Analyze phase lean six sigma tollgate template

Embed Size (px)

DESCRIPTION

 

Text of Analyze phase lean six sigma tollgate template

  • 1. Analyze Lean Six Sigma Analyze PhaseTollgate ReviewLean Six Sigma Group

2. AnalyzeLean Six SigmaDMAIC Tools and ActivitiesKaizen Events Targeted in Measure to Accelerate ResultsJack Welch Speaks on the Future of Six Sigma by Steven Bonacorsi Review Project Charter Validate High-Level ValueStream Map and Scope Validate Voice of theCustomer& Voice of the Business Validate Problem Statementand Goals Validate Financial Benefits Create Communication Plan Select and Launch Team Develop Project Schedule Complete Define Tollgate Identify Root Causes Reduce List of Potential RootCauses Confirm Root Cause toOutput Relationship Estimate Impact of RootCauses on Key Outputs Prioritize Root Causes Value-Add Analysis Takt Rate Analysis Quick Wins Statistical Analysis Complete Analyze Tollgate Develop Potential Solutions Evaluate, Select, andOptimize Best Solutions Develop To-Be ValueStream Map(s) Develop and Implement PilotSolution Implement 5s Program Develop Full ScaleImplementation Plan Cost/Benefit Analysis Benchmarking Complete Improve Tollgate Develop SOPs, TrainingPlan & Process Controls Implement Solution andOngoing ProcessMeasurements Confirm Attainment of ProjectGoals Identify Project ReplicationOpportunities Training Complete Control Tollgate Transition Project to ProcessOwner Project Charter Voice of the Customer andKano Analysis SIPOC Map Project Valuation/ROICAnalysis 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 CycleEfficiency/Littles Law Operational Definitions Data Collection Plan Statistical Sampling Measurement SystemAnalysis (MSA) Gage R&R Kappa Studies Control Charts Spaghetti Diagrams Histograms Normality Test Process Capability Analysis Process Constraint ID andTakt Time Analysis Cause & Effect Analysis FMEA Hypothesis Tests/Conf.Intervals Simple & Multiple Regression ANOVA Components of Variation Conquering Product andProcess 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 SimulationWork Control System Setup reduction Pugh Matrix Pull System Mistake-Proofing/Zero Defects Standard OperatingProcedures (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, Processand Output Metrics Develop OperationalDefinitions Develop Data Collection Plan Validate MeasurementSystem Collect Baseline Data Determine Process Capability Complete Measure TollgateDefine Measure Analyze Improve ControlInternational Standards for Lean Six Sigma (ISLSS) 2 3. Analyze Overview AnalyzeValue Add Analysis - Current State806040200Takt Time = 551 2 3 4 5 6 7 8 9 10Task #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 OtherHypothesis Test(ANOVA, 1 or 2 sample t - test, Chi Squared,Regression, Test of Equal Variance, etc)Factor (x)Testedp Value Observations/ConclusionExample: ANOVA Location 0.030Significant factor - 1 hour driving time from DCto Baltimore office causes ticket cycle time togenerally be longer for the Baltimore siteExample: ANOVA Part vs. No Part 0.004Significant factor - on average, calls requiringparts have double the cycle time (22 vs 43hours)Example: Chi Squared Department 0.000Significant factor - Department 4 has digitizedaddition of customer info to ticket and lesshuman intervention, resulting in fewer errorsExample: Pareto Region n/aSouth region accounted for 59% of the defectsdue to their manual process and distance fromthe parts warehouseDescribe any other observations about the root cause (x) dataEnter Key Slide Take Away (Key Point) Here3Hypothesis Tests Value-Add AnalysisRoot Cause / Effect Tools UsedDiscoverSim DMAIC Case Study by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 4. AnalyzeGraphical AnalysisSummaryData is Continuous: XXX Data Points Collected Between XX/XX/XX and XX/XX/XXNormality Central Tendency VariationNormal Average Std. Dev (long term)Non-Normal Median or Q1 or Q3 Span (1/99) orStability Factor (Q1/Q3)Investigation Statistical / Graphical Analysis Observations/ConclusionHistogramNormality TestWhat is the shape of the Project Ydata? Is the Y data normallydistributed? What is the normalitytest p-value?What is the central tendency of theProject Y data?Mean, Median, or Quartile ValuesWhat is the spread of the Project Ydata?Standard Deviation, Span, orStability FactorIs the data stable over time? Run ChartDescribe any other observations about the Project Y dataInclude any other findings regarding the data hereEnter Key Slide Take Away (Key Point) HereDisplay Histograms & Process Capability Reports in Excel by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 4 5. AnalyzePrioritized Sources of WasteSources of Waste Waste #1 (%) Waste #2 (%) Waste #3 (%) Waste #4 (%) Waste #5 (%)NVADefect Overproduction TransportationMotion Inventory WaitingArea 1Sub area 1Area 1Sub area 1Area 1Sub area 1ProcessingArea 1Sub area 1Area 1Sub area 1Area 1Sub area 15%5%5%40%10%30%5%DefectOverproductionTransportationWaitingInventoryMotionProcessing< Insert your waste percentage asshown in pie chart >Enter Key Slide Take Away (Key Point) HereThe 7 Deadly Wastes Training Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 5 6. AnalyzeCause and Effect MatrixC&E Matrix (Optional) ? ?Enter Key Slide Take Away (Key Point) HereCause and Effect (XY) Matrix Training Video by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 6 7. Pareto Plot Analyze Describe the keyfindings of thePareto. How do thesefindings relate toyour project? Next Steps?Enter Key Slide Take Away (Key Point) HerePareto Chart and Analysis Training Video by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 7 8. Hypothesis Test Summary AnalyzeHypothesis Test(ANOVA, 1 or 2 sample t - test, Chi Squared,Regression, Test of Equal Variance, etc)Factor (x)Testedp Value Observations/ConclusionExample: ANOVA Location 0.030Significant factor - 1 hour driving time from DCto Baltimore office causes ticket cycle time togenerally be longer for the Baltimore siteExample: ANOVA Part vs. No Part 0.004Significant factor - on average, calls requiringparts have double the cycle time (22 vs 43hours)Example: Chi Squared Department 0.000Significant factor - Department 4 has digitizedaddition of customer info to ticket and lesshuman intervention, resulting in fewer errorsExample: Pareto Region n/aSouth region accounted for 59% of the defectsdue to their manual process and distance fromthe parts warehouseDescribe any other observations about the root cause (x) dataEnter Key Slide Take Away (Key Point) HereHypothesis Tests Training Video by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 8 9. Control / Impact Analysis AnalyzeDoes the X have a high, medium, or low impact on the project Y?High Impact Medium Impact Low ImpactIn OurControl ? ? ? ? ? ? ? ? ?In OurInfluence ? ? ? ? ? ? ? ? ?Out of OurControl ? ? ? ? ? ? ? ? ?Does the X in he teams control,influence, or out of their control?Enter Key Slide Take Away (Key Point) HerePrioritization Training Video by woodie8824International Standards for Lean Six Sigma (ISLSS) 9 10. AnalyzeQuick Win DocumentationTemplateExamples Where Used 5s 4-Step Setup Reduction Inventory Reduction MSA Improvements Price reductions Reduced DOWNTIMEProcess 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 eventsAdd Visual ExampleBeforeAdd Visual ExampleAfterEnter Key Slide Take Away (Key Point) HereKaizen Philosophy Training Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 10 11. Business Impact Analyze State financial impact of future project leverage opportunities Separate hard or Type 1 from soft Type 2 or 3 dollarsAnnual Estimate Replicated EstimateRevenueEnhancement Type 1: ? Type 2: ? Type 3: ? Type 1: ? Type 2: ? Type 3: ?ExpensesReduction 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: ?11Enter Key Slide Take Away (Key Point) HereCost Benefit Analysis Training Video by pajholdenInternational Standards for Lean Six Sigma (ISLSS) 12. Business Impact Details Analyze Type 1: Describe the chain of causality that shows how you determined the Direct Cash Flow. Tell the storywith cause & effect relationships, on how the proposed change should create the desired financial result ($) inyour project. Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. ho