1. Measure Lean Six Sigma Measure Phase Tollgate Review

2. Measure 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

3. Measure Project Charter Updates 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 3 International Standards for Lean Six Sigma (ISLSS)

4. Measure Measure Overview  CTQ: ?  Unit (d) or Mean (c): ?  Defect (d) or St. Dev. (c): ?  PCE%: ?  DPMO (d): ?  Sigma (Short Term): ?  Sigma (Long Term):?  MSA Results: show the percentage result of the GR&R, AR&R or other MSA carried out in the project  Root cause: Quick Win #1  Root cause: Quick Win #2  Root cause: Quick Win #3  Detailed process mapping  MSA  Value Stream Mapping  Data Collection Planning  Basic Statistics  Process Capability  Histograms  Time Series Plot  Probability Plot  Pareto Analysis  Operational Def.  5s  Pull  Control Charts Enter Key Slide Take Away (Key Point) Here 4 Process CapabilityGraphical Analysis Tools UsedRoot Cause / Quick Win International Standards for Lean Six Sigma (ISLSS)

5. Measure Data Collection Plan  For each performance measure (Y), update a data collection plan  Include MSA measure plan (Gantt chart, MS project plan is Optional)  Add Financial measure plan if separate from performance Y  Add any Time Study or other data collection plans for Value Stream Map  Sample Size Calculation  Use additional slides if needed Performance Measure Operational Definition Data Source and Location How Will Data Be Collected Who Will Collect Data When Will Data Be Collected Sample Size Stratification Factors How will data be used? VOC MSA Process VSM Financials Others Enter Key Slide Take Away (Key Point) Here 5 International Standards for Lean Six Sigma (ISLSS)

6. Measure Operational Definitions  Y – Continuous data Process start/stop and cycle time boundaries, such as the unit of measure (ex minutes), the unit (the thing you are measuring), will you include weekends, holidays, non-business hours?  Y – Discrete data Define Success/Defect or other attribute values you will measure  X – The subgroups values or X-factor groupings you will use on your project data collection  Other unique terms that apply to your project that require clear operational definitions  Use additional slides as needed to complete your operational definitions Enter Key Slide Take Away (Key Point) Here 6 International Standards for Lean Six Sigma (ISLSS) Add Visual Example

7. Measure MSA Conclusions  The measurement systems are acceptable. The data is considered to have no potential for significant error. Need to be careful to appropriately use the data during the Analyze Phase. Type of Measurement Error DescriptionConsiderations to this Project Discrimination (resolution) The ability of the measurement system to divide into “data categories” Work hrs can be measured to <.25 hrs. Tool usage measure to +- 2 min. BiasThe difference between an observed average measurement result and a reference value No bias - Work hours and radar start-stop times consistent through population. StabilityThe change in bias over timeNo bias of work hrs & radar usage data. RepeatabilityThe extent variability is consistentNot an issue. Labor and radar usage is historical and felt to be accurate enough for insight and analysis. ReproducibilityDifferent appraisers produce consistent results Remarks in usage data deemed not reproducible, not used in determining which radars were used in each op VariationThe difference between partsn/a to this process. Enter Key Slide Take Away (Key Point) Here 7 International Standards for Lean Six Sigma (ISLSS)

8. Measure Baseline Basic Statistics  Describe the current process shape “normality” and distribution.  Describe the center, Mean or Median?  Describe the range (maximum value – minimum value) the standard deviation in X (Time) Enter Key Slide Take Away (Key Point) Here 8 International Standards for Lean Six Sigma (ISLSS) Download a 30 Day Free Trial at http://www.sigmaxl.comhttp://www.sigmaxl.com SigmaXL now Available for Mac! Use as an Add-in to the already familiar Excel, SigmaXL simplifies your data analysis and is a pleasure to use

9. Measure Baseline Process Capability  # data points collected between XX/XX/XX thru XX/XX/XX  Mean X days, St. Dev. X.XX days, Describe the impact the current state process capability.  With an overall PPM of X defects per million opportunity, the current process has a Sigma Quality Level of X.X or a X% yield Enter Key Slide Take Away (Key Point) Here 9 International Standards for Lean Six Sigma (ISLSS) Download a 30 Day Free Trial at http://www.sigmaxl.comhttp://www.sigmaxl.com SigmaXL now Available for Mac! As an Add-in to the already familiar Excel, SigmaXL simplifies your data analysis and is a pleasure to use

10. Measure Sigma Calculator: Continuous Data Enter Key Slide Take Away (Key Point) Here 10 International Standards for Lean Six Sigma (ISLSS)

11. Measure Sigma Calculator: Discrete Data Enter Key Slide Take Away (Key Point) Here 11 International Standards for Lean Six Sigma (ISLSS)

12. Measure Quick Win Documentation Template 1. Root Cause: _______________________________ 2. Obvious Solution: ___________________________ 3. Low or No Cost: ____________________________ 4. Low Risk: _________________________________ 5. Implementation Plan: ________________________ 6. Stakeholder(s) Approval: _____________________ Process Name: ______________________ Process Lead: ___________________ Process Owner: ______________________ Start Date: ______________________ Process Area: ________________________Stop Date: ______________________ Benefit(s):  _________________________________________ Enter Key Slide Take Away (Key Point) Here 12 International Standards for Lean Six Sigma (ISLSS) Add Visual Example Before Add Visual Example After Examples Where Used  5s  4-Step Setup Reduction  Inventory Reduction  MSA Improvements  Price reductions  Reduced DOWNTIME (NVA steps or work)  Pull System  Kaizen events

13. Measure Sources of Waste  Waste #1 (%)  Waste #2 (%)  Waste #3 (%)  Waste #4 (%)  Waste #5 (%) Sources of Waste NVA Defect OverproductionTransportation WaitingInventory Motion Area 1 Sub area 1 Area 1 Sub area 1 Area 1 Sub area 1 Processing Area 1 Sub area 1 Area 1 Sub area 1 Area 1 Sub area 1 Enter Key Slide Take Away (Key Point) Here 13 International Standards for Lean Six Sigma (ISLSS)

14. Measure Swim Lane Process Map Client Contact Client HR Admin Client Mgr. Places information into HR database Sends Email to Admin Sends exit date to IT, telecom & facilities Re-verifies with mgr on employee’s exit status NT Admin Email Vendor Utilize e-mail vendor’s web tool to submit delete request to vendor Sends Email to Admin Generates ticket & forwards to Admin Delete account Mark request as completed on admin web site Create ticket if request coming directly from client Avg. Delay 2 days Avg. Delay 2 days Avg. Delay 1 day Avg. Delay 4 days Form require approval? No Secure approval(s) Yes Note: Steps in blue shapes are non- value added steps Avg. Delay 2 days Oval shapes: Start/Stop of process Diamonds: Decision points Rectangles: Process steps Half-Moon: Delay/Queue Time Enter Key Slide Take Away (Key Point) Here 14 International Standards for Lean Six Sigma (ISLSS) Admin closes ticket and manager notified Avg. Delay 1 day Notify HR of employee exit date

15. Measure Value Stream Map Current State DIST Order Mgmt P/T = 2 min Error Rate=2% Volume=800 P/T = 6 Min Error Rate=0% Volume=800 P/T = 6 Min Error Rate=2% Volume=800 P/T = 2 Min Error Rate=1% Volume=800 20 Orders 3 min Large Business 6 Customers 5 Customers 3 Customers Small Business Customer Info 4 Product Need 4 Pricing 4 Shipping Info 4 Pick Pack & Ship P/T = 120 Min Error Rate=1% Volume=1200 10 2 min6 min 2 min120 min 240 min 5 min Customer call time = 24 min Service lead time = 384 min SUPPLIERS 2-5 days Manual Update Weekly Update Phone Call CUSTOMER Screen for Acct Mgr Order Mgmt Phone Call P/T = 3 min Lost calls=10% Volume=1200 Simplify/ Mistake Proof Automate Monitoring Forecast Improvement Improve Visibility Simplify/ Combine Enter Key Slide Take Away (Key Point) Here 15 International Standards for Lean Six Sigma (ISLSS) Home Order Mgmt Supervisor

16. Measure 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: ? 16 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

17. Measure Business Impact Details  Type 1: Describe the chain of causality that shows how you determined the Direct Cash Flow. Tell the story with cause & effect relationships, on how the proposed change should create the desired financial result ($) in your project.  Show the financial calculation savings and assumptions used. Assumption #1 (i.e. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)  Type 2: Describe the chain of causality that shows how you determined the Labor Efficiency savings. Tell the story with cause & effect relationships on how the change should create the desired financial result ($).  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 (i.e. Cost/Risk Avoidance) 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? 17 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

18. Measure Current Status  Key actions completed  Issues  Lessons learned  Communications, team building, organizational activities 18 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

19. Measure Next Steps  Key actions  Planned Lean Six Sigma Tool use  Questions to answer  Barrier/risk mitigation activities 19 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

20. Measure Sign Off  I concur that the Measure phase was successfully completed on MM/DD/YYYY  I concur the project is ready to proceed to next phase: Analyze 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 20 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

21. Go Forward Wait - Go Back Halt - Hold DMAICDMAIC International Standards for Lean Six Sigma (ISLSS) Lean Six Sigma Tollgate Review Backup Slides

22. Measure 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. 22 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

23. Measure 23 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)

24. Measure 24 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 learnings 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)

25. Measure Bonacorsi Consulting25

26. Measure Bonacorsi Consulting26

27. Measure Attitude Charting & Key Constituency Map (Optional) “Critical mass must be won-over” Enter Key Slide Take Away (Key Point) Here 27 International Standards for Lean Six Sigma (ISLSS)

28. Measure Sample Size: Continuous Data (Optional) ?????????? ?????????? Enter Key Slide Take Away (Key Point) Here 28 International Standards for Lean Six Sigma (ISLSS)

29. Measure Sample Size: Discrete Data (Optional) ?????????? ?????????? Enter Key Slide Take Away (Key Point) Here 29 International Standards for Lean Six Sigma (ISLSS)

30. Measure Measurement Systems Analysis (MSA) (Optional)  Measurement system is acceptable with the Total % Contribution <10% Gage R&R %Contribution Source VarComp (of VarComp) Total Gage R&R 0.0015896 3.70 Repeatability 0.0005567 1.29 Reproducibility 0.0010330 2.40 Operator 0.0003418 0.79 Operator*Part 0.0006912 1.61 Part-To-Part 0.0414247 96.30 Total Variation 0.0430143 100.00 Study Var %Study Var Source StdDev (SD) (6 * SD) (%SV) Total Gage R&R.039870 0.23922 19.22 Repeatability 0.023594 0.14156 11.38 Reproducibility 0.032140 0.19284 15.50 Operator 0.018488 0.11093 8.91 Operator*Part 0.026290 0.15774 12.68 Part-To-Part 0.203531 1.22118 98.13 Total Variation 0.207399 1.24439 100.00 Number of Distinct Categories = 7 Enter Key Slide Take Away (Key Point) Here 30 International Standards for Lean Six Sigma (ISLSS)

31. Measure Probability Plot (Optional) Enter Key Slide Take Away (Key Point) Here 31 International Standards for Lean Six Sigma (ISLSS)

32. Measure Control Chart (Optional)  The current baseline delivery time is stable over time with both the Moving Range (MR) (3.22 days) and Individual Average (29.13 days) experiencing common cause variation  255 data points collected with zero subgroups, thus the I&MR control chart selected Enter Key Slide Take Away (Key Point) Here 32 International Standards for Lean Six Sigma (ISLSS)

33. Measure PDCA (Optional)  Plan: ?  Do: ?  Check: ?  Act: ? ? ? ? ? Plan DoDo Check Act Enter Key Slide Take Away (Key Point) Here 33 International Standards for Lean Six Sigma (ISLSS)

34. Measure 5s (Optional) Sort  ? Set Order  ? Shine  ? Standardize  ? Sustain  ? Enter Key Slide Take Away (Key Point) Here 34 International Standards for Lean Six Sigma (ISLSS)

35. Measure Benchmark Analysis (Optional) Based on the information above, what is the performance objective*? Reduce defects by % Reduce long-term DPMO from to. Improve short-term Z from to. *If you do not benchmark, performance standards are based on: For a process with  3 sigma level, decrease % defects by 10x. For a process with > 3 sigma level, decrease % defects by 2x. Other….please explain (corporate mandate, compliance/legal, VOC data, etc) Enter Key Slide Take Away (Key Point) Here 35 International Standards for Lean Six Sigma (ISLSS)

36. Measure Key Buying Factor Analysis (Optional) Enter Key Slide Take Away (Key Point) Here 36 International Standards for Lean Six Sigma (ISLSS)

37. Measure Sample Value Stream Mapping Symbols (Optional) Machining C/T = 36 Sec Set Up Time 7 Min Uptime 86% Process Box Data Box I Queue/ Inventory 1 Personnel Flow (Information) Electronic Information Sign Off Point Push Systems Truck Shipment Quotes Supplier/ Customer Flow (Physical) Physical Pull Project Burst Supermarket Replenishment Kanban Station Paper Kanban Electronic Data System F I F O FIFO Lane Physical Transport “Go See” Monitoring Enter Key Slide Take Away (Key Point) Here 37 International Standards for Lean Six Sigma (ISLSS)

38. Measure To Office Parking Lot EAST Vault (finance) Supply Room (paper and office supplies) Records Room (Order Management) OM Supr Office Reception Engineering Offices CafeteriaRestrooms Foyer Order Taker 1 Order Taker 2 Order Taker 3 Order Entry 1 Order Entry 2 Order Entry 3 CC & Val 2 CC & Val 3 CC & Val 1 OM Lead Printer, Fax Copier Indicates an in-box or outbox where work (forms/ information) waits to be worked on or transferred Planning & Scheduling Lines indicate paper/information travel: - No set path - Lots of rework Spaghetti Diagram (Optional) Enter Key Slide Take Away (Key Point) Here 38 International Standards for Lean Six Sigma (ISLSS) Dwane Lay Dwane Lay Dwane Lay

39. Measure AS-IS Process Mapping Symbols (Optional) Enter Key Slide Take Away (Key Point) Here 39 International Standards for Lean Six Sigma (ISLSS)

40. Measure Lean Six Sigma Additional Resources

41. Measure 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. 41 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

42. Measure Lean Six Sigma Resources 42 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: https://www.linkedin.com/groups/Lean-Six-Sigma-37987 Lean Six Sigma https://www.linkedin.com/groups/Lean-Six-Sigma-37987  Lean Six Sigma Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987 https://www.linkedin.com/groups?subgroups=&gid=37987  International Standard for Lean Six Sigma (ISLSS): http://www.islss.com International Standard for Lean Six Sigma ISLSS http://www.islss.com  i-nexus : http://www.i-nexus.com i-nexus http://www.i-nexus.com  Strategy Execution Community LinkedIn Group https://www.linkedin.com/groups/Strategy-Execution-Community-3725091 Strategy Execution Community https://www.linkedin.com/groups/Strategy-Execution-Community-3725091  SigmaXL: http://www.sigmaxl.com SigmaXL http://www.sigmaxl.com  SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101 https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101  PEX Network http://www.processexcellencenetwork.comhttp://www.processexcellencenetwork.com  PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement PEX Network & IQPC  Compass Business Club: http://www.compassbusinessclub.com Compass Business Clubhttp://www.compassbusinessclub.com  BP Group: http://www.bpgroup.org BP Group: http://www.bpgroup.org

43. Measure Lean Six Sigma Groups (Click Logo’s to Join Group) 43 Each Week, the Lean Six Sigma Group Grows +2,000 New Members; +2,000 Lean Six Sigma Jobs; +250 Discussions; +1,000 Comments +380,000 Members – Come Join the Conversation International Standards for Lean Six Sigma (ISLSS) Lean Six Sigma Group

44. Measure Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 44 See Notes Section for Links to Lean Six Sigma Group ContributorsLean Six Sigma Group International Standards for Lean Six Sigma (ISLSS)