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Analyz e Lean Six Sigma Analyze Phase Tollgate Review Lean Six Sigma Group

Analyze Phase Lean Six Sigma Tollgate Templates

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Page 1: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Lean Six Sigma Analyze Phase Tollgate Review

Lean Six Sigma Group

Page 2: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Analyze

Jack Welch Speaks on the Future of Six Sigma by Steven Bonacorsi

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

2International Standards for Lean Six Sigma (ISLSS)

Kaizen Events Targeted in Measure to Accelerate Results

Page 3: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeAnalyze Overview

Value Add Analysis - Current State

0

20

40

60

80

1 2 3 4 5 6 7 8 9 10Task #

Task T

ime (

seco

nd

s)

CVA Time BVA Time NVA Time

Takt Time = 55

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 0.030Significant 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 0.004Significant factor - on average, calls requiring parts have double the cycle time (22 vs 43 hours)

Example: Chi Squared Department 0.000Significant factor - Department 4 has digitized addition of customer info to ticket and less human intervention, resulting in fewer errors

Example: Pareto Region n/aSouth 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

3

Hypothesis Tests Value-Add Analysis

Tools UsedRoot Cause / Effect

International Standards for Lean Six Sigma (ISLSS)

DiscoverSim DMAIC Case Study by SigmaXL

Page 4: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Analyze

Graphical Analysis Summary

Data is Continuous: XXX Data Points Collected Between XX/XX/XX and XX/XX/XX

Normality Central Tendency Variation

Normal Average Std. Dev (long term)

Non-Normal Median or Q1 or Q3 Span (1/99) or Stability Factor (Q1/Q3)

Investigation Statistical / Graphical Analysis Observations/Conclusion

Histogram      

Normality Test

What is the central tendency of the Project Y data?

Mean, Median, or Quartile Values      

What is the spread of the Project Y data?

Standard Deviation, Span, or Stability Factor

     

Is the data stable over time? Run Chart      

Include any other findings regarding the data here

What is the shape of the Project Y data? Is the Y data normally distributed? What is the normality test p-value?

Describe any other observations about the Project Y data

Enter Key Slide Take Away (Key Point) Here

4International Standards for Lean Six Sigma (ISLSS)

Display Histograms & Process Capability Reports in Excel by SigmaXL

Page 5: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Sources of Waste Waste #1 (%) Waste #2 (%) Waste #3 (%) Waste #4 (%) Waste #5 (%)

Prioritized Sources of Waste

NVA

Defect Overproduction Transportation

WaitingInventoryMotion

Area 1

Sub area 1

Area 1

Sub area 1

Area 1

Sub area 1

Processing

Area 1

Sub area 1

Area 1

Sub area 1

Area 1

Sub area 1

5%5%

5%

40%10%

30%

5%Defect

Overproduction

Transportation

Waiting

Inventory

Motion

Processing

< Insert your waste percentage as shown in pie chart >

Enter Key Slide Take Away (Key Point) Here

5International Standards for Lean Six Sigma (ISLSS)

The 7 Deadly Wastes Training Video by Gemba Academy

Page 6: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Cause and Effect MatrixC&E Matrix (Optional)

? ?

Enter Key Slide Take Away (Key Point) Here

6International Standards for Lean Six Sigma (ISLSS)

Cause and Effect (XY) Matrix Training Video by SigmaXL

Page 7: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzePareto Plot

Enter Key Slide Take Away (Key Point) Here

7International Standards for Lean Six Sigma (ISLSS)

Describe the key findings of the Pareto.

How do these findings relate to your project?

Next Steps?

Pareto Chart and Analysis Training Video by SigmaXL

Page 8: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeHypothesis Test Summary

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 0.030Significant 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 0.004Significant factor - on average, calls requiring parts have double the cycle time (22 vs 43 hours)

Example: Chi Squared Department 0.000Significant factor - Department 4 has digitized addition of customer info to ticket and less human intervention, resulting in fewer errors

Example: Pareto Region n/aSouth 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

8International Standards for Lean Six Sigma (ISLSS)

Hypothesis Tests Training Video by SigmaXL

Page 9: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeControl / Impact Analysis

High Impact Medium Impact Low Impact

In Our Control

? ? ?

? ? ?

? ? ?

In Our Influence

? ? ?

? ? ?

? ? ?

Out of Our Control

? ? ?

? ? ?

? ? ?

Does the X have a high, medium, or low impact on the project Y?

Doe

s th

e X

in h

e te

ams

cont

rol,

influ

ence

, or

out o

f the

ir co

ntro

l?

Enter Key Slide Take Away (Key Point) Here

9International Standards for Lean Six Sigma (ISLSS)

Prioritization Training Video by woodie8824

Page 10: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Quick Win Documentation Template

1. Root Cause: _______________________________2. Obvious Solution: ___________________________3. Low or No Cost: ____________________________4. Low Risk: _________________________________5. Implementation Plan: ________________________6. Stakeholder(s) Approval: _____________________

Process Name: ______________________ Process Lead: ___________________

Process Owner: ______________________ Start Date: ______________________

Process Area: ________________________ Stop Date: ______________________

Benefit(s): _________________________________________ _________________________________________ _________________________________________

Enter Key Slide Take Away (Key Point) Here

10International Standards for Lean Six Sigma (ISLSS)

Add Visual ExampleBefore

Add Visual ExampleAfter

Examples Where Used 5s 4-Step Setup Reduction Inventory Reduction MSA Improvements Price reductions Reduced DOWNTIME

(NVA steps or work) Pull System Kaizen events

Kaizen Philosophy Training Video by Gemba Academy

Page 11: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeBusiness Impact

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: ?

11

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Cost Benefit Analysis Training Video by pajholden

Page 12: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeBusiness Impact Details

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?

12

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Cost/Benefit Training Video by PUBP741

Page 13: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeCurrent Status

Key actions completed

Issues Lessons learned Communications,

team building, organizational activities

W/E:

Due Revised Due

For deliverables due thru:

Deliverable/Action Who Due Revised Due Comments/Resolution Need Help

Issue/Risk Who Due Revised Due Recommended Action Need Help

Deliverables/Tasks Completed last week Comments

Actions Scheduled for next 2 Weeks

Current Issues and Risks

Lean Six Sigma Project Status and Planning

Upcoming Deliverables/Tasks - 2 weeks out Comments

13

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Manage Stakeholder Expectations Training Video by projectmanagervideos

Page 14: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeNext Steps

Key actions? Planned Lean Six Sigma

Tools/Activities to be used?

Last Revised:

No. Description/RecommendationStatus

Open/Closed/HoldDue Date

Revised Due Date

Resp Comments / Resolution

12345678910

Lean Six Sigma Project Issue Log

Questions to answer? Barrier/risk mitigation activities? Kaizen or Quick Win Opportunities?

14

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Engagement Training Video by Dr. Mark Jaben – Lean Leadership Institute

Page 15: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

AnalyzeSign Off

I concur that the Analyze phase was successfully completed on MM/DD/YYYY I concur the project is ready to proceed to next phase: Improve

Enter Name Here Deployment Champion

Enter Name Here Financial Representative

Enter Name Here Green Belt/Black Belt

Enter Name Here Master Black Belt

Enter Name Here Sponsor / Process Owner

15

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

What is Process Excellence Video by ProcessExcellenceNetwork.com

Page 16: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Lean Six Sigma Tollgate Review Backup Slides

International Standards for Lean Six Sigma (ISLSS)

Page 17: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeProject Charter Updates

Problem: Describe problem in non-technical terms Statement should explain why project is important; why

working on it is a priorityGoal: 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

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)

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 BeltCore Team Role % Contrib. LSS Training Team Member 1 SME XX YB Team Member 2 TM XX GB Team Member 3 SME XX PSExtended Team Team Member 1 BFM XX Not Trained Team Member 2 IT XX Not Trained

Review high-level schedule milestones here: Phase Completions Tollgate Reviews

Tollgate Scheduled Revised CompleteDefine: XX/XX/XX - XX/XX/XXMeasure: XX/XX/XX XX/XX/XX XX/XX/XXAnalyze: XX/XX/XX XX/XX/XX XX/XX/XXImprove: XX/XX/XX XX/XX/XX XX/XX/XXControl: XX/XX/XX XX/XX/XX XX/XX/XX

Enter Key Slide Take Away (Key Point) Here

17International Standards for Lean Six Sigma (ISLSS)

Project Charter Training Video by Darrell Rogers

Page 18: Analyze Phase Lean Six Sigma Tollgate Templates

AnalyzeMeasure Overview

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

Indiv

idual Valu

e

2442171901631361098255281

40

35

30

25

20

_X=29.13

UCL=37.70

LCL=20.56

Observation

Movin

g R

ange

2442171901631361098255281

10.0

7.5

5.0

2.5

0.0

__MR=3.22

UCL=10.53

LCL=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

18

Process Capability Graphical Analysis

Tools UsedRoot Cause / Quick Win

International Standards for Lean Six Sigma (ISLSS)

Process Capability Training Video by SigmaXL

Page 19: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

19

AnalyzeTollgate Checklist

Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could contribute to the problem statement?

Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for variation in the process, and generate hypothesis as to the root causes of the current process performance?

Has an evaluation been done to determine whether the problem can be solved without a fundamental recreation of the process? Has the decision been confirmed with the Project Sponsor?

Has the team investigated and validated (or de-validated) the root cause hypotheses generated earlier, to gain confidence that the “vital few” root causes have been uncovered?

Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem Statement) is being seen?

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, added to the Risk

Mitigation Plan, and a mitigation strategy put in place?

Tollgate ReviewTollgate Review

Stop

Deliverables: List of Potential Root causes

Prioritized List of Validated Root Causes

Additional “Quick Wins”, if applicable

Refined Charter, as necessary

Updated Risk Mitigation Plan Deliverables Uploaded to Central

Storage Location or Deployment Management System

Has the team identified the key factors (critical X’s) that have the biggest impact on process performance? Have they validated the root causes?

International Standards for Lean Six Sigma (ISLSS)Analyze Phase Success Criteria Training Video by educatevirtually

Page 20: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

20

Analyze

Lean Six Sigma DMAIC Improvement Process

Tollgate Review

Tollgate Review

Stop

Define

Measure

Analyze

Improve

Control

Tollgate Review

Tollgate Review

Stop

Tollgate Review

Tollgate Review

Stop

Tollgate Review

Tollgate Review

Stop

Define the opportunity from both the customer and business perspective

Understand the baseline process performance

Identify the critical X factors and root causes impacting process performance

Develop solutions linked to critical x’s

Implement solutions & control plan

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

DMAIC Project Overview using DiscoverSim by SigmaXL.com

Page 21: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

ImproveTollgate Checklist

Tollgate ReviewTollgate Review

Stop

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

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?

21International Standards for Lean Six Sigma (ISLSS)

Improve Phase Success Criteria Training Video by educatevirtually

Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?

Page 22: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Analyze

Run Charts (Optional)

There is a no non-random influence acting upon this

process. There is no Oscillation

Median = 38

When the points are connected with a line, a run ends when the

line crosses the median

A run, in this case, is one or more

consecutive points on the same side

of the median

There is a non-random influence acting upon this process that is

creating clustering

There is a no non-random influence acting upon this

process. There is no trend

1 Run about the Median, can you

count the other 8?Longest Run about the median

There is a no non-random influence acting upon this

process. There is no Oscillation

Median = 38

When the points are connected with a line, a run ends when the

line crosses the median

A run, in this case, is one or more

consecutive points on the same side

of the median

There is a non-random influence acting upon this process that is

creating clustering

There is a no non-random influence acting upon this

process. There is no trend

1 Run about the Median, can you

count the other 8?Longest Run about the median

Enter Key Slide Take Away (Key Point) Here

22International Standards for Lean Six Sigma (ISLSS)

Run Chart Training Video by SigmaXL

Page 23: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Scatter Plot(Optional)

Average Expenses decrease as Sales Increase

Enter Key Slide Take Away (Key Point) Here

23International Standards for Lean Six Sigma (ISLSS)

Scatter Plot Training Video by SigmaXL

Page 24: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Linear Regression(Optional)

95% confident that 94.1% of the variation in “Wait Time” is from the “Qty of Deliveries”

Deliveries

Wait Tim

e

353025201510

55

50

45

40

35

S 1.11885R-Sq 94.1%R-Sq(adj) 93.9%

Fitted Line PlotWait Time = 32.05 + 0.5825 Deliveries

Enter Key Slide Take Away (Key Point) Here

24International Standards for Lean Six Sigma (ISLSS)

Multiple Regression Training Video by SigmaXL

Page 25: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

50403020100

Improve Data

Dotplot of Improve Data(with Ho and 95% t-confidence interval for the mean)

[ ]X_

Ho

One-Sample T-Test and Dot Plot (Optional)

We Are 95% Confident The Improve Mean Is Not Statistically Different

One-Sample T: Improve Data

Test of mu = 30 vs mu not = 30

Variable N Mean StDev SE Mean

Improve Data 30 28.10 12.45 2.27

Variable 95.0% CI T P

Improve Data (23.45, 32.75) -0.84 0.410

This Dot Plot graphically displays 95% confidence intervals that the data will fall between 23.45 and 32.75 for response

time (see the red brackets and red line). It also indicates that the Mean (Red X) is at 28.1. The blue Ho marks the Target Mean.

The test statistic, T, for Ho: mean = 30 is calculated as –0.84. The P-Value of this test, or the probability of obtaining more extreme value of the test statistic by chance if the null hypothesis was true, is 0.410

(> 0.05). This is called the attained significant level, or P-Value. Therefore, Accept Ho, which means we conclude that the Improve data set mean (28.1) is

NOT different than the Target mean (30).

Hypothesis Test: Is the Improve data set mean different from the Target Mean

of 30 minutes?

Enter Key Slide Take Away (Key Point) Here

25International Standards for Lean Six Sigma (ISLSS)

Two-Sample T-Test Training Video by SigmaXL

Page 26: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Analyze

Test for Equal Variance (Optional)

150100500

95% Confidence Intervals for Sigmas

Antenna

Payroll

706050403020100

Boxplots of Raw Data

Total Time

P-Value : 0.000

Test Statistic: 21.054

Levene's Test

P-Value : 0.001

Test Statistic: 0.108

F-Test

Factor Levels

Payroll

Antenna

Test for Equal Variances for Total Time

The spread of the data is statistical

greater for completing the

payroll form than the Antenna time

tracking.

Test for Equal Variance Confirms Payroll Input Type

Cycle Time is Significant

Enter Key Slide Take Away (Key Point) Here

26International Standards for Lean Six Sigma (ISLSS)

Test for Equal Variance Training Video by SigmaXL

Page 27: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

No P

art

Part

0

50

100

150

Part/No PartN

et H

ours

Ca

ll O

pen

Boxplots of Net Hour by Part/No(means are indicated by solid circles)

Analysis of Variance for Net HourSource DF SS MS F PPart/No 1 7421 7421 8.65 0.004Error 69 59194 858Total 70 66615 Individual 95% CI's For MeanLevel N Mean StDev --+---------+---------+---------+----No Part 27 21.99 19.95 (--------*---------) Part 44 43.05 33.70 (------*------) --+---------+---------+---------+----Pooled StDev = 29.29 12 24 36 48

One Way ANOVA (Optional)

After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.

It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.

Box Plot: Part/ No Part

Impact on Ticket Cycle Time

Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time.

Enter Key Slide Take Away (Key Point) Here

27International Standards for Lean Six Sigma (ISLSS)

Create a One-Way ANOVA and Means Matrix Training Video by SigmaXL

Page 28: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Chi-Square = 19.14 DF = 2 Mood’s Median TestP = 0.000 Individual 95.0% Confidence Interval’sMonth N<= N> Median Q3-Q1 ------+---------+---------+---------+10 88 132 8.43 12.15 (--------+-------)11 123 121 6.57 10.52 (------+------)12 111 68 4.77 7.10 (-----+------) ------+---------+---------+---------+Overall Median 6.63 4.8 6.4 8.0 9.6

Befo

re

After

40

30

20

10

0

SubgroupD

efe

cts

Dotplots of Defects by Subgroup

Mood’s Median (Optional)

After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.

It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes.

Dot Plot: Part/ No Part Impact on

Ticket Cycle Time

Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on

the ticket cycle time.

Enter Key Slide Take Away (Key Point) Here

28International Standards for Lean Six Sigma (ISLSS)

Nonparametric Multiple Comparison Tests Training Video by SigmaXL

Page 29: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Analyze

Statistical Testing for Discrete Data (Optional)

The discrete data of interest is Complaints and Customer Type, • i.e., does the type of complaint differ across

customer type? • The Null Hypothesis is that there is no

relationship (or independence) between Customer Type and Complaints.

• With the p-value = 0.142 we fail to reject H0, so we do not have enough evidence to show a difference in customer complaints across customer types.

• Note: If more than 20% of Fitted Cells are Sparse - cells whose expected value is less than 5 – consider collecting more data, consolidation of levels, or removal of columns.

• Tip: Use Chi-Square Analysis to complement Advanced Pareto Analysis.

Enter Key Slide Take Away (Key Point) Here

29International Standards for Lean Six Sigma (ISLSS)

Chi-Square Test Training Video by SigmaXL

Page 30: Analyze Phase Lean Six Sigma Tollgate Templates

Analyze

Process Takt Rate & Workload Balancing (Optional)

Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the

time trap is the constraint

Takt Time = Net Process Time AvailableNumber of Units to Process

Enter Key Slide Take Away (Key Point) Here

30International Standards for Lean Six Sigma (ISLSS)

Takt Time Training Video by Lean Manufacturing Lean Enterprise

01020304050607080

1 2 3 4 5 6 7 8 9 10

Task T

ime (seco

nd

s)

Task #

Value Add Analysis - Current State

CVA Time BVA Time NVA Time

Takt Time = 55 sec

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Analyze

In/Out of Frame(Optional)

Creating a visual depiction of what elements of the project are in the scope (frame) and out of the scope

Vital X #1

Vital X #2

Vital X #9

Vital X #8Vital X

#7

Vital X #6

Vital X #5

Vital X #4

Vital X #3

No Control

ControlInfl

uen

ce

Enter Key Slide Take Away (Key Point) Here

31International Standards for Lean Six Sigma (ISLSS)

Project Scoping Training Video by Projectmanagervideos

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Analyze

Systems & Structures Assessment (Optional)

How should we use or modify to support "____" vision and objectives? 1

2

1

2

1

2

1

2

1

2

1

2

1

2Resource Allocation

System or Structure

Staffing

Training & Development

Measurements & Reward

Communication

Organization Design

Information Systems

Enter Key Slide Take Away (Key Point) Here

32International Standards for Lean Six Sigma (ISLSS)

GE’s Approach to Change Video by NextNewsNetwork

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Lean Six Sigma Additional Resources

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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.

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Replace the content of this slide with images or video’s related to your process improvement project

International Standards for Lean Six Sigma (ISLSS)

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.

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Best Wishes in Continuously Improving Your Business Processes – Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt

International Standards for Lean Six Sigma (ISLSS)

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

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

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Lean Six Sigma Groups(Click Logo’s to Join Group)

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Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean Six Sigma Jobs; +200 Discussions; +500 Comments

+280,000 Members – Come Join the ConversationInternational Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Group

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Lean Six Sigma Resource Blogs(Click Logo’s to Follow Blogs)

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See Notes Section for Links to Lean Six Sigma Group Contributors

International Standards for Lean Six Sigma (ISLSS)

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Lean Six Sigma Analyze Phase Video References – Set 10

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Need Help with Analysis? Join the SigmaXL Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101

International Standards for Lean Six Sigma (ISLSS)

Jack Welch Speaks on the Future

of Six Sigma by Steven Bonacorsi

DiscoverSim DMAIC Case Study by SigmaXL

Display Histograms & Process Capability Reports

in Excel by SigmaXL

The 7 Deadly Wastes Training Video by Gemba Academy

Cause and Effect (XY) Matrix Training Video by SigmaXL

Pareto Chart and Analysis Training Video by SigmaXL

Hypothesis Tests Training Video by SigmaXL

Prioritization Training Video by woodie8824

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Lean Six Sigma Analyze Phase Video References – Set 11

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Join the Lean Six Sigma Information Technology Group: http://www.linkedin.com/groups?gid=3009189

International Standards for Lean Six Sigma (ISLSS)

Kaizen Philosophy Training Video by Gemba Academy

Cost Benefit Analysis Training Video by pajholden

Cost/Benefit Training Video by PUBP741

Manage Stakeholder Expectations

Training Video by projectmanagervideos

Engagement Training Video by Dr. Mark Jaben – Lean Leadership Institute

What is Process Excellence Video by the PEX Network

Project Charter Training Video by Darrell Rogers

Process Capability Training Video by

SigmaXL

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Lean Six Sigma Analyze Phase Video References – Set 12

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Join the Lean Six Sigma Public Sector Group: http://www.linkedin.com/groups?gid=2055208

International Standards for Lean Six Sigma (ISLSS)

Analyze Phase Success Criteria Training Video by educatevirtually

DMAIC Project Overview using DiscoverSim by SigmaXL.com

Improve Phase Success Criteria Training Video by

educatevirtually

Run Chart Training Video by SigmaXL

Scatter Plot Training Video by SigmaXL

Multiple Regression Training Video by

SigmaXL

Two-Sample T-Test Training Video by

SigmaXL

Test for Equal Variance Training Video by

SigmaXL

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Lean Six Sigma Analyze Phase Video References – Set 12

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Join the Lean Six Sigma Healthcare, Pharma, and Medical Device Group: http://www.linkedin.com/groups?gid=2857144

International Standards for Lean Six Sigma (ISLSS)

Create a One-Way ANOVA and Means Matrix

Training Video by SigmaXL

Nonparametric Multiple Comparison Tests Training Video by SigmaXL

Chi-Square Test Training Video by SigmaXL

Takt Time Training Video by Lean Manufacturing Lean Enterprise

Project Scoping Training Video by

Projectmanagervideos

GE’s Approach to Change

Video by NextNewsNetwork