Control Phase Lean Six Sigma Template

Description

Lean Six Sigma Control 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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Amy Beckwith

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Bonacorsi Consulting

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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

Shared by: Steven Bonacorsi

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

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posted:: 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 Control Phase Road Map Define Measure Analyze Improve Control Control Activities • Implement • Develop Tools Mistake Proofing • Mistake-Proofing/ Controls SOP’s, Training Plan & Process Zero Defects (SOP’s) • Standard • Process • Visual Operating Procedures • Implement • Identify Solution and Ongoing Process Measurements Project Replication Opportunities Control Gate Project to Process Owner Control Plans Process Controls (SPC) Process Control Tools Replication • Complete • Transition • Statistical • Solution • Project • Team Transition Model Feedback Session Bonacorsi Consulting 3 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 Control 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 4 Measurement Systems Analysis Total Gage R&R Repeatability Reproducibility operator Part-To-Part Total Variation 17.12 17.12 0.00 0.00 82.88 100.00 41.38 41.38 0.00 0.00 91.04 100.00 K nPopulation now Sam # A ple ttribute pass 1 2 pass 3 fail fail 4 5 fail 6 pass pass 7 pass 8 9 fail 10 fail pass 11 12 pass 13 fail fail 14 15 pass 16 fail 17 fail fail 18 19 pass 20 fail Individual 1 Try#1 Try#2 pass pass pass pass fail fail fail fail fail fail pass pass fail fail pass pass pass pass pass pass pass pass pass pass fail fail fail fail pass pass fail fail fail fail fail fail pass pass fail fail Individual 2 Try#1 Try#2 pass pass pass pass fail pass fail fail pass fail pass pass fail fail pass pass pass pass fail fail pass pass pass pass fail fail pass fail pass pass pass fail fail fail fail fail pass pass fail fail Control For Continuous Data, use Minitab GR&R Study For Discrete data, use AR&R Excel Tool For more information, see Notes section of this slide M atch M atch EachO ther K n now N N N N N N Y Y N N Y Y Y N Y Y Y N N N Y Y Y Y Y Y N N Y Y N N Y Y Y Y Y Y Y Y Conclusions: 17.12% of component variation from measurement system, 82.88% of component variation from part-to-part measured Gage R&R (ANOVA) for time Xbar Chart by operator 110 100 90 80 70 60 50 40 30 20 10 0 1 2 Gage name: Date of study : Reported by : Tolerance: Misc: operator*part Interaction 100 90 80 70 60 50 40 30 20 operator 1 2 Sample Mean 3.0SL=75.30 X=59.80 -3.0SL=44.30 Average part 1 2 3 4 R Chart by operator 80 70 60 50 40 30 20 10 0 0 1 2 Response By operator 3.0SL=56.83 100 90 80 70 60 50 40 30 20 10 Sample Range R=26.87 -3.0SL=0.00E+00 Oper 1 2 Components of Variation 100 %Total Var %Study Var 100 90 80 70 60 50 40 30 20 10 Response By part "R EPEA B TA ILITY" -> "A C R C -> C U A Y" 100.00% 85.00% 80.00% 70.00% Percent 50 0 Gage R&R Repeat Reprod Part-to-Part "O A R VER LL EPEA B TA ILITY&R O U IB EPR D C ILITY" -> 65.00% "O A R VER LL EPEA B TA ILITY, R O U IB EPR D C ILITY&A C R C -> 55.00% C U A Y" 1 2 3 4 part Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 5 Control Chart P Chart for Total Defectives 0.10 Control Feb/Mar Data Confirms Process Has Remained In Control What was the Initial Capability? 3.0SL=0.08162 Proportion 0.05 P=0.03817 What is the observed capability after improvement? Is the new improved process stable & Capable & in control? 0.00 0 50 100 150 -3.0SL=0.00E+00 Sample Number Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 6 Descriptive Statistics / Process Capability P r o c e s s C a p a b ility A n a ly s is f o r C h o le s te r o l USL S T LT Control Proc es s Data USL Target LSL Mean Sample N StDev (ST) StDev (LT) 220.000 * * 193.133 30 26.0455 22.4931 (Baseline) 140 160 180 200 220 240 260 P r o c e s s C a p a b ility A n a ly s is f o r C o n tr o l US L ST LT Proc es s Data USL Target LSL Mean Sample N StDev (ST) StDev (LT) 220.000 * * 184.967 30 20.4206 16.3662 (Improved) 140 160 180 200 220 240 Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 7 Takt Board - Monitor TAKT BOARD: Last Week: This Week: Day Scheduled Actual Diff (+/-) Control Comments Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 8 Mistake Proofing (Poke Yoke) Control Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function. Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0) Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns) Train all longshoreman on use and care of equipment ($50/hr * 20 hrs) Install error metrics for error tracking ($100) Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 9 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 Control 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 10 N ew N ew N ew N ew S everity # O ccu ran ce # D etectio n # RP N RP N RACI Chart R = 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. Step 1 2 3 4 5 6 7 8 9 10 Control Action/Task Responsible Accountable Consulted Informed Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 11 Cultural/Educational Issues Force Field Analysis: Control 1. Select a process control method & explain why this is an appropriate choice for your project. 2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls and potential solutions using the Force-Field Analysis Table below: Process Control Method: ___________________________ Barrier 1. 2. 3. 4. 5. 6. __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ Solution 1. 2. 3. 4. 5. 6. _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 12 Control / Response & Escalation Plan Process (x) and Outcome (y) Indicators Total number of open tickets at end of day UOM Target Control Process Owner/ Limit Data Monitor System/ Source What to check ticket 0 10 Joe Schmoe Remedy Ticket Data Open ticket report on reports screen Control Procedure Frequency/ Reference Time (optional) Daily M-F at SOP 7.2 5 pm Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with Action if control limit is exceeded: team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20. Number of tickets per technician Remedy Ticket Open ticket report on Daily M-F at SOP 7.2 Data reports screen 5 pm Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine Action if control limit is exceeded: root cause and agree on remedy actions. ticket 0 2 Joe Schmoe Personal Time Off Schedule people Number of staff with PTO Weekly 0 2 Tom Orrow Outlook Calendar none out/day for coming week Friday pm Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less Action if control limit is exceeded: than 200 per day) Process Escalation Plan Process Escalation Map Process Escalation Map Data Monitor checks the dashboard and learns that I-MR and is out of control Escalates to the Process Owner & Black Belt for special cause identification FMEA is used to update any failure/actions or improvements not recorded Supplier is contacted to review defects and actions Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 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: ? Control Replicated Estimate Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 14 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) Control 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 15 Current Status Key actions completed Issues Lessons learned Communications, team building, organizational activities Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due Control 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 16 Next Steps Key actions Planned Lean Six Sigma Tool use Questions to answer Barrier/risk mitigation activities Control Lean Six Sigma Project Issue Log No. 1 2 3 4 5 6 7 8 9 10 Description/Recommendation Status Open/Closed/Hold Last Revised: Revised Due Due Date Date Resp Comments / Resolution Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 17 Replication Replication Goals 29% $ savings captured with 1st completed project in 10 week project 70% $ savings captured with 5 locations replicated in 6 months 100% $ savings captured with 9 locations replicated in 9 months Control 5l sta ocat nd i o n ard s ize d( 70 % Train / Kaizen Dashboard Metrics Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 18 9l Re ocat pli ion ca ted s (10 Build change team 1 st pro com jec ple t ( ted 29 % ) 0% Replication Strategy ) 10 Wks 6 Mo 9 Mo ) Lessons Learned 1. ? 2. ? 3. ? 4. ? 5. ? 6. ? 7. ? 8. ? 9. ? 10.? Control Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 19 Project Contributors Steering Team : : : : : Control Support Team : : : : : Project Ownership Team : : : : : Deployment Team : : : : : Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 20 Sign Off Control Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or finance representative. • Policies & Procedures for the Improve and Control phases were documented and communicated on MM/DD/YY • I understand the New Policies and Procedures • I understand and take responsibility for monitoring the Defect Measurements as delineated in the Control Plan • I will report the progress on this subprocess on a regular basis to the customer (internal or external) • I have reviewed this project’s financial benefits with the Deployment Champion, Sponsor and Finance • I understand the corrective action procedure and am responsible for ensuring that action items are completed to hold the gains and capture the financial benefits Enter Name Here Sponsor / Process Owner Enter Name Here Executive Director Enter Name Here Financial Representative Enter Name Here Green Belt/Black Belt Enter Name Here Deployment Champion Bonacorsi Consulting Enter Name Here “Other” Key Stakeholder Enter Name Here “Other” Key Stakeholder Enter Name Here Master Black Belt 21 Control Tollgate Checklist Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan and a process control system? Has the necessary training for process owners/operators been performed Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved? Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter? Have the Financial Benefit Worksheets been documented? Has the financial controller reviewed? Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan? Has a final Storyboard documenting the project work been developed? Has the team forwarded other issues / opportunities, which were not able to be addressed, to senior management? Have “lessons learned”been captured? Have replication opportunities been identified and communicated? Control Key Deliverables SOP’s Training Plan Process Control System Financial Benefit Analysis Validated Solution Replication/Standardization Plan lessons Learned Project Risk Performance Completed Steering Team Review Project Tracker Updated Transition Plan to Process Owners Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 22 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 23

Shared by: Steven Bonacorsi

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...) 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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