Sponsor Checklists Sponsor Checklists Lean Six Sigma Group Lean Six Sigma Tollgate Checklists

Sponsor Checklists Sponsor Checklists 2 Lean Six Sigma DMAIC Improvement Process Tollgate Review Tollgate Review Stop Define Measure Analyze Improve Control Tollgate Review Tollgate Review Stop Tollgate Review Tollgate Review Stop Tollgate Review Tollgate Review Stop  Define the opportunity from both the customer and business perspective  Understand the baseline process performance  Identify the critical X factors and root causes impacting process performance  Develop solutions linked to critical x’s  Implement solutions & control plan Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Case Study: Using DMAIC to Improve Customer Satisfaction Case Study: Using DMAIC to Improve Customer Satisfaction by SigmaXLSigmaXL

Sponsor Checklists Sponsor Checklists Define Tollgate Checklist Tollgate Review Stop Key Deliverables:  SIPOC  Process Map and/or Value Stream Map  Communication Plan  Validated Project Charter  Initial Work Plan  Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System.  Is this project important, i.e. has the project been chosen because it is in alignment with business 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) 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, or direct 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 as Quality, Cycle Time, or Cost Efficiency metric?  Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the process, department, division, suppliers, 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 Management and Deployment 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 (internal/external) 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? 3 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Define Phase Success Criteria Define Phase Success Criteria Training Video by educatevirtuallyeducatevirtually

Sponsor Checklists Sponsor Checklists Measure Tollgate Checklist  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 measures)?  Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity/consistent interpretation?  Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected by the organization?  Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we’re measuring?  Has the measurement system been checked for repeatability and reproducibility, potentially including training of data collectors?  Has the team developed and tested data collection forms or check sheets which are easy to use and 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 complete ‘Quick Wins’?  Have any Kaizen opportunities been identified to accelerate momentum and results?  Have key learning(s) to-date required any 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? Tollgate Review Stop Key Deliverables:  Detailed Value Stream Map(s)  Data Collection Plan  Measurement Collection Results  Process Capability Results  Current Baseline Process Performance  Quick Wins, if applicable  Identification of Kaizen Opportunities, if applicable  Refined Charter, as necessary  Updated Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System. 4 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS) Measure Phase Success Criteria Measure Phase Success Criteria Training Video by educatevirtuallyeducatevirtually

Sponsor Checklists Sponsor Checklists 5 Analyze Tollgate Checklist  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 recreation of the process? Has the decision been confirmed with the Project Sponsor?  Has the team investigated and validated (or de-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? Tollgate Review Stop Deliverables:  List of Potential Root causes  Prioritized List of Validated Root Causes  Additional “Quick Wins”, if applicable  Refined Charter, as necessary  Updated Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System Has the team identified the key factors (critical X’s) that have the biggest impact on process performance? Have they validated the root causes? International Standards for Lean Six Sigma (ISLSS) Analyze Phase Success Criteria Analyze Phase Success Criteria Training Video by educatevirtuallyeducatevirtually

Sponsor Checklists Sponsor Checklists Improve Tollgate Checklist Tollgate Review Stop Deliverables:  Prioritized List of Solutions  “To-Be” Value Stream Map(s)  Pilot Plan & Results  Approved Solution and Detailed Implementation Plan  Additional “Quick Wins”, if applicable  Refined Charter, as necessary  Updated Risk Mitigation Plan  Deliverables Uploaded to Central Storage Location or Deployment Management System  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 proposed solutions address all the identified root causes, 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 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? 6 International Standards for Lean Six Sigma (ISLSS) Improve Phase Success Criteria Improve Phase Success Criteria Training Video by educatevirtuallyeducatevirtually Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?

Sponsor Checklists Sponsor Checklists 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?  Has the Benefits Realization Schedule been verified by the Financial Representative?  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?  Has the hard work and successful efforts of our team been celebrated? Tollgate Review Stop Deliverables:  SOP’s  Training Plan  Process Control System  Benefits Realization Schedule, validated by Financial Representative  Validated Solution  Replication/ Standardization Plan  Lessons Learned  Transitioned Project  Project Risk Performance  Deliverables Uploaded to Central Storage Location or Deployment Management System Has the team implemented the solution, and a control plan to insure the process is robust to change? 7 International Standards for Lean Six Sigma (ISLSS) Control Phase Success Criteria Control Phase Success Criteria Training Video by educatevirtuallyeducatevirtually

Sponsor Checklists Sponsor Checklists 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 8 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

Sponsor Checklists Sponsor Checklists Lean Six Sigma Group Lean Six Sigma Additional Resources

Sponsor Checklists Sponsor Checklists 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. 10 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

Sponsor Checklists Sponsor Checklists Lean Six Sigma Resources 11 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

Sponsor Checklists Sponsor Checklists Lean Six Sigma Groups (Click Logo’s to Join Group) 12 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

Sponsor Checklists Sponsor Checklists Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 13 See Notes Section for Links to Lean Six Sigma Group ContributorsLean Six Sigma Group International Standards for Lean Six Sigma (ISLSS)