Improve Phase - Lean Six Sigma Tollgate Template

Improve
Lean Six Sigma

Group
Lean Six Sigma Improve Phase
Tollgate Review
Improve
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 SOPs, 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/Littles 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 (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, 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
2 International Standards for Lean Six Sigma (ISLSS)
Kaizen Events Targeted in Measure to Accelerate Results
Lean Six Sigma Online Training Video by Gemba Academy
Improve
Vital X (root cause) Proof of Causation
Practical Solution (process change
to address X)
Operating
Tolerances for X
Client IT need to reverify
all exit data received from
Client HR
Average delay between
reception of information
from Client HR until it
reaches NT Admin or
general admin
Eliminate process - Place accountability
on Client HR for information placed into
new database.
n/a
E-mail vendor's contract
with Client
The SLA has a range of 3-
5 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days
E-mail vendor's contract
with Client
The SLA has a range of 3-
5 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days

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
1. ?
2. ?
3. ?
4. ?
5. ?
Improve Summary
Enter Key Slide Take Away (Key Point) Here
3
Solution Selection Criteria
Pilot and Implementation Plan
International Standards for Lean Six Sigma (ISLSS)
The Toyota Way to Lean Leadership Video by Lean Leadership Institute
Improve
To-Be Process Map
Places information into HR
EXIT database
Utilize web tool to
submit a delete request
to vendor
Access database
daily
Delete account
Create Work
Request
Avg. Cycle
time = 0
days
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Client
Contact
Client HR
Admin
Client
Mgr
NT
Admin
Email
Vendor
Admin closes work request
and manager notified
Notify HR of
employee exit date
Lab Collection Workflow Swimlane Video Example by HealthITWorkforce
Improve
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):
_________________________________________
_________________________________________
_________________________________________
Add Visual Example
Before
Add Visual Example
After
Examples Where Used
5s
4-Step Setup Reduction
Inventory Reduction
MSA Improvements
Price reductions
Reduced DOWNTIME
(NVA steps or work)
Pull System
Kaizen events
Lean Improvement Walk Training Video by FastCap
Improve
Item/ Process Step
Potential
Failure
Mode
Potential
Failure
Effects S
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Causes of
Failure O
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Current Control D
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Action Responsibility
Target
Completion
Date
Actual Date
Action
Completed N
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N
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O
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Example
Document
not
Received
delay of
scheduled
delivery
7
User forgot to
update system
and send
document
3
Call user to escalate
issue
7 147
Automate system
settings for
missing field
values and auto
send
Ima N. Charge,
Program
Manager
Joe Schmoe,
Process Mgr
9/30/2005 10/20/2005 7 1 1 7
FMEA
Risk Analysis recommended actions (Key Speaking Points)
Rating Index
Total Current Risk Priority Number (RPN) Risk
Failure Mode and Effects Analysis Training Video by leansixsigmasource
Improve
Value Stream Map (VSM)
Future State
<Step1> <Step3> <Step3>
Information
Flow
Customer
Supplier
1 2
1
Sources of Value
?
?
?
?
?
Future State Value Stream Map Training Video by educatevirtually
Improve
Business 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: ?
8
Excel Annual Cost Calculator Training Video by Contextures Inc.
Improve
Business 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 projects 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?
9
Direct vs, Indirect Cost Training Video by Andromedia Productions
Improve
Current 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
10
A3 Thinking and Problem Solving Training Video by tpyzdek
Improve
Next Steps
Key actions?
Planned Lean Six Sigma
Tools/Activities to be used?
Last Revised:
No. Description/Recommendation
Status
Open/Closed/Hold
Due Date
Revised Due
Date
Resp Comments / Resolution
1
2
3
4
5
6
7
8
9
10
Lean Six Sigma Project Issue Log
Questions to answer?
Barrier/risk mitigation activities?
Kaizen or Quick Win Opportunities?
11
How to Deliver a Great Presentation Video by projectmanagervideos
Improve
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: Control
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
12
Gaining Stakeholder Buy-in Video by Five Star Development
Improve
Lean Six Sigma
Group
Lean Six Sigma Tollgate
Review Backup Slides
Improve
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
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, replication opportunities, project iterations)
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
Review high-level schedule milestones here:
Phase Completions
Tollgate Reviews
Tollgate Scheduled Revised Complete
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
Project Charter Video by Rita Mulcahy
Improve
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 #3
Observation
I
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V
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244 217 190 163 136 109 82 55 28 1
40
35
30
25
20
_
X=29.13
UCL=37.70
LC L=20.56
Observation
M
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R
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244 217 190 163 136 109 82 55 28 1
10.0
7.5
5.0
2.5
0.0
__
MR=3.22
UCL=10.53
LC L=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
15
Process Capability Graphical Analysis
Tools Used Root Cause / Quick Win
Minimum Sample Size for Robust T-Tests and ANOVA Video by SigmaXL
Improve
Analyze Overview
Value Add Analysis - Current State
0
20
40
60
80
1 2 3 4 5 6 7 8 9 10
Task #
T
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T
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(
s
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)
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 0.030
Significant 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 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South 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

16
Hypothesis Tests Value-Add Analysis
Tools Used Root Cause / Effect
DiscoverSim Case Study by SigmaXL
Improve
Improve
Tollgate Checklist
Tollgate Review
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?
Improve Phase Success Criteria Training Video by educatevirtually
Has the team developed improvement solutions for the critical Xs, piloted
the solution and verified that the solution will solve the problem?
Improve
18
Lean Six Sigma
DMAIC Improvement Process
Define
Measure
Analyze
Improve
Control
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 xs
Implement
solutions &
control plan
The Harada Method Video by Norman Bodek
Improve
Control
Tollgate Checklist
Has the team prepared all the essential documentation for the improved process,
including revised/new Standard Operating Procedures (SOPs), 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 Owners 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?
Tollgate Review
Deliverables:
SOPs
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?
Control Phase Success Criteria Training Video by educatevirtually
Improve
250
200
150
100
50
0
100%
80%
60%
40%
20%
0%
Root Causes
#1 #2 #3 #4
Evaluating Solutions
Against Criteria (Optional)
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.
Solutions
% Contribution of Root Cause to Process Deficiency
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%
Solution Selection Training Video by Camille Corum
Improve
FMEA Guidelines
(Optional)
Examples of FMEA and RPN Training Video by Simplilearn
The recommended
scales for Severity,
Occurrence, and
Detection
Improve
Sample Value Stream
Mapping Symbols (Optional)
Machining
C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Process Box
Data Box
I
Queue/
Inventory
1
Personnel
Flow
(Information)
Electronic
Information
Sign Off Point
Push Systems
Truck Shipment
Quotes
Supplier/
Customer
Flow
(Physical)
Physical Pull
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
Electronic
Data
System
F I F O
FIFO Lane
Physical
Transport
Go See
Monitoring
Value Stream Map Icons Training Video by UttanaOnline
Improve
T
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Standardized Effect
AC
B
AD
AB
BC
A
CD
D
BD
C
350 300 250 200 150 100 50 0
2.6
Factor
%Ov erbooked
Name
A Training Dollars
B Jets
C Employ ees
D
Pareto Chart of the Standardized Effects
(response is Mean, Alpha = .05)
Design of Experiments
(DOE) Results (Optional)
The number of Employees is the biggest
driver for Mean Time Late
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o
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1 -1
60
45
30
15
0
1 -1
1 -1
60
45
30
15
0
1 -1
Training Dollars Jets
Employees %Overbooked
Main Effects Plot (data means) for Mean
Number of Employees is the only significant
factor for Mean - Time Late
Pareto Chart for
Mean Time Late
Fractional Factorial Fit: Response = Mean
Estimated Effects and Coefficients for Mean (coded units)
Term Effect Coef SE Coef T P
Constant 29.64 0.08610 344.22 0.000
Training 0.10 0.05 0.08610 0.60 0.573
Jets -0.08 -0.04 0.08610 -0.44 0.676
Employee -55.93 -27.97 0.08610 -324.81 0.000
% Overbo 0.36 0.18 0.08610 2.11 0.088
Training*Jets -0.10 -0.05 0.08610 -0.57 0.591
Training*Employee 0.05 0.02 0.08610 0.28 0.788
Training*% Overbo 0.09 0.05 0.08610 0.53 0.619
Jets*Employee 0.10 0.05 0.08610 0.57 0.591
Jets*% Overbo -0.40 -0.20 0.08610 -2.34 0.066
Employee*% Overbo 0.17 0.09 0.08610 1.01 0.359
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.
Y
mean
=f(x) equation is:
Y
mean
= -27.97(Employee) + 29.64
Design of Experiments (DOE) Intro Training Video by Gemba Academy
Improve
Key Criteria
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Criteria 1 4 + S + + - -
Criteria 2 2 S - S + + +
Criteria 3 3 - + - + S S
Criteria 4 2 + S + + - +
Criteria 5 5 S - S S + S
Criteria 6 6 - - - - - -
Criteria 7 10 + + + + + +
Criteria 8 8 S S S S S S
Criteria 9 5 - - - - - -
Criteria 10 6 + + - + + +
Sum of Positives 4 3 3 6 4 4
Sum of Negatives 3 4 4 2 4 3
Sum of Sames 3 3 3 2 2 3
Weighted Sum of Positives 22 19 16 27 23 20
Weighted Sum of Negatives 14 18 20 11 17 15
Totals 8 1 -4 16 6 5
Pugh Matrix
Solution Alternatives
Concept Selection Legend
Better +
Same S
Worse -
Pugh (Selection) Matrix
(Optional)
Pugh Matrix Training Video by 6ixsigmaorg
Improve
Benefit-Effort Matrix
(Optional)
Effort
Benefit
High Low Med
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High Low Med
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6
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1 8
3
12
9
4
7
17
14
2
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5
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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.
Ranking Your Projects Using Bubble Chart Pro Video by DataMachines
Improve
1 1 1
2
3
0
1
2
3
4
Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
(Optional)
Stakeholder Analysis Training Video by the University of Louisville
Improve
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
Influence Strategy

Influence Strategy
(Optional)
Influencer Training Video by Al Switzler From VitalSmarts Speakers
Improve
Measurement Systems
Analysis (MSA) (Optional)
Measurement system is
unacceptable with the System
Effectiveness Score < 80%
Measurement Systems Analysis Training Video by Advance Innovation Group
The Between Appraiser Agreement and All
Appraisers vs. Standard Agreement are
also known as System Effectiveness
Scores, with > 95% considered very
good, 90-95% acceptable, 80 to < 90 %
marginal, and < 80 % unacceptable.
Clearly this measurement system needs
to be improved, but we should not be
quick to judge Appraiser C.
The confidence intervals are quite wide
and overlap. It is a good practice to
blame the process not the people. Look
for unclear or confusing operational
definitions, inadequate training, operator
distractions or poor lighting. Consider the
use of pictures to clearly define a defect.
Use Attribute MSA as a way to put your
stake in the ground and track the
effectiveness of improvements to the
measurement system.
Improve
Bin 1 Bin 2
Pull System
(Optional)
Bin 1 Bin 2
Bin 1 Bin 2
Bin 1 Bin 2
Bin 1
Bin 1 Bin 2
Bin 1
Bin 2
Bin 1 Bin 2
Bin 1 Bin 2
Bin 1 Bin 2 Bin 1 Bin 2
Bin 1 Bin 2
Bin 1 Bin 2
Bin 1
Bin 1
2-Bin
Mailbox
Order Cards
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).
Bin 1
Bin 1
Bin 2
Pull Systems and Kanban Training Video by GBMP1
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Setup Reduction
(Optional)
Setup Documentation Worksheet
MACHINE: DOCUMENTOR:
DATE: PAGE 1 OF 1
SEQ #
START
TIME
EVENT
ELAPSED
TIME
INT EXT
1 0 Shut down machine :30 :30
2 0:30 Get change parts 3:00 3:00
3 3:30 Remove change parts from machine 3:30 3:30
4 7:00 Place new change parts on machine 3:30 3:30
5 10:30 Return change parts to storage 3:00 3:00
6 13:30 Load material onto machine 1:00 1:00
7 14:30 Generate test piece :30 :30
8 15:00 Measure and inspect 2:00 2:00
9 17:00 Adjust dies 1:00 1:00
10 18:00 Generate test piece :30 :30
11 18:30 Measure and inspect 1:30 1:30
12 20:00 Generate first good piece 1:00 1:00
TOTAL TIME THIS PAGE:
21:00
TOTAL TIME ALL PAGES:
21:00
Quick Changeover & SMED Training Video by Gemba Academy
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PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?

?

?

?

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Plan
Do
Check
Act
The PDSA Cycle Training Video by LMSOS
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5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINES
QUANTITY CELL / AREA
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
5s FORM
ACTION TAKEN
IDENTIFICATION
CLASSIFICATION
REASON
DISPOSITION REQUIRED
5S Factory Makeover Video by 5S Supply
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Kaizen
(Optional)
Typical Kaizen Weekly ScheduleWeekly Calendar Status
XX/XX Pre-work
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
4. Set Meeting Rooms, Food, Develop Team Tool Box
XX/XX Monday
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
3. Review Project Scope, Goals (SMART), Deliverables with Team
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
XX/XX Tuesday
1. Complete Present State Analysis Using All Appropriate Data
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
3. Create Future State Analysis and Action Plan
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
XX/XX Wednesday
1. Complete Action Plan
2. Train Process Participants in New Process
3. Fine-tune New Process and Take After Digital Pics
4. Retime and Compare to Goals, Objectives
XX/XX Thursday
1. Run New Process and Assess Effectiveness
2. Calculate Improvements in Cycle Time, WIP, Cost Savings, Etc.
3. Complete New Takt Time Cycle Time Bar Chart and Create 30 Day Follow-up List
4. Complete New Standard Operating Procedure
5. Prepare Presentation, Assign Presenters
XX/XX Friday
1. Practice Presentation
2. Present to Senior Staff 2A. Set 30 Day Follow-up 2B. Create Final Report & Monitor Results
3. Celebration Luncheon and or event
Typical Kaizen Weekly Schedule
Finalize
Pre-Event
Prep
Implement
Improvements
Perform Process
Participant Training
Tweak Design
Implement
Improvements
Perform Process
Participant Training
Tweak Design
Finalize Future State
Complete Training
on Std Work
8AM
Monday Tuesday Wednesday Thursday Friday
12PM
4PM
6PM
10AM
2PM
Kaizen Kickoff
Lean/Kaizen Training
Specialized Training
Measure
(Present State
Analysis)
Measure
(Present State
Analysis)
Analyze
Lunch Lunch
Analyze
Brainstorm Ideas
Idea Effort/Impact
Idea Prioritization
Future State Design
Mid-Week Review
Process Part Design
Review
Future State Des
Future State Des
Implement
Improvements
Lunch Lunch
Lunch and
Celebration
Final Presentation
Create and
Implement Standard
Work
Measure Future
State
Calculate Actual
Benefits
Create Final
Presentation
Step 1
Time
Activity
1-1
Time
Activity
1-2
Time
Activity
1-3
Time
Activity
1-4
Time
Step 2
Time
Activity
2-1
Time
Activity
2-2
Time
Activity
2-3
Time
Activity
2-4
Time
Step 3
Time
Activity
3-1
Time
Step 4
Time
Activity
4-1
Time
Activity
4-2
Time
Activity
4-3
Time
Activity
4-4
Time
Step 5
Time
Activity
5-1
Time
Activity
5-2
Time
Activity
5-3
Time
Step 6
Time
Activity
6-1
Time
Activity
6-2
Time
Step 1
Time
Activity
1-1
Time
Activity
1-2
Time
Activity
1-3
Time
Activity
1-4
Time
Step 1
Time
Step 1
Time
Activity
1-1
Time
Activity
1-1
Time
Activity
1-2
Time
Activity
1-2
Time
Activity
1-3
Time
Activity
1-3
Time
Activity
1-4
Time
Activity
1-4
Time
Step 2
Time
Activity
2-1
Time
Activity
2-2
Time
Activity
2-3
Time
Activity
2-4
Time
Step 2
Time
Step 2
Time
Activity
2-1
Time
Activity
2-1
Time
Activity
2-2
Time
Activity
2-2
Time
Activity
2-3
Time
Activity
2-3
Time
Activity
2-4
Time
Activity
2-4
Time
Step 3
Time
Step 3
Time
Activity
3-1
Time
Activity
3-1
Time
Step 4
Time
Activity
4-1
Time
Activity
4-2
Time
Activity
4-3
Time
Activity
4-4
Time
Step 4
Time
Step 4
Time
Activity
4-1
Time
Activity
4-1
Time
Activity
4-2
Time
Activity
4-2
Time
Activity
4-3
Time
Activity
4-3
Time
Activity
4-4
Time
Activity
4-4
Time
Step 5
Time
Step 5
Time
Activity
5-1
Time
Activity
5-1
Time
Activity
5-2
Time
Activity
5-2
Time
Activity
5-3
Time
Activity
5-3
Time
Step 6
Time
Step 6
Time
Activity
6-1
Time
Activity
6-1
Time
Activity
6-2
Time
Activity
6-2
Time
Kaizen Events Training Video by Steven Bonacorsi and George Trachilis
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Kaizen
Action Workout (Optional)
Planning Execution Before
Graphical Analysis After Root Causes / Quick Wins
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
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?
Kamishibai / TPM Audit System Training Video by Gemba Academy
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Pilot Plan
(Optional)
Hand-Chek/
Hot-Chek
Interface
Test
Sample Check-in Data entered in Hand-Chek device
Sample Data Sets Transmitted to Hot-Chek System
All Hotel Floors, All Hotel Rooms
Confirmation Data Received from Hot-Chek to Hand-
Chek Device All Hotel Floors &Rooms
Data Set Entry Accuracy <
3.4 DPMO
Data Time < 6 Sec
Data Transmission/
Accuracy < 3.4 DPMO
SB, plus Hot-
Chek tech rep
Start 3/1
Complete 3/3
Check-in
Verification
Test

Sample Guest Data Entered in Hot-Chek System
(variety of room requirements)
Guests (Hotel Employees) Walked Through Check-in
Process (90% Pre-Registered, 10% Non-Pre-
Registered)
Volume Stress Test Simulated Arrival 20 Guests in a
Tour Bus
Process Measurements recorded via Observer (see
Design Scorecard); Guest Observations Recorded.
3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy < 3.4
DPMO
Design Scorecard CCRs
SB, + 6
Check-in Staff

Start 3/6
Complete 3/7

Check-in
Validation
Test
25 Guests invited to experience hotel check-in
Guests pre-registered with their room requirements
in Hot-Chek system.
Guests Walked Through Check-in Process (90% Pre-
Registered, 10% Non-Pre-Registered)
Process Measurements recorded via Observer (see
Design Scorecard)
Guests Debriefed Following Experience.
3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy < 3.4
DPMO
Design Scorecard CCRs
SB, + 6
Check-in Staff

Start 3/10
Complete
3/10

Schedule Test Team Success Criteria Description Pilot Test
How to Cut Non-Value Added Activity Training Video by i-nexus
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Verify Pilot Results
(Optional)
Pilot Observations: 1) Data Reception Weak 12
th
Floor, SW Rooms
2) Data Entry Sequence Confusing

GAP Analysis/Root Causes: 1) Insufficient radio transceivers, 12
th
Floor
2) Order of questions confusing staff

Follow-up Actions: 1) Add four more radio transceivers
2) Re-sequence guest questions
Measurement Plan:
Measure
Pilot
s
Plan
Target
x
CTQs
Process time
CTQs
Data Transmission
Accuracy
1 minute
< 3.4 DPMO
0.5 min.
100 DPMO
0.05 min.
Comments
Visual Metrics Training Video by UttanaOnline
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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?
Lean Healthcare. Why Lean? Why now? Training Video by David Daisher
What lessons learned and
best practices can we apply
during solution
implementation?
Did the solution achieve the
required design goals?
Can the solution be implemented
as-is? Should it be?
Can the solution remain in place at
the pilot location?
Improve
Technical-Political-Cultural
TPC Analysis (Optional)
Sources Of Resistance Definition Causes Of Resistance Rating Examples
Technical-Political-Cultural (TPC) Analysis

Technical
Political
Cultural
Change Management Training Video by Gavin Wedell
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Multi-Generational
Project Plan (Optional)
Gen1 Gen2 Gen3
Target Date
MGPP
Metrics
Dependencies
Vision
Key Functionality
Technology
Requirements
Target
Customers
39
How to Manage Multiple Projects Training Video by projectmanagervideos
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(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
Financial Benefits: Solution A Solution B Solution C
Budget Increase $0.00 $0.00 $0.00
Expense Reduction
$0.00 $0.00 $0.00
Loss Avoidance
$0.00 $0.00 $0.00
Other
$0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Financial Cost: $0.00 $0.00 $0.00
Labor
$0.00 $0.00 $0.00
Technology
$0.00 $0.00 $0.00
Materials
$0.00 $0.00 $0.00
Other
$0.00 $0.00 $0.00
$0.00 $0.00 $0.00
$0.00 $0.00 $0.00
Total Cost
Cost/Benefit
Pre-Implementation &
first 12 months after
First 12 months after
Implementation
Total Benefits
Benefit Cost Analysis Training Video by Engineer In Training Exam TV
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Lean Six Sigma
Group
Lean Six Sigma
Additional Resources
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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 videos should you want to learn more
information. Also included guidelines in the Notes 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.
42
Replace the content of this slide with images or videos
related to your process improvement project
My name is Steven
Bonacorsi, Author of the
Templates, President of
the International
Standard for Lean Six
Sigma (ISLSS), and
Owner of the LinkedIn
Lean Six Sigma Group.
Improve
Lean Six Sigma Resources
43
Best Wishes in Continuously Improving Your Business Processes
Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
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 Logos to Join Group)
44
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 Conversation
Lean Six Sigma Group
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Lean Six Sigma Resource Blogs
(Click Logos to Follow Blogs)
45
See Notes Section for Links to Lean Six Sigma Group Contributors
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Video References Set 13
46
Join the Process Improvement Consultants Group:
http://www.linkedin.com/groups?gid=4183003
Lean Six Sigma Online Training
Video by Gemba Academy
The Toyota Way to Lean
Leadership Video by the
Lean Leadership Institute
Lab Collection Workflow
Swimlane Video Example by
HealthITWorkforce
Lean Improvement Walk
Training Video by FastCap
Failure Mode and Effects
Analysis Training Video by
leansixsigmasource
Future State Value Stream
Map Training Video by
educatevirtually
Excel Annual Cost
Calculator Training Video
by Contextures Inc.
Direct vs, Indirect Cost
Training Video by
Andromedia Productions
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47
Join the International Organization for Standardization Group:
http://www.linkedin.com/groups?gid=3004797
A3 Thinking and Problem
Solving Training Video by
tpyzdek
How to Deliver a Great
Presentation Video by
projectmanagervideos
Gaining Stakeholder
Buy-in Video by
Five Star Development
Project Charter Video by
Rita Mulcahy
Minimum Sample Size for
Robust T-Tests and ANOVA
Video by SigmaXL
DiscoverSim Case Study
by SigmaXL
Improve Phase Success Criteria
Training Video by
educatevirtually
Improve Phase Success
Criteria Training Video
by educatevirtually
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48
Join the Supply Chain Optimization Group:
http://www.linkedin.com/groups/Supply-Chain-Optimization-73495
The Harada Method Video by
Norman Bodek
Control Phase Success Criteria
Training Video by
educatevirtually
Solution Selection
Training Video by
Camille Corum
Value Stream Map
Icons Video by
UttanaOnline
Design of Experiments (DOE)
Intro Video by Gemba Academy
Pugh Matrix Training
Video by 6ixsigmaorg
Ranking Your Projects Using
Bubble Chart Pro Video by
DataMachines
Training Video by the
University of Louisville
Improve
49
Join the Lean Six Sigma Innovation Group:
http://www.linkedin.com/groups/Lean-Six-Sigma-Innovation-65552
Value Stream Map
Icons Video by
UttanaOnline
Influencer Training Video by
Al Switzler From
VitalSmarts Speakers
Measurement Systems Analysis
Training Video by
Advance Innovation Group
Pull Systems and Kanban
Training Video by GBMP1
Quick Changeover &
SMED Training Video
by Gemba Academy
The PDSA Cycle
Training Video by
LMSOS
5S Factory Makeover
Video by 5S Supply
Kaizen Events Training Video by
Steven Bonacorsi and
George Trachilis
Improve
50
Join the Value Chain Transformation Group:
http://www.linkedin.com/groups/Value-Chain-Transformation-74197
Value Stream Map
Icons Video by
UttanaOnline
Kamishibai / TPM Audit System
Video by Gemba Academy
How to Cut Non-Value
Added Activity Video
by i-nexus
Visual Metrics Training
Video by UttanaOnline
Lean Healthcare. Why Lean?
Why now? Training Video by
David Daisher
Change Management
Training Video by
Gavin Wedell
How to Manage Multiple
Projects Video by
projectmanagervideos
Benefit Cost Analysis Video by
Engineer In Training Exam TV

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