Measure Phase Lean Six Sigma Template

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Lean Six Sigma Measure Phase Tollgate Template. Includes embedded tools, notes, guidelines, and examples. Useful for Green and Black Belt Projects, Project Management, Quality control and overall business process improvements.

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March 24, 2009 (7 months 29 days ago)
With elaborate examples. Value Stream Mapping!

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January 13, 2008 (1 years 10 ago)
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Lean Six Sigma Program Name < Last Name, First Name > Wave No: Review Date: Define Measure Analyze Improve Control LEAN SIX SIGMA Define Lean Six Sigma Program Name Measure Analyze Improve Control LEAN SIX SIGMA Measure Phase Road Map Define Measure Analyze Improve Measure Control Activities • Identify Key Input, Process and Output Metrics • • • • • • • • • • • Develop Operational Definitions • Develop Data Collection Plan • Validate Measurement System • • Collect Baseline Data • Determine Process Performance/Capability • Validate Business Opportunity • Value Stream Map for deeper understanding & focus • • Quick Wins (Control Plans) • Measure Gate Review • 3 Tools High/Low level process Maps Value Stream Map Operational Definitions Data Collection Plan Statistical Sampling Measurement System Analysis (MSA), Gage R&R Constraint Identification Setup Reduction Generic Pull Kaizen TPM Control Charts Process Capability, Cp & Cpk Bonacorsi Consulting Project Charter Problem/Goal Statement 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) Measure 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 PES Name PS Name DC Name GB/BB Name MBB Name Core Team Team Member 1 Team Member 2 Team Member 3 Team Member 4 Extended Team Team Member 1 Team Member 2 Project Executive Sponsor (if different from PS) Project Sponsor/Process Owner Deployment Champion Green Belt/Black Belt Master Black Belt Role % Contrib. LSS Training SME XX YB TM XX GB SME XX PS SME XX YB BFM IT XX XX Not Trained Not Trained 4 Tollgate Define: Measure: Analyze: Improve: Control: Tollgate Review Schedule Scheduled XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX Revised XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX Complete XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX Review high-level schedule milestones here: Phase Completions Tollgate Reviews Trials Bonacorsi Consulting Attitude Charting & Key Constituency Map Key Constituents Map Operations 25% Finance 37% Customer 13% HR 25% Measure “Critical mass must be won-over” 40% 35% 35% 30% 25% 20% 15% 15% 10% 5% 0% Innovators Attitude Charting 35% 15% Early Adopters Late Adopters Resistors Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 5 Sample Size: Continuous Data Use this calculation for CONTINUOUS data Desired Confidence Level (90%, 95%, 99%, etc)? * Population Standard Deviation (# hours/days/etc)? ** What Precision is Required (within # hours/days/etc)? Minimum Sample Size (n): 95 3 1 Measure 1.96 (Confidence Interval: Za/2) 3 (Sigma) 1 (Delta) n = ((Za/2 * Sigma)/Delta)^2 34 * Population Standard Deviation: Your best estim ate based on your know ledge of the data or previous sam ples of sim ilar data. Exam ple - based on sim ilar data from a previous project you assum e Std Dev for call length = 5 m inutes. ** Error: Exam ple - if you w ant to estim ate average call length w ithin +/- 1 m inute, you w ould specify an error of 1. Finite Population Correction (if n/N >0.05 or 5% where N = Total Population Size): n= N= n (finite) = 34 400 31 Calculated minimum sample size (above) Total population size n (finite) = n / (1 + n/N) Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 6 Sample Size - Discrete Data Use only when n * PB >= 5 Desired Confidence Level (90%, 95%, 99%, etc)? * What Precision is Required (within 5, 10, 15%, etc)? ** Defective Data (50%, 40%, 30%, 20%, 15%, etc)? 95 1 0.2 Measure Use this calculation for "YES/NO," "TRUE/FALSE," "DEFECTIVE/NOT DEFECTIVE" (binomial or discrete) types of data. 1.96 (Confidence Interval: Za/2) 0.01 (Delta) 0.002 (P B) Minimum Sample Size (n): 76 n = (Za/2/Delta)^2 * P B (1-P B ) * Error: Exam ple - if you w ant to es tim ate the proportion defective w ithin +/-2%, you w ould s pe cify an e rror of 2. ** Defective Data: Your es tim ated pe rce ntage of the overall population that w ould be cons ide re d "de fe ctive " data. Exam ple - bas e d on the spec, you e xpect a de fe ct rate of 12%. If you don't know and w ant to be cons ervative, use 50% Finite Population Correction (if n/N >0.05 or 5% where N = Total Population Size): n= N= n (finite) = defects expected: 76 925 70 0 Calculated minimum sample size (above) Total population size n (finite) = n / (1 + n/N) Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 7 Data Collection Plan Performance Measure Operational Definition Data Source and Location How Will Data Be Collected Who Will Collect Data When Will Data Be Collected Sample Size Stratification Factors Measure How will data be used? VOC MSA Process VSM Financials Others For each performance measure (Y), update a data collection plan Include MSA measure plan (Gantt chart, MS project plan is Optional) Add Financial measure plan if separate from performance Y Add any Time Study or other data collection plans for Value Stream Map Sample Size Calculation Use additional slides if needed Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 8 Operational Definitions Measure Y – Continuous data (Process start/stop and cycle time boundaries (such as the unit of measure (ex minutes), the unit (the thing you are measuring), will you include weekends, holidays, non-business hours?) Y – Discrete data (Define Success/Defect or other attribute values you will measure X – The subgroups values or X-factor groupings you will use on your project data collection Other unique terms that apply to your project that require clear operational definitions Use additional slides as needed to complete your operational definitions Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 9 Measurement Systems Analysis (MSA) Gage R&R Source Total Gage R&R Repeatability Reproducibility Operator Operator*Part Part-To-Part Total Variation Source Total Gage R&R Repeatability Reproducibility Operator Operator*Part Part-To-Part Total Variation %Contribution VarComp (of VarComp) 0.0015896 3.70 0.0005567 1.29 0.0010330 2.40 0.0003418 0.79 0.0006912 1.61 0.0414247 96.30 0.0430143 100.00 Study Var %Study Var StdDev (SD) (6 * SD) (%SV) 0.039870 0.23922 19.22 0.023594 0.14156 11.38 0.032140 0.19284 15.50 0.018488 0.11093 8.91 0.026290 0.15774 12.68 0.203531 1.22118 98.13 0.207399 1.24439 100.00 100 P e rc e nt Measure Gage R&R (ANOVA) for Response Components of Variation % Contribution % Study Var Response by Part 10.00 9.75 9.50 50 0 Gage R&R Repeat Reprod Part-to-Part 1 2 3 4 5 Part 6 7 8 9 10 R Chart by Operator 1 Sa m ple R a nge 0.10 2 3 UCL=0.1073 10.00 9.75 9.50 0.00 LCL=0 1 Response by Operator 0.05 _ R=0.0417 Xbar Chart by Operator 1 10.00 Sa m ple M e a n 2 3 UCL=9.8422 _ _ X=9.7996 LCL=9.7569 10.00 A v e ra ge 9.75 9.50 1 2 3 4 2 Operator 3 Number of Distinct Categories = 7 Operator * Part Interaction Operator 1 2 3 Measurement system is acceptable with the Total % Contribution <10% 9.75 9.50 5 6 Part 7 8 9 10 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 10 MSA Conclusions Type of Measurement Error Discrimination (resolution) Bias Stability Repeatability Description The ability of the measurement system to divide into “data categories” The difference between an observed average measurement result and a reference value The change in bias over time The extent variability is consistent Measure The measurement systems are acceptable. The data is considered to have no potential for significant error. Need to be careful to appropriately use the data during the Analyze Phase. Considerations to this Project Work hrs can be measured to <.25 hrs. Tool usage measure to +- 2 min. No bias - Work hours and radar startstop times consistent through population. No bias of work hrs & radar usage data. Not an issue. Labor and radar usage is historical and felt to be accurate enough for insight and analysis. Remarks in usage data deemed not reproducible, therefore were not considered in determining which radars were used in each op n/a to this process. Reproducibility Variation Different appraisers produce consistent results The difference between parts Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 11 Probability Plot Probability Plot of Anderson-Darling Normality Normal - 95% CI 99.9 99 95 90 80 70 60 50 40 30 20 10 5 1 0.1 Measure Mean StDev N AD P-Value 24.74 4.177 100 0.380 0.397 Percent 10 15 20 25 QTY 30 35 40 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 12 Baseline Basic Statistics The current process has a non-normal distribution with the P-Value < 0.05 but does have a normal bell-shape. Since the mean and median are the same in days (29) +/- 0.5 days, we will not transform data. The range is 35 and the standard deviation is 2.7 days Mean Median 28.8 28.9 29.0 29.1 29.2 29.3 29.4 Measure Summary for Delivery Time A nderson-Darling Normality Test A -Squared P-V alue < Mean StDev V ariance Skew ness Kurtosis N Minimum 1st Q uartile Median 3rd Q uartile Maximum 28.805 29.000 1.95 0.005 29.128 2.677 7.169 0.201075 -0.471714 266 24.000 27.000 29.000 31.000 35.000 29.451 29.000 2.927 24 26 28 30 32 34 95% C onfidence Interv al for Mean 95% C onfidence Interv al for Median 95% C onfidence Interv al for StDev 9 5 % Confidence Intervals 2.468 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 Control Chart The current baseline delivery time is stable over time with both the Moving Range (MR) (3.22 days) and Individual Average (29.13 days) experiencing common cause variation 255 data points collected with zero subgroups, thus the I&MR control chart selected I-MR Chart of Delivery Tim e 40 Individual V alue 35 30 25 20 1 28 55 82 109 136 Observation 163 190 217 244 Measure UCL=37.70 _ X=29.13 LCL=20.56 10.0 M oving Range 7.5 5.0 2.5 0.0 1 28 55 82 109 136 Observation 163 190 217 244 UCL=10.53 __ MR=3.22 LCL=0 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 14 Baseline Process Capability 266 data points collected between 11/1/04 thru 11/30/04 Mean 29 days, St. Dev. 2.9 days, CP is 1.16 indicating process needs centering to the LSL of 10 and USL of 30 days. Cpk is .1 indicating that the process is exceeding the USL. With an overall PPM of 371,895 defects per million opportunity, the current process has a Sigma Quality Level of 1.8 or a 62% yield Measure P r ocess Capability of Deliv ery Time LS L W ith in O v erall T arg et USL P ote ntia l (W ithin) C a pa bility Cp 1.16 C PL 2.22 C PU 0.10 C pk 0.10 C C pk 1.16 O v e ra ll C a pa bility Pp PPL PPU P pk C pm 1.24 2.37 0.11 0.11 0.35 P roce ss D a ta LS L 10 T a rge t 20 USL 30 S a m ple M e a n 29.1203 S a m ple N 266 S tD e v (W ithin) 2.87033 S tD e v (O v e ra ll) 2.69154 12 16 20 24 E xp. PPM PPM PPM 28 32 36 E xp. O v e ra ll P e rform a nce P P M < LS L 0.00 P P M > U S L 371895.18 P P M T ota l 371895.18 O bse rv e d P e rform a nce P P M < LS L 0.00 P P M > U S L 281954.89 P P M T ota l 281954.89 W ithin P e rform a nce < LS L 0.00 > U S L 379619.67 T ota l 379619.67 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 15 Sigma Calculator: Continuous Data 1. Label The Normal Curve With The Following: Example: LSL = 8 Area 2 10 18 x x+s 2. Determine Area 1: Find Z1 702009 O ## Measure n n n n X value X+s value USL & Shade Area To The Right LSL & Shade Area To The Left s s USL = 22 Area 1 Xbar 15 S 2 USL 18 LSL 5 Sigma = 3 Sigma Enter Values in Yellow Mean (Average) Standard Deviation Delete if no USL (Upper Specification Limit) Delete if no LSL (Lower Specification Limit) Sigma Quality Level Z1 = USL – x s = ( ( ) – ( ) ) = 1.5 Example: The average processing time = 15 days (Xbar = 15) The standard deviation was 2 days (s = 2) A unit processed longer than 18 days was too late to the customer (USL = 18) A unit processed faster than 5 days was too early to the customer (LSL = 5) Look up Z1 in Normal Table Norm Dist (Z1) = Normal Table Look Up for Z1 = 0.933193 Area 1 = 1 – Look Up Area 1 = 1 – Norm Dist (Z1) = 1 – ( ) = 0.066807 3. Skip this step if there is no LSL 2. Determine Area 2: Find Z2 Z2 = LSL – x s = ( ( ) – ( ) ) = -5 Look up Z2 in Normal Table Norm Dist (Z2) = Normal Table Look Up for Z2 = 2.87E-07 Area 2 = Look Up Area 2 = 2.87E-07 0.066807 Sigma Quality Level = 3 4. Determine Total Area: Total Area = Area 1 + Area 2 = ( ) ) + ( )= = = 5. Yield = 1 – Total Area Yield = 1 – Total Area = 1 – = x 100% ( 0.933193 93.3193% 6. Process Sigma Comes From Table Look Up Of Yield SigmaST = Look Up Value in Sigma Table = 3.00 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 16 Sigma Calculator: Discrete Data Measure General Worksheet For Calculating Process Sigma Enter Values Below in Yellow N= 200 D= 35 O= DPMO = #DIV/0! Sigma = #DIV/0! 1 Number Of Units Processed 2 Total Number Of Defects Made (Include Defects Made And Later Fixed) 3 Number Of Defect Opportunities Per Unit 4 Solve For Defects Per Million Opportunities (DPMO) 5 Look Up Process Sigma In Abridged Sigma Conversion Table Example: 200 pairs of boots were supplied (N = 200) 35 shoelaces were found broken (D = 35) Each shoe had 1 lace and there were 2 shoes per pair (O = 2) Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 17 Quick Wins 5s 4-Step Setup Reduction Inventory Reduction MSA Improvements Price reductions Reduced DOWNTIME (Non-value added steps or work) Pull System Kaizen events Other Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 18 Measure 5s Sort ? ? ITEM NAME Measure 5s FORM IDENTIFICATION TAG NUMBER TAG DATE TAGGED BY Set Order ? ? CLASSIFICATION RAW MATERIAL WIP FINISHED GOOD QUANTITY TOOLS SUPPLIES EQUIPMENT REASON FURNITURE OFFICE MATERIAL BOOKS/MAGAZINES CELL / AREA OTHER (EXPLAIN) Shine ? ? UNNECESSARY DEFECTIVE NON-URGENT LEFTOVER MATERIAL UNKNOWN OTHER (EXPLAIN) DISPOSITION REQUIRED Standardize ? ? DISCARD IN-CELL STORAGE TRANSFER LONG-TERM STORAGE OTHER (EXPLAIN) Sustain ? ? REDUCE ACTION DESCRIPTION ACTION TAKEN APPROVED BY DATE NEW LOCATION NEW CELL / AREA Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 19 PDCA Plan: ? ? Do: ? ? Check: ? ? Act: ? ? Measure ? Plan ? Do ? Check ? Enter Key Slide Take Away (Key Point) Here Act Bonacorsi Consulting 20 Benchmark Analysis CTQ Process Capability (X/Y) Benchmark Gap / Opportunity Source Assumptions Measure Risks Based on the information above, what is the performance objective*? • • • Reduce defects by % Reduce long-term DPMO from Improve short-term Z from to 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 Bonacorsi Consulting 21 O 10.0 4.0 5.0 6.0 7.0 8.0 9.0 ntim e CTQ Importance Bonacorsi Consulting % Company D el iv C er om y pl et e W O rd ar er ra nt y R et ur In ns ve nt or y Tu C rn or s re ct In vo ic e Pr ic Sp ec i Key Buying Factor Analysis al O Enter Key Slide Take Away (Key Point) Here 22 Comp 1 Comp 2 e rd R er el at Le io ad ns Ti hi m p N e M ew an Pr ag od em uc en tD t ev el op m Br en an Pr t od d Im uc ag tO e ff e rin Pr g ox Br im ea ity dt h to C us to m er Measure Comp 3 Sources of Waste Defect Overproduction Transportation Area 1 Area 1 Sub area 1 Sub area 1 Measure Sources of Waste ? NVA Area 1 Sub area 1 Processing Motion Area 1 Area 1 Sub area 1 Sub area 1 Inventory Waiting ? ? ? ? 5% 5% 5% 5% < Insert your waste percentage as shown in pie chart > 30% 10% 40% Defect Overproduction Transportation Waiting Inventory Motion Processing ? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 23 Sample Value Stream Mapping Symbols Machining Quotes C/T = 36 Sec Set Up Time 7 Min Uptime 86% Data Box Process Box 1 Personnel Measure I Queue/ Inventory Flow (Physical) Flow (Information) Electronic Information Electronic Data System Sign Off Point Physical Pull “Go See” Monitoring FIFO FIFO Lane Truck Shipment Physical Transport Supplier/ Customer Push Systems Project Burst 24 Supermarket Replenishment Kanban Station Paper Kanban Bonacorsi Consulting Value Stream Map – “Current State” Service lead time = 384 min SUPPLIERS Measure Order Mgmt Supervisor Customer call time = 24 min Phone Call Trigger: Completion Criteria: Cycle Time: Takt Time: Number of People: Number of Approvals: Items in Inbox: % Rework: # of Iterations (cycles): # of Databases: Top 3 Rework Issues: 1. 2. 3. Weekly Update CUSTOMER Phone Call Manual Update Order Mgmt Screen for Acct Mgr Automate Monitoring P/T = 3 min 2-5 day s Lost calls=10% Volume=1200 Large Business 6 Customers Small Business 5 Customers Simplify/ Mistake Proof Order Mgmt Customer Info Forecast Improvement Improve Visibility Order Mgmt 4 Simplify/ Combine Order Mgmt Pricing 4 4 Order Mgmt Shipping Info 20 Orders DIST 10 4 Product Need Pick Pack & Ship P/T = 2 min Home P/T = 6 Min Error Rate=0% Volume=800 6 min P/T = 6 Min Error Rate=2% Volume=800 6 min P/T = 2 Min Error Rate=1% Volume=800 P/T = 120 Min Error Rate=1% Volume=1200 3 Customers Error Rate=2% Volume=800 2 min 5 min 3 min 2 min 240 min 120 min Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 25 Value Stream Map (VSM) - “As Is” < ERP > Supplier Customer Measure Questions What are the biggest Opportunity areas? 1 2 1 What is VA to NVA percentage? What is the Takt Time? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 26 Value Stream Map (VSM) - “IDEAL” < ERP > Supplier Customer Measure Questions What is the VA to NVA percentage? 1 2 1 How was IDEAL future state VSM constructed? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 27 Spaghetti Diagram EAST Foyer To Office Parking Lot Measure Lines indicate paper/information travel: - No set path - Lots of rework Supply Room (paper and office supplies) Records Room (Order Management) Order Taker 1 Order Entry 1 Order Entry 2 Order Entry 3 Reception Order Taker 2 Order Taker 3 Printer, Fax OM Supr Office Copier OM Lead CC & Val 2 CC & Val 3 CC & Val 1 Indicates an in-box or outbox where work (forms/ information) waits to be worked on or transferred Restrooms Vault (finance) Engineering Offices Cafeteria Planning & Scheduling Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 28 AS-IS Process Mapping Symbols Measure Bonacorsi Consulting 29 Swim Lane Process Map Client Mgr Notify HR of employee exit date Oval shapes – Start/Stop of process Diamonds – Decision points Rectangles – process steps Half-Moon – Delay/Queue Time Measure Note: Steps in blue shapes are non-value added steps Client HR Places information into HR database Sends exit date to IT, telecom & facilities Avg. Delay 2 days Form require approval? No Re-verifies with mgr on employee’s exit status Yes Client Contact Sends Email to Admin Secure approval(s) Avg. Delay 2 days Sends Email to Admin Avg. Delay 2 days NT Admin Create ticket if request coming directly from client Utilize e-mail vendor’s web tool to submit delete request to vendor Admin closes ticket and manager notified Admin Avg. Delay 1 day Avg. Delay 4 days Avg. Delay 1 day Generates ticket & forwards to Admin Mark request as completed on admin web site Email Vendor Bonacorsi Consulting Delete account 30 Process Map Process Map (A 10 feet view) Inputs C/N/Co/S Process Steps Outputs Measure Questions How was the data collected? What is percentage of NVA to VA? Has the hidden factory been quantified? FPY RTY Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 31 Business Impact State financial impact of project Separate “hard or Type 1” from “soft Type 2 or 3” dollars State financial impact of future project leverage opportunities Annual Estimate Revenue Enhancement Expenses Reduction Loss Reduction Cost Avoidance Total Savings • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? • Type 1: ? • Type 2: ? • Type 3: ? Measure Replicated Estimate Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 32 Business Impact Details 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) Measure 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 ) 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 ) 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 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 Bonacorsi Consulting 33 Current Status Key actions completed Issues Lessons learned Communications, team building, organizational activities Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due Measure Lean Six Sigma Project Status and Planning Deliverables/Tasks Completed last week Comments W/E: Comments For deliverables due thru: Actions Scheduled for next 2 Weeks Deliverable/Action Who Due Revised Due Comments/Resolution Need Help Issue/Risk Current Issues and Risks Who Due Revised Due Recommended Action Need Help Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 34 Next Steps Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities Measure Lean Six Sigma Project Issue Log No. 1 2 3 4 5 6 7 8 9 10 Description/Recommendation Status Open/Closed/Hold Due Date Last Revised: Revised Due Date Resp Comments / Resolution Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 35 Measure Stop Tollgate Checklist Tollgate Review Does the team understand or has gathered the right data to help understand the process? Has the team baselined current process performance? Measure Has a more detailed Value Stream Map been completed to better understand the process and problem, and where in the process the root causes might reside? Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer? Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed and Cost Efficiency measures)? Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity and consistent interpretation? Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data? Sample size & sampling frequency established to ensure valid representation of the process we’re measuring? Measurement system checked for repeatability and reproducibility, potentially including training of data collectors? Has the team developed & tested the data collection form for usability and that it can provide consistent, complete data? Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements? Has the team been able to identify any ‘Quick Wins’? Has the team begun to fill in the financial benefits worksheets for type 1 and 2 savings? Have any opportunities to do Kaizen projects been identified to accelerate momentum and results? Have ‘learnings’ to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders? New risks to project success have been identified, added to the Risk Mitigation Plan, & mitigation strategy put in place? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 36 Sign Off Measure • I concur that the Measure 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 Enter Name Here Sponsor / Process Owner Deployment Champion Enter Name Here Financial Representative Enter Name Here Master Black Belt Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 37 Bonacorsi Consulting This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C. The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law. © 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved. Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Bonacorsi Consulting 38 Define Lean Six Sigma Program Name Measure Analyze Improve Control LEAN SIX SIGMA Abridged Process Sigma Conversion Table… Long-Term Yeild 99.99966% 99.9995% 99.9992% 99.9900% 99.8000% 99.9970% 99.9960% 99.9930% 99.9900% 99.9850% 99.9770% 99.9670% 99.9520% 99.9320% 99.9040% 99.8650% 99.8140% 99.7450% 99.6540% 99.5340% 99.3790% 99.181% 98.930% 98.610% 98.220% 97.730% 97.130% 96.410% 95.540% 94.520% 93.320% 91.920% 90.320% 88.50% 86.50% 84.20% 81.60% 78.80% 75.80% 72.60% 69.20% 65.60% 61.80% 58.00% 54.00% 50% 46% 43% 39% 35% 31% 28% 25% 22% 19% 16% 14% 12% 10% 8% Process Sigma (ST) 6.0 5.9 5.8 5.7 5.6 5.5 5.4 5.3 5.2 5.1 5.0 4.9 4.8 4.7 4.6 4.5 4.4 4.3 4.2 4.1 4.0 3.9 3.8 3.7 3.6 3.5 3.4 3.3 3.2 3.1 3.0 2.9 2.8 2.7 2.6 2.5 2.4 2.3 2.2 2.1 2.0 1.9 1.8 1.7 1.6 1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 Defects Per 1,000,000 3.4 5 8 10 20 30 40 70 100 150 230 330 480 680 960 1350 1860 2550 3460 4660 6210 8190 10700 13900 17800 22700 28700 35900 44600 54800 66800 80800 96800 115000 135000 158000 184000 212000 242000 274000 308000 344000 382000 420000 460000 500000 540000 570000 610000 650000 690000 720000 750000 780000 810000 840000 860000 880000 900000 920000 Defects Per 100,000 0.34 0.5 0.8 1 2 3 4 7 10 15 23 33 48 68 96 135 186 255 346 466 621 819 1070 1390 1780 2270 2870 3590 4460 5480 6680 8080 9680 11500 13500 15800 18400 21200 24200 27400 30800 34400 38200 42000 46000 50000 54000 57000 61000 65000 69000 72000 75000 78000 81000 84000 86000 88000 90000 40 92000 Defects Per 10,000 0.034 0.05 0.08 0.1 0.2 0.3 0.4 0.7 1 1.5 2.3 3.3 4.8 6.8 9.6 13.5 18.6 25.5 34.6 46.6 62.1 81.9 107 139 178 227 287 359 446 548 668 808 968 1150 1350 1580 1840 2120 2420 2740 3080 3440 3820 4200 4600 5000 5400 5700 6100 6500 6900 7200 7500 7800 8100 8400 8600 8800 9000 9200 Defects Per 1,000 0.0034 0.005 0.008 0.01 0.02 0.03 0.04 0.07 0.1 0.15 0.23 0.33 0.48 0.68 0.96 1.35 1.86 2.55 3.46 4.66 6.21 8.19 10.7 13.9 17.8 22.7 28.7 35.9 44.6 54.8 66.8 80.8 96.8 115 135 158 184 212 242 274 308 344 382 420 460 500 540 570 610 650 690 720 750 780 810 840 860 880 900 920 Defects Per 100 0.00034 0.0005 0.0008 0.001 0.002 0.003 0.004 0.007 0.01 0.015 0.023 0.033 0.048 0.068 0.096 0.135 0.186 0.255 0.346 0.466 0.621 0.819 1.07 1.39 1.78 2.27 2.87 3.59 4.46 5.48 6.68 8.08 9.68 11.5 13.5 15.8 18.4 21.2 24.2 27.4 30.8 34.4 38.2 42 46 50 54 57 61 65 69 72 75 78 81 84 86 88 90 92 Bonacorsi Consulting Table of the Standard Normal (z) Distribution z 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2 3.3 3.4 0.00 0.0000 0.0398 0.0793 0.1179 0.1554 0.1915 0.2257 0.2580 0.2881 0.3159 0.3413 0.3643 0.3849 0.4032 0.4192 0.4332 0.4452 0.4554 0.4641 0.4713 0.4772 0.4821 0.4861 0.4893 0.4918 0.4938 0.4953 0.4965 0.4974 0.4981 0.4987 0.4990 0.4993 0.4995 0.4997 0.01 0.0040 0.0438 0.0832 0.1217 0.1591 0.1950 0.2291 0.2611 0.2910 0.3186 0.3438 0.3665 0.3869 0.4049 0.4207 0.4345 0.4463 0.4564 0.4649 0.4719 0.4778 0.4826 0.4864 0.4896 0.4920 0.4940 0.4955 0.4966 0.4975 0.4982 0.4987 0.4991 0.4993 0.4995 0.4997 0.02 0.0080 0.0478 0.0871 0.1255 0.1628 0.1985 0.2324 0.2642 0.2939 0.3212 0.3461 0.3686 0.3888 0.4066 0.4222 0.4357 0.4474 0.4573 0.4656 0.4726 0.4783 0.4830 0.4868 0.4898 0.4922 0.4941 0.4956 0.4967 0.4976 0.4982 0.4987 0.4991 0.4994 0.4995 0.4997 0.03 0.0120 0.0517 0.0910 0.1293 0.1664 0.2019 0.2357 0.2673 0.2969 0.3238 0.3485 0.3708 0.3907 0.4082 0.4236 0.4370 0.4484 0.4582 0.4664 0.4732 0.4788 0.4834 0.4871 0.4901 0.4925 0.4943 0.4957 0.4968 0.4977 0.4983 0.4988 0.4991 0.4994 0.4996 0.4997 0.04 0.0160 0.0557 0.0948 0.1331 0.1700 0.2054 0.2389 0.2704 0.2995 0.3264 0.3508 0.3729 0.3925 0.4099 0.4251 0.4382 0.4495 0.4591 0.4671 0.4738 0.4793 0.4838 0.4875 0.4904 0.4927 0.4945 0.4959 0.4969 0.4977 0.4984 0.4988 0.4992 0.4994 0.4996 0.4997 41 0.05 0.0190 0.0596 0.0987 0.1368 0.1736 0.2088 0.2422 0.2734 0.3023 0.3289 0.3513 0.3749 0.3944 0.4115 0.4265 0.4394 0.4505 0.4599 0.4678 0.4744 0.4798 0.4842 0.4878 0.4906 0.4929 0.4946 0.4960 0.4970 0.4978 0.4984 0.4989 0.4992 0.4994 0.4996 0.4997 0.06 0.0239 0.0636 0.1026 0.1406 0.1772 0.2123 0.2454 0.2764 0.3051 0.3315 0.3554 0.3770 0.3962 0.4131 0.4279 0.4406 0.4515 0.4608 0.4686 0.4750 0.4803 0.4846 0.4881 0.4909 0.4931 0.4948 0.4961 0.4971 0.4979 0.4985 0.4989 0.4992 0.4994 0.4996 0.4997 0.07 0.0279 0.0675 0.1064 0.1443 0.1808 0.2157 0.2486 0.2794 0.3078 0.3340 0.3577 0.3790 0.3980 0.4147 0.4292 0.4418 0.4525 0.4616 0.4693 0.4756 0.4808 0.4850 0.4884 0.4911 0.4932 0.4949 0.4962 0.4972 0.4979 0.4985 0.4989 0.4992 0.4995 0.4996 0.4997 0.08 0.0319 0.0714 0.1103 0.1480 0.1844 0.2190 0.2517 0.2823 0.3106 0.3365 0.3529 0.3810 0.3997 0.4162 0.4306 0.4429 0.4535 0.4625 0.4699 0.4761 0.4812 0.4854 0.4887 0.4913 0.4934 0.4951 0.4963 0.4973 0.4980 0.4986 0.4990 0.4993 0.4995 0.4996 0.4997 0.09 0.0359 0.0753 0.1141 0.1517 0.1879 0.2224 0.2549 0.2852 0.3133 0.3389 0.3621 0.3830 0.4015 0.4177 0.4319 0.4441 0.4545 0.4633 0.4706 0.4767 0.4817 0.4857 0.4890 0.4916 0.4936 0.4952 0.4964 0.4974 0.4981 0.4986 0.4990 0.4993 0.4995 0.4997 0.4998 Bonacorsi Consulting

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Steven Bonacorsi, Vice President (16+ years experience) Expertise: Certified Lean Six Sigma Master Black Belt (MBB), Certified Project Management Professional (PMP), Masters in Computer Information Systems (MS-CIS) and Business (More...)
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