Define Kaizen Event Templates Lean Six Sigma Group

Define Lean Six Sigma DMAIC Tools and Activities  Review Project Charter  Validate High-Level Value Stream Map and Scope  Validate Voice of the Customer & Voice of the Business  Validate Problem Statement and Goals  Validate Financial Benefits  Create Communication Plan  Select and Launch Team  Develop Project Schedule  Complete Define Tollgate  Identify Root Causes  Reduce List of Potential Root Causes  Confirm Root Cause to Output Relationship  Estimate Impact of Root Causes on Key Outputs  Prioritize Root Causes  Value-Add Analysis  Takt Rate Analysis  Quick Wins  Statistical Analysis  Complete Analyze Tollgate  Develop Potential Solutions  Evaluate, Select, and Optimize Best Solutions  Develop ‘To-Be’ Value Stream Map(s)  Develop and Implement Pilot Solution  Implement 5s Program  Develop Full Scale Implementation Plan  Cost/Benefit Analysis  Benchmarking  Complete Improve Tollgate  Develop SOP’s, Training Plan & Process Controls  Implement Solution and Ongoing Process Measurements  Confirm Attainment of Project Goals  Identify Project Replication Opportunities  Training  Complete Control Tollgate  Transition Project to Process Owner  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  Time Lines, Milestones, and Gantt Charting  Pareto Analysis  Value Stream Mapping  Process Cycle Efficiency/Little’s Law  Operational Definitions  Data Collection Plan  Statistical Sampling  Measurement System Analysis (MSA)  Gage R&R  Kappa Studies  Control Charts  Spaghetti Diagrams  Histograms  Normality Test  Process Capability Analysis  Process Constraint ID and Takt Time Analysis  Cause & Effect Analysis  FMEA  Hypothesis Tests/Conf. Intervals  Simple & Multiple Regression  ANOVA  Components of Variation  Conquering Product and Process Complexity  Queuing Theory  Replenishment Pull/Kanban  Stocking Strategy  Process Flow Improvement  Process Balancing  Analytical Batch Sizing  Total Productive Maintenance  Design of Experiments (DOE)  Solution Selection Matrix  Piloting and Simulation  Work Control System  Setup reduction  Pugh Matrix  Pull System  Mistake-Proofing/ Zero Defects  Standard Operating Procedures (SOP’s)  Process Control Plans  Visual Process Control Tools  MGPP  Statistical Process Controls (SPC)  Solution Replication  Visual Workplace  Metrics  Project Transition Model  Team Feedback Session  Value Stream Map Flow  Identify Key Input, Process and Output Metrics  Develop Operational Definitions  Develop Data Collection Plan  Validate Measurement System  Collect Baseline Data  Determine Process Capability  Complete Measure Tollgate Define Measure Analyze Improve Control 2 International Standards for Lean Six Sigma (ISLSS) Kaizen Events Targeted in Measure to Accelerate Results Essential Hoshin Planning Tools Training Video by i-nexusHoshin Planningi-nexus

Define Team Effectiveness  Ground Rules:  Team Roles:  Team Meeting Frequency:  Tools used by Team:  Team Issues: (Schedule, Vacations, Availability, Communication)  Other: 3 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Team Photo Effective Team Meeting Effective Team Meeting Training Video by Gemba AcademyGemba Academy

Define Project Charter 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) Problem/Goal Statement Tollgate Review Schedule Financial Impact Team  Scope: In-Scope/Out-of-Scope (Process Start/Stop)  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, replication opportunities, project iterations)  PES NameProject Executive Sponsor (if different from PS)  PS NameProject Sponsor/Process Owner  DC NameDeployment Champion  GB/BB NameGreen Belt/Black Belt  MBB NameMaster Black Belt Core Team Role% Contrib. LSS Training  Team Member 1SMEXXYB  Team Member 2 TMXXGB  Team Member 3 SMEXXPS Extended Team  Team Member 1 BFMXXNot Trained  Team Member 2 ITXXNot Trained  Review high-level schedule milestones here: Phase Completions Tollgate Reviews TollgateScheduledRevised Complete Define:XX/XX/XX- XX/XX/XX Measure:XX/XX/XXXX/XX/XX XX/XX/XX Analyze:XX/XX/XXXX/XX/XX XX/XX/XX Improve: XX/XX/XXXX/XX/XX XX/XX/XX Control:XX/XX/XXXX/XX/XX XX/XX/XX Enter Key Slide Take Away (Key Point) Here 4 International Standards for Lean Six Sigma (ISLSS) A3 Thinking Overview A3 Thinking Overview Training Video by Gemba AcademyGemba Academy

Define 5 S uppliers I nputs P rocess O utputs C ustomers Delivered invoice Delivered receipt Billing Dept. staff Customer database Shipping information Order information Billing Process I nput Metrics P rocess Metrics O utput Metrics ? Quality Speed Cost Supplier #1 Supplier #2 Supplier #3 Customer #1 Customer #2 Enter Key Slide Take Away (Key Point) Here SIPOC Chart ? International Standards for Lean Six Sigma (ISLSS) SIPOCSIPOC Training Video by New HorizonsNew Horizons

Define Tollgate Review Schedule Schedule  Review high-level schedule milestones here Phase Completions Gate Reviews Executive Briefing Oct 10Nov 10Dec 10Jan 11Feb 11Mar 11 Apr 11 Phase 2: Measure Phase 3: Analyze Phase 4: Improve Phase 1: Define Phase 5: Control TollgateScheduledRevised Complete Define:XX/XX/XX- XX/XX/XX Measure:XX/XX/XXXX/XX/XX XX/XX/XX Analyze:XX/XX/XXXX/XX/XX XX/XX/XX Improve: XX/XX/XXXX/XX/XX XX/XX/XX Control:XX/XX/XXXX/XX/XX XX/XX/XX 6 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) i-nexusi-nexus Project Tracking Overview Video by i-nexusProject Tracking Overview i-nexus

Define Business Impact  State financial impact of future project leverage opportunities  Separate “hard or Type 1” from “soft Type 2 or 3” dollars Annual EstimateReplicated Estimate Revenue 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: ? 7 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Cost-Benefit Analysis Cost-Benefit Analysis Video by the Eugene O'LoughlinEugene O'Loughlin

Define Business Impact Details  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 )  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)  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? 8 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) PMP Estimating the Project CostsPMP Estimating the Project Costs Video by The PMP Study GuideThe PMP Study Guide

Define Communication Plan 9 Enter Key Slide Take Away (Key Point) Here AudienceMediaPurpose Topics of Discussion/ Key Messages OwnerFrequencyNotes/Status International Standards for Lean Six Sigma (ISLSS) Creating a Communications Plan Creating a Communications Plan Training Video by projectmanagervideosprojectmanagervideos

Define Current Status  Key actions completed  Issues  Lessons learned  Communications, team building, organizational activities 10 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) What Goes Into a Status Report What Goes Into a Status Report Training Video by projectmanagervideosprojectmanagervideos

Define Next Steps  Key actions  Planned Lean Six Sigma Tool use  Questions to answer  Barrier/risk mitigation activities 11 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) How to Do Project Reviews How to Do Project Reviews Training Video by projectmanagervideosprojectmanagervideos

Define 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: Measure Enter Name Here Deployment Champion Enter Name Here Financial Representative Enter Name Here Green Belt/Black Belt Enter Name Here Master Black Belt Enter Name Here Sponsor / Process Owner 12 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Execution is #1 Priority for CEO’s Execution is #1 Priority for CEO’s Video by i-nexusi-nexus

Go Forward Wait - Go Back Halt - Hold DMAICDMAIC International Standards for Lean Six Sigma (ISLSS) Lean Six Sigma Tollgate Review Backup Slides Lean Six Sigma Online Lean Six Sigma Online Training Video by Process Excellence NetworkProcess Excellence Network

Define Responsibility Grid (Optional) Responsibility Grid Decision 1 = should be the only one to make this decision 2 = should have veto power over this decision 3 = should be one of those who votes Green BeltBlack Belt Master Black Belt Project Sponsor Deployment Champion Executive LeaderCustomer Charter Define Measure Execution A = has to execute B = has to assist in execution (provide information,…) C = not involved in execution Analyze Improve Control Responsibility P = Perform A = Approve R = Review 14 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Hoshin Kanri Hoshin Kanri Training Video by Gemba AcademyGemba Academy

Define Project Definition: Includes/Excludes (Optional) 15 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) How to Control Project Scope How to Control Project Scope Training Video by projectmanagervideosprojectmanagervideos

Define Multi-Generational Project Plan (Optional) 16 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) i-nexus Quick Projects Overview i-nexus Quick Projects Overview Training Video by i-nexusi-nexus

Define Process Bottleneck Identification & Workload Balancing (Optional)  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 constraint Net Process Time Available Number of Units to Process Takt Time = 17 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) How To Calculate Takt Time How To Calculate Takt Time Training Video by leansixsigmasourceleansixsigmasource

Define Influence Strategy (Optional) 18 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) How to Build Effective Teams How to Build Effective Teams Training Video by projectmanagervideosprojectmanagervideos

Define RACI Chart (Optional) StepAction/TaskResponsibleAccountableConsultedInformed 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. 19 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) RACI model RACI model Training Video by Michael Carew at raci.comMichael Carewraci.com

Define Kaizen Events Additional Resources Lean Six Sigma Group

Define Lean Six Sigma Tollgate Template Notes The Lean Six Sigma Tollgate Templates are:  Free and intended as a guide in documenting a Lean Six Sigma Project. I grant permission for you to modify these templates to meet the specific needs of your process improvement project.  Instructional - a video has been linked to each Template, I selected a mix of videos from Thought Leaders in the Lean Six Sigma Group. I included reference links to all video’s should you want to learn more information. Also included guidelines in the Note’s section of each slide.Thought Leaders Lean Six Sigma Group  Efficient and Effective – Placeholders for Graphic or Video Examples for various tools and methods across each DMAIC Phase. How to Use These Templates:  Collaboratively – use as a guide, reuse templates independently or across phases as needed, and change the order as needed to best capture the execution of Lean Six Sigma in each phase, and summarize in the final Case Study.  Use as a Communication tool, and document your findings and results. 21 Replace the content of this slide with images or video’s related to your process improvement project International Standards for Lean Six Sigma (ISLSS) My name is Steven Bonacorsi, Author of the Lean Six Sigma Tollgate Templates, President of the International Standard for Lean Six Sigma (ISLSS), and Owner of the LinkedIn Lean Six Sigma Group.Steven BonacorsiInternational Standard for Lean Six Sigma LinkedIn Lean Six Sigma Group

Define Lean Six Sigma Resources 22 Best Wishes in Continuously Improving Your Business Processes – Steven Bonacorsi, Certified Lean Six Sigma Master Black BeltSteven BonacorsiLean Six Sigma Master Black Belt International Standards for Lean Six Sigma (ISLSS)  Lean Six Sigma Group: Lean Six Sigma  Lean Six Sigma Subgroups:  International Standard for Lean Six Sigma (ISLSS): International Standard for Lean Six Sigma ISLSS  i-nexus: i-nexus  Strategy Execution Community LinkedIn Group Strategy Execution Community  SigmaXL: SigmaXL  SigmaXL LinkedIn Group:  Gemba Academy Lean CEO Group: Gemba Academy Lean CEO  Gemba Academy LinkedIn Group:  PEX Network  PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement PEX Network & IQPC  Lean Leadership Institute: The Toyota Way Group Lean Leadership Institute Toyota Way

Define Lean Six Sigma Groups (Click Logo’s to Join Group) 23 Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean Six Sigma Jobs; +200 Discussions; +500 Comments +280,000 Members – Come Join the Conversation International Standards for Lean Six Sigma (ISLSS) Lean Six Sigma Group

Define Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 24 See Notes Section for Links to Lean Six Sigma Group ContributorsLean Six Sigma Group International Standards for Lean Six Sigma (ISLSS)