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.

Reviews

Amy Beckwith

Consulting

Office Manager

Bonacorsi Consulting

http://www.sixsigmaliv...

Lean Six Sigma

Rated 10 out of 10

July 02, 2008 (5 months 2 days ago)

Outstanding Template for Lean Six Sigma project tollgates

indigo85

Template

Rated 4 out of 10

April 24, 2008 (7 months 10 days 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

Tags

Steven, Bonacorsi, Define, Phase, Lean, Six, Sigma, Tollgate, Template

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views:: 3087
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rating:: 6.2(5)
reviews:: 2
posted:: 11/9/2007
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Public Domain

Analyze Analyze Improve Improve Define Define Measure Measure Control Control LEAN SIX SIGMA LEAN SIX SIGMA Lean Six Sigma Program Name Lean Six Sigma Program Name < Last Name, First Name >Wave No: Review Date: Analyze Analyze Improve Improve Define Define Measure Measure Control Control LEAN SIX SIGMA LEAN SIX SIGMA Lean Six Sigma Program Name Lean Six Sigma Program NameBonacorsi Consulting 3 Improve ImproveDefine Phase Road Map• 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• 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 GateToolsActivities Control Control Measure Measure Define Define Analyze Analyze Define DefineBonacorsi Consulting 4 Project Description􀂋Describe the project in non-technical terms􀂄?􀂋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?􀂋? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 5 Responsibility Grid Decision 1 = should be the only one to make this decision 2 = should have veto power over this decision3 = should be one of those who votes GreenbeltBlackbeltMaster BlackbeltProject SponsorDeployment ChampionExecutive LeaderCustomerDecision CharterDefineMeasureAnalyzeImproveControlDecision Execution A = has to executeB = has to assist in execution (provide information,…)C = not involved in executionResponsibility P = Perform A = Approve R = ReviewResponsibility GridClarifying roles is a critical preliminary step for setting Improvement teams up for success! Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 6 Team Effectiveness􀂋Ground Rules􀂋Team Roles􀂋Team Meeting Frequency􀂋Tools used by Team􀂋Team Issues (Schedule, Vacations, Availability, Communication)􀂋Other Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 7 Strategy -Thought MapAre the team members identified?ProblemHas the CTQ’s been defined?Are the CTQ’s measurable ?Is Y=F(X) established ?Do we have a measurement system?Are my champions and Controller briefed?Critical variables identified?Can we control X’s?Can we have dashboards on X’s? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 8 Product /ServiceCustomersPotential SegmentsCustomer Segmentation MatrixEnter Key Slide Take Away (Key Point) Here Define DefineCustomer Segmentation MatrixBonacorsi Consulting 9 Enter Key Slide Take Away (Key Point) Here Define DefineKano Analysis ChartRanking of Customer NeedsBonacorsi Consulting 10 VOC PlanProcess Name: Project Name: Created By: Date Initiated: Location: Current Revision Date: Additional Information: Customers and Segments• 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?• ?• ?• ?• ?• ?• ?• ?• ?• ?• ?• ?• ? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 11 VOC Plan (Cont.)Information Sources (Check the data sources that you think will be most useful)Reactive DataComplaintsProblem or service hot linesTechnical support callsCustomer service callsClaims, creditsSales reportingProduct return informationWarranty claimsWeb page activityOther: Proactive DataInterviewsFocus groupsSurveysComment cardsSales visits/callsDirect observationMarket research/monitoringBenchmarkingOther: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.• ?• ?• ?• ?• ?• ?• ?• ?• ? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 12 Voice of the Customer (VOC)CustomerVoice of the CustomerKey Customer Issue(s)CriticalCustomer RequirementWho is the Customer?What does the customer want from us? We need to identify the issue(s) that prevent us from satisfying our customers.We should summarize key issues and translate them into specific and measurablerequirements 􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 13 Voice of the Customer (VOC)Customer“Voice of the Customer” VerbatimCategories: Delighters /One-Dimensional /Must-Be’sCritical To Satisfaction<“…..”><….><“…..”><….><“…..”><….>Who are the customer focus groups?QuestionsWhat methods were used to capture customer needs?What CTQ is the primary focus for this project?Enter Key Slide Take Away (Key Point) Here Define DefineBonacorsi Consulting 14 Critical-to-Quality (CTQ) TreeProfitabilityEffectiveness of returnShareSupply chain responsivenessSupply chain Delivery reliabilityGross MarginOperating IncomeNet IncomePerformance attribute (Big Y)Level 1Supplier on timeP.O on timeWarehouse on time & in full shipment3PL on timeReturn on assetsRevenueCOGSSales General & Admin (SG&A)Corporate TaxesLevel 2 (CTQ:Y)Delivery PerformanceFill ratePerfect order fulfillment Process RequirementDefect Unit of MeasureData Type Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 15 VOC Prioritized CommentsVOC Prioritization RatingProcess RequirementsFill Out FormsCredit Approval CheckUnderwritingLock LoanCloseFunding LoanTotals "What Importance"12345Loan Approval Cycle Time5<= 14 days9990001351st Call Resolution2>= 75%10900938Approval to Loan Close Cycle Time5<= 30 days00139065Fee (Good Faith Estimate) Accuracy3>= 85%93100142Invoice Completeness4100%999001112Average Speed To Answer1<= 15 sec1000001Unexpected Fees2<= $5 91191144Totals "How Importance"12992109334727 Importance Rating LegendStrong Impact 9Moderate Impact 3Weak Impact 1"Blank" for no Impact Competitor Comparison:Washington MutualWells FargoCountrywideBank of America Correlation MatrixStrong PositivePositiveNegativeStrong Negative"Blank" for No Correlation### Importance Ratings Strong Impact 9 Moderate Impact 3 Weak Impact 1Importance RatingsStrong Impact 9Moderate Impact 3Weak Impact 1Quality Functional Deployment (QFD)Enter Key Slide Take Away (Key Point) Here Define DefineBonacorsi Consulting 16 Project Definition -Includes/ExcludesWhat:Where: When: Who: Time: IncludesExcludesProject Scope Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 17 VOC -SIPOCSIPOCSuppliersInputProcessOutputCustomersProviders of the required resourcesResources required by the process(Numerical requirements on inputs)RequirementsTop level description of the activityDeliverables from the process(Numerical requirements on inputs)RequirementsStakeholders•?•?•?•?•?•?•?•?•?•?•?•?•?•?•?•?•?•? Define DefineEnter Key Slide Take Away (Key Point) HereStart Stop Bonacorsi Consulting 18 Schedule􀂋Review high-level schedule milestones here􀂄Phase Completions􀂄Gate Reviews􀂄Executive BriefingOct 07Nov 07Dec 07Jan 08Feb 08Mar 08Apr 08 Phase 2: Measure Phase 2: Measure Phase 3: AnalyzePhase 3: Analyze Phase 4: Improve Phase 4: Improve Phase 1: DefinePhase 1: Define Phase 5: Control Phase 5: ControlTollgate Scheduled Revised CompleteDefine: XX/XX/XX -XX/XX/XXMeasure: XX/XX/XX XX/XX/XX XX/XX/XXAnalyze: XX/XX/XX XX/XX/XX XX/XX/XXImprove: XX/XX/XX XX/XX/XX XX/XX/XXControl: XX/XX/XX XX/XX/XX XX/XX/XX Tollgate Review ScheduleTollgate Review Schedule Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 19 Team CharterResource PlanProject InformationTollgate Review DatesProject Lead Project SponsorProject ChampionCoachTeam MembersDefineMeasureAnalyzeImproveControlRolling Action Item List (RAIL)Meeting DateMeeting FrequencyProject StatusGreen (Done)Red (off-track)Yellow (WIP)DateSignoff Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 20 Project CharterBusiness CaseProblem StatementSMART GoalsCTQBaselineActua lWorld BenchmarkCustomer Satisfaction BenefitsProject Scope•Process Start: <…>•Process End: <…>•In Scope: <…>•Out of Scope: <…..>•Constraints: <…>Key Learning's•Impacted Process: <…>•Cultural Change:<…>•Organizational Change: <…>Recommendations•Effort Replication Areas: <…> Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 21 Critical Path Analysis /Pert /Gantt ChartEnter Key Slide Take Away (Key Point) Here Define DefineBonacorsi Consulting 22 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 Define DefineEnter Key Slide Take Away (Key Point) HereAnnual EstimateReplicated EstimateRevenue 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: ?Bonacorsi Consulting 23 Business Impact Details􀂋Type 1: Describe the chain of causality that shows how you determinedthe Type 1 savings. (tell the story with cause–effectrelationships, on how the proposed change should create the desired financial result (savings) in your project )􀂋Show thefinancial calculation savings and assumptions used.􀂄Assumption #1 (i.e. source of data, clear Operational Definitions?)􀂄Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)􀂋Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effectrelationships, on how the proposed change should create the desired financial result (savings) in your project )􀂋Showthe financial calculation savings and assumptions used.􀂄Assumption #1 (i.e. Labor rate used, period of time, etc…) 􀂄Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)􀂋Describe the Type 3Business 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? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 24 SWOT AnalysisShort TermLong TermStrengthWeaknessOpportunityThreat Define DefineEnter Key Slide Take Away (Key Point) Here􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?􀂋?Bonacorsi Consulting 25 Multi-Generational Project PlanGen1Gen2Gen3Target DateMGPPMetricsDependenciesVisionKey FunctionalityTechnology RequirementsTarget Customers Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 26 Process Bottleneck Identification & Workload BalancingValue Add Analysis -Current State0102030405060708012345678910Task #Task Time (seconds)CVA TimeBVA TimeNVA TimeTakt Time = 55 -------Enter Key Slide Take Away (Key Point) Here􀂋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 constraintNet Process Time AvailableNumber of Units to ProcessTakt Time = Define DefineBonacorsi Consulting 27 StakeholderIssues/ConcernsIdentify "Wins"Influence StrategyInfluence Strategy Influence StrategyEnter Key Slide Take Away (Key Point) Here Define DefineBonacorsi Consulting 28 Communication Plan Audience Audience MediaMedia Purpose Purpose Topics of Topics of Discussion/Discussion/Key MessagesKey Messages Owner Owner FrequencyFrequency Notes/Status Notes/Status Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 29 RACI ChartStepAction/TaskResponsibleAccountableConsultedInformed12345678910R = Responsible – The person who performs the action/task.A = Accountable –The person who is held accountable that the action/task is completed.C = Consulted –The person(s) who is consulted before performing the action/task.I = Informed –The person(s) who is informed after performing the action/task. Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 30 Current Status􀂋Key actions completed􀂋Issues􀂋Lessons learned􀂋Communications, team building, organizational activitiesW/E:DueRevised DueFor deliverables due thru:Deliverable/Action WhoDueRevised DueComments/ResolutionNeed HelpIssue/RiskWhoDueRevised DueRecommended ActionNeed HelpDeliverables/Tasks Completed last weekCommentsActions Scheduled for next 2 WeeksCurrent Issues and RisksLean Six Sigma Project Status and PlanningUpcoming Deliverables/Tasks -2 weeks outCommentsDefine DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 31 Next Steps􀂋Key actions􀂋Planned Lean Six Sigma Tool use􀂋Questions to answer􀂋Barrier/risk mitigation activitiesLast Revised:No.Description/RecommendationStatus Open/Closed/HoldDue DateRevised Due DateRespComments /Resolution12345678910Lean Six Sigma Project Issue Log Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 32 Define Tollgate Checklist Tollgate Review Tollgate ReviewStopStopHas the team defined the opportunity from both business and customer perspectives?􀂉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 tobe 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? Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 33 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: MeasureEnter Name Here Deployment ChampionEnter Name Here Financial RepresentativeEnter Name Here Green Belt/Black BeltEnter Name Here Master Black BeltEnter Name Here Sponsor /Process Owner Define DefineEnter Key Slide Take Away (Key Point) HereBonacorsi Consulting 34 Bonacorsi ConsultingSteven 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. 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.

Shared by: Steven Bonacorsi

Steven Bonacorsi

Lean Six Sigma Master ...

President

Bonacorsi Consulting

theaitgroup.com

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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...) Administration (MBA), GE Crotonville Leadership Program (PM), and GE Certified Workout and Change Acceleration Process Instructor (CAP) Summary: Experienced Engagement Director/Principal with 16 years of process improvement experience in the areas of information technology, human resources, federal defense, asset management, finance, retail, and medical services industries. Global experience in leading enterprise-wide deployments both Federal and Commercial. Proven skills in business development, deployment design, Lean Six Sigma implementation, curriculum and tool development, financial/operational due diligence, balanced scorecards, and new product and process designs. Strong presentation and written communications skills spanning the range from executives to front line employees. Recent Consulting Experience: Steven has coached top executives in the US Navy in the planning, implementation, and evaluation of their Lean Six Sigma initiatives. He has personally led executive training, leadership awareness, and deployment design workshops for these organizations. Accounts managed include NAVSUP HQ, COMFISC, NAVICP, NAVSISA, NOLSC, SEAFAC, NAVFAC, SPAWAR and USMC. Federal experience includes building the Naval Aviation (NAVAIR) Kaizen and Curriculum program, Developed the Army Schoolhouse LSS Academy, SECNAV and CNIC Executive Leader Training, and DLA Project Sponsor and Project Identification and Selection Workshops. Steven has also led deployments at Fortune 500 companies, including General Electrics Global Master Black Belt program, Gillette, Pfizer, MITRE, BMW, Xerox, Eli Lilly, HB Fuller, United Space Alliance, Kaiser Permanente, GE Medical, GE Aircraft Engines, Bristol-Meyer Squibb, Putnam Investments, Washington Mutual, Onsemi, Coorstec, and Levi Strauss. As a Senior Certified Master Black Belt instructor/coach, Steven has trained a thousand Master Black Belts, Black Belts, Green Belts, and Project Sponsors in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies in transactional, service, and manufacturing organizations. Prior Work Experience: Steven has held management positions in Quality, Information Technology and Program Management. He is also a certified Project Management Professional from PM Institute, and numerous IT certifications including ITIL, CMMI, MCSE, and numerous vender certifications (Cisco, Dell, IBM, HP, Compaq, Toshiba, Lotus Notes, Microsoft, etc... Accomplishments include over $45M in savings and $80M in sales growth from Lean Six Sigma, Kaizen, and Design for Lean Six Sigma development and innovation projects. Education: Bachelor of Science, Management of Network Systems, University of New Hampshire Master of Business Administration, University of Southern New Hampshire Graduate School of Business Master of Computer Information Systems, University of Southern New Hampshire Graduate School of Business

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