Measure phase lean six sigma tollgate template

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  • 1. Lean Six SigmaGroupLean Six Sigma Measure PhaseTollgate Review

2. Lean 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 ResultsTen Commandments of Lean Six Sigma Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 2 3. Project Charter UpdatesProblem/Goal StatementProblem: Describe problem in non-technical terms Statement should explain why project is important; whyworking 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, ResourceRequirements, Time Boundaries Explain leverage and strategic implications (if any)Financial ImpactTollgate Review ScheduleTeam 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 (futureprojects) 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 TrainedTollgate 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 Review high-level schedule milestones here: Phase Completions Tollgate ReviewsEnter Key Slide Take Away (Key Point) HereHow to Write a Project Charter Training Video by projectmanagervideosInternational Standards for Lean Six Sigma (ISLSS) 3 4. Measure 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 #3ObservationIndividual Value1 28 55 82 109 136 163 190 217 2444035302520UC L=37.70_X=29.13LC L=20.56ObservationMoving Range1 28 55 82 109 136 163 190 217 24410. L=10.53__MR=3.22LC L=0I-MR Chart of Delivery Time Detailed process mappingMSA Value Stream Mapping Data Collection Planning Basic Statistics Process Capability Histograms Time Series Plot Probability Plot Pareto Analysis Operational Def. 5s Pull Control ChartsEnter Key Slide Take Away (Key Point) Here4Process Capability Graphical AnalysisRoot Cause / Quick Win Tools UsedProcess Capability Training Video by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 5. Data Collection PlanPerformanceMeasureOperationalDefinitionData Sourceand LocationHow Will DataBe Collected 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 neededWho WillCollect DataWhen Will DataBe CollectedSampleSizeStratificationFactorsHow will databe used?VOCMSAProcessVSMFinancialsOthersEnter Key Slide Take Away (Key Point) HereDMAIC Case Study to Improve Customer Satisfaction Video by SigmaXLInternational Standards for Lean Six Sigma (ISLSS) 5 6. Operational Definitions Y Continuous data Process start/stop andcycle time boundaries, such as the unit ofmeasure (ex minutes), the unit (the thing you aremeasuring), will you include weekends, holidays,non-business hours? Y Discrete data Define Success/Defect or otherattribute values you will measure X The subgroups values or X-factor groupingsyou will use on your project data collection Other unique terms that apply to your projectthat require clear operational definitions Use additional slides as needed to complete youroperational definitionsAdd Visual ExampleAdd Visual ExampleEnter Key Slide Take Away (Key Point) HereThe Gemba Glossary Training Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 6 7. MSA Conclusions The measurement systems are acceptable. The data is considered to have no potential forsignificant error. Need to be careful to appropriately use the data during the Analyze Phase.Type ofMeasurement ErrorDescription Considerations to this ProjectDiscrimination(resolution)The ability of the measurement systemto divide into data categoriesWork hrs can be measured to Enter Key Slide Take Away (Key Point) HereSigmaXL Training Video on Cause & Effect DiagramsInternational Standards for Lean Six Sigma (ISLSS) 13 14. Swim LaneProcess MapClientMgr.ClientHRClientContactAdminPlacesinformationinto HRdatabaseSends Emailto AdminSends exitdate to IT,telecom &facilitiesOval shapes: Start/Stop of processDiamonds: Decision pointsRectangles: Process stepsHalf-Moon: Delay/Queue TimeRe-verifies with mgr onemployees exit statusNTAdminEmailVendorUtilize e-mail vendorsweb tool to submit deleterequest to vendorSends Emailto AdminAdmin closesticket andmanager notifiedGenerates ticket &forwards to AdminDeleteaccountMark request ascompleted onadmin web siteCreate ticket ifrequest comingdirectly from clientAvg.Delay2 daysAvg.Delay2 daysAvg.Delay1 dayAvg.Delay4daysFormrequireapproval?NoYesSecureapproval(s)Note: Steps in blueshapes are non-valueadded stepsAvg.Delay2 daysAvg.Delay1 dayEnter Key Slide Take Away (Key Point) HereInternational Standards for Lean Six Sigma (ISLSS) 14Notify HR ofemployee exit dateMetrics Based Process Mapping Training Video by The Karen Martin Group 15. Value Stream MapCurrent StateService lead time = 384SUPPLIERS minWeekly UpdatePhone CallOrder MgmtOrder Mgmt Order Mgmt Order Mgmt Order Mgmt DISTP/T = 2 minError Rate=2%Volume=800P/T = 6 MinError Rate=0%Volume=800P/T = 6 MinError Rate=2%Volume=800P/T = 2 MinError Rate=1%Volume=80020Orders3 minAutomateMonitoringLargeBusiness6 CustomersSmallBusiness5 Customers3 CustomersCustomerInfo4ProductNeed 4Pricing4ShippingInfo4PickPack & Ship10P/T = 120 MinError Rate=1%Volume=12002 min 6 min 6 min 2 min 120min240min5minCustomer call time =24 minManual UpdatePhone CallTrigger:Completion Criteria:Cycle Time:Takt Time:Number of People:Number of Approvals:Items in Inbox:% Rework:# of Iterations (cycles):# of Databases:Top 3 Rework Issues:1.2.3.CUSTOMERScreen for Acct MgrP/T = 3 minLost calls=10%Volume=1200Simplify/Mistake ProofForecastImprovementImproveVisibilitySimplify/CombineEnter Key Slide Take Away (Key Point) HereValue Stream Mapping Training Video by Gemba AcademyInternational Standards for Lean Six Sigma (ISLSS) 15HomeOrder Mgmt Supervisor 16. Business Impact 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: ? T