Lean Six Sigma DMAIC Tollgate Checklists

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Lean Six Sigma DMAIC Tollgate Checklists reviews the deliverables and questions for project sponsors, process owners, deployment champions and Master Black Belts in the DMAIC (Define, Measure, Analyze, Improve, and Control) phase project.

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Shared by: Steven Bonacorsi

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Steven, Bonacorsi, DMAIC, Checklists, Lean, Six, Sigma, Tollgate, Template

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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 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 2 Measure Stop Tollgate Checklist Tollgate Review Does the team understand or has gathered the right data to help understand the process? Has the team baselined current process performance? Measure Has a more detailed Value Stream Map been completed to better understand the process and problem, and where in the process the root causes might reside? Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer? Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (i.e. Quality, Speed and Cost Efficiency measures)? Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity and consistent interpretation? Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data? Sample size & sampling frequency established to ensure valid representation of the process we’re measuring? Measurement system checked for repeatability and reproducibility, potentially including training of data collectors? Has the team developed & tested the data collection form for usability and that it can provide consistent, complete data? Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements? Has the team been able to identify any ‘Quick Wins’? Has the team begun to fill in the financial benefits worksheets for type 1 and 2 savings? Have any opportunities to do Kaizen projects been identified to accelerate momentum and results? Have ‘learnings’ to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders? New risks to project success have been identified, added to the Risk Mitigation Plan, & mitigation strategy put in place? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 3 Analyze Stop Tollgate Checklist Tollgate Review Has the team identified the key factors (critical X’s) that have the biggest impact on process performance? Have they validated the root causes? Analyze Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could contribute to the problem statement? Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for variation in the process, and generate hypothesis as to the root causes of the current process performance? Has an evaluation been done to determine whether the problem can be solved without a fundamental ‘white paper’ recreation of the process? Has the decision been confirmed with the Project Sponsor? Has the team investigated and validated the root cause hypotheses generated earlier, to gain confidence that the “vital few” root causes have been uncovered? Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem Statement) is being seen? 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, added to the Risk Mitigation Plan, and a mitigation strategy put in place? Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting 4 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 5 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 6 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 7 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 8

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...) 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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