Analyze
Lean Six Sigma Analyze Phase Tollgate Review
Lean Six Sigma Group
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
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
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
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
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
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
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
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
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
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
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
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
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
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
Analyze
Lean Six Sigma Tollgate Review Backup Slides
International Standards for Lean Six Sigma (ISLSS)
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
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
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
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
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?
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
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
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
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
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
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
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
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
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
Analyze
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
Analyze
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
Analyze
Lean Six Sigma Additional Resources
Analyze
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.
34
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.
AnalyzeLean Six Sigma Resources
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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)
Analyze
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
Analyze
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
Analyze
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
Analyze
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