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Improve Phase. Lean Six Sigma Improve Phase Tollgate Review. 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

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slide1

Improve

Phase

  • Lean Six Sigma Improve Phase Tollgate Review
lean six sigma dmaic tools and activities
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
  • 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
  • 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

Improve

Control

Define

Analyze

Measure

  • 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
  • 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
  • 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
  • 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

Kaizen Events Targeted in Measure to Accelerate Results

International Standards for Lean Six Sigma

analyze overview
Analyze Overview

Hypothesis Tests

Value-Add Analysis

Tools Used

Root Cause / Effect

  • C&E Matrix
  • Complexity
  • Cause & Effect Diagram
  • Kaizen/Quick Wins
  • FMEA
  • Control/Impact Chart
  • T-Test
  • Other
  • 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

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

to be process map
To-Be Process Map

Notify HR of

employee exit date

Client Mgr

Avg. Cycle

time = 0

days

Places information into HR EXIT database

Client HR

Utilize web tool to submit a delete request to vendor

Avg. Cycle

time = 1

day

Client Contact

Access database daily

Create Work Request

Avg. Cycle

time = 1

day

NT Admin

Delete account

Avg. Cycle

time = 1

day

Email Vendor

Admin closes work request and manager notified

Avg. Cycle

time = 1

day

Admin

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

quick win documentation template
Quick Win Documentation Template
  • Root Cause: _________________________________________________
  • Obvious Solution: __________________________________________
  • Low or No Cost: __________________________________________
  • Low Risk: ________________________________________________
  • Implementation Plan: ______________________________________________
  • Stakeholder (s) Approval: ___________________________________________

Process Name: __________________ Process Lead: ___________________

Process Owner: ______________________ Start Date: ______________

Process Area: ________________________ Stop Date: ______________

  • 5s
  • 4-Step Setup Reduction
  • Inventory Reduction
  • MSA Improvements
  • Price reductions
  • Reduced DOWNTIME (NVA steps or work)
  • Pull System
  • Kaizen events
  • Other

Benefits:

  • __________________________________________________________
  • __________________________________________________________
  • __________________________________________________________

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

slide6
FMEA
  • Risk Analysis recommended actions (Key Speaking Points)
  • Rating Index
  • Total Current RPN Risk

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

v alue s tream m ap vsm future state
Value Stream Map (VSM)Future State

Customer

Supplier

Information

Flow

Sources of Value

  • ?
  • ?
  • ?
  • ?
  • ?

<Step1>

<Step3>

<Step3>

1

1

2

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

business impact
Business Impact
  • State financial impact of future project leverage opportunities
  • Separate “hard or Type 1” from “soft Type 2 or 3” dollars

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

business impact details
Business Impact Details
  • Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )
  • Show thefinancial 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 Type 2 savings. (tell the story with cause–effect relationships, on how the proposed change should create the desired financial result (savings) in your project )
  • Showthe 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
    • 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?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

current status
Current Status
  • Key actions completed
  • Issues
  • Lessons learned
  • Communication, team building, organizational activities

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

next steps
Next Steps
  • Questions to answer
  • Barrier/risk mitigation activities
  • Key actions
  • Planned Lean Six Sigma Tool use

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

improve summary
Improve Summary

Solution Selection Criteria

Pilot and Implementation Plan

How 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 used
  • ?
  • ?
  • ?
  • ?
  • ?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

sign off
Sign Off
  • I concur that the Improve phase was successfully completed on MM/DD/YYYY
  • I concur the project is ready to proceed to next phase: Analyze

Enter Name Here

Green Belt/Black Belt

Enter Name Here

Deployment Champion

Enter Name Here

Sponsor / Process Owner

Enter Name Here

Financial Representative

Enter Name Here

Master Black Belt

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

tollgate reviews backup slides

Tollgate ReviewsBackup Slides

Halt - Hold

D

M

A

I

C

Go Forward

Wait - Go Back

project charter
Project Charter

Problem:Describe problem in non-technical terms

  • Statement should explain why project is important; why working on it is a priority

Goal: 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

Financial Impact

  • 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)

Team

Tollgate Review Schedule

  • 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 Belt
  • Core Team Role % Contrib. LSS Training
  • Team Member 1 SME XX YB
  • Team Member 2 TM XX GB
  • Team Member 3 SME XX PS
  • Extended Team
  • Team Member 1 BFM XX Not Trained
  • Team Member 2 IT XX Not Trained

TollgateScheduledRevisedComplete

Define: XX/XX/XX - XX/XX/XX

Measure: XX/XX/XX XX/XX/XX XX/XX/XX

Analyze: XX/XX/XX XX/XX/XX XX/XX/XX

Improve: XX/XX/XX XX/XX/XX XX/XX/XX

Control: XX/XX/XX XX/XX/XX XX/XX/XX

  • Review high-level schedule milestones here:
    • Phase Completions
    • Tollgate Reviews

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

measure overview
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

Process Capability

Graphical Analysis

Tools Used

Root Cause / Quick Win

  • Time Series Plot
  • Probability Plot
  • Pareto Analysis
  • Operational Def.
  • 5s
  • Pull
  • Control Charts
  • Detailed process mapping
  • MSA
  • Value Stream Mapping
  • Data Collection Planning
  • Basic Statistics
  • Process Capability
  • Histograms
  • Root cause:
    • Quick Win #1
  • Root cause:
    • Quick Win #2
  • Root cause:
    • Quick Win #3

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

analyze tollgate checklist
AnalyzeTollgate Checklist

Stop

Tollgate Review

  • 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 devalidated) 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 learningsto-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?

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

17

improve tollgate checklist
ImproveTollgate Checklist

Stop

Tollgate Review

  • 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?

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

Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?

International Standards for Lean Six Sigma

18

control tollgate checklist
ControlTollgate Checklist

Stop

Tollgate Review

  • Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system?
  • Has the necessary training for process owners/operators been performed?
  • Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?
  • Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?
  • Has the Benefits Realization Schedule been verified by the Financial Representative?
  • Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?
  • Has a final Storyboard documenting the project work been developed?
  • Has the team forwarded other issues/opportunities, which were not able to be addressed, to senior management?
  • Have “lessons learned” been captured?
  • Have replication opportunities been identified and communicated?
  • Has the hard work and successful efforts of our team been celebrated?

Deliverables:

  • SOP’s
  • Training Plan
  • Process Control System
  • Benefits Realization Schedule, validated by Financial Representative
  • Validated Solution
  • Replication/ Standardization Plan
  • Lessons Learned
  • Transitioned Project
  • Project Risk Performance
  • Deliverables Uploaded to Central Storage Location or Deployment Management System

Has the team implemented the solution, and a control plan to insure the process is robust to change?

International Standards for Lean Six Sigma

19

lean six sigma dmaic improvement process
Lean Six Sigma DMAIC Improvement Process
  • Define the opportunity from both the customer and business perspective

Define

Tollgate

Review

  • Understand the baseline process performance

Stop

Measure

  • Identify the critical X factors and root causes impacting process performance

Tollgate

Review

Analyze

Stop

Tollgate

Review

  • Develop solutions linked to critical x’s

Stop

Improve

Tollgate

Review

Stop

  • Implement solutions & control plan

Control

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

evaluating solutions against criteria optional
Evaluating Solutions Against Criteria (Optional)

#1 #2 #3 #4

Root Causes

250

200

150

100

50

0

100%

80%

60%

40%

20%

0%

% Contribution of Root Cause to Process Deficiency

Solutions

Root Cause #1

40%

Root Cause #2

25%

Root Cause #3

20%

Root Cause #4

10%

Solution A 80%

Solution B 20% 80%

Solution C 30% 100%

Solution D

Solution E 20% 5%

Example: Independent Solutions

Solution A = a 32% reduction in defects (80% of 40%)

Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%)

Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%)

Implementing Solutions A & B achieve a 53% reduction in defects.

(Assumes no interaction effects of the solutions)

Original goal is a 50% reduction.

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

d esign o f e xperiments doe results optional
Design of Experiments (DOE)Results (Optional)

The number of Employees is the biggest driver for Mean Time Late

  • Employee is the only statistically significant factor for Mean besides the constant term. All other main effects & 2-way interactions have a p-value > 0.05.
  • Ymean=f(x) equation is:

Ymean = -27.97(Employee) + 29.64

Pareto Chart for Mean Time Late

Number of Employeesis the only significant factor for Mean - Time Late

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

pugh selection matrix optional
Pugh (Selection) Matrix(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

benefit effort matrix optional
Benefit-Effort Matrix(Optional)

Low

Low

Med

Med

High

High

Benefit

Highly Desirable Opportunities

Projects in upper left are the most desirable projects.

Potentially Desirable Opportunities

Projects in the upper right are potentially desirable, but usually require more analysis to ensure good decision making.

“Potential Quick Hits”

Possibility for Kaizen event or small GB project

Least Desirable Opportunities

Projects in the lower right are the least desirable.

16

1

8

12

7

3

4

17

10

13

9

6

14

11

2

15

5

Effort

Low

Low

Med

Med

High

High

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

stakeholder analysis optional
Stakeholder Analysis(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

influence strategy optional
Influence Strategy(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

m easurement s ystems a nalysis msa optional
Measurement Systems Analysis (MSA) (Optional)

Gage R&R

%Contribution

Source VarComp (of VarComp)

Total Gage R&R 0.0015896 3.70

Repeatability 0.0005567 1.29

Reproducibility 0.0010330 2.40

Operator 0.0003418 0.79

Operator*Part 0.0006912 1.61

Part-To-Part 0.0414247 96.30

Total Variation 0.0430143 100.00

Study Var %Study Var

Source StdDev (SD) (6 * SD) (%SV)

Total Gage R&R .039870 0.23922 19.22

Repeatability 0.023594 0.14156 11.38

Reproducibility 0.032140 0.19284 15.50

Operator 0.018488 0.11093 8.91

Operator*Part 0.026290 0.15774 12.68

Part-To-Part 0.203531 1.22118 98.13

Total Variation 0.207399 1.24439 100.00

Number of Distinct Categories = 7

  • Measurement system is acceptable with the Total % Contribution <10%

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

pull system optional
Pull System(Optional)

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 1

Bin 1

Bin 2

Bin 2

Bin 2

Bin 1

1. Always pull stock from bin with GREEN card if it is there.

2. Store/supply room replaces stocked items and switches RED card to items just replaced.

3. The cards are attached to magnetic strip labels (for ease of movement for resizing).

2-Bin Mailbox

Bin 1

Order Cards

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 1

Bin 1

Bin 2

Bin 1

Bin 2

Bin 1

Bin 2

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

setup reduction optional
Setup Reduction(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

pdca optional
PDCA(Optional)
  • Plan:
    • ?
    • ?
  • Do:
    • ?
    • ?
  • Check:
    • ?
    • ?
  • Act:
    • ?
    • ?

?

Plan

?

Do

?

Check

?

Act

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

5s optional
5s(Optional)

Sort

  • ?
  • ?

Set Order

  • ?
  • ?

Shine

  • ?
  • ?

Standardize

  • ?
  • ?

Sustain

  • ?
  • ?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

kaizen optional
Kaizen(Optional)
  • Typical Kaizen Weekly Schedule

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

benchmark analysis optional
Benchmark Analysis(Optional)

Based on the information above, what is the performance objective*?

  • Reduce defects by %
  • Reduce long-term DPMO from to .
  • Improve short-term Z from to .

*If you do not benchmark, performance standards are based on:

  • For a process with  3 sigma level, decrease % defects by 10x.
  • For a process with > 3 sigma level, decrease % defects by 2x.
  • Other….please explain (corporate mandate, compliance/legal, VOC data, etc)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

key buying factor analysis optional
Key Buying Factor Analysis(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

pilot plan optional
Pilot Plan(Optional)

Pilot Test

Description

Success Criteria

Test Team

Schedule

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

verify pilot results optional
Pilot Observations: 1) Data Reception Weak – 12th Floor, SW Rooms

2) Data Entry Sequence Confusing

GAP Analysis/Root Causes: 1) Insufficient radio transceivers, 12th Floor

2) Order of questions confusing staff

Follow-up Actions: 1) Add four more radio transceivers

2) Resequence guest questions

Verify Pilot Results(Optional)

x

Measurement Plan:

Pilot

Plan

Target

Measure

s

Comments

CTQs

Process time

1 minute

0.5 min.

0.05 min.

CTQs

Data Transmission

Accuracy

100 DPMO

< 3.4 DPMO

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

summarizing pilot conclusions optional
Summarizing Pilot Conclusions (Optional)
  • Once all the pilot data has been collected and the results verified, the team can determine the next steps toward solution implementation. Only after an objective and comprehensive assessment of the pilot can responsible “next step” decisions be made.
  • Some questions a team should ask upon the completion of a pilot to help guide them toward identification of the proper next steps are:
    • Did pilot have anticipated results?
    • Was the plan for conducting the pilot effective?
    • What improvements can we make to the solution?
    • Can the solution be implemented “as-is”? Should it be?
    • Can the solution remain in place at the pilot location?
    • What lessons learned and best practices can we apply during solution implementation?
    • Did the solution achieve the required design goals?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

kaizen action workout optional
KaizenAction Workout (Optional)

Planning

Execution

Before

  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?

Root Causes / Quick Wins

Graphical Analysis

After

  • Root cause:
    • Quick Win #1
  • Root cause:
    • Quick Win #2
  • Root cause:
    • Quick Win #3
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?
  • ?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

t echnical p olitical c ultural tpc analysis optional
Technical-Political-CulturalTPC Analysis (Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

multi generational project plan optional
Multi-Generational Project Plan (Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

cost benefit analysis optional
Cost/Benefit Analysis(Optional)
  • Identify the various solution options
  • Describe the Type 1 solution $ gained from the expected process improvement
  • Calculate the total cost of ownership to fully implement the solution

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma