1.  Lean Six
Sigma
Define
Phase
Project
Charter
Template

2. Lean Six Sigma
DMAIC Tools and Activities
 Review Project Charter  Value Stream Map Flow  Identify Root Causes  Develop Potential Solutions  Develop SOP‟s, Training
 Validate High-Level Value  Identify KeyInput, Process  Reduce List of Potential Root  Evaluate, Select, and Plan & Process Controls
Stream Map and Scope and Output Metrics Causes Optimize Best Solutions  Implement Solution and
 Validate Voice of the  Develop Operational  Confirm Root Cause to  Develop „To-Be‟ Value Ongoing Process
Customer Definitions Output Relationship Stream Map(s) Measurements
& Voice of the Business  Develop Data Collection Plan  Estimate Impact of Root  Develop and Implement Pilot  Confirm Attainment of Project
 Validate Problem Statement  Validate Measurement Causes on Key Outputs Solution Goals
and Goals System  Prioritize Root Causes  Implement 5s Program  Identify Project Replication
 Validate Financial Benefits  Collect Baseline Data  Value-Add Analysis  Develop Full Scale Opportunities
 Create Communication Plan  Determine Process Capability  Takt Rate Analysis Implementation Plan  Training
 Select and Launch Team  Complete Measure Tollgate  Quick Wins  Cost/Benefit Analysis  Complete Control Tollgate
 Develop Project Schedule  Statistical Analysis  Benchmarking  Transition Project to Process
 Complete Define Tollgate  Complete Analyze Tollgate  Complete Improve Tollgate Owner
Define Measure Analyze Improve Control
 Project Charter  Value Stream Mapping  Process Constraint ID and  Replenishment Pull/Kanban  Mistake-Proofing/
 Voice of the Customer and  Process Cycle Takt Time Analysis  Stocking Strategy Zero Defects
Kano Analysis Efficiency/Little‟s Law  Cause & Effect Analysis  Process Flow Improvement  Standard Operating
 SIPOC Map  Operational Definitions  FMEA  Process Balancing Procedures (SOP‟s)
 Project Valuation/ROIC  Data Collection Plan  Hypothesis Tests/Conf.  Analytical Batch Sizing  Process Control Plans
Analysis Tools  Statistical Sampling Intervals  Total Productive Maintenance  Visual Process Control Tools
 RACI and Quad Charts  Measurement System  Simple & Multiple Regression  Design of Experiments (DOE)  MGPP
 Stakeholder Analysis Analysis (MSA)  ANOVA  Solution Selection Matrix  Statistical Process Controls
 Communication Plan  Gage R&R  Components of Variation  Piloting and Simulation (SPC)
 Effective Meeting Tools  Kappa Studies  Conquering Product and  Work Control System  Solution Replication
 Inquiry and Advocacy Skills  Control Charts Process Complexity  Setup reduction  Visual Workplace
 Time Lines, Milestones,  Spaghetti Diagrams  Queuing Theory  Pugh Matrix  Metrics
and Gantt Charting  Histograms  Pull System  Project Transition Model
 Pareto Analysis  Normality Test  Team Feedback Session
 Process Capability Analysis
Kaizen Events Targeted in Measure to Accelerate Results
International Standards for Lean Six Sigma 2

3. Team Charter: Business
Case & Project Description
 Describe the project in non-technical terms
 ?
 Define the project‟s scope and boundaries (locations, products,
operations, etc)
 Is the scope reasonable?
 Have key constraints and key assumptions been identified?
 Where are you feeling the pain?
 ?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma 3

4. Project Charter
Problem/Goal Statement Financial Impact
 State financial impact of project
Problem: Describe problem in non-technical terms
 Expenses
 Statement should explain why project is important; why
 Investments (inventory, capital, A/R)
working on it is a priority
 Revenues
Goal: Goals communicate “before” and “after” conditions
 Shift mean, variance, or both?  Separate “hard” from “soft” dollars
 State financial impact of leverage opportunities (future
 Should impact cost, time, quality dimensions
 Express goals using SMART criteria
projects)
 Specific, Measurable, Attainable, Resource
Requirements, Time Boundaries
 Explain leverage and strategic implications (if any)
Team Tollgate Review Schedule
 PES Name Project Executive Sponsor (if different from PS)
Tollgate Scheduled Revised Complete
 PS Name Project Sponsor/Process Owner
 DC Name Deployment Champion Define: XX/XX/XX - XX/XX/XX
 GB/BB Name Green Belt/Black Belt Measure: XX/XX/XX XX/XX/XX XX/XX/XX
 MBB Name Master Black Belt Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Core Team Role % Contrib. LSS Training Improve: XX/XX/XX XX/XX/XX XX/XX/XX
 Team Member 1 SME XX YB
Control: XX/XX/XX XX/XX/XX XX/XX/XX
 Team Member 2 TM XX GB
 Team Member 3 SME XX PS  Review high-level schedule milestones here:
Extended Team  Phase Completions
 Team Member 1 BFM XX Not Trained  Tollgate Reviews
 Team Member 2 IT XX Not Trained
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma 4