Lean Six Sigma Executive Overview Template

Description

Lean Six Sigma Executive Overview Templates 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

Consulting

Office Manager

Bonacorsi Consulting

http://www.sixsigmaliv...

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, Executive, Overview, Lean, Six, Sigma, Tollgate, Template

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rating:: 9(2)
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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 “Descriptive Project Title” Customer Profile – 28,000 Retail Business Business Problem & Impact Average speed to answer (ASA) was 1 minute. As call volumes increased 30% with a recent acquisition, end user downtime was costing the company US$500K annually. The target average speed to answer was under 30 seconds. LSL USL Control Process Capability – Before ST LT Measure & Analyze Data Collection: Speed to answer on all calls was measured. The existing process sigma was 2.4. Root Causes: Nature of problem and time of call were identified as root causes. -100 0 100 200 300 400 Process Capability – After LSL USL ST LT Improve & Control Cross-training on call types was performed and staffing was arranged around peak call times. Metrics are reviewed weekly and posted to an IT dashboard. Results/Benefits After the 3 month project, the customer saved US$150K, or 30%, as a result of reduced end user downtime. 0 10 20 30 4 A Savings of US $150k in 2007! Bonacorsi Consulting 3 Project “Storyboard” – Example Define Project Charter 1.2 Day CTQ Gap BUS CASE: Be #2 Fin Service Provider GOAL: Reduce Loan/Lease CT from 9.2 to 8.0 days by July 1 FIN IMPACT: $2.7M per year Control Sigma Performance Level of 1.3 Analyze Measure Control Improve Loan or Lease Screen Entry Color Printouts Work & Turnover, Waiting, & Automation Affect CT; Job Aids affect Variation in CT Rewards & Recog Flex Time Pilot Plan Bonacorsi Consulting 4 Define Lean Six Sigma Program Name Measure Analyze Improve Control LEAN SIX SIGMA 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) Control 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 6 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 Measure Overview Process Capability CTQ: ? Unit (d) or Mean (c): ? Defect (d) or St. Dev. (c): ? DPMO (d): ? Sigma (Short Term): ? Sigma (Long Term):? MSA Results: show the percentage result of the GR&R, AR&R or other measurement systems analysis carried out in the project 40 Individual Value Control Graphical Analysis I -M R C h a r t o f D e l i v e r y T i m e U C L= 3 7 . 7 0 35 30 25 20 1 28 55 82 109 136 O b s e r v a tio n 163 190 217 244 LC L= 2 0 . 5 6 _ X= 2 9 .1 3 1 0 .0 M oving Range 7 .5 5 .0 2 .5 0 .0 1 28 55 82 109 136 O b s e r v a tio n 163 190 217 244 U C L= 1 0 . 5 3 __ M R = 3 .2 2 LC L= 0 Root Cause / Quick Win Root cause: Quick Win #1 Tools Used Detailed process mapping Measurement Systems Analysis Value Stream Mapping Data Collection Planning Basic Statistics Process Capability Histograms Time Series Plot Probability Plot Pareto Analysis Operational Definitions 5s Pull Control Charts Root cause: Quick Win #2 Root cause: Quick Win #3 Bonacorsi Consulting 7 Analyze Overview Hypothesis Tests Hypothesis Test (ANOVA, 1 or 2 sample t - test, Chi Squared, Regression, Test of Equal Variance, etc) Control Value-Add Analysis Observations/Conclusion Task Time (seconds) 80 60 40 20 0 1 2 3 4 5 6 Task # BVA Time 7 8 9 10 Factor (x) Tested Location p Value Value Add Analysis - Current State 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 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 8 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 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 9 Control Summary Control/Response Plan Highlights • ? • ? • ? • ? • ? • ? Include text here to explain highlights of the plan to monitor and respond to variation in y’s and x’s Control Benefits of Project • ? • ? • ? • ? Summarize benefits to the internal/external customers here. Start tracking benefits from date of implementation of Improve Phase Improvements. Sigma Levels/Improvements Units Defects DPMO Mean* Std. Deviation* Sigma (ST) Sigma (LT) * Continuous data only Communication & Translation Documentation • Provide any necessary training Translation project within/ outside of region/function: • Any resulting spin-off projects initiated • Anything done to carry out projects in other locations Communication • Communicate project results with customer • Communicate results with the business 10 Baseline ? ? ? ? ? ? ? Improved ? ? ? ? ? ? ? Bonacorsi Consulting 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 11 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 12 Lessons Learned 1. ? 2. ? 3. ? 4. ? 5. ? 6. ? 7. ? 8. ? 9. ? 10.? Control Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 13 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 14 Project Contributors Steering Team : : : : : Control Support Team : : : : : Project Ownership Team : : : : : Deployment Team : : : : : Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 15 Sample Team Member Certificate Control Has Successfully Participated In The “Project Name” Your Commitment to the Program Name is Recognized as the Driving Force Behind the Future Success of Your Organization, Incorporated. Month XX, XXXX to Month XX, XXXX Month XX, XXXX Team Leader Date Bonacorsi Consulting 16 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 17

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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