 Lean Six Sigma Measure Phase Tollgate Review. Lean Six Sigma DMAIC Tools and Activities  Review Project Charter  Validate High-Level Value Stream

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  • Lean Six Sigma Measure Phase Tollgate Review
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  • 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 SOPs, 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/Littles 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 (SOPs) 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 2 International Standards for Lean Six Sigma Kaizen Events Targeted in Measure to Accelerate Results
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  • Project Charter 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) Problem/Goal Statement Tollgate Review Schedule Financial Impact Team State financial impact of project Expenses Investments (inventory, capital, A/R) Revenues Separate hard from soft dollars State financial impact of leverage opportunities (future projects) PES NameProject Executive Sponsor (if different from PS) PS NameProject Sponsor/Process Owner DC NameDeployment Champion GB/BB NameGreen Belt/Black Belt MBB NameMaster Black Belt Core Team Role% Contrib. LSS Training Team Member 1SMEXXYB Team Member 2 TMXXGB Team Member 3 SMEXXPS Extended Team Team Member 1 BFMXXNot Trained Team Member 2 ITXXNot Trained Review high-level schedule milestones here: Phase Completions Tollgate Reviews TollgateScheduledRevised Complete Define:XX/XX/XX- XX/XX/XX Measure:XX/XX/XXXX/XX/XX XX/XX/XX Analyze:XX/XX/XXXX/XX/XX XX/XX/XX Improve: XX/XX/XXXX/XX/XX XX/XX/XX Control:XX/XX/XXXX/XX/XX XX/XX/XX International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 3
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  • Data Collection Plan For each performance measure (Y), update a data collection plan Include MSA measure plan (Gantt chart, MS project plan is Optional) Add Financial measure plan if separate from performance Y Add any Time Study or other data collection plans for Value Stream Map Sample Size Calculation Use additional slides if needed Performance Measure Operational Definition Data Source and Location How Will Data Be Collected Who Will Collect Data When Will Data Be Collected Sample Size Stratification Factors How will data be used? VOC MSA Process VSM Financials Others International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 4
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  • Operational Definitions Y Continuous data (Process start/stop and cycle time boundaries (such as the unit of measure (ex minutes), the unit (the thing you are measuring), will you include weekends, holidays, non-business hours?) Y Discrete data (Define Success/Defect or other attribute values you will measure X The subgroups values or X-factor groupings you will use on your project data collection Other unique terms that apply to your project that require clear operational definitions Use additional slides as needed to complete your operational definitions International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 5
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  • MSA Conclusions The measurement systems are acceptable. The data is considered to have no potential for significant error. Need to be careful to appropriately use the data during the Analyze Phase. Type of Measurement Error DescriptionConsiderations to this Project Discrimination (resolution) The ability of the measurement system to divide into data categories Work hrs can be measured to 3 sigma level, decrease % defects by 2x. Other.please explain (corporate mandate, compliance/legal, VOC data, etc) International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 34
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  • Key Buying Factor Analysis (Optional) International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 35
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  • Sample Value Stream Mapping Symbols (Optional) 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 Quotes 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 International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 36
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  • To Office Parking Lot EAST Vault (finance) Supply Room (paper and office supplies) Records Room (Order Management) OM Supr Office Reception Engineering Offices CafeteriaRestrooms Foyer Order Taker 1 Order Taker 2 Order Taker 3 Order Entry 1 Order Entry 2 Order Entry 3 CC & Val 2 CC & Val 3 CC & Val 1 OM Lead Printer, Fax Copier Indicates an in-box or outbox where work (forms/ information) waits to be worked on or transferred Planning & Scheduling Lines indicate paper/information travel: - No set path - Lots of rework Spaghetti Diagram (Optional) International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 37
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  • AS-IS Process Mapping Symbols (Optional) International Standards for Lean Six Sigma Enter Key Slide Take Away (Key Point) Here 38