The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Six Sigma is a process improvement methodology that relies on a collaborative team effort to improve performance by systematically removing waste, combining Lean and Six Sigma to eliminate the eight kinds of waste
Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
[Note: To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The poster depicts the 8 steps of Focused Improvement (Kobetsu Kaizen).
We take a look a design thinking and how it can be applied to the Financial Services sector at another instalment of our regular Byte Breakfast series.
2nd Annual Design Thinking for Banking and Financial ServicesNicholas Baker
Join leading design thinking experts in banking & finance as they discuss strategies and methodologies on how to create a consumer-centered experience and transform consumer insights into breakthrough products and services.
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast383
Tom Petty, Head of UX at GoCardless at 383's Byte Breakfast talking about employing the right design principles and how they influence everyday decisions.
Identifying and nurturing unexpected utility - 383 Byte Breakfast383
How brands can identify and nurture unexpected utility, a tactic taken from the 383 Useful Brands Playbook. John Newbold delivered insight and real-life examples of this play put into practice during one of 383's regular Byte Breakfasts. Sign up for your copy of the book at www.usefulbrandsplaybook.com
This set of method cards introduces briefly the design thinking approach. It explains the design process as well as the prototyping phases of design thinking projects.
There basically 2 ways of getting involved with the University of St.Gallen in order to have a design thinking team working for your organization.
1. Design Thinking @ HSG
2. Embedded Design Thinking
Both ways are explained in the set.
For more information visit http://dthsg.com
A talk Marc gave at the UI20 conference in Boston, November the 3rd, 2015.
Smaply: www.smaply.com
ExperienceFellow: www.experiencefellow.com
This is Service Design Thinking: www.thisisservicedesignthinking.com
This is Service Design Doing: www.thisisservicedesigndoing.com
Content:
1. The typology of journey maps
2. Customer experience research
3. Prototyping services
4. Service design and start-ups
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
Do you know what your organization looks like from your customer’s perspective? In the digital age, silos and organizational bureaucracy manifest themselves through your digital presence. You can bridge these silos and overcome a bureaucratic inside-out mindset by visualizing the customer (learner, elder, citizen, patient, employee) experience through a customer experience journey map that captures both actual and emotional aspects of the customer experience. Then, map in hand, you can use it to design great outside-in customer experiences for your organization.
Here's a great customer journey map template to help customer success folks document, visualize and evaluate how they interact with customers. Here is a link to the supporting blog post that details how to use the template and explains some of the assumptions we made in creating the lifecycle stages, and categories = http://www.preact.com/blog/customer-journey-map-template
"IDEO의 디자인 Thinking"
(Design Thinking from IDEO)
"왜 IDEO는 혁신적인가?"
혁신의 상징, 거대기업들이 끊임없이 배우고자 하는 창의적 사고.
그 중심에는 'Design Thinking'이 있습니다.
IDEO의 사례들과 디자인Thinking의 프로세스를 알아보세요!
창의적인 1%의 비밀노트, Beecanvas 페이스북페이지에서 만나보세요!
- http://facebook.com/beecanvas
슬라이드쉐어에서도 만나보실 수 있습니다.
- https://www.slideshare.net/BeeCanvas
모든 아이디어 발상 테크닉들을 페이지에서 만나보세요!
사진 출처 : https://flic.kr/p/jKqgHD
- Stilte na de brainstorm Impact Hub Amsterdam
원작자 플리커 : https://www.flickr.com/photos/mvonederland/
- MVO Nederland
참고 : http://en.wikipedia.org/wiki/Design_thinking, OPENIDEO
PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 daysGoLeanSixSigma.com
GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability!
– Susan Tighe, GoLeanSixSigma.com Master Black Belt
Coach
---
Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!
Software organizations that want to maximize the yield of Software Testing find that choosing the right testing strategy is hard, and most testing managers are ill-prepared for this. The organization has to learn how to plan testing efforts based on the characteristics of each project and the many ways the software product is to be used. This tutorial is intended for Software professionals who are likely to be responsible for defining the strategy and planning of the testing effort and managing it through its life cycle. These roles are usually Testing Managers or Project Managers.
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Our Contract Staffing Solutions can help your firm scale up quickly for planned or unexpected growth due to End-of-Year Budget Planning, Hiring Slow Downs or Continuous Improvement - Project Expansion/Extension. With no overhead, no payroll burdens and the benefits of specialized project-by-project hiring, Contract Staffing offers immediate solutions for your business needs, including Mid- to Long-Term Contract and Temp-to-Perm options.
https://benevagroup.com/clients
A proven way to maximize the achievement of strategic goalsSteven Bonacorsi
Many organizations have a strategic plan. Sadly, whilst almost all these organizations will invest significant amount of leadership effort in defining and deploying their strategy, only a fraction of them will get the results they hoped for. However, there is a proven way that guarantees the achievement of strategic goals
How and why to use strategy execution technology to deploy your 5 sSteven Bonacorsi
Do you want to run your 5S deployment faster, easier and more effectively?
Are you tired of wasting your time on non-value adding admin work aggregating spreadsheets, MS-Project, and presentation slides?
Then you will be pleased to know there is a better way to deploy your 5S program. With i-nexus Strategy Execution software you can easily deploy and execute your strategy and effectively run your 5S projects.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Toyota Financial Services Corporation, the finance division of Toyota Motor Corporation in Japan, provides vehicle finance and leasing for individuals and business across 32 countries. Since 2001 their mission has been to: "Improve processes throughout the global network of sales finance companies by promoting a culture of best practices in the spirit of the Toyota Way."
Taupo District Council has three main towns, Taupo, Turangi and Mangakino.Population is 32,500 (Taupo town 22,000). Taupo town is nestled on the shores of Great Lake Taupo from which the mighty Waikato River flows.
SAI Global provides organizations around the world with information services and solutions for managing risk, achieving
compliance and driving business improvement.
They provide aggregated access services to Standards, Handbooks, Legislative and Property publications; they audit, certify and register products, systems or supply chains; they facilitate good governance and awareness of compliance, ethics and policy issues and provide training and improvement solutions to help individuals and organizations succeed
From small beginnings in 1954, McDonald's has grown to more than 30,000 restaurants in more than 120 countries on six continents. Every day, meals are served to more than 50 million people worldwide.
Genesis Energy is a NZ-state-owned generator and retailer of electricity, gas and LPG to commercial and residential customers. It is NZ’s largest energy retailer with 670,000 customers.
Genesis Energy owns thermal, hydro and wind farm generation sites mostly on the North Island, with some hydro sites on the South.
Genesis Energy is a multi-site operation (Auckland, Huntly and Hamilton) with 950 permanent staff, and short-term and long-term contracts taking it to 1000 employees.
Genesis Energy first used Promapp in 2009 in its Contact Centre. It has since been rolled out into the trading and wholesale operations, health & safety and the IT department.
Christchurch Airport is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year. In a unique
position to the world's trade and tourism markets, the airport is a major driver of the regional C anterbury economy.
Christchurch Airport is owned and operated by Christchurch International Airport Limited (CIAL), ownership of which
is shared by C hristchurch C ity Holdings Limited (75%) and the New Zealand Government (25%).
Mildura Rural City Council is the local government organisation that represents and serves approximately 51,000 people who reside in or own land within Mildura Rural City. Located in North West Victoria, the municipality covers an area of 22,330 square kilometres.
In a world overflowing with products, packaging is big business. Colorpak, and their sub-business BrandPack, design, print
and manufacture cardboard cartons and packaging for a wide range of consumer products - from beer, to chocolate, to
paracetamol tablets.
The packaging industry is ultra competitive, with big brand clients expecting extremely high levels of quality and great service. Colorpak had a great product range, but they were looking for a better way to manage risk and deal with incidents as they arose. They were implementing a new ERP system and also wanted to improve customer service and increase staff engagement. That’s where Promapp came in.
Nexans Olex employs more than 650 people and is Australia’s largest manufacturer of electrical power cable. It has two Victorian plants in Lilydale and Tottenham, one in New Plymouth, New Zealand.
It became part of the French-owned international Nexans group, with more than 100 plants worldwide, in 2008.
Lumo Energy is a Tier 2 electricity and gas retailer based in Melbourne which supplies over 500,000 customers in SA, VIC, NSW and QLD. They employ around 600 people on the ground in Melbourne and use the services of a dedicated contact centre in Mumbai of around 150.
All the documents are from the FlevyPro Library (http://flevy.com/pro/library). FlevyPro is our subscription service for business frameworks, templates, and analysis tools. We continuously add more documents to our library each month, based on subscriber requests.
Advanced Performance Measurement Workshop Develop Measures That Drive Perform...
Improve phase lean six sigma tollgate template
1. Improve
Lean Six Sigma Improve Phase
Tollgate Review
Lean Six Sigma
Group
2. Improve
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 Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 2
3. Improve
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
3
Solution Selection Criteria Pilot and Implementation Plan
The Toyota Way to Lean Leadership Video by Lean Leadership Institute
International Standards for Lean Six Sigma (ISLSS)
4. To-Be Process Map Improve
Places information into HR
EXIT database
Utilize web tool to
submit a delete request
to vendor
Access database
daily
Delete account
Create Work
Request
Avg. Cycle
time = 0
days
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Client
Mgr
Client HR
Client
Contact
NT
Admin
Email
Vendor
Admin
Admin closes work request
and manager notified
Notify HR of
employee exit date
Enter Key Slide Take Away (Key Point) Here
Lab Collection Workflow Swimlane Video Example by HealthITWorkforce
International Standards for Lean Six Sigma (ISLSS) 4
5. Improve
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
Lean Improvement Walk Training Video by FastCap
International Standards for Lean Six Sigma (ISLSS) 5
6. Improve
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
Failure Mode and Effects Analysis Training Video by leansixsigmasource
International Standards for Lean Six Sigma (ISLSS) 6
7. Improve
Value Stream Map (VSM)
Future State
Information
Flow
Supplier Customer
<Step1> <Step3> <Step3>
1 2 1
Sources of Value
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
Future State Value Stream Map Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS) 7
8. Business Impact Improve
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
Excel Annual Cost Calculator Training Video by Contextures Inc.
International Standards for Lean Six Sigma (ISLSS)
9. Business Impact Details Improve
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 Andromedia Productions
International Standards for Lean Six Sigma (ISLSS)
10. Current Status Improve
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
A3 Thinking and Problem Solving Training Video by tpyzdek
10
International Standards for Lean Six Sigma (ISLSS)
11. Next Steps Improve
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
11
Enter Key Slide Take Away (Key Point) Here
How to Deliver a Great Presentation Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS)
12. Sign Off Improve
I concur that the Improve phase was successfully completed on MM/DD/YYYY
I concur the project is ready to proceed to next phase: Control
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
12
Enter Key Slide Take Away (Key Point) Here
Gaining Stakeholder Buy-in Video by Five Star Development
International Standards for Lean Six Sigma (ISLSS)
13. Improve
Lean Six Sigma Tollgate
Review Backup Slides
Lean Six Sigma
Group
International Standards for Lean Six Sigma (ISLSS)
14. Project Charter Improve
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
Project Charter Video by Rita Mulcahy
International Standards for Lean Six Sigma (ISLSS) 14
15. Measure Overview Improve
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
15
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Minimum Sample Size for Robust T-Tests and ANOVA Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
16. Analyze Overview Improve
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
16
Hypothesis Tests Value-Add Analysis
Root Cause / Effect Tools Used
DiscoverSim Case Study by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
17. Improve
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) 17
18. Improve
Define the opportunity from both the customer
Identify the critical X factors
Develop solutions
linked to critical x’s
18
Lean Six Sigma
DMAIC Improvement Process
Define
and business perspective
Measure
Understand the baseline process
Analyze
performance
and root causes impacting
process performance
Improve
Control
Implement
solutions &
control plan
Enter Key Slide Take Away (Key Point) Here
The Harada Method Video by Norman Bodek
International Standards for Lean Six Sigma (ISLSS)
19. Improve
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) 19
20. Improve
Evaluating Solutions
Against Criteria (Optional)
250
200
150
100
50
0
100%
80%
60%
40%
20%
0%
#1 #2 #3 #4
Root Causes
Example: Independent Solutions
Solutions
% Contribution of Root Cause to Process Deficiency
Root Cause #1
40%
Root Cause #2
25%
Root Cause #3
20%
Root Cause #4
10%
Solution A 80%
Solution B 20% 80%
Solution C 30% 100%
Solution D
Solution E 20% 5%
Solution A = a 32% reduction in defects (80% of 40%)
Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%)
Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%)
Implementing Solutions A & B achieve a 53% reduction in defects.
(Assumes no interaction effects of the solutions)
Original goal is a 50% reduction.
Enter Key Slide Take Away (Key Point) Here
Solution Selection Training Video by Camille Corum
International Standards for Lean Six Sigma (ISLSS) 20
21. Improve
FMEA Guidelines
(Optional)
Enter Key Slide Take Away (Key Point) Here
Examples of FMEA and RPN Training Video by Simplilearn
International Standards for Lean Six Sigma (ISLSS) 21
The recommended
scales for Severity,
Occurrence, and
Detection
22. Improve
Sample Value Stream
Mapping Symbols (Optional)
Quotes
Machining C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Process Box
Data Box
I
Queue/
Inventory
1
Personnel
Flow
(Information)
Electronic
Information
Sign Off Point
Push Systems
Truck Shipment
Supplier/
Customer
Flow
(Physical)
Physical Pull
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
Electronic
Data
System F I F O
FIFO Lane
Physical
Transport
“Go See”
Monitoring
Enter Key Slide Take Away (Key Point) Here
Value Stream Map Icons Training Video by UttanaOnline
International Standards for Lean Six Sigma (ISLSS) 22
23. Improve
Main Effects Plot (data means) for Mean
Training Dollars Jets
Employees %Overbooked
The number of Employees is the biggest
Term
driver for Mean Time Late
Standardized Effect
2.6
C
BD
D
CD
A
BC
AB
AD
B
AC
Design of Experiments
(DOE) Results (Optional)
0 50 100 150 200 250 300 350
F actor
Name
A Training Dollars
B Jets
C Employ ees
D
%O v erbooked
Pareto Chart of the Standardized Effects
(response is Mean, Alpha = .05)
Mean of Mean
-1 1
60
45
30
15
0
-1 1
-1 1
60
45
30
15
0
-1 1
Number of Employees is the only significant
factor for Mean - Time Late
Pareto Chart for
Mean Time Late
Fractional Factorial Fit: Response = Mean
Estimated Effects and Coefficients for Mean (coded units)
Term Effect Coef SE Coef T P
Constant 29.64 0.08610 344.22 0.000
Training 0.10 0.05 0.08610 0.60 0.573
Jets -0.08 -0.04 0.08610 -0.44 0.676
Employee -55.93 -27.97 0.08610 -324.81 0.000
% Overbo 0.36 0.18 0.08610 2.11 0.088
Training*Jets -0.10 -0.05 0.08610 -0.57 0.591
Training*Employee 0.05 0.02 0.08610 0.28 0.788
Training*% Overbo 0.09 0.05 0.08610 0.53 0.619
Jets*Employee 0.10 0.05 0.08610 0.57 0.591
Jets*% Overbo -0.40 -0.20 0.08610 -2.34 0.066
Employee*% Overbo 0.17 0.09 0.08610 1.01 0.359
Employee is the only statistically significant factor for
Mean besides the constant term. All other main effects
& 2-way interactions have a p-value > 0.05.
Ymean=f(x) equation is:
Ymean = -27.97(Employee) + 29.64
Enter Key Slide Take Away (Key Point) Here
Design of Experiments (DOE) Intro Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 23
24. Improve
Pugh (Selection) Matrix
Key Criteria
Pugh Matrix
Importance Rating
Benchmark Option
Solution Alternatives
Alternative 1
Alternative 2
Alternative 3
Alternative 4
Alternative 5
Criteria 1 4 + S + + - -
Criteria 2 2 S - S + + +
Criteria 3 3 - + - + S S
Criteria 4 2 + S + + - +
Criteria 5 5 S - S S + S
Criteria 6 6 - - - - - -
Criteria 7 10 + + + + + +
Criteria 8 8 S S S S S S
Criteria 9 5 - - - - - -
Criteria 10 6 + + - + + +
Sum of Positives 4 3 3 6 4 4
Sum of Negatives 3 4 4 2 4 3
Sum of Sames 3 3 3 2 2 3
Weighted Sum of Positives 22 19 16 27 23 20
Weighted Sum of Negatives 14 18 20 11 17 15
Totals 8 1 -4 16 6 5
Concept Selection Legend
Better +
Same S
Worse -
(Optional)
Enter Key Slide Take Away (Key Point) Here
Pugh Matrix Training Video by 6ixsigmaorg
International Standards for Lean Six Sigma (ISLSS) 24
25. Improve
Benefit-Effort Matrix
(Optional)
Effort
Benefit
1 8
3
7
Low Med High
Low Med High
13
6
15
12
9
4
17
14
11 2
5
10
16
Highly Desirable Opportunities
Projects in upper left are the most
desirable projects.
Potentially Desirable Opportunities
Projects in the upper right are potentially
desirable, but usually require more
analysis to ensure good decision making.
“Potential Quick Hits”
Possibility for Kaizen event or small GB
project
Least Desirable Opportunities
Projects in the lower right are the least
desirable.
Enter Key Slide Take Away (Key Point) Here
Ranking Your Projects Using Bubble Chart Pro™ Video by DataMachines
International Standards for Lean Six Sigma (ISLSS) 25
26. Improve
Stakeholder Analysis
1 1 1
2
3
4
3
2
1
0
Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
Stakeholder Analysis
(Optional)
Enter Key Slide Take Away (Key Point) Here
Stakeholder Analysis Training Video by the University of Louisville
International Standards for Lean Six Sigma (ISLSS) 26
27. Improve
Influence Strategy
(Optional)
Influence Strategy
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
Enter Key Slide Take Away (Key Point) Here
Influencer Training Video by Al Switzler From VitalSmarts Speakers
International Standards for Lean Six Sigma (ISLSS) 27
28. Improve
Measurement Systems
Analysis (MSA) (Optional)
Measurement system is
unacceptable with the System
Effectiveness Score < 80%
Enter Key Slide Take Away (Key Point) Here
Measurement Systems Analysis Training Video by Advance Innovation Group
International Standards for Lean Six Sigma (ISLSS) 28
The Between Appraiser Agreement and All
Appraisers vs. Standard Agreement are
also known as “System Effectiveness
Scores”, with > 95% considered very
good, 90-95% acceptable, 80 to < 90 %
marginal, and < 80 % unacceptable.
Clearly this measurement system needs
to be improved, but we should not be
quick to judge Appraiser C.
The confidence intervals are quite wide
and overlap. It is a good practice to
“blame the process not the people”. Look
for unclear or confusing operational
definitions, inadequate training, operator
distractions or poor lighting. Consider the
use of pictures to clearly define a defect.
Use Attribute MSA as a way to “put your
stake in the ground” and track the
effectiveness of improvements to the
measurement system.
29. Improve
Pull System
(Optional)
1. Always pull stock from bin with GREEN card if it
Bin 2
Bin 1
Bin 1 Bin 2
BBinin 11 Bin 1 Bin 2
Bin 1 Bin 2
Bin 1 Bin 2
BBinin 1B1Binin 22 Bin 1 Bin 2
Bin 1 Bin 1 Bin 2 Bin 1
Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2
2-Bin
Order Cards Mailbox
is there.
2. Store/supply room replaces stocked items and
switches RED card to items just replaced.
3. The cards are attached to magnetic strip labels
(for ease of movement for resizing).
Bin 1
Bin 2
Enter Key Slide Take Away (Key Point) Here
Pull Systems and Kanban Training Video by GBMP1
International Standards for Lean Six Sigma (ISLSS) 29
30. Improve
Setup Reduction
(Optional)
Setup Documentation Worksheet
MACHINE: DOCUMENTOR:
DATE: PAGE 1 OF 1
SEQ #
START
TIME
EVENT
ELAPSED
TIME
INT EXT
1 0 Shut down machine :30 :30
2 0:30 Get change parts 3:00 3:00
3 3:30 Remove change parts from machine 3:30 3:30
4 7:00 Place new change parts on machine 3:30 3:30
5 10:30 Return change parts to storage 3:00 3:00
6 13:30 Load material onto machine 1:00 1:00
7 14:30 Generate test piece :30 :30
8 15:00 Measure and inspect 2:00 2:00
9 17:00 Adjust dies 1:00 1:00
10 18:00 Generate test piece :30 :30
11 18:30 Measure and inspect 1:30 1:30
12 20:00 Generate first good piece 1:00 1:00
TOTAL TIME THIS PAGE: 21:00
TOTAL TIME ALL PAGES: 21:00
Enter Key Slide Take Away (Key Point) Here
Quick Changeover & SMED Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 30
31. Improve
PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?
?
?
?
?
Plan
Do
Check
Act
Enter Key Slide Take Away (Key Point) Here
The PDSA Cycle Training Video by LMSOS
International Standards for Lean Six Sigma (ISLSS) 31
32. Improve
5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
5s FORM
IDENTIFICATION
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
CLASSIFICATION
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINES
QUANTITY CELL / AREA
REASON
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
DISPOSITION REQUIRED
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION TAKEN
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
Enter Key Slide Take Away (Key Point) Here
5S Factory Makeover Video by 5S Supply
International Standards for Lean Six Sigma (ISLSS) 32
33. Improve
Kaizen
(Optional)
Typical Kaizen Weekly Schedule
Typical Kaizen Weekly ScheduleWeekly Calendar Status
XX/XX Pre-work
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
4. Set Meeting Rooms, Food, Develop Team Tool Box
XX/XX Monday
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
3. Review Project Scope, Goals (SMART), Deliverables with Team
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
XX/XX Tuesday
1. Complete Present State Analysis Using All Appropriate Data
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
3. Create Future State Analysis and Action Plan
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
XX/XX Wednesday
1. Complete Action Plan
2. Train Process Participants in New Process
3. Fine-tune New Process and Take After Digital Pics
4. Retime and Compare to Goals, Objectives
XX/XX Thursday
1. Run New Process and Assess Effectiveness
2. Calculate Improvements in Cycle Time, WIP, Cost Savings, Etc.
3. Complete New Takt Time Cycle Time Bar Chart and Create 30 Day Follow-up List
4. Complete New Standard Operating Procedure
5. Prepare Presentation, Assign Presenters
XX/XX Friday
1. Practice Presentation
2. Present to Senior Staff 2A. Set 30 Day Follow-up 2B. Create Final Report & Monitor Results
3. Celebration Luncheon and or event
Finalize
Pre-Event
Prep
Implement
Improvements
Perform Process
Participant Training
Tweak Design
Implement
Improvements
Perform Process
Participant Training
Tweak Design
Finalize Future State
Complete Training
on Std Work
8AM
Monday Tuesday Wednesday Thursday Friday
10AM
12PM
2PM
4PM
6PM
Kaizen Kickoff
Lean/Kaizen Training
Specialized Training
Measure
(Present State
Analysis)
Measure
(Present State
Analysis)
Analyze
Lunch Lunch
Analyze
Brainstorm Ideas
Idea Effort/Impact
Idea Prioritization
Future State Design
Mid-Week Review
Process Part Design
Review
Future State Des
Future State Des
Implement
Improvements
Final Presentation
Lunch Lunch Lunch and
Celebration
Create and
Implement Standard
Work
Measure Future
State
Calculate Actual
Benefits
Create Final
Presentation
Step 1
Time
Activity
1-1
Time
Activity
1-2
Time
Activity
1-3
Time
Activity
1-4
Time
Step 2
Time
Activity
2-1
Time
Activity
2-2
Time
Activity
2-3
Time
Activity
2-4
Time
Step 3
Time
Activity
3-1
Time
Step 4
Time
Activity
4-1
Time
Activity
4-2
Time
Activity
4-3
Time
Activity
4-4
Time
Step 5
Time
Activity
5-1
Time
Activity
5-2
Time
Activity
5-3
Time
Step 6
Time
Activity
6-1
Time
Activity
6-2
Time
Enter Key Slide Take Away (Key Point) Here
Kaizen Events Training Video by Steven Bonacorsi and George Trachilis
International Standards for Lean Six Sigma (ISLSS) 33
34. Improve
Kaizen
Action Workout (Optional)
Planning Execution Before
?
?
?
?
?
Root Causes / Quick Wins Graphical Analysis After
?
?
?
?
?
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
Kamishibai / TPM Audit System Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 34
35. Improve
Pilot Plan
(Optional)
Pilot Test Description Success Criteria Test Team Schedule
Hand-Chek/
Hot-Chek
Interface
Test
• Sample Check-in Data entered in Hand-Chek device
• Sample Data Sets Transmitted to Hot-Chek System –
All Hotel Floors, All Hotel Rooms
• Confirmation Data Received from Hot-Chek to Hand-
Chek Device – All Hotel Floors &Rooms
• Data Set Entry Accuracy <
3.4 DPMO
• Data Time < 6 Sec
• Data Transmission/
Accuracy < 3.4 DPMO
SB, plus Hot-
Chek tech rep
Start 3/1
Complete 3/3
Check-in
Verification
Test
• Sample Guest Data Entered in Hot-Chek System
(variety of room requirements)
• “Guests” (Hotel Employees) Walked Through Check-in
Process (90% Pre-Registered, 10% Non-Pre-
Registered)
• Volume Stress Test – Simulated Arrival 20 Guests in a
“Tour Bus”
• Process Measurements recorded via Observer (see
Design Scorecard); “Guest” Observations Recorded.
• Data Set Entry Accuracy <
3.4 DPMO
• Data Set Entry Time < 6
Seconds
• Data Set Transmission/
Reception Accuracy < 3.4
DPMO
• Design Scorecard CCRs
SB, + 6
Check-in Staff
Start 3/6
Complete 3/7
Check-in
Validation
Test
• 25 Guests invited to experience hotel check-in
• Guests “pre-registered” with their room requirements
in Hot-Chek system.
• Guests Walked Through Check-in Process (90% Pre-
Registered, 10% Non-Pre-Registered)
• Process Measurements recorded via Observer (see
Design Scorecard)
• Guests Debriefed Following Experience.
• Data Set Entry Accuracy <
3.4 DPMO
• Data Set Entry Time < 6
Seconds
• Data Set Transmission/
Reception Accuracy < 3.4
DPMO
• Design Scorecard CCRs
SB, + 6
Check-in Staff
Start 3/10
Complete
3/10
Enter Key Slide Take Away (Key Point) Here
How to Cut Non-Value Added Activity Training Video by i-nexus
International Standards for Lean Six Sigma (ISLSS) 35
36. Improve
Verify Pilot Results
(Optional)
Pilot Observations: 1) Data Reception Weak – 12th Floor, SW Rooms
2) Data Entry Sequence Confusing
GAP Analysis/Root Causes: 1) Insufficient radio transceivers, 12th Floor
2) Order of questions confusing staff
Follow-up Actions: 1) Add four more radio transceivers
2) Re-sequence guest questions
Measurement Plan:
Measure
Pilot
s
Plan
Target x
CTQs
Process time
CTQs
Data Transmission
Accuracy
1 minute
< 3.4 DPMO
0.5 min.
100 DPMO
0.05 min.
Comments
Enter Key Slide Take Away (Key Point) Here
Visual Metrics Training Video by UttanaOnline
International Standards for Lean Six Sigma (ISLSS) 36
37. Improve
Summarizing Pilot
Conclusions (Optional)
Once all the pilot data has been collected and the results verified, the team can determine the
next steps toward solution implementation. Only after an objective and comprehensive
assessment of the pilot can responsible “next step” decisions be made.
Some questions a team should ask upon the completion of a pilot to help guide them toward
identification of the proper next steps are:
Did pilot have anticipated results?
Was the plan for conducting the pilot effective?
What improvements can we make to the solution?
Enter Key Slide Take Away (Key Point) Here
“Lean Healthcare. Why Lean? Why now?” Training Video by David Daisher
International Standards for Lean Six Sigma (ISLSS) 37
What lessons learned and
best practices can we apply
during solution
implementation?
Did the solution achieve the
required design goals?
Can the solution be implemented
“as-is”? Should it be?
Can the solution remain in place at
the pilot location?
38. Improve
Technical-Political-Cultural
TPC Analysis (Optional)
Technical-Political-Cultural (TPC) Analysis
Sources Of Resistance D e f i n i t i o n Causes Of Resistance Rating Examples
Technical
Political
Cultural
Enter Key Slide Take Away (Key Point) Here
Change Management Training Video by Gavin Wedell
International Standards for Lean Six Sigma (ISLSS) 38
39. Improve
Multi-Generational
Project Plan (Optional)
Gen1 Gen2 Gen3
Target Date
MGPP
Vision
Key Functionality
Technology
Requirements
Target
Customers
Metrics
Dependencies
How to Manage Multiple Projects Training Video by projectmanagervideos
39
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS)
40. Improve
Cost/Benefit Analysis
(Optional)
Identify the various solution options
Describe the Type 1 solution $ gained from the expected process
improvement
Calculate the total cost of ownership to fully implement the solution
Financial Benefits: Solution A Solution B Solution C
Budget Increase $0.00 $0.00 $0.00
Expense Reduction $0.00 $0.00 $0.00
Loss Avoidance $0.00 $0.00 $0.00
Other $0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Financial Cost: $0.00 $0.00 $0.00
Labor $0.00 $0.00 $0.00
Technology $0.00 $0.00 $0.00
Materials $0.00 $0.00 $0.00
Other $0.00 $0.00 $0.00
$0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Pre-Implementation &
first 12 months after
Total Cost
Cost/Benefit
Cost/Benefit Analysis
First 12 months after
Implementation
Total Benefits
Enter Key Slide Take Away (Key Point) Here
Benefit Cost Analysis Training Video by Engineer In Training Exam TV
International Standards for Lean Six Sigma (ISLSS) 40
41. Improve
Lean Six Sigma
Additional Resources
Lean Six Sigma
Group
42. Improve
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.
42
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)
43. Lean Six Sigma Resources Improve
43
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
44. Improve 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
44
Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the Conversation
International Standards for Lean Six Sigma (ISLSS)
45. Improve
Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
45
See Notes Section for Links to Lean Six Sigma Group Contributors
International Standards for Lean Six Sigma (ISLSS)
46. Improve
Lean Six Sigma Improve Phase
Video References – Set 13
46
Lean Six Sigma Online Training
Video by Gemba Academy
The Toyota Way to Lean
Leadership Video by the
Lean Leadership Institute
Lab Collection Workflow
Swimlane Video Example by
HealthITWorkforce
Lean Improvement Walk
Training Video by FastCap
Join the Process Improvement Consultants Group:
http://www.linkedin.com/groups?gid=4183003
International Standards for Lean Six Sigma (ISLSS)
Failure Mode and Effects
Analysis Training Video by
leansixsigmasource
Future State Value Stream
Map Training Video by
educatevirtually
Excel Annual Cost
Calculator Training Video
by Contextures Inc.
Direct vs, Indirect Cost
Training Video – by
Andromedia Productions
47. Improve
Lean Six Sigma Improve Phase
Video References – Set 14
A3 Thinking and Problem
Solving Training Video by
tpyzdek
How to Deliver a Great
Presentation Video by
projectmanagervideos
Project Charter Video by
Rita Mulcahy
Join the International Organization for Standardization Group:
47
http://www.linkedin.com/groups?gid=3004797
International Standards for Lean Six Sigma (ISLSS)
Gaining Stakeholder
Buy-in Video by
Five Star Development
Minimum Sample Size for
Robust T-Tests and ANOVA
Video by SigmaXL
DiscoverSim Case Study
by SigmaXL
Improve Phase Success Criteria
Training Video by
educatevirtually
Improve Phase Success
Criteria Training Video
by educatevirtually
48. Improve
Lean Six Sigma Improve Phase
Video References – Set 15
Value Stream Map
Icons Video by
48
The Harada Method Video by
Norman Bodek
Control Phase Success Criteria
Training Video by
educatevirtually
Join the Supply Chain Optimization Group:
UttanaOnline
http://www.linkedin.com/groups/Supply-Chain-Optimization-73495
International Standards for Lean Six Sigma (ISLSS)
Solution Selection
Training Video by
Camille Corum
Design of Experiments (DOE)
Intro Video by Gemba Academy
Pugh Matrix Training
Video by 6ixsigmaorg
Ranking Your Projects Using
Bubble Chart Pro™ Video by
DataMachines
Stakeholder Analysis
Training Video by the
University of Louisville
49. Improve
Lean Six Sigma Improve Phase
Video References – Set 16
The PDSA Cycle
Training Video by
5S Factory Makeover
Video by 5S Supply
49
Join the Lean Six Sigma Innovation Group:
LMSOS
http://www.linkedin.com/groups/Lean-Six-Sigma-Innovation-65552
International Standards for Lean Six Sigma (ISLSS)
Value Stream Map
Icons Video by
UttanaOnline
Influencer Training Video by
Al Switzler From
VitalSmarts Speakers
Measurement Systems Analysis
Training Video by
Advance Innovation Group
Pull Systems and Kanban
Training Video by GBMP1
Quick Changeover &
SMED Training Video
by Gemba Academy
Kaizen Events Training Video by
Steven Bonacorsi and
George Trachilis
50. Improve
Lean Six Sigma Improve Phase
Video References – Set 17
Visual Metrics Training
Video by UttanaOnline
50
Benefit Cost Analysis Video by
Engineer In Training Exam TV
Join the Value Chain Transformation Group:
http://www.linkedin.com/groups/Value-Chain-Transformation-74197
International Standards for Lean Six Sigma (ISLSS)
Value Stream Map
Icons Video by
UttanaOnline
Kamishibai / TPM Audit System
Video by Gemba Academy
How to Cut Non-Value
Added Activity Video
by i-nexus
“Lean Healthcare. Why Lean?
Why now?” Training Video by
David Daisher
Change Management
Training Video by
Gavin Wedell
How to Manage Multiple
Projects Video by
projectmanagervideos