Define Phase Lean Six Sigma Template

Description

Lean Six Sigma Define 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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Lean Six Sigma
Rated 10 out of 10

July 02, 2008 (1 years 4 ago)
Outstanding Template for Lean Six Sigma project tollgates

Template
Rated 4 out of 10

April 24, 2008 (1 years 7 ago)
I like that "Define Phase Lean Six Sigma Template" has a good breakdown, but the way that the template itself is set up makes it hard to see. This template could be helpful to those just starting out, I know I would have used it. The template just needs to be rearranged a little for a clearer view of the information.

Shared by: Steven Bonacorsi
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11/9/2007
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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 Define Phase Road Map Define Measure Analyze Improve Define Control Activities Team election and scoping • Review Project Charter • Validate High-Level Value Stream Map and Scope • Validate Voice of the Customer and Voice of the Business • Validate Problem Statement and Goals • Validate Financial Benefits • Create Communication Plan • Select and Launch Team • Develop Project Schedule • Complete Define Gate • • Tools 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 • SWOT Analysis • Time Lines, Milestones, and Gantt Charting • Pareto Analysis 3 Bonacorsi Consulting Project Description Describe the project in non-technical terms ? Define Define the project’s scope and boundaries (locations, products, operations, etc) Is the scope reasonable? Have key constraints and key assumptions been identified? Where are you feeling the pain? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 4 Responsibility Grid Gree nbel t Blac kbel t Mas te Blac r kbel t Clarifying roles is a critical preliminary step for setting Improvement teams up for success! Responsibility Grid Depl oym Cham ent pi on Exec uti v Lead e er Proj ec Spon t sor Cust o me r Decision Define 1 = should be the only one to make this decision 2 = should have veto power over this decision 3 = should be one of those who votes Charter Define Measur e Analyze Execution A = has to execute B = has to assist in execution (provide information,…) C = not involved in execution Improve Responsibility Control P = Perform A = Approve R = Review Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 5 Team Effectiveness Ground Rules Team Roles Team Meeting Frequency Tools used by Team Team Issues (Schedule, Vacations, Availability, Communication) Other Define Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 6 Strategy - Thought Map Are the team members identified? Are my champions and Controller briefed? Define Problem Has the CTQ’s been defined? Are the CTQ’s measurable ? Critical variables identified? Is Y=F(X) established ? Can we control X’s? Do we have a measurement system? Can we have dashboards on X’s? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 7 Customer Segmentation Matrix Customer Segmentation Matrix Product / Service Customers Potential Segments Define Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 8 Kano Analysis Chart Define Ranking of Customer Needs Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 9 VOC Plan Process Name: Created By: Location: Additional Information: Customers and Segments Project Name: Date Initiated: Current Revision Date: Define • List the various customers (external) and other key stakeholders (business partners, regulatory agencies, etc.) of your process. • Are there different types of stakeholders who may have very different needs? If so, list these as different segments. • ? • ? • ? What You Want to Know • Develop a list of specifically what you want to know about your customers and other stakeholders needs. • Use the following list as a guide: • What are the most important process outputs (products/services)? • What is the performance level of the important outputs? • What are the problems with the outputs? What is their impact? • What do you like about _______? • What can be improved about _______? • What can be done to make your job easier? • What specific recommendations would you make to us? • How do we compare relative to our competitors? • How easy is it to do business with us? • • • • • • • • • • • • ? ? ? ? ? ? ? ? ? ? ? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 10 VOC Plan (Cont.) Information Sources (Check the data sources that you think will be most useful) Reactive Data Complaints Problem or service hot lines Technical support calls Customer service calls Claims, credits Sales reporting Product return information Warranty claims Web page activity Other: Define Proactive Data Interviews Focus groups Surveys Comment cards Sales visits/calls Direct observation Market research/monitoring Benchmarking Other: VOC Collection Plan Summary • • • • • • • • • Summarize your plans to gather and use both reactive and proactive sources of VOC information. Indicate how much data you will get, how you will get it, and when. Include, for instance: What specific sources of data you plan on exploring The number of interviews or surveys you plan to use Which customers you will contact The amount of data you will collect - When you will start and end the data collection How you plan on analyzing the gathered information Etc. • • • • • • • • • ? ? ? ? ? ? ? ? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 11 Voice of the Customer (VOC) Customer Who is the Customer? Define Voice of the Customer What does the customer want from us? Key Customer Issue(s) We need to identify the issue(s) that prevent us from satisfying our customers. Critical Customer Requirement We should summarize key issues and translate them into specific and measurable requirements ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 12 Voice of the Customer (VOC) Customer “Voice of the Customer” Verbatim Categories: Delighters / OneDimensional / Must-Be’s <….> Define Critical To Satisfaction Questions Who are the customer focus groups? <“…..”> What methods were used to capture customer needs? <“…..”> <….> <“…..”> <….> What CTQ is the primary focus for this project? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 Critical-to-Quality (CTQ) Tree Performance attribute (Big Y) Profitability Effectiveness of return Share Supply chain responsiveness Supply chain Delivery reliability Level 1 Gross Margin Operating Income Net Income Define Level 2 (CTQ:Y) Revenue COGS Sales General & Admin (SG&A) Corporate Taxes Return on assets Delivery Performance Supplier on time P.O on time Warehouse on time & in full shipment 3PL on time Fill rate Perfect order fulfillment Process Requirement Defect Unit of Measure Data Type Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 14 Quality Functional Deployment (QFD) Importance Rating Legend Define Correlation Matrix Strong Positive Positive Negative Importance Ratings Importance Ratings Strong Impact 9 Moderate Impact 3 Strong Impact Strong 1 Weak Impact Impact "Blank" for no Impact 9 9 3 3 1 1 Moderate Impact Moderate Impact Weak Impact Weak Impact # P ro cess R eq u irem en ts C redit A pprov al C hec k # T o tals "W h at Im p o rtan ce" F unding Loan U nderw riting Strong Negative # "Blank" for No Correlation V O C P rio ritiz atio n R atin g Competitor Comparison: Washington Mutual Wells Fargo Countrywide Bank of America F ill O ut F orm s Loc k Loan VOC Prioritized Comments C los e 1 Loan Approval Cycle Time 1st Call Resolution Approval to Loan Close Cycle Time Fee (Good Faith Estimate) Accuracy Invoice Completeness Average Speed To Answer Unexpected Fees Totals "How Importance" 5 2 5 3 4 1 2 <= 14 days >= 75% <= 30 days >= 85% 100% <= 15 sec <= $5 9 1 0 9 9 1 9 129 9 0 0 3 9 0 1 92 9 9 1 1 9 0 1 109 0 0 3 0 0 0 9 33 0 0 9 0 0 0 1 47 0 9 0 1 1 0 1 27 135 38 65 42 112 1 44 2 3 4 5 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 15 Project Definition - Includes/Excludes Project Scope Includes Excludes Define What: Where: When: Who: Time: Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 16 VOC - SIPOC S Suppliers Providers of the required resources Resources required by the process Define I Input (Numerical requirements on inputs) Requirements P Process Top level description of the activity Deliverables from the process O Output (Numerical requirements on inputs) Requirements C Customers Stakeholders • • • ? ? ? • • • ? ? ? • • • ? ? ? Start • • • ? ? ? • • • ? ? ? • • • ? ? ? Stop Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 17 Schedule Review high-level schedule milestones here Phase Completions Gate Reviews Executive Briefing Tollgate Review Schedule Tollgate Review Schedule Tollgate Define: Measure: 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 Define Complete XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX XX/XX/XX Phase 1: Define Phase 2: Measure Phase 3: Analyze Analyze: Improve: Control: Phase 4: Improve Phase 5: Control Oct 07 Nov 07 Dec 07 Jan 08 Feb 08 Mar 08 Apr 08 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 18 Team Charter Resource Plan Project Lead Project Sponsor Project Champion Coach Team Members Define Project Information Tollgate Review Dates Date Define Measure Analyze Improve Control Signoff Rolling Action Item List (RAIL) Meeting Date Meeting Frequency Project Status Green (Done) Red (off-track) Yellow (WIP) Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 19 Project Charter Business Case • Process Start: <…> • Process End: <…> • In Scope: <…> • Out of Scope: <…..> • Constraints: <…> Define Project Scope Problem Statement Key Learning's • Impacted Process: <…> • Cultural Change:<…> • Organizational Change: <…> SMART Goals CTQ Baseline Actua l World Benchmark Recommendations • Effort Replication Areas: <…> Customer Satisfaction Benefits Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 20 Critical Path Analysis / Pert / Gantt Chart Define Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 21 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: ? Define Replicated Estimate Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 22 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) Define 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 23 SWOT Analysis Strength Weakness Define ? ? ? ? Opportunity Short Term ? ? ? ? Threat ? ? ? ? Long Term ? ? ? ? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 24 Multi-Generational Project Plan MGPP Gen1 Target Date Vision Gen2 Gen3 Define Key Functionality Technology Requirements Target Customers Metrics Dependencies Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 25 Process Bottleneck Identification & Workload Balancing Define Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint Value Add Analysis - Current State 80 70 60 50 40 30 20 10 0 Takt Time = Net Process Time Available Number of Units to Process Takt Tim e = 55 - Task Time (seconds) -- --- 1 2 3 4 5 6 Task # BVA Time 7 8 9 10 CVA Time NVA Time Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 26 Influence Strategy Influence Strategy Stakeholder Issues/Concerns Identify "Wins" Define Influence Strategy Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 27 Communication Plan Audience Media Purpose Topics of Discussion/ Key Messages Define Owner Frequency Notes/Status Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 28 RACI Chart R = Responsible – The person who performs the action/task. C = Consulted – The person(s) who is consulted before performing the action/task. I = Informed – The person(s) who is informed after performing the action/task. Step 1 2 3 4 5 6 7 8 9 10 Action/Task Responsible Accountable Consulted Define A = Accountable – The person who is held accountable that the action/task is completed. Informed Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 29 Current Status Key actions completed Issues Lessons learned Communications, team building, organizational activities Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due Define 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 30 Next Steps Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities Define 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 31 Define Stop Tollgate Checklist Tollgate Review Has the team defined the opportunity from both business and customer perspectives? Define Is this project important, i.e. has the project been chosen because it is in alignment with goals and the strategic direction of the ‘business’? What is the problem statement – detailing (what) is the problem, (when) was the problem first seen, (where) was is it seen, and what is the (magnitude or extent) of the problem. Is the problem measured in terms of Quality, Cycle Time or Cost Efficiency, not expected financial benefits? Ensure there is no mention or assumptions about causes and solutions. Does a goal statement exist that defines the results expected to be achieved by the process, with reasonable and measurable targets? Is the goal developed for the “what” in the problem statement, thus measured in terms of Quality, Cycle Time or Cost Efficiency? Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the business units, suppliers, external and business customers, etc.? Is the project scope reasonable? Have constraints and key assumptions been identified? Have IT implications been addressed and coordinated with IT managers? Who is on the team? Are they the right resources and has their required time commitment to the project been confirmed by Sponsor and Team? What is the high level work plan? What are the key milestones (i.e. dates of tollgate reviews for DMAIC projects)? Who are the customers (business units, suppliers, external and business customers) for this process? What are their requirements? Are they measurable? How were the requirements determined? Who are the key stakeholders? How will they be involved in the project? How will progress be communicated to them? Do they agree to the project? What kinds of barriers/obstacles will need assistance to be removed? Has the development of a risk mitigation plan to deal with the identified risks been developed? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 32 Sign Off • I concur that the Define phase was successfully completed on MM/DD/YYYY • I concur the project is ready to proceed to next phase: Measure Define 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 33 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 34

Shared by: Steven Bonacorsi
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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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