Control phase lean six sigma tollgate template

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  • 1. Lean Six Sigma Control Phase ControlTollgate Review

2. ControlLean 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 the Process Excellence NetworkInternational Standards for Lean Six Sigma (ISLSS) 2 3. Control Summary Control ? ? ? ? ?Documentation Provide any necessary trainingTranslation project within/ outside of region/function: Any resulting spin-off projects initiated Any Replication in other locations?Communication: Communicate project results with customer Communicate results with the businessInclude text here to explainhighlights of the plan to monitor andrespond to variation in ys and xsBaseline ImprovedUnits ? ?Defects ? ?DPMO ? ?Mean* ? ?PCE% ? ?Std. Deviation* ? ?Sigma (ST) ? ?Sigma (LT) ? ? ? ? ? ? ?Summarize benefits to theinternal/external customers here.Start tracking benefits from date ofimplementation of Improve PhaseImprovements.Enter Key Slide Take Away (Key Point) Here3Control/Response Plan Highlights Benefits of ProjectSigma Levels/Improvements Communication & TranslationCase Study: Improve Customer Satisfaction Video by Chris NogueraInternational Standards for Lean Six Sigma (ISLSS) 4. ControlDescriptive StatisticsProcess CapabilityProcess Capability Analysis for CholesterolSTLTProcess Capability Analysis for ControlCholesterol120 140 160 180 200 220 240 260USLPPM < LSLPPM > USL*151146.50*133333.33*116152.65140 160 180 200 220 240220.000**193.1333026.045522.4931*0.34*0.34*Cholesterol*0.40*PPM < LSLPPM > USLCapabilityPPM < LSLPPM > USLPPM < LSLPPM > USLCapability Observed Performance Expected ST Performance Expected LT PerformancePPM < LSLPPM > USLDisplay Histograms PPM Total& Process Capability Reports Video by SigmaXL Inc.PPM < LSLPPM > USLPPM TotalPPM < LSLPPM > USLPPM Total*16153.5116153.51*43119.0643119.06*0.000.00220.000**184.9673020.420616.3662*0.57*0.57**0.71*0.71DataSTLTUSLPPM TotalPPM TotalPPM TotalUSLTargetLSLMeanSample NStDev (ST)StDev (LT)Process DataPotential *Overall (LT) Capability USL116152.65Cp116152.65151146.50133333.330.40Observed Performance Expected ST Performance Expected LT PerformanceCapabilitySTLTTargetCPULSLCPLMeanCpkSample NCpmStDev (ST)StDev (LT)PpCpPPUCPUPPLPpk220.000**193.1333026.045522.4931*(ST) Capability220.000*0.34**184.9670.34**3020.420616.3662*0.40*0.570.40Process DataCPL*Potential (ST) Capability(Baseline)(Improved)Enter Key Slide Take Away (Key Point) HereInternational Standards for Lean Six Sigma (ISLSS) 4260STLT240 260PPM Total116152.65Expected LT Performance 5. ControlItem/ 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) HereHow to Become an Effective FMEA Practitioner Training Video by ReliaSoftInternational Standards for Lean Six Sigma (ISLSS) 5 6. ControlRACI Chart(Optional)R = Responsible: The person who performs the action/task.A = Accountable: The person who is held accountable that the action/task is completed.C = Consulted: The person(s) who is consulted before performing the action/task.I = Informed: The person(s) who is informed after performing the action/task.Step Action/Task Responsible Accountable Consulted Informed123456789106Enter Key Slide Take Away (Key Point) HereRACI Implementation Training Video by Michael Carew at raci.comInternational Standards for Lean Six Sigma (ISLSS) 7. ControlControl / Response &Escalation PlanData Monitor checksthe dashboard andlearns that I-MR and isout of controlEscalates to the ProcessOwner & Black Belt forspecial causeidentificationFMEA is used to updateany failure/actions orimprovements notrecordedSupplier is contacted toreview defects andactionsProcess (x) and Outcome (y)IndicatorsUOM TargetControlLimitProcess Owner/Data MonitorSystem/ Source What to checkFrequency/TimeProcedureReference(optional)Total number of open tickets atend of dayticket 0 10 Joe SchmoeRemedy TicketDataOpen ticket report onreports screenDaily M-F at5 pmSOP 7.2Action if control limit is exceeded:Number of tickets per technician ticket 0 2 Joe SchmoeRemedy TicketDataOpen ticket report onreports screenDaily M-F at5 pmSOP 7.2Action if control limit is exceeded:Personal Time Off Schedulepeopleout/day0 2 Tom Orrow Outlook CalendarNumber of staff with PTOfor coming weekWeeklyFriday pmnoneAction if control limit is exceeded:Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis withteam members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager willbe notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20.Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determineroot cause and agree on remedy actions.Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is lessthan 200 per day)Process Escalation MapEnter Key Slide Take Away (Key Point) HereControl Plan Training Video by 6ixsigmaorgInternational Standards for Lean Six Sigma (ISLSS) 7 8. Business Impact Control 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) HereCost Benefit Analysis Training Video by John GunyouInternational Standards for Lean Six Sigma (ISLSS) 9. Business Impact Details Control 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 B