Improve Phase Lean Six Sigma Template

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Lean Six Sigma Improve 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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December 31, 2007 (1 years 10 ago)
thank you for valuable information obtained for starter for 6 sigma

Shared by: Steven Bonacorsi
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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 Improve Phase Road Map Define Measure Analyze Improve Improve Control Activities • Develop Tools • Replenishment • Stocking • Process • Process Potential Solutions Select, and Optimize Best Solutions Pull/Kanban • Evaluate, • Develop • Develop • Confirm • Develop Strategy ‘To-Be’ Value Stream Map(s) and Implement Pilot Solution Attainment of Project Goals Full Scale Implementation Plan Improve Gate Flow Improvement Balancing Batch Sizing • Analytical • Total Productive Maintenance of Experiments (DOE) Selection Matrix • Complete • Design • Solution • Piloting Bonacorsi Consulting 3 and Simulation Analyze Overview Hypothesis Tests Hypothesis Test (ANOVA, 1 or 2 sample t - test, Chi Squared, Regression, Test of Equal Variance, etc) Improve Value-Add Analysis Value Add Analysis - Current State Factor (x) Tested Location p Value Observations/Conclusion Task Time (seconds) 80 60 40 20 0 1 2 3 4 5 6 Task # BVA Time 7 Takt Tim e = 55 Example: ANOVA Significant factor - 1 hour driving time from DC 0.030 to Baltimore office causes ticket cycle time to generally be longer for the Baltimore site Significant factor - on average, calls requiring 0.004 parts have double the cycle time (22 vs 43 hours) Significant factor - Department 4 has digitized 0.000 addition of customer info to ticket and less human intervention, resulting in fewer errors n/a South region accounted for 59% of the defects due to their manual process and distance from the parts warehouse Example: ANOVA Part vs. No Part Example: Chi Squared Department 8 9 10 Example: Pareto Region Describe any other observations about the root cause (x) data CVA Time NVA Time Root Cause / Effect Root cause: Effect Tools Used Value Add Analysis One-Way ANOVA Two-Way ANOVA Pareto Plots Simple Linear Regression Multiple Regression Test for Equal Variance Scatter Plots 4 Root cause: Effect Root cause: Effect Bonacorsi Consulting C&E Matrix Complexity Cause & Effect Diagram Kaizen/Quick Wins FMEA Control/Impact Chart T-Test Other To-Be Process Map Client Mgr Notify HR of employee exit date Avg. Cycle time = 0 days Improve Client HR Places information into HR EXIT database Client Contact Utilize web tool to submit a delete request to vendor Avg. Cycle time = 1 day NT Admin Access database daily Create Work Request Avg. Cycle time = 1 day Avg. Cycle time = 1 day Avg. Cycle time = 1 day Email Vendor Delete account Admin Admin closes work request and manager notified Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 5 Evaluating Solutions Against Criteria Example: Independent Solutions Solutions Solution A Solution B Solution C Solution D Solution E 20% 5% #1 #2 #3 #4 Improve % Contribution of Root Cause to Process Deficiency Root Cause #1 40% Root Cause #2 25% Root Cause #3 20% Root Cause #4 10% 250 200 150 100 100% 80% 60% 40% 20% 0% 80% 20% 30% 80% 100% 50 0 Root Causes Solution A = a 32% reduction in defects (80% of 40%) Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%) Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%) Implementing Solutions A & B achieve a 53% reduction in defects. (Assumes no interaction effects of the solutions) Original goal is a 50% reduction. Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 6 Design of Experiments (DOE) Results Main Effects Plot (data means) for Mean 60 45 30 Training Dollars Jets 15 0 -1 60 45 30 15 0 -1 1 -1 1 Employees 1 -1 %Overbooked 1 Improve Fractional Factorial Fit: Response = Mean Estimated Effects and Coefficients for Mean (coded units) Term Effect Coef SE Coef T Constant 29.64 0.08610 344.22 Training 0.10 0.05 0.08610 0.60 Jets -0.08 -0.04 0.08610 -0.44 Employee -55.93 -27.97 0.08610 -324.81 % Overbo 0.36 0.18 0.08610 2.11 Training*Jets -0.10 -0.05 0.08610 -0.57 Training*Employee 0.05 0.02 0.08610 0.28 Training*% Overbo 0.09 0.05 0.08610 0.53 Jets*Employee 0.10 0.05 0.08610 0.57 Jets*% Overbo -0.40 -0.20 0.08610 -2.34 Employee*% Overbo 0.17 0.09 0.08610 1.01 P 0.000 0.573 0.676 0.000 0.088 0.591 0.788 0.619 0.591 0.066 0.359 Mean of Mean The number of Employees is the biggest driver for Mean Time Late P a r e to C ha r t of the S ta nda r diz e d Effe c ts (re s ponse is M e a n, A lpha = .05) 2.6 C BD D CD Term A BC AB AD B AC 0 50 100 150 200 250 St a nda r diz e d Effe c t 300 350 F a cto r A B C D N am e T ra ining D o lla rs J e ts E m p lo y e e s % O v e rb o o k e d Employee is the only statistically significant factor for Mean besides the constant term. All other main effects & 2-way interactions have a p-value > 0.05. Ymean=f(x) equation is: Pareto Chart for Mean Time Late Ymean = -27.97(Employee) + 29.64 Enter Key Slide Take Away (Key Point) Here 7 Number of Employees is the only significant Bonacorsifactor for Mean - Time Late Consulting Pugh (Selection) Matrix Pugh Matrix Solution Alternatives A rn tiv 1 lte a e A rn tiv 2 lte a e A rn tiv 3 lte a e A rn tiv 4 lte a e Concept Selection Legend Better + Same S Worse B n h a O tio e c m rk p n Im o n eR tin p rta c a g Improve Key Criteria Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5 Criteria 6 Criteria 7 Criteria 8 Criteria 9 Criteria 10 Sum of Positives Sum of Negatives Sum of Sames Weighted Sum of Positives Weighted Sum of Negatives Totals 4 2 3 2 5 6 10 8 5 6 + S + S + S + 4 3 3 22 14 8 S + S + S + 3 4 3 19 18 1 + S + S + S 3 4 3 16 20 -4 + + + + S + S + 6 2 2 27 11 16 + S + + S + 4 4 2 23 17 6 + S + S + S + 4 3 3 20 15 5 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 8 A rn tiv 5 lte a e Benefit-Effort Matrix Benefit 16 7 Improve High 1 3 8 12 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. 4 Med 9 13 6 17 10 Low 11 5 Low 14 15 Med 2 High Effort Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 9 Stakeholder Analysis Stakeholder Analysis 4 Improve 3 3 2 2 1 1 1 1 0 Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 10 Influence Strategy Influence Strategy Stakeholder Issues/Concerns Identify "Wins" Improve Influence Strategy Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 11 Pull System 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). Improve Bin 1 Bin 1 Bin 1Bin 2 Bin 1 Bin 2 Bin 1Bin 2 Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Order Cards 2-Bin Mailbox Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 1 Bin 2 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 12 Setup Reduction Setup Documentation Worksheet MACHINE: DATE: START TIME 0 0:30 3:30 7:00 10:30 13:30 14:30 15:00 17:00 18:00 18:30 20:00 Shut down machine Get change parts Remove change parts from machine Place new change parts on machine Return change parts to storage Load material onto machine Generate test piece Measure and inspect Adjust dies Generate test piece Measure and inspect Generate first good piece TOTAL TIME THIS PAGE: TOTAL TIME ALL PAGES: ELAPSED TIME Improve DOCUMENTOR: PAGE 1 OF 1 SEQ # 1 2 3 4 5 6 7 8 9 10 11 12 EVENT INT :30 EXT :30 3:00 3:30 3:30 3:00 1:00 :30 2:00 1:00 :30 1:30 1:00 21:00 21:00 3:00 3:30 3:30 3:00 1:00 :30 2:00 1:00 :30 1:30 1:00 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 Kaizen Typical Kaizen Weekly Schedule Typical Kaizen Weekly ScheduleWeekly Calendar 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 3. Celebration Luncheon and or event 2B. Create Final Report & Monitor Results Activity 1-3 Time Improve Monday 8AM Measure Tuesday Wednesday Future State Des Mid-Week Review Future State Des Thursday Friday Finalize Future State Status 10AM Finalize Pre-Event Prep (Present State Analysis) Implement Improvements Perform Process Participant Training Tweak Design Complete Training on Std Work Implement Improvements Analyze Final Presentation 12PM Lunch Kaizen Kickoff Lunch Lunch Lunch Lunch and Celebration 2PM Lean/Kaizen Training Specialized Training Analyze Brainstorm Ideas Idea Effort/Impact Idea Prioritization Future State Design Implement Improvements Perform Process Participant Training Tweak Design Create and Implement Standard Work Measure Future State Calculate Actual Benefits 4PM Measure (Present State Analysis) 6PM Process Part Design Review Create Final Presentation Step 1 Time Step 2 Time Step 3 Time Step 4 Time Step 5 Time Step 6 Time Activity 1-1 Time Activity 2-1 Time Activity 3-1 Time Activity 4-1 Time Activity 5-1 Time Activity 6-1 Time Activity 1-2 Time Activity 2-2 Time Activity 4-2 Time Activity 5-2 Time Activity 6-2 Time Activity 2-3 Time Activity 4-3 Time Activity 5-3 Time Activity 1-4 Time Activity 2-4 Time Activity 4-4 Time Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 14 Pilot Plan Pilot Test • Improve Description Sample Check-in Data Sets 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 HandChek Device – All Hotel Floors &Rooms 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-PreRegistered) • Volume Stress Test – Simulated Arrival 20 Guests in a “Tour Bus” • Process Measurements recorded via Observer (see Design Scorecard); “Guest” Observations Recorded. • • Success Criteria Data Set Entry Accuracy < 3.4 DPMO • Data Time < 6 Sec • Data Set Transmission/ Reception Accuracy < 3.4 DPMO Data Set Entry Accuracy < 3.4 DPMO • Data Set Entry Time < 6 Seconds • Data Set Transmission/ Reception Accuracy < 3.4 DPMO • Design Scorecard CCRs • Test Team SB, plus HotChek tech rep Schedule Start 3/1 Complete 3/3 Hand-Chek/ Hot-Chek Interface Test SB, + 6 Check-in Staff Start 3/6 Complete 3/7 Check-in Verification Test 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% PreRegistered, 10% Non-Pre-Registered) • Process Measurements recorded via Observer (see Design Scorecard) • Guests Debriefed Following Experience. • • Data Set Entry Accuracy < 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 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 15 Verify Pilot Results Measurement Plan: Measure CTQs Process time CTQs Data Transmission Accuracy Pilot Observations: Plan Target Improve x Pilot s 0.05 min. Comments 1 minute 0.5 min. 100 DPMO < 3.4 DPMO 1) Data Reception Weak – 12th Floor, SW Rooms 2) Data Entry Sequence Confusing GAP Analysis/Root Causes: 1) Insufficient radio transceivers, 12th Floor 2) Order of questions confusing staff Follow-up Actions: 1) Add four more radio transceivers 2) Resequence guest questions Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 16 Summarizing Pilot Conclusions Improve Once all the pilot data has been collected and the results verified, the team can determine the next steps toward solution implementation. Only after an objective and comprehensive assessment of the pilot can responsible “next step” decisions be made. Some questions a team should ask upon the completion of a pilot to help guide them toward identification of the proper next steps are: Did pilot have anticipated results? Was the plan for conducting the pilot effective? What improvements can we make to the solution? Can the solution be implemented “as-is”? Should it be? Can the solution remain in place at the pilot location? What lessons learned and best practices can we apply during solution implementation? Did the solution achieve the required design goals? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 17 FMEA Risk Analysis recommended actions (Key Speaking Points) Rating Index Total Current RPN Risk O ccu rren ce # D etectio n # S everity # Item/ Process Step Potential Failure Mode Potential Failure Effects Causes of Failure Current Control Recommended Action Responsibility Improve Actual Date Target Action Completion Completed Date Example Document not Received delay of scheduled delivery User forgot to update 7 system and send document Call user to escalate 3 issue Automate system settings for 7 147 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 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 18 N ew N ew N ew N ew S everity # O ccu ran ce # D etectio n # RP N RP N Value Stream Map (VSM) - “Future State” < ERP > Supplier Customer Improve Questions What is the VA to NVA percentage? 1 2 1 What is the Improved state VSM? What is the Improved state VSM? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 19 Kaizen - Action Workout Planning ? ? ? ? ? ? ? ? ? ? Improve Execution ? ? ? ? ? Before Root Causes / Quick Wins Root cause: Quick Win #1 Graphical Analysis ? ? ? ? ? ? ? ? ? ? After Root cause: Quick Win #2 Root cause: Quick Win #3 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 20 Multi-Generational Project Plan MGPP Gen1 Target Date Vision Gen2 Gen3 Improve Key Functionality Technology Requirements Target Customers Metrics Dependencies Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 21 Cost/Benefit Analysis Identify the various solution options Describe the Type 1 solution $ gained from the expected process improvement Improve Calculate the total cost of ownership to fully implement the solution Cost/Benefit Analysis Financial Benefits: First 12 months after Budget Increase Implementation Expense Reduction Loss A voidance Other Total Benefits Financial Cost: Labor Pre-Implementation & Technology first 12 months after Materials Other Total Cost Cost/Benefit Solution A $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Solution B $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Solution C $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Enter Key Slide Take Away (Key Point) Here Bonacorsi 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 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: ? Improve Replicated Estimate Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 23 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) Improve 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 24 Current Status Key actions completed Issues Lessons learned Communications, team building, organizational activities Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due Improve 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 25 Next Steps Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities Improve 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 26 Improve Summary Vital X (root cause) Client IT need to reverify all exit data received from Client HR Proof of Causation Average delay between reception of information from Client HR until it reaches NT Admin or general admin The SLA has a range of 35 business days for the completion of a delete request The SLA has a range of 35 business days for the completion of a delete request Improve Practical Solution (process change Operating to address X) Tolerances for X Eliminate process - Place accountability n/a on Client HR for information placed into new database. E-mail vendor's contract with Client E-mail vendor instituted new web interface for all add/delete requests, vastly improving request processing time. 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 1 - 2 days Solution Selection Criteria Solution Selection Criteria 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. ? Pilot and Implementation Plan Pilot and Implementation Plan Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 27 Improve Stop Tollgate Checklist Tollgate Review Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem? Improve 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 the proposed solutions address all of the identified root causes, or 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 were 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? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 28 Sign Off Improve • 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 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 29 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 30

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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