NG BB Define Tollgate

8/11/2019 NG BB Define Tollgate

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Black BeltDefine

Tollgate Briefing

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Project NameDEPMS Project Number

Name of BeltOrganization

Date



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Define Tollgate Requirements

PROJECT DELIVERABLES NGB COMMENTS

DEFINE

Problem Statement Mandatory Part of project charter Goal Statement Mandatory Part of project charter Project Scope Mandatory Part of project charter Project Timeline Mandatory

Project Sponsor and Core Team MandatoryProcess Map (High Level) / SIPOC MandatoryVoice of Customer / Voice of Business Analysis MandatoryReplication Check / Benchmarking Mandatory Was it done before?Strategic Alignment Cross Check Mandatory Is it important to org?Communication Plan Mandatory For team/stakeholdersStakeholder Analysis Recommended Use to develop comm planStoryboard / A3 Mandatory 1-page proj summaryBarriers/Issues/Risks MandatoryQuick Wins RecommendedLessons Learned Optional

NG CPI BLACK BELT TOLLGATE REQUIREMENTS







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Team MembersName Role Affiliation DACI

Black Belt DriverMaster Black Belt DriverProject Sponsor Approver

Process Owner ApproverContributorContributorContributorContributorInform

InformInformInform

Required Deliverable

Cross Functional Team



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I confirm that:DEPMS (DoD Enterprise Performance Management System) has beensearched for similar projects: Yes / No

Replication: List relevant initiatives / potential replication projectsfound (if any):• Project 1: (DEPMS # or other tracking tool project number)• Project 2:

Collaboration: Identify organizations that can/should be considered forworking this project collaboratively:• Organization 1:

• Organization 2:


Replication Check



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Strategic Alignment

The Define Tollgate requires a linkage to organizational strategy.

Include an organizational metric/metrics for which your project willhelp improve

Refer to your organization’s Strategic Plan and/or other referenceddocuments




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Business Impact

Insert as much information as possible about the potential operationaland/or financial benefits

Include any assumptions upon which these estimates are based

Example: Operational benefits – This project is expected to reduce PLTby 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift

Example: Financial benefits – This project is expected to save $xx in FYxx




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Measurable Y:


Suppliers Inputs Process Outputs Customers

High-Level Process Map (SIPOC)


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Voice of theCustomer /

Key Customer Issue(s) Critical CustomerRequirement

What does the customer want from us? What does the customer want from us?We need to identify the issue(s) that

prevent us from satisfying ourcustomers.

We should summarize key issues andtranslate them into specific and measurable

requirements


Voice of Customer / Voice of Business

Voice of theBusiness

Key Process Issue(s) CriticalBusinessRequirement

What does the business want/need from us? What does the business want/need fromus? We need to identify the issue(s)

that prevent us from meeting strategicgoals/missions.

We should summarize key issues andtranslate them into specific and measurable

requirements



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Stakeholder Name/Group

Project ImpactOn Stakeholder (H, M, L)

Stakeholder

Level of Influence onSuccess of

Project (H,M,L)

Stakeholder’s

Current AttitudeToward Project

( +, 0, - )

Explanation of

CurrentStakeholder Attitude

(list)

Stakeholder Score

(H=3, M=2, L=1,+=3, 0=1, -=-3)

Action PlanFor Stakeholder

Recommended Deliverable

Stakeholder Analysis





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Project Barriers/Issues/Risks

Barriers

Issues

Risks




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9 – 10

7 - 8

5 - 6

3 - 4

0 - 2

0 – 2Little

3 – 4Low

5 – 6Medium

7 – 8High

9 – 10Critical

Consequence

L i k e

l i h o o d

Low Risk Medium Risk High Risk

9 – 10

7 - 8

5 - 6

3 - 4

0 - 2

0 – 2Little

3 – 4Low

5 – 6Medium

7 – 8High

9 – 10Critical

Consequence

L i k e

l i h o o d

Low Risk Medium Risk High Risk

•Process Mapping (Schedule)•Risk: Very large process to map. Team may nothave time to define sufficient level in the timeavailable.•Mitigation Plan: Scope to the “critical few” processpaths•Consequence: 1-2 week slide in schedule

• Data Availability (Schedule)• Risk: Process tracking which shows enough

critical process time information in somestages of the process may not be available.

• Mitigation: TBD• Consequence: May have to spend 1-2 weeks

to collect enough data to be statisticallysignificant.

• Personnel Availability (Schedule)• Risk: Team Members have multiple schedule

conflicts during Month of March. Lack of teammember availability and participation on team couldslow data collection during MEASURE phase.

• Mitigation: TBD• Consequence: May have to delay MEASURE Tollgate

•Contractor Process Mapping (Performance)•Risk: Contractor Process impact on cycle timecould be high. Team has no control overgetting information from the contractor andmay not be able to get verifiable informationlevel in the time available.•Mitigation Plan: Team will scope this out of

the process.•Consequence: 1 week lost time on project

• Project Scope (Performance)• Risk: Current scope of process is very large withmultiple sub-processes. Team unlikely to be able tocomplete DMAIC process on currently defined scope.• Mitigation Plan: Team will scope this out of theprocess according to the following plan:

•Complete process mapping•Reduce scope to Critical Path•Based on data, reduce scope to parts ofprocess that most affect PCT within control ofthe Project Team.

• Consequence: If mitigation plan is unacceptable,team unlikely to be successful.

Address Risk speaking points hereBe sure to include the risk of potential IT solutions and mitigation plans (I.e., work-arounds), if any

Project Risk Analysis – Example

Recommended Deliverable

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Define

BUS CASE: Be #2 Fin Service Provider

GOAL: Reduce Loan/Lease CT from9.2 to 8.0 days by July 1

FIN IMPACT: $2.7M per year

Project Charter 1.2 DayCCR Gap

Define Story Board


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Company: Department: Date: Prepared by:1. Define the problem situation

2. Problem Analysis

3. Action plans to correct problems

4. Results of Activity

5. Future Steps

8-Step A3 Project Summary Report

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NG CPI Tollgate Tool

Control ChartsProcess Capability

Process CapabilityHigh Level ProcessMap (SIPOC)

(Finance Owner) (Finance Owner)

(MBB) (MBB) (MBB) (MBB) (MBB)

(Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor)

I accept the Control Tollgate

I accept the ImproveTollgate

I accept the AnalyzeTollgate

I accept the Measure Tollgate

I accept the DefineTollgate

(Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner)

Project Charter• Problem Stmt• Defect Definition• Goal Statement• Project Scope• Business Impact• Strat Alignment

Detailed As Is ProcessMap

Value Stream MapKey Process Metrics

Potential Xs• Brainstorming• 5 Whys• Fishbone• Affinity Diagram

“To Be” Process Map

Solution Generation /Prioritization

Process Control Plan

Process Owner Accountability

Sponsor & TeamReplication Check

Data Collection PlanMeasure Systems

AnalysisData Collected

Critical Xs• Cause & Effect Matrix• Hypothesis Testing• Regression• Time Studies• Theory of Constraints

Improvement Strategy• Improvement Model• Implementation Plan• Pilot• “X” Improvement Target

Updated FinancialBenefits

Replication Opportunities

Measurable Y Voice of CustomerCustomer Specs

Voice of Business

Baseline Data Analysis• Descriptive Stats• Graphs• Pareto Charts

FMEA • Risk Analysis• Risk Mitigation Plan

Mistake Proofing Project Documentationof revised policies,SOP’s, procedures, andtraining

Project Timeline

Communication Plan• Stakeholder Analysis

Est Financial Benefits

Control Charts (asneeded)

FMEA • Risk Analysis•

Risk Mitigation Plan

Visual Process ControlTools (Optional)

1. ValidateProblem

4. Find RootCause

3. SetTargets

5. DevelopC-Ms

6. See C-MsThrough

2. IdentifyGaps

7. ConfirmResults 8. Standardize

Define Measure Analyze ControlI mprove

8-STEP PROCESS

Documents

NG BB Define Tollgate