Improve phase lean six sigma tollgate template

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  • 1. ImproveLean Six Sigma Improve PhaseTollgate ReviewLean Six SigmaGroup

2. ImproveLean Six SigmaDMAIC Tools and Activities 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 ControlKaizen Events Targeted in Measure to Accelerate ResultsLean Six Sigma Online Training Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 2 3. ImproveImprove SummaryVital X (root cause) Proof of CausationPractical Solution (process changeto address X)OperatingTolerances for XClient IT need to reverifyall exit data received fromClient HRAverage delay betweenreception of informationfrom Client HR until itreaches NT Admin orgeneral adminEliminate process - Place accountabilityon Client HR for information placed intonew database.n/aE-mail vendor's contractwith ClientThe SLA has a range of 3-5 business days for thecompletion of a deleterequestE-mail vendor instituted new webinterface for all add/delete requests,vastly improving request processingtime.1 - 2 daysE-mail vendor's contractwith ClientThe SLA has a range of 3-5 business days for thecompletion of a deleterequestE-mail vendor instituted new webinterface for all add/delete requests,vastly improving request processingtime.1 - 2 daysHow 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 used1. ?2. ?3. ?4. ?5. ?Enter Key Slide Take Away (Key Point) Here3Solution Selection Criteria Pilot and Implementation PlanThe Toyota Way to Lean Leadership Video by Lean Leadership InstituteInternational Standards for Lean Six Sigma (ISLSS) 4. To-Be Process Map ImprovePlaces information into HREXIT databaseUtilize web tool tosubmit a delete requestto vendorAccess databasedailyDelete accountCreate WorkRequestAvg. Cycletime = 0daysAvg. Cycletime = 1dayAvg. Cycletime = 1dayAvg. Cycletime = 1dayAvg. Cycletime = 1dayClientMgrClient HRClientContactNTAdminEmailVendorAdminAdmin closes work requestand manager notifiedNotify HR ofemployee exit dateEnter Key Slide Take Away (Key Point) HereLab Collection Workflow Swimlane Video Example by HealthITWorkforceInternational Standards for Lean Six Sigma (ISLSS) 4 5. ImproveQuick 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) HereLean Improvement Walk Training Video by FastCapInternational Standards for Lean Six Sigma (ISLSS) 5 6. ImproveItem/ Process StepPotentialFailureModePotentialFailureEffectsSeverity #Causes ofFailureOccurrence #Current ControlDetection #RPNRecommendedAction ResponsibilityTargetCompletionDateActual DateActionCompletedNew Severity #New Occurance #New Detection #New RPNExampleDocumentnotReceiveddelay ofscheduleddelivery7User forgot toupdate systemand senddocument3Call user to escalateissue7 147Automate systemsettings formissing fieldvalues and autosendIma N. Charge,ProgramManagerJoe Schmoe,Process Mgr9/30/2005 10/20/2005 7 1 1 7FMEA Risk Analysis recommended actions (Key Speaking Points) Rating Index Total Current Risk Priority Number (RPN) RiskEnter Key Slide Take Away (Key Point) HereFailure Mode and Effects Analysis Training Video by leansixsigmasourceInternational Standards for Lean Six Sigma (ISLSS) 6 7. ImproveValue Stream Map (VSM)Future StateInformationFlowSupplier Customer1 2 1Sources of Value ? ? ? ? ?Enter Key Slide Take Away (Key Point) HereFuture State Value Stream Map Training Video by educatevirtuallyInternational 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 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: ?8Enter Key Slide Take Away (Key Point) HereExcel 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 storywith cause & effect relationships, on how the proposed change should create the desired financial result ($) inyour project. Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel) Type 2: Describe the chain of causality that shows how you determined the Labor Efficiency savings. Tell thestory with cause & effect relationships on how the change should create the desired financial result ($). 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 projects 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?9Enter Key Slide Take Away (Key Point) HereDirect vs, Indirect Cost Training Video by Andromedia ProductionsInternational Standards for Lean Six Sigma (ISLSS) 10. Current Status Improve Key actionscompleted Issues Lessons learned Communications,team building,organizationalactivitiesLean Six Sigma Project Status and PlanningDeliverables/Tasks Completed last week CommentsDeliverable/Action Who Due Revised Due Comments/Issue/Risk Who Due Revised Due Recommended Upcoming Deliverables/Tasks - 2 weeks out Due Revised DueFor deliverables due thru:Actions Scheduled for next 2 WeeksCurrent Issues and RisksEnter Key Slide Take Away (Key Point) HereA3 Thinking and Problem Solving Training Video by tpyzdek10International Standards for Lean Six Sigma (ISLSS) 11. Next Steps Improve Key actions? Planned Lean Six SigmaTools/Activities to be used? Questions to answer? Barrier/risk mitigation activities? Kaizen or Quick Win Opportunities?Last Revised:No. Description/RecommendationStatusOpen/Closed/HoldDue DateRevised DueDateResp Comments / Resolution123