor processes and respond to variation, updating failure modes and effects analysis, and communicating project results and benefits.

Embed presentation

Downloaded 431 times
Lean Six Sigma Control Phase Control Tollgate Review
Control Lean Six Sigma DMAIC Tools and Activities  Review Project Charter  Validate High-Level Value Stream Map and Scope  Validate Voice of the Customer & Voice of the Business  Validate Problem Statement and Goals  Validate Financial Benefits  Create Communication Plan  Select and Launch Team  Develop Project Schedule  Complete Define Tollgate  Identify Root Causes  Reduce List of Potential Root Causes  Confirm Root Cause to Output Relationship  Estimate Impact of Root Causes on Key Outputs  Prioritize Root Causes  Value-Add Analysis  Takt Rate Analysis  Quick Wins  Statistical Analysis  Complete Analyze Tollgate  Develop Potential Solutions  Evaluate, Select, and Optimize Best Solutions  Develop ‘To-Be’ Value Stream Map(s)  Develop and Implement Pilot Solution  Implement 5s Program  Develop Full Scale Implementation Plan  Cost/Benefit Analysis  Benchmarking  Complete Improve Tollgate  Develop SOP’s, Training Plan & Process Controls  Implement Solution and Ongoing Process Measurements  Confirm Attainment of Project Goals  Identify Project Replication Opportunities  Training  Complete Control Tollgate  Transition Project to Process Owner  Project Charter  Voice of the Customer and Kano Analysis  SIPOC Map  Project Valuation/ROIC Analysis Tools  RACI and Quad Charts  Stakeholder Analysis  Communication Plan  Effective Meeting Tools  Inquiry and Advocacy Skills  Time Lines, Milestones, and Gantt Charting  Pareto Analysis  Value Stream Mapping  Process Cycle Efficiency/Little’s Law  Operational Definitions  Data Collection Plan  Statistical Sampling  Measurement System Analysis (MSA)  Gage R&R  Kappa Studies  Control Charts  Spaghetti Diagrams  Histograms  Normality Test  Process Capability Analysis  Process Constraint ID and Takt Time Analysis  Cause & Effect Analysis  FMEA  Hypothesis Tests/Conf. Intervals  Simple & Multiple Regression  ANOVA  Components of Variation  Conquering Product and Process Complexity  Queuing Theory  Replenishment Pull/Kanban  Stocking Strategy  Process Flow Improvement  Process Balancing  Analytical Batch Sizing  Total Productive Maintenance  Design of Experiments (DOE)  Solution Selection Matrix  Piloting and Simulation Work Control System  Setup reduction  Pugh Matrix  Pull System  Mistake-Proofing/ Zero Defects  Standard Operating Procedures (SOP’s)  Process Control Plans  Visual Process Control Tools  MGPP  Statistical Process Controls (SPC)  Solution Replication  Visual Workplace  Metrics  Project Transition Model  Team Feedback Session  Value Stream Map Flow  Identify Key Input, Process and Output Metrics  Develop Operational Definitions  Develop Data Collection Plan  Validate Measurement System  Collect Baseline Data  Determine Process Capability  Complete Measure Tollgate Define Measure Analyze Improve Control Kaizen Events Targeted in Measure to Accelerate Results Lean Six Sigma Online Training Video by the Process Excellence Network International Standards for Lean Six Sigma (ISLSS) 2
Control Summary Control  ?  ?  ?  ?  ? Documentation  Provide any necessary training Translation project within/ outside of region/function:  Any resulting spin-off projects initiated  Any Replication in other locations? Communication:  Communicate project results with customer  Communicate results with the business Include text here to explain highlights of the plan to monitor and respond to variation in y’s and x’s Baseline Improved Units ? ? Defects ? ? DPMO ? ? Mean* ? ? PCE% ? ? Std. Deviation* ? ? Sigma (ST) ? ? Sigma (LT) ? ?  ?  ?  ?  ?  ? Summarize benefits to the internal/external customers here. Start tracking benefits from date of implementation of Improve Phase Improvements. Enter Key Slide Take Away (Key Point) Here 3 Control/Response Plan Highlights Benefits of Project Sigma Levels/Improvements Communication & Translation Case Study: Improve Customer Satisfaction Video by Chris Noguera International Standards for Lean Six Sigma (ISLSS)
Control Descriptive Statistics Process Capability Process Capability Analysis for Cholesterol ST LT Process Capability Analysis for Control Cholesterol 120 140 160 180 200 220 240 260 USL PPM < LSL PPM > USL * 151146.50 * 133333.33 * 116152.65 140 160 180 200 220 240 220.000 * * 193.133 30 26.0455 22.4931 * 0.34 * 0.34 * Cholesterol * 0.40 * PPM < LSL PPM > USL Capability PPM < LSL PPM > USL PPM < LSL PPM > USL Capability Observed Performance Expected ST Performance Expected LT Performance PPM < LSL PPM > USL Display Histograms PPM Total & Process Capability Reports Video by SigmaXL Inc. PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total * 16153.51 16153.51 * 43119.06 43119.06 * 0.00 0.00 220.000 * * 184.967 30 20.4206 16.3662 * 0.57 * 0.57 * * 0.71 * 0.71 Data ST LT USL PPM Total PPM Total PPM Total USL Target LSL Mean Sample N StDev (ST) StDev (LT) Process Data Potential * Overall (LT) Capability USL 116152.65 Cp 116152.65 151146.50 133333.33 0.40 Observed Performance Expected ST Performance Expected LT Performance Capability ST LT Target CPU LSL CPL Mean Cpk Sample N Cpm StDev (ST) StDev (LT) Pp Cp PPU CPU PPL Ppk 220.000 * * 193.133 30 26.0455 22.4931 * (ST) Capability 220.000 * 0.34 * * 184.967 0.34 * * 30 20.4206 16.3662 * 0.40 * 0.57 0.40 Process Data CPL * Potential (ST) Capability (Baseline) (Improved) Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) 4 260 ST LT 240 260 PPM Total 116152.65 Expected LT Performance
Control Item/ Process Step Potential Failure Mode Potential Failure Effects Severity # Causes of Failure Occurrence # Current Control Detection # RPN Recommended Action Responsibility Target Completion Date Actual Date Action Completed New Severity # New Occurance # New Detection # New RPN Example Document not Received delay of scheduled delivery 7 User forgot to update system and send document 3 Call user to escalate issue 7 147 Automate system settings for missing field values and auto send Ima N. Charge, Program Manager Joe Schmoe, Process Mgr 9/30/2005 10/20/2005 7 1 1 7 FMEA  Risk Analysis recommended actions (Key Speaking Points)  Rating Index  Total Current Risk Priority Number (RPN) Risk Enter Key Slide Take Away (Key Point) Here How to Become an Effective FMEA Practitioner Training Video by ReliaSoft International Standards for Lean Six Sigma (ISLSS) 5
Control RACI Chart (Optional) R = Responsible: The person who performs the action/task. A = Accountable: The person who is held accountable that the action/task is completed. C = Consulted: The person(s) who is consulted before performing the action/task. I = Informed: The person(s) who is informed after performing the action/task. Step Action/Task Responsible Accountable Consulted Informed 1 2 3 4 5 6 7 8 9 10 6 Enter Key Slide Take Away (Key Point) Here RACI Implementation Training Video by Michael Carew at raci.com International Standards for Lean Six Sigma (ISLSS)
Control Control / Response & Escalation Plan Data Monitor checks the dashboard and learns that I-MR and is out of control Escalates to the Process Owner & Black Belt for special cause identification FMEA is used to update any failure/actions or improvements not recorded Supplier is contacted to review defects and actions Process (x) and Outcome (y) Indicators UOM Target Control Limit Process Owner/ Data Monitor System/ Source What to check Frequency/ Time Procedure Reference (optional) Total number of open tickets at end of day ticket 0 10 Joe Schmoe Remedy Ticket Data Open ticket report on reports screen Daily M-F at 5 pm SOP 7.2 Action if control limit is exceeded: Number of tickets per technician ticket 0 2 Joe Schmoe Remedy Ticket Data Open ticket report on reports screen Daily M-F at 5 pm SOP 7.2 Action if control limit is exceeded: Personal Time Off Schedule people out/day 0 2 Tom Orrow Outlook Calendar Number of staff with PTO for coming week Weekly Friday pm none Action if control limit is exceeded: Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20. Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine root cause and agree on remedy actions. Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less than 200 per day) Process Escalation Map Enter Key Slide Take Away (Key Point) Here Control Plan Training Video by 6ixsigmaorg International Standards for Lean Six Sigma (ISLSS) 7
Business Impact Control  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: ? 8 Enter Key Slide Take Away (Key Point) Here Cost Benefit Analysis Training Video by John Gunyou International Standards for Lean Six Sigma (ISLSS)
Business Impact Details Control  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? 9 Enter Key Slide Take Away (Key Point) Here Direct vs. Indirect Cost Training Video by John Gunyou International Standards for Lean Six Sigma (ISLSS)
Current Status Control  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 Project Status Reporting Training Video by ZOOMtoLearn 10 International Standards for Lean Six Sigma (ISLSS)
Lessons Learned Control 1. ? 2. ? 3. ? 4. ? 5. ? 6. ? 7. ? 8. ? 9. ? 10.? Enter Key Slide Take Away (Key Point) Here How to Capture Lessons Learned Training Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS) 11
Project Contributors Control Steering Team Support Team  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution> Project Ownership Team Deployment Team  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution> Enter Key Slide Take Away (Key Point) Here Respect for People & Culture (Norman Bodek) Video by GAManufacturing International Standards for Lean Six Sigma (ISLSS) 12
Next Steps Control  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 How to assess an improvement idea - Paul Akers Training by George Trachilis 13 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)
Sign Off Control Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or Financial Representative.  Policies & Procedures for the Improve & Control phases were documented & communicated on MM/DD/YY  I understand the New Policies and Procedures  I understand and take responsibility for monitoring the Process Measurements as delineated in the Control Plan  I will report the progress on this sub-process on a regular basis to the customer  I have reviewed this project’s financial benefits with the Champion, Sponsor, and Finance  I understand the corrective action procedure and am responsible for ensuring that action items are completed to hold the gains and capture the financial benefits Enter Name Here “Other” Key Stakeholder Enter Name Here Green Belt/Black Belt Enter Name Here Master Black Belt Enter Name Here Sponsor / Process Owner Enter Name Here Deployment Champion Enter Name Here Financial Representative Enter Name Here Executive Director Enter Name Here “Other” Key Stakeholder Enter Key Slide Take Away (Key Point) Here Being Extreme in Leadership | Jack Welch Video by Mark Thompson International Standards for Lean Six Sigma (ISLSS) 14
Lean Six Sigma Tollgate Control Review Backup Slides International Standards for Lean Six Sigma (ISLSS)
Project Charter Control Problem/Goal Statement Problem: Describe problem in non-technical terms  Statement should explain why project is important; why working on it is a priority Goal: Goals communicate “before” and “after” conditions  Shift mean, variance, or both?  Should impact cost, time, quality dimensions  Express goals using SMART criteria  Specific, Measurable, Attainable, Resource Requirements, Time Boundaries  Explain leverage and strategic implications (if any) Financial Impact Tollgate Review Schedule Team  Scope:  In-Scope/Out-of-Scope  Process Start/Stop  State financial impact of project  Expenses  Investments (inventory, capital, A/R)  Revenues  Separate “hard” from “soft” dollars  State financial impact of leverage opportunities (future projects, replication opportunities, project iterations)  PES Name Project Executive Sponsor (if different from PS)  PS Name Project Sponsor/Process Owner  DC Name Deployment Champion  GB/BB Name Green Belt/Black Belt  MBB Name Master Black Belt Core Team Role % Contrib. LSS Training  Team Member 1 SME XX YB  Team Member 2 TM XX GB  Team Member 3 SME XX PS Extended Team  Team Member 1 BFM XX Not Trained  Team Member 2 IT XX Not Trained Tollgate Scheduled Revised Complete Define: XX/XX/XX - XX/XX/XX Measure: XX/XX/XX XX/XX/XX XX/XX/XX Analyze: XX/XX/XX XX/XX/XX XX/XX/XX Improve: XX/XX/XX XX/XX/XX XX/XX/XX Control: XX/XX/XX XX/XX/XX XX/XX/XX  Review high-level schedule milestones here:  Phase Completions  Tollgate Reviews Enter Key Slide Take Away (Key Point) Here How to Create a Project Charter Training Video by Jason Dodd International Standards for Lean Six Sigma (ISLSS) 16
Measure Overview Control  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 17 Process Capability Graphical Analysis Root Cause / Quick Win Tools Used Process Distribution Training Video by Statisfaction International Standards for Lean Six Sigma (ISLSS)
Analyze Overview Control 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 18 Hypothesis Tests Value-Add Analysis Root Cause / Effect Tools Used Process Cycle Efficiency PCE% Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS)
Control Improve Summary Vital X (root cause) Proof of Causation Practical Solution (process change to address X) Operating Tolerances for X Client IT need to reverify all exit data received from Client HR Average delay between reception of information from Client HR until it reaches NT Admin or general admin Eliminate process - Place accountability on Client HR for information placed into new database. n/a E-mail vendor's contract with Client The SLA has a range of 3- 5 business days for the completion of a delete request E-mail vendor instituted new web interface for all add/delete requests, vastly improving request processing time. 1 - 2 days E-mail vendor's contract with Client The SLA has a range of 3- 5 business days for the completion of a delete request E-mail vendor instituted new web interface for all add/delete requests, vastly improving request processing time. 1 - 2 days How the solution was determined:  What was the solution selection tool used?  What project management tools were used?  Cost/benefit analysis?  Include any other tools or methods used 1. ? 2. ? 3. ? 4. ? 5. ? Enter Key Slide Take Away (Key Point) Here “What Does a Good Leader or Coach Do?” Video by Lean Leadership Institute 19 Solution Selection Criteria Pilot and Implementation Plan International Standards for Lean Six Sigma (ISLSS)
Control Control Tollgate Checklist  Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system?  Has the necessary training for process owners/operators been performed?  Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?  Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?  Has the Benefits Realization Schedule been verified by the Financial Representative?  Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?  Has a final Storyboard documenting the project work been developed?  Has the team forwarded other issues/opportunities, which were not able to be addressed, to senior management?  Have “lessons learned” been captured?  Have replication opportunities been identified and communicated?  Has the hard work and successful efforts of our team been celebrated? Deliverables: Tollgate Review  SOP’s  Training Plan  Process Control System  Benefits Realization Schedule, validated by Financial Representative  Validated Solution  Replication/ Standardization Plan  Lessons Learned  Transitioned Project  Project Risk Performance  Deliverables Uploaded to Central Storage Location or Deployment Management System Has the team implemented the solution, and a control plan to insure the process is robust to change? Control Phase Success Criteria Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS) 20
Control  Define the opportunity from both the customer  Identify the critical X factors  Develop solutions linked to critical x’s 21 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 Driving Strategic Transformation Programs by i-nexus International Standards for Lean Six Sigma (ISLSS)
Control Total Gage R&R 17.12 41.38 Repeatability 17.12 41.38 Reproducibility 0.00 0.00 operator 0.00 0.00 Part-To-Part 82.88 91.04 Total Variation 100.00 100.00 For Continuous Data, use Minitab GR&R Study Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from part-to-part measured Gage name: Date of study: Reported by: Tolerance: Misc: 110 1 2 0 100 90 80 70 60 50 40 30 20 10 Xbar Chart by operator 3.0SL=75.30 X=59.80 -3.0SL=44.30 80 1 2 0 70 60 50 40 30 20 10 0 R Chart by operator 3.0SL=56.83 R=26.87 -3.0SL=0.00E+00 1 2 3 4 100 90 80 70 60 50 40 30 20 part operator operator*part Interaction Average 1 2 1 2 100 90 80 70 60 50 40 30 20 10 Oper Response By operator 1 2 3 4 100 90 80 70 60 50 40 30 20 10 part Response By part %Total Var %Study Var Gage R&R Repeat Reprod Part-to-Part 100 50 0 Components of Variation Percent Gage R&R (ANOVA) for time Measurement Systems Analysis (Optional) For Discrete data, use AR&R Excel Tool For more information, see Notes section of this slide Known Population Individual 1 Individual 2 Match Match Sample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known 1 pass pass pass pass pass N N 2 pass pass pass pass pass N N 3 fail fail fail fail pass N N 4 fail fail fail fail fail Y Y 5 fail fail fail pass fail N N 6 pass pass pass pass pass Y Y 7 pass fail fail fail fail Y N 8 pass pass pass pass pass Y Y 9 fail pass pass pass pass Y N 10 fail pass pass fail fail N N 11 pass pass pass pass pass Y Y 12 pass pass pass pass pass Y Y 13 fail fail fail fail fail Y Y 14 fail fail fail pass fail N N 15 pass pass pass pass pass Y Y 16 fail fail fail pass fail N N 17 fail fail fail fail fail Y Y 18 fail fail fail fail fail Y Y 19 pass pass pass pass pass Y Y 20 fail fail fail fail fail Y Y "REPEATABILITY" -> 100.00% 80.00% "ACCURACY" -> 85.00% 70.00% "OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00% "OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00% Enter Key Slide Take Away (Key Point) Here Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon International Standards for Lean Six Sigma (ISLSS) 22
Control Control Chart (Optional) 0 50 100 150 0.10 0.05 0.00 Sample Number Proportion P Chart for Total Defectives 3.0SL=0.08162 P=0.03817 -3.0SL=0.00E+00 Feb/Mar Data Confirms Process Has Remained In Control Control Chart Findings  ?  ?  ?  ?  ? Enter Key Slide Take Away (Key Point) Here How To Create P-Charts by SigmaXL International Standards for Lean Six Sigma (ISLSS) 23
Control Takt Board – Monitor (Optional) TAKT BOARD: <Department Name> Last Week: <CTQ> This Week: <CTQ> Day Scheduled Actual Diff (+/-) Comments Enter Key Slide Take Away (Key Point) Here Made to Order Manage Takt with Quoted Time Video by Greg Lane International Standards for Lean Six Sigma (ISLSS) 24
Control Mistake Proofing (Poke Yoke) (Optional)  Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function.  Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0)  Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns)  Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)  Install error metrics for error tracking ($100) Enter Key Slide Take Away (Key Point) Here Poka-Yoke and Chaku-Chaku Training Video by TLC International Standards for Lean Six Sigma (ISLSS) 25
Control Cultural/Educational Issues (Optional)  Force Field Analysis: 1. Select a process control method & explain why this choice for your project. 2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls & potential solutions using the Force-Field Analysis Table Driving Forces Restraining Forces Enter Key Slide Take Away (Key Point) Here Force Field Analysis Training Video by DePaul University/SNL Online International Standards for Lean Six Sigma (ISLSS) 26
Control Skills Matrix (Optional)  Visual management is an important part of any implementation.  Define each team members ability to perform skills  Develop Improvement Plan. Enter Key Slide Take Away (Key Point) Here Skills Matrix Training Video by BMGI International Standards for Lean Six Sigma (ISLSS) 27
Control Replication (Optional)  Replication Goals  29% X$ savings captured with 1st completed project in 10 week project  70% X$ savings captured with 5 locations replicated in 6 months  100% X$ savings captured with 9 locations replicated in 9 months  Replication Strategy  Build change team  Train / Kaizen  Dashboard Metrics 10 Weeks 6 Months 9 Months  1st completed project (29%)  5 locations standardized (70%)  9 locations Replicated (100%) Enter Key Slide Take Away (Key Point) Here Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group International Standards for Lean Six Sigma (ISLSS) 28
Lean Six Sigma Co n t ro l Additional Resources
Control 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. 30 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)
Lean Six Sigma Resources Control 31  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
Control 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 32 Six Sigma Jobs; +200 Discussions; +500 Comments +280,000 Members – Come Join the Conversation International Standards for Lean Six Sigma (ISLSS)
Control Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 33 See Notes Section for Links to Lean Six Sigma Group Contributors International Standards for Lean Six Sigma (ISLSS)
Control Lean Six Sigma Control Phase Video References – Set 18 34 Lean Six Sigma Online Training Video by the Process Excellence Network Case Study: Improve Customer Satisfaction Video by Chris Noguera Display Histograms & Process Capability Reports Video by SigmaXL Inc. How to Become an Effective FMEA Practitioner Training Video by ReliaSoft Join the Lean Six Sigma Leadership Group: http://www.linkedin.com/groups?gid=3151087 International Standards for Lean Six Sigma (ISLSS) RACI Implementation Video by Michael Carew at raci.com Control Plan Training Video by 6ixsigmaorg Cost Benefit Analysis Video by John Gunyou Direct vs. Indirect Cost Video by John Gunyou
Control Lean Six Sigma Control Phase Video References – Set 19 35 Project Status Reporting Training Video by ZOOMtoLearn How to Capture Lessons Learned Training Video by projectmanagervideos Respect for People & Culture (Norman Bodek) Video by GAManufacturing How to assess an improvement idea - Paul Akers Training by George Trachilis Join the Process Excellence Network Group: https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889 International Standards for Lean Six Sigma (ISLSS) Being Extreme in Leadership | Jack Welch Video by Mark Thompson How to Create a Project Charter Training Video by Jason Dodd Process Distribution Training Video by Statisfaction Process Cycle Efficiency PCE% Training Video by Gemba Academy
Control Lean Six Sigma Control Phase Video References – Set 20 36 “What Does a Good Leader or Coach Do?” Video by the Lean Leadership Institute Control Phase Success Criteria Training Video by educatevirtually Driving Strategic Transformation Programs by i-nexus Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon Join the Gemba Academy Group: https://www.linkedin.com/groups/Gemba-Academy-1844998 International Standards for Lean Six Sigma (ISLSS) How To Create P-Charts by SigmaXL Made to Order Manage Takt with Quoted Time Video by Greg Lane Poka-Yoke and Chaku- Chaku Video by TLC Force Field Analysis Video by DePaul University/SNL Online
Control Lean Six Sigma Control Phase Video References – Set 21 37 Join the Lean Six Sigma Teams (Yellow Belt) Group: http://www.linkedin.com/groups?gid=3765214 International Standards for Lean Six Sigma (ISLSS) Skills Matrix Training Video by BMGI Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group

More Related Content

PPTX
Lean Six Sigma Yellow Belt.pptx
byMohammad Amr
 
PPT
Value stream mapping training
byJusto Castellon
 
PDF
Value Stream Mapping: From Tool to Management Practice
byTKMG, Inc.
 
PDF
Value Stream Mapping
byTKMG, Inc.
 
PDF
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
byTKMG, Inc.
 
PPTX
Agile adoption vs Agile transformation
byMatthew Moran
 
PDF
Value Stream Mapping: What to Do Before You Dive In
byTKMG, Inc.
 
DOC
Project closeout-report
bySandeep Sharma IIMK Smart City,IoT,Bigdata,Cloud,BI,DW
 
Lean Six Sigma Yellow Belt.pptx
byMohammad Amr
 
Value stream mapping training
byJusto Castellon
 
Value Stream Mapping: From Tool to Management Practice
byTKMG, Inc.
 
Value Stream Mapping
byTKMG, Inc.
 
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
byTKMG, Inc.
 
Agile adoption vs Agile transformation
byMatthew Moran
 
Value Stream Mapping: What to Do Before You Dive In
byTKMG, Inc.
 
Project closeout-report
bySandeep Sharma IIMK Smart City,IoT,Bigdata,Cloud,BI,DW
 

What's hot

PDF
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
byTKMG, Inc.
 
PPTX
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...
byBranislav Gablas PMP (5k)
 
PDF
Value stream mapping for non manufacturing environments
byAssociation for Manufacturing Excellence
 
PDF
Value Stream Transformation: 10 Keys to Success
byTKMG, Inc.
 
PPTX
Improve phase lean six sigma tollgate template
bySteven Bonacorsi
 
PDF
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
byTKMG, Inc.
 
PPTX
PMP Mind Maps Complete
byKareemBullard1
 
PDF
Value Stream Mapping in Office and Service
byTKMG, Inc.
 
PDF
PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six S...
byGoLeanSixSigma.com
 
PDF
Value Stream Mapping in Office & Service Setttings
byTKMG, Inc.
 
PDF
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)
byTKMG, Inc.
 
PPTX
Agile business analyst
byTechcanvass
 
PDF
8 steps pdca
byYudha Satya Perdana
 
PPTX
Analyze phase lean six sigma tollgate template
bySteven Bonacorsi
 
PDF
IT Demand and Delivery Management
byDavid Messineo
 
PPT
Value Stream Mapping -The Concept
bySubhrajyoti Parida
 
PPT
Simple Process Mapping Techniques
byStephen Deas
 
PDF
Lean Six Sigma Projects
byJulian Kalac P.Eng
 
PDF
How A Single Black Belt Project Jump Starts a Successful Lean Six Sigma Effort
byGoLeanSixSigma.com
 
PDF
Metricas ageis
byRodrigo Oliveira, Msc, PMP
 
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...
byTKMG, Inc.
 
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...
byBranislav Gablas PMP (5k)
 
Value stream mapping for non manufacturing environments
byAssociation for Manufacturing Excellence
 
Value Stream Transformation: 10 Keys to Success
byTKMG, Inc.
 
Improve phase lean six sigma tollgate template
bySteven Bonacorsi
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
byTKMG, Inc.
 
PMP Mind Maps Complete
byKareemBullard1
 
Value Stream Mapping in Office and Service
byTKMG, Inc.
 
PROJECT STORYBOARD: Reducing Purchase Order Lead Time by 33% Using Lean Six S...
byGoLeanSixSigma.com
 
Value Stream Mapping in Office & Service Setttings
byTKMG, Inc.
 
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)
byTKMG, Inc.
 
Agile business analyst
byTechcanvass
 
8 steps pdca
byYudha Satya Perdana
 
Analyze phase lean six sigma tollgate template
bySteven Bonacorsi
 
IT Demand and Delivery Management
byDavid Messineo
 
Value Stream Mapping -The Concept
bySubhrajyoti Parida
 
Simple Process Mapping Techniques
byStephen Deas
 
Lean Six Sigma Projects
byJulian Kalac P.Eng
 
How A Single Black Belt Project Jump Starts a Successful Lean Six Sigma Effort
byGoLeanSixSigma.com
 
Metricas ageis
byRodrigo Oliveira, Msc, PMP
 

Viewers also liked

PPTX
Measure phase lean six sigma tollgate template
bySteven Bonacorsi
 
PDF
Identifying and nurturing unexpected utility - 383 Byte Breakfast
by383
 
PDF
2nd Annual Design Thinking for Banking and Financial Services
byNicholas Baker
 
PPTX
Designing with empathy in Financial Services
by383
 
PPTX
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast
by383
 
PDF
Banking Industry Leverages Lean
byscottomullen
 
PPTX
Driving Innovation Within Large Organisations - 383 Byte
by383
 
PDF
Six Sigma for Beginners- Yellow and Green Belt
byRajiv Tiwari
 
PPTX
Fan enablement, not engagement by 383
by383
 
PPTX
Lean six sigma tollgate checklists
bySteven Bonacorsi
 
PPTX
Define phase lean six sigma tollgate template
bySteven Bonacorsi
 
PPTX
Six Sigma Yellow Belt
bySudhakar Selka
 
PDF
Bank of America presentation
bySANDESH GHOSAL
 
PDF
Design Thinking Method Cards (Beta 1.0)
byBoris Friedrich Milkowski
 
PDF
Customer Journey Mapping and CX Research
byMarc Stickdorn
 
PPTX
Design Thinking Method Cards
byDesign Thinking HSG
 
PDF
Mapping the customer experience: innovate using customer experience journey maps
byJoyce Hostyn
 
PPTX
Customer Journey Map Template
byOpsPanda
 
PDF
IDEO's design thinking.
byBeeCanvas
 
PDF
Design Thinking - Bootcamp
byJan Schmiedgen
 
Measure phase lean six sigma tollgate template
bySteven Bonacorsi
 
Identifying and nurturing unexpected utility - 383 Byte Breakfast
by383
 
2nd Annual Design Thinking for Banking and Financial Services
byNicholas Baker
 
Designing with empathy in Financial Services
by383
 
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast
by383
 
Banking Industry Leverages Lean
byscottomullen
 
Driving Innovation Within Large Organisations - 383 Byte
by383
 
Six Sigma for Beginners- Yellow and Green Belt
byRajiv Tiwari
 
Fan enablement, not engagement by 383
by383
 
Lean six sigma tollgate checklists
bySteven Bonacorsi
 
Define phase lean six sigma tollgate template
bySteven Bonacorsi
 
Six Sigma Yellow Belt
bySudhakar Selka
 
Bank of America presentation
bySANDESH GHOSAL
 
Design Thinking Method Cards (Beta 1.0)
byBoris Friedrich Milkowski
 
Customer Journey Mapping and CX Research
byMarc Stickdorn
 
Design Thinking Method Cards
byDesign Thinking HSG
 
Mapping the customer experience: innovate using customer experience journey maps
byJoyce Hostyn
 
Customer Journey Map Template
byOpsPanda
 
IDEO's design thinking.
byBeeCanvas
 
Design Thinking - Bootcamp
byJan Schmiedgen
 

Similar to Control phase lean six sigma tollgate template

PPTX
Lean six sigma executive overview (case study) templates
bySteven Bonacorsi
 
PPTX
Measure phase lean six sigma tollgate template
bySteven Bonacorsi
 
PPTX
Improve phase lean six sigma tollgate template
bySteven Bonacorsi
 
PPT
LSS Intro
byevansjr
 
PPT
Lean Six Sigma Awareness Handouts
byguest0981f4
 
PPT
Lean Six Sigma Awareness Handouts
byguest0981f4
 
PPTX
An Introduction to Lean Six Sigma for Bilginer
byArupMukherjee32
 
PPTX
An introduction to lean six sigma
byRahul Singh
 
PPTX
An introduction to lean six sigma
byRashil Shah
 
PPTX
An Introduction to Lean Six Sigma.pptx
byDrmahmoudAhmedabdeen1
 
PPTX
Analyze Phase Lean Six Sigma Tollgate Templates
bySteven Bonacorsi
 
PPTX
Lean Six Sigma - Introduction
byvivek pandey
 
PPTX
Lean Six Sigma
bySylwia Kurkowska
 
PPT
Lean Six Sigma Overview
bylearnsigma
 
PPT
Introducing Six Sigma
byPhi Jack
 
PPTX
Six sigma vs lean
bykiran
 
PDF
Are You Lean ?
byflevko
 
PDF
Lean Six Sigma methodology
byRamiro Cid
 
PPTX
Service operation management 4
byJudianto Nugroho
 
PPT
Integrating lssiso9ts
byOmnex Inc.
 
Lean six sigma executive overview (case study) templates
bySteven Bonacorsi
 
Measure phase lean six sigma tollgate template
bySteven Bonacorsi
 
Improve phase lean six sigma tollgate template
bySteven Bonacorsi
 
LSS Intro
byevansjr
 
Lean Six Sigma Awareness Handouts
byguest0981f4
 
Lean Six Sigma Awareness Handouts
byguest0981f4
 
An Introduction to Lean Six Sigma for Bilginer
byArupMukherjee32
 
An introduction to lean six sigma
byRahul Singh
 
An introduction to lean six sigma
byRashil Shah
 
An Introduction to Lean Six Sigma.pptx
byDrmahmoudAhmedabdeen1
 
Analyze Phase Lean Six Sigma Tollgate Templates
bySteven Bonacorsi
 
Lean Six Sigma - Introduction
byvivek pandey
 
Lean Six Sigma
bySylwia Kurkowska
 
Lean Six Sigma Overview
bylearnsigma
 
Introducing Six Sigma
byPhi Jack
 
Six sigma vs lean
bykiran
 
Are You Lean ?
byflevko
 
Lean Six Sigma methodology
byRamiro Cid
 
Service operation management 4
byJudianto Nugroho
 
Integrating lssiso9ts
byOmnex Inc.
 

More from Steven Bonacorsi

DOCX
Benefits of lean six sigma contract staffing
bySteven Bonacorsi
 
PDF
A proven way to maximize the achievement of strategic goals
bySteven Bonacorsi
 
PDF
How and why to use strategy execution technology to deploy your 5 s
bySteven Bonacorsi
 
PDF
St John Case Study Promapp
bySteven Bonacorsi
 
PDF
Promapp Case Study Toyota
bySteven Bonacorsi
 
PDF
Promapp Case Study Taupo District Council
bySteven Bonacorsi
 
PDF
Promapp Case Study SAI Global
bySteven Bonacorsi
 
PDF
Promapp Case Study McDonalds
bySteven Bonacorsi
 
PDF
Promapp Case Study Genesis Energy
bySteven Bonacorsi
 
PDF
Promapp Case Study Cial
bySteven Bonacorsi
 
PDF
Mildura Case Study Promapp
bySteven Bonacorsi
 
PDF
Colorpak Promapp Case Study
bySteven Bonacorsi
 
PDF
Promapp Case Study Nexans Olex
bySteven Bonacorsi
 
PDF
Lumo Case Study Promapp
bySteven Bonacorsi
 
PDF
Free Lean Six Sigma Templates
bySteven Bonacorsi
 
PDF
Business process management case studies
bySteven Bonacorsi
 
PPTX
Lean six sigma tollgate template videos only
bySteven Bonacorsi
 
PDF
14th Annual Asian Lean Six Sigma And Process Improvement Summit
bySteven Bonacorsi
 
PDF
Improving Your Strategic Focus &amp; Performance Dan Ryan
bySteven Bonacorsi
 
PDF
Advanced Performance Measurement Workshop Develop Measures That Drive Perform...
bySteven Bonacorsi
 
Benefits of lean six sigma contract staffing
bySteven Bonacorsi
 
A proven way to maximize the achievement of strategic goals
bySteven Bonacorsi
 
How and why to use strategy execution technology to deploy your 5 s
bySteven Bonacorsi
 
St John Case Study Promapp
bySteven Bonacorsi
 
Promapp Case Study Toyota
bySteven Bonacorsi
 
Promapp Case Study Taupo District Council
bySteven Bonacorsi
 
Promapp Case Study SAI Global
bySteven Bonacorsi
 
Promapp Case Study McDonalds
bySteven Bonacorsi
 
Promapp Case Study Genesis Energy
bySteven Bonacorsi
 
Promapp Case Study Cial
bySteven Bonacorsi
 
Mildura Case Study Promapp
bySteven Bonacorsi
 
Colorpak Promapp Case Study
bySteven Bonacorsi
 
Promapp Case Study Nexans Olex
bySteven Bonacorsi
 
Lumo Case Study Promapp
bySteven Bonacorsi
 
Free Lean Six Sigma Templates
bySteven Bonacorsi
 
Business process management case studies
bySteven Bonacorsi
 
Lean six sigma tollgate template videos only
bySteven Bonacorsi
 
14th Annual Asian Lean Six Sigma And Process Improvement Summit
bySteven Bonacorsi
 
Improving Your Strategic Focus &amp; Performance Dan Ryan
bySteven Bonacorsi
 
Advanced Performance Measurement Workshop Develop Measures That Drive Perform...
bySteven Bonacorsi
 

Recently uploaded

DOCX
Trusted Marketplace for Buying Snapchat Accounts.docx
byPremium Phone Verified Account Providers
 
DOCX
How Verified Cash App Accounts Work and How to Buy.docx
byhttps://pvaisback.com/product/buy-old-gmail-accounts/
 
PPTX
Finding Product-Market Fit in the Age of AI
byJeffrey Bussgang
 
PPTX
Keynote: The Modern CMO: Architect of Growth. Guardian of Credibility.
byArmis Inc
 
PDF
12 Best Marketplaces to Buy Twitter Aged Profiles USA.pdf
byilmaariba0
 
DOCX
Best Top 7 sites to Buy Old Gmail Accounts (PVA & Aged).docx
byhttps://pvaallit.com/product/buy-google-5-star-reviews/
 
PDF
OIL CHECK 500 Portable - Air Quality Monitoring System
byCS Instruments
 
PDF
enterprise software is not dead and here is why
bywangbin26
 
PDF
Retail Store Scavenger Hunt - Jason Roig
byroigjason
 
PPTX
Nightingale Ai Proptech Saas Real Estate
bysnheating1
 
PDF
Doing KPIs Right: a KEY to Analytics (and AI!) Impact!
byTim Wilson
 
PDF
A Guide to Easily Buying Second-Hand GitHub Accounts.pdf
byhttps://pvaallit.com/product/buy-google-5-star-reviews/
 
PDF
The Best Places to Buy Verified Facebook Ads Accounts in the USA.pdf
byaiasbtcnwf43323w2nj9
 
PPTX
REVIEWER-3rd-quarter-exam-mathematics.pptx
bydominicdaltoncaling2
 
PDF
How Unlock Buy Verified Cash App Accounts?
byWei Huang
 
DOCX
Best 19 Sites to Buy Old Gmail Accounts .docx
byhttps://propvaservice.com/product/buy-old-gmail-accounts/
 
PDF
Benefits Quarterly, Vol. 37, Fourth Quarter 2021.pdf
byHenry Tapper
 
DOCX
How to Buy Verified OnlyFans Creator Accounts – Real, Original & PVA.docx
byPremium Phone Verified Account Providers
 
PDF
Vision.pdf TPR document on trusteeship and governance
byHenry Tapper
 
DOCX
A Complete Manual for Bulk Buying Old Gmail Accounts.docx
byhttps://propvaservice.com/product/buy-old-gmail-accounts/
 
Trusted Marketplace for Buying Snapchat Accounts.docx
byPremium Phone Verified Account Providers
 
How Verified Cash App Accounts Work and How to Buy.docx
byhttps://pvaisback.com/product/buy-old-gmail-accounts/
 
Finding Product-Market Fit in the Age of AI
byJeffrey Bussgang
 
Keynote: The Modern CMO: Architect of Growth. Guardian of Credibility.
byArmis Inc
 
12 Best Marketplaces to Buy Twitter Aged Profiles USA.pdf
byilmaariba0
 
Best Top 7 sites to Buy Old Gmail Accounts (PVA & Aged).docx
byhttps://pvaallit.com/product/buy-google-5-star-reviews/
 
OIL CHECK 500 Portable - Air Quality Monitoring System
byCS Instruments
 
enterprise software is not dead and here is why
bywangbin26
 
Retail Store Scavenger Hunt - Jason Roig
byroigjason
 
Nightingale Ai Proptech Saas Real Estate
bysnheating1
 
Doing KPIs Right: a KEY to Analytics (and AI!) Impact!
byTim Wilson
 
A Guide to Easily Buying Second-Hand GitHub Accounts.pdf
byhttps://pvaallit.com/product/buy-google-5-star-reviews/
 
The Best Places to Buy Verified Facebook Ads Accounts in the USA.pdf
byaiasbtcnwf43323w2nj9
 
REVIEWER-3rd-quarter-exam-mathematics.pptx
bydominicdaltoncaling2
 
How Unlock Buy Verified Cash App Accounts?
byWei Huang
 
Best 19 Sites to Buy Old Gmail Accounts .docx
byhttps://propvaservice.com/product/buy-old-gmail-accounts/
 
Benefits Quarterly, Vol. 37, Fourth Quarter 2021.pdf
byHenry Tapper
 
How to Buy Verified OnlyFans Creator Accounts – Real, Original & PVA.docx
byPremium Phone Verified Account Providers
 
Vision.pdf TPR document on trusteeship and governance
byHenry Tapper
 
A Complete Manual for Bulk Buying Old Gmail Accounts.docx
byhttps://propvaservice.com/product/buy-old-gmail-accounts/
 

Control phase lean six sigma tollgate template

  • 1.
    Lean Six SigmaControl Phase Control Tollgate Review
  • 2.
    Control Lean SixSigma DMAIC Tools and Activities  Review Project Charter  Validate High-Level Value Stream Map and Scope  Validate Voice of the Customer & Voice of the Business  Validate Problem Statement and Goals  Validate Financial Benefits  Create Communication Plan  Select and Launch Team  Develop Project Schedule  Complete Define Tollgate  Identify Root Causes  Reduce List of Potential Root Causes  Confirm Root Cause to Output Relationship  Estimate Impact of Root Causes on Key Outputs  Prioritize Root Causes  Value-Add Analysis  Takt Rate Analysis  Quick Wins  Statistical Analysis  Complete Analyze Tollgate  Develop Potential Solutions  Evaluate, Select, and Optimize Best Solutions  Develop ‘To-Be’ Value Stream Map(s)  Develop and Implement Pilot Solution  Implement 5s Program  Develop Full Scale Implementation Plan  Cost/Benefit Analysis  Benchmarking  Complete Improve Tollgate  Develop SOP’s, Training Plan & Process Controls  Implement Solution and Ongoing Process Measurements  Confirm Attainment of Project Goals  Identify Project Replication Opportunities  Training  Complete Control Tollgate  Transition Project to Process Owner  Project Charter  Voice of the Customer and Kano Analysis  SIPOC Map  Project Valuation/ROIC Analysis Tools  RACI and Quad Charts  Stakeholder Analysis  Communication Plan  Effective Meeting Tools  Inquiry and Advocacy Skills  Time Lines, Milestones, and Gantt Charting  Pareto Analysis  Value Stream Mapping  Process Cycle Efficiency/Little’s Law  Operational Definitions  Data Collection Plan  Statistical Sampling  Measurement System Analysis (MSA)  Gage R&R  Kappa Studies  Control Charts  Spaghetti Diagrams  Histograms  Normality Test  Process Capability Analysis  Process Constraint ID and Takt Time Analysis  Cause & Effect Analysis  FMEA  Hypothesis Tests/Conf. Intervals  Simple & Multiple Regression  ANOVA  Components of Variation  Conquering Product and Process Complexity  Queuing Theory  Replenishment Pull/Kanban  Stocking Strategy  Process Flow Improvement  Process Balancing  Analytical Batch Sizing  Total Productive Maintenance  Design of Experiments (DOE)  Solution Selection Matrix  Piloting and Simulation Work Control System  Setup reduction  Pugh Matrix  Pull System  Mistake-Proofing/ Zero Defects  Standard Operating Procedures (SOP’s)  Process Control Plans  Visual Process Control Tools  MGPP  Statistical Process Controls (SPC)  Solution Replication  Visual Workplace  Metrics  Project Transition Model  Team Feedback Session  Value Stream Map Flow  Identify Key Input, Process and Output Metrics  Develop Operational Definitions  Develop Data Collection Plan  Validate Measurement System  Collect Baseline Data  Determine Process Capability  Complete Measure Tollgate Define Measure Analyze Improve Control Kaizen Events Targeted in Measure to Accelerate Results Lean Six Sigma Online Training Video by the Process Excellence Network International Standards for Lean Six Sigma (ISLSS) 2
  • 3.
    Control Summary Control  ?  ?  ?  ?  ? Documentation  Provide any necessary training Translation project within/ outside of region/function:  Any resulting spin-off projects initiated  Any Replication in other locations? Communication:  Communicate project results with customer  Communicate results with the business Include text here to explain highlights of the plan to monitor and respond to variation in y’s and x’s Baseline Improved Units ? ? Defects ? ? DPMO ? ? Mean* ? ? PCE% ? ? Std. Deviation* ? ? Sigma (ST) ? ? Sigma (LT) ? ?  ?  ?  ?  ?  ? Summarize benefits to the internal/external customers here. Start tracking benefits from date of implementation of Improve Phase Improvements. Enter Key Slide Take Away (Key Point) Here 3 Control/Response Plan Highlights Benefits of Project Sigma Levels/Improvements Communication & Translation Case Study: Improve Customer Satisfaction Video by Chris Noguera International Standards for Lean Six Sigma (ISLSS)
  • 4.
    Control Descriptive Statistics Process Capability Process Capability Analysis for Cholesterol ST LT Process Capability Analysis for Control Cholesterol 120 140 160 180 200 220 240 260 USL PPM < LSL PPM > USL * 151146.50 * 133333.33 * 116152.65 140 160 180 200 220 240 220.000 * * 193.133 30 26.0455 22.4931 * 0.34 * 0.34 * Cholesterol * 0.40 * PPM < LSL PPM > USL Capability PPM < LSL PPM > USL PPM < LSL PPM > USL Capability Observed Performance Expected ST Performance Expected LT Performance PPM < LSL PPM > USL Display Histograms PPM Total & Process Capability Reports Video by SigmaXL Inc. PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total * 16153.51 16153.51 * 43119.06 43119.06 * 0.00 0.00 220.000 * * 184.967 30 20.4206 16.3662 * 0.57 * 0.57 * * 0.71 * 0.71 Data ST LT USL PPM Total PPM Total PPM Total USL Target LSL Mean Sample N StDev (ST) StDev (LT) Process Data Potential * Overall (LT) Capability USL 116152.65 Cp 116152.65 151146.50 133333.33 0.40 Observed Performance Expected ST Performance Expected LT Performance Capability ST LT Target CPU LSL CPL Mean Cpk Sample N Cpm StDev (ST) StDev (LT) Pp Cp PPU CPU PPL Ppk 220.000 * * 193.133 30 26.0455 22.4931 * (ST) Capability 220.000 * 0.34 * * 184.967 0.34 * * 30 20.4206 16.3662 * 0.40 * 0.57 0.40 Process Data CPL * Potential (ST) Capability (Baseline) (Improved) Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) 4 260 ST LT 240 260 PPM Total 116152.65 Expected LT Performance
  • 5.
    Control Item/ ProcessStep Potential Failure Mode Potential Failure Effects Severity # Causes of Failure Occurrence # Current Control Detection # RPN Recommended Action Responsibility Target Completion Date Actual Date Action Completed New Severity # New Occurance # New Detection # New RPN Example Document not Received delay of scheduled delivery 7 User forgot to update system and send document 3 Call user to escalate issue 7 147 Automate system settings for missing field values and auto send Ima N. Charge, Program Manager Joe Schmoe, Process Mgr 9/30/2005 10/20/2005 7 1 1 7 FMEA  Risk Analysis recommended actions (Key Speaking Points)  Rating Index  Total Current Risk Priority Number (RPN) Risk Enter Key Slide Take Away (Key Point) Here How to Become an Effective FMEA Practitioner Training Video by ReliaSoft International Standards for Lean Six Sigma (ISLSS) 5
  • 6.
    Control RACI Chart (Optional) R = Responsible: The person who performs the action/task. A = Accountable: The person who is held accountable that the action/task is completed. C = Consulted: The person(s) who is consulted before performing the action/task. I = Informed: The person(s) who is informed after performing the action/task. Step Action/Task Responsible Accountable Consulted Informed 1 2 3 4 5 6 7 8 9 10 6 Enter Key Slide Take Away (Key Point) Here RACI Implementation Training Video by Michael Carew at raci.com International Standards for Lean Six Sigma (ISLSS)
  • 7.
    Control Control /Response & Escalation Plan Data Monitor checks the dashboard and learns that I-MR and is out of control Escalates to the Process Owner & Black Belt for special cause identification FMEA is used to update any failure/actions or improvements not recorded Supplier is contacted to review defects and actions Process (x) and Outcome (y) Indicators UOM Target Control Limit Process Owner/ Data Monitor System/ Source What to check Frequency/ Time Procedure Reference (optional) Total number of open tickets at end of day ticket 0 10 Joe Schmoe Remedy Ticket Data Open ticket report on reports screen Daily M-F at 5 pm SOP 7.2 Action if control limit is exceeded: Number of tickets per technician ticket 0 2 Joe Schmoe Remedy Ticket Data Open ticket report on reports screen Daily M-F at 5 pm SOP 7.2 Action if control limit is exceeded: Personal Time Off Schedule people out/day 0 2 Tom Orrow Outlook Calendar Number of staff with PTO for coming week Weekly Friday pm none Action if control limit is exceeded: Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20. Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine root cause and agree on remedy actions. Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less than 200 per day) Process Escalation Map Enter Key Slide Take Away (Key Point) Here Control Plan Training Video by 6ixsigmaorg International Standards for Lean Six Sigma (ISLSS) 7
  • 8.
    Business Impact Control  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: ? 8 Enter Key Slide Take Away (Key Point) Here Cost Benefit Analysis Training Video by John Gunyou International Standards for Lean Six Sigma (ISLSS)
  • 9.
    Business Impact DetailsControl  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? 9 Enter Key Slide Take Away (Key Point) Here Direct vs. Indirect Cost Training Video by John Gunyou International Standards for Lean Six Sigma (ISLSS)
  • 10.
    Current Status Control  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 Project Status Reporting Training Video by ZOOMtoLearn 10 International Standards for Lean Six Sigma (ISLSS)
  • 11.
    Lessons Learned Control 1. ? 2. ? 3. ? 4. ? 5. ? 6. ? 7. ? 8. ? 9. ? 10.? Enter Key Slide Take Away (Key Point) Here How to Capture Lessons Learned Training Video by projectmanagervideos International Standards for Lean Six Sigma (ISLSS) 11
  • 12.
    Project Contributors Control Steering Team Support Team  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution> Project Ownership Team Deployment Team  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution>  <Name>: <Contribution> Enter Key Slide Take Away (Key Point) Here Respect for People & Culture (Norman Bodek) Video by GAManufacturing International Standards for Lean Six Sigma (ISLSS) 12
  • 13.
    Next Steps Control  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 How to assess an improvement idea - Paul Akers Training by George Trachilis 13 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)
  • 14.
    Sign Off Control Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or Financial Representative.  Policies & Procedures for the Improve & Control phases were documented & communicated on MM/DD/YY  I understand the New Policies and Procedures  I understand and take responsibility for monitoring the Process Measurements as delineated in the Control Plan  I will report the progress on this sub-process on a regular basis to the customer  I have reviewed this project’s financial benefits with the Champion, Sponsor, and Finance  I understand the corrective action procedure and am responsible for ensuring that action items are completed to hold the gains and capture the financial benefits Enter Name Here “Other” Key Stakeholder Enter Name Here Green Belt/Black Belt Enter Name Here Master Black Belt Enter Name Here Sponsor / Process Owner Enter Name Here Deployment Champion Enter Name Here Financial Representative Enter Name Here Executive Director Enter Name Here “Other” Key Stakeholder Enter Key Slide Take Away (Key Point) Here Being Extreme in Leadership | Jack Welch Video by Mark Thompson International Standards for Lean Six Sigma (ISLSS) 14
  • 15.
    Lean Six SigmaTollgate Control Review Backup Slides International Standards for Lean Six Sigma (ISLSS)
  • 16.
    Project Charter Control Problem/Goal Statement Problem: Describe problem in non-technical terms  Statement should explain why project is important; why working on it is a priority Goal: Goals communicate “before” and “after” conditions  Shift mean, variance, or both?  Should impact cost, time, quality dimensions  Express goals using SMART criteria  Specific, Measurable, Attainable, Resource Requirements, Time Boundaries  Explain leverage and strategic implications (if any) Financial Impact Tollgate Review Schedule Team  Scope:  In-Scope/Out-of-Scope  Process Start/Stop  State financial impact of project  Expenses  Investments (inventory, capital, A/R)  Revenues  Separate “hard” from “soft” dollars  State financial impact of leverage opportunities (future projects, replication opportunities, project iterations)  PES Name Project Executive Sponsor (if different from PS)  PS Name Project Sponsor/Process Owner  DC Name Deployment Champion  GB/BB Name Green Belt/Black Belt  MBB Name Master Black Belt Core Team Role % Contrib. LSS Training  Team Member 1 SME XX YB  Team Member 2 TM XX GB  Team Member 3 SME XX PS Extended Team  Team Member 1 BFM XX Not Trained  Team Member 2 IT XX Not Trained Tollgate Scheduled Revised Complete Define: XX/XX/XX - XX/XX/XX Measure: XX/XX/XX XX/XX/XX XX/XX/XX Analyze: XX/XX/XX XX/XX/XX XX/XX/XX Improve: XX/XX/XX XX/XX/XX XX/XX/XX Control: XX/XX/XX XX/XX/XX XX/XX/XX  Review high-level schedule milestones here:  Phase Completions  Tollgate Reviews Enter Key Slide Take Away (Key Point) Here How to Create a Project Charter Training Video by Jason Dodd International Standards for Lean Six Sigma (ISLSS) 16
  • 17.
    Measure Overview Control  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 17 Process Capability Graphical Analysis Root Cause / Quick Win Tools Used Process Distribution Training Video by Statisfaction International Standards for Lean Six Sigma (ISLSS)
  • 18.
    Analyze Overview Control 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 18 Hypothesis Tests Value-Add Analysis Root Cause / Effect Tools Used Process Cycle Efficiency PCE% Training Video by Gemba Academy International Standards for Lean Six Sigma (ISLSS)
  • 19.
    Control Improve Summary Vital X (root cause) Proof of Causation Practical Solution (process change to address X) Operating Tolerances for X Client IT need to reverify all exit data received from Client HR Average delay between reception of information from Client HR until it reaches NT Admin or general admin Eliminate process - Place accountability on Client HR for information placed into new database. n/a E-mail vendor's contract with Client The SLA has a range of 3- 5 business days for the completion of a delete request E-mail vendor instituted new web interface for all add/delete requests, vastly improving request processing time. 1 - 2 days E-mail vendor's contract with Client The SLA has a range of 3- 5 business days for the completion of a delete request E-mail vendor instituted new web interface for all add/delete requests, vastly improving request processing time. 1 - 2 days How the solution was determined:  What was the solution selection tool used?  What project management tools were used?  Cost/benefit analysis?  Include any other tools or methods used 1. ? 2. ? 3. ? 4. ? 5. ? Enter Key Slide Take Away (Key Point) Here “What Does a Good Leader or Coach Do?” Video by Lean Leadership Institute 19 Solution Selection Criteria Pilot and Implementation Plan International Standards for Lean Six Sigma (ISLSS)
  • 20.
    Control Control TollgateChecklist  Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system?  Has the necessary training for process owners/operators been performed?  Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?  Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?  Has the Benefits Realization Schedule been verified by the Financial Representative?  Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?  Has a final Storyboard documenting the project work been developed?  Has the team forwarded other issues/opportunities, which were not able to be addressed, to senior management?  Have “lessons learned” been captured?  Have replication opportunities been identified and communicated?  Has the hard work and successful efforts of our team been celebrated? Deliverables: Tollgate Review  SOP’s  Training Plan  Process Control System  Benefits Realization Schedule, validated by Financial Representative  Validated Solution  Replication/ Standardization Plan  Lessons Learned  Transitioned Project  Project Risk Performance  Deliverables Uploaded to Central Storage Location or Deployment Management System Has the team implemented the solution, and a control plan to insure the process is robust to change? Control Phase Success Criteria Training Video by educatevirtually International Standards for Lean Six Sigma (ISLSS) 20
  • 21.
    Control  Definethe opportunity from both the customer  Identify the critical X factors  Develop solutions linked to critical x’s 21 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 Driving Strategic Transformation Programs by i-nexus International Standards for Lean Six Sigma (ISLSS)
  • 22.
    Control Total GageR&R 17.12 41.38 Repeatability 17.12 41.38 Reproducibility 0.00 0.00 operator 0.00 0.00 Part-To-Part 82.88 91.04 Total Variation 100.00 100.00 For Continuous Data, use Minitab GR&R Study Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from part-to-part measured Gage name: Date of study: Reported by: Tolerance: Misc: 110 1 2 0 100 90 80 70 60 50 40 30 20 10 Xbar Chart by operator 3.0SL=75.30 X=59.80 -3.0SL=44.30 80 1 2 0 70 60 50 40 30 20 10 0 R Chart by operator 3.0SL=56.83 R=26.87 -3.0SL=0.00E+00 1 2 3 4 100 90 80 70 60 50 40 30 20 part operator operator*part Interaction Average 1 2 1 2 100 90 80 70 60 50 40 30 20 10 Oper Response By operator 1 2 3 4 100 90 80 70 60 50 40 30 20 10 part Response By part %Total Var %Study Var Gage R&R Repeat Reprod Part-to-Part 100 50 0 Components of Variation Percent Gage R&R (ANOVA) for time Measurement Systems Analysis (Optional) For Discrete data, use AR&R Excel Tool For more information, see Notes section of this slide Known Population Individual 1 Individual 2 Match Match Sample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known 1 pass pass pass pass pass N N 2 pass pass pass pass pass N N 3 fail fail fail fail pass N N 4 fail fail fail fail fail Y Y 5 fail fail fail pass fail N N 6 pass pass pass pass pass Y Y 7 pass fail fail fail fail Y N 8 pass pass pass pass pass Y Y 9 fail pass pass pass pass Y N 10 fail pass pass fail fail N N 11 pass pass pass pass pass Y Y 12 pass pass pass pass pass Y Y 13 fail fail fail fail fail Y Y 14 fail fail fail pass fail N N 15 pass pass pass pass pass Y Y 16 fail fail fail pass fail N N 17 fail fail fail fail fail Y Y 18 fail fail fail fail fail Y Y 19 pass pass pass pass pass Y Y 20 fail fail fail fail fail Y Y "REPEATABILITY" -> 100.00% 80.00% "ACCURACY" -> 85.00% 70.00% "OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00% "OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00% Enter Key Slide Take Away (Key Point) Here Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon International Standards for Lean Six Sigma (ISLSS) 22
  • 23.
    Control Control Chart (Optional) 0 50 100 150 0.10 0.05 0.00 Sample Number Proportion P Chart for Total Defectives 3.0SL=0.08162 P=0.03817 -3.0SL=0.00E+00 Feb/Mar Data Confirms Process Has Remained In Control Control Chart Findings  ?  ?  ?  ?  ? Enter Key Slide Take Away (Key Point) Here How To Create P-Charts by SigmaXL International Standards for Lean Six Sigma (ISLSS) 23
  • 24.
    Control Takt Board– Monitor (Optional) TAKT BOARD: <Department Name> Last Week: <CTQ> This Week: <CTQ> Day Scheduled Actual Diff (+/-) Comments Enter Key Slide Take Away (Key Point) Here Made to Order Manage Takt with Quoted Time Video by Greg Lane International Standards for Lean Six Sigma (ISLSS) 24
  • 25.
    Control Mistake Proofing (Poke Yoke) (Optional)  Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function.  Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0)  Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns)  Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)  Install error metrics for error tracking ($100) Enter Key Slide Take Away (Key Point) Here Poka-Yoke and Chaku-Chaku Training Video by TLC International Standards for Lean Six Sigma (ISLSS) 25
  • 26.
    Control Cultural/Educational Issues(Optional)  Force Field Analysis: 1. Select a process control method & explain why this choice for your project. 2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls & potential solutions using the Force-Field Analysis Table Driving Forces Restraining Forces Enter Key Slide Take Away (Key Point) Here Force Field Analysis Training Video by DePaul University/SNL Online International Standards for Lean Six Sigma (ISLSS) 26
  • 27.
    Control Skills Matrix (Optional)  Visual management is an important part of any implementation.  Define each team members ability to perform skills  Develop Improvement Plan. Enter Key Slide Take Away (Key Point) Here Skills Matrix Training Video by BMGI International Standards for Lean Six Sigma (ISLSS) 27
  • 28.
    Control Replication (Optional)  Replication Goals  29% X$ savings captured with 1st completed project in 10 week project  70% X$ savings captured with 5 locations replicated in 6 months  100% X$ savings captured with 9 locations replicated in 9 months  Replication Strategy  Build change team  Train / Kaizen  Dashboard Metrics 10 Weeks 6 Months 9 Months  1st completed project (29%)  5 locations standardized (70%)  9 locations Replicated (100%) Enter Key Slide Take Away (Key Point) Here Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group International Standards for Lean Six Sigma (ISLSS) 28
  • 29.
    Lean Six SigmaCo n t ro l Additional Resources
  • 30.
    Control Lean SixSigma 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. 30 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)
  • 31.
    Lean Six SigmaResources Control 31  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
  • 32.
    Control Lean SixSigma 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 32 Six Sigma Jobs; +200 Discussions; +500 Comments +280,000 Members – Come Join the Conversation International Standards for Lean Six Sigma (ISLSS)
  • 33.
    Control Lean SixSigma Resource Blogs (Click Logo’s to Follow Blogs) 33 See Notes Section for Links to Lean Six Sigma Group Contributors International Standards for Lean Six Sigma (ISLSS)
  • 34.
    Control Lean SixSigma Control Phase Video References – Set 18 34 Lean Six Sigma Online Training Video by the Process Excellence Network Case Study: Improve Customer Satisfaction Video by Chris Noguera Display Histograms & Process Capability Reports Video by SigmaXL Inc. How to Become an Effective FMEA Practitioner Training Video by ReliaSoft Join the Lean Six Sigma Leadership Group: http://www.linkedin.com/groups?gid=3151087 International Standards for Lean Six Sigma (ISLSS) RACI Implementation Video by Michael Carew at raci.com Control Plan Training Video by 6ixsigmaorg Cost Benefit Analysis Video by John Gunyou Direct vs. Indirect Cost Video by John Gunyou
  • 35.
    Control Lean SixSigma Control Phase Video References – Set 19 35 Project Status Reporting Training Video by ZOOMtoLearn How to Capture Lessons Learned Training Video by projectmanagervideos Respect for People & Culture (Norman Bodek) Video by GAManufacturing How to assess an improvement idea - Paul Akers Training by George Trachilis Join the Process Excellence Network Group: https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889 International Standards for Lean Six Sigma (ISLSS) Being Extreme in Leadership | Jack Welch Video by Mark Thompson How to Create a Project Charter Training Video by Jason Dodd Process Distribution Training Video by Statisfaction Process Cycle Efficiency PCE% Training Video by Gemba Academy
  • 36.
    Control Lean SixSigma Control Phase Video References – Set 20 36 “What Does a Good Leader or Coach Do?” Video by the Lean Leadership Institute Control Phase Success Criteria Training Video by educatevirtually Driving Strategic Transformation Programs by i-nexus Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon Join the Gemba Academy Group: https://www.linkedin.com/groups/Gemba-Academy-1844998 International Standards for Lean Six Sigma (ISLSS) How To Create P-Charts by SigmaXL Made to Order Manage Takt with Quoted Time Video by Greg Lane Poka-Yoke and Chaku- Chaku Video by TLC Force Field Analysis Video by DePaul University/SNL Online
  • 37.
    Control Lean SixSigma Control Phase Video References – Set 21 37 Join the Lean Six Sigma Teams (Yellow Belt) Group: http://www.linkedin.com/groups?gid=3765214 International Standards for Lean Six Sigma (ISLSS) Skills Matrix Training Video by BMGI Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group