1. Analyze Lean Six Sigma Analyze Phase Tollgate Review

2. Analyze 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. Analyze Analyze Overview  Root cause: Effect  Root cause: Effect  Root cause: Effect  Value Add Analysis  One-Way ANOVA  Two-Way ANOVA  Pareto Plots  Simple Linear Regression  Multiple Regression  Test for Equal Variance  Scatter Plots  C&E Matrix  Complexity  Cause & Effect Diagram  Kaizen/Quick Wins  FMEA  Control/Impact Chart  T-Test  Other Enter Key Slide Take Away (Key Point) Here 3 Hypothesis TestsValue-Add Analysis Tools Used Root Cause / Effect International Standards for Lean Six Sigma (ISLSS)

4. Analyze Graphical Analysis Summary Data is Continuous: XXX Data Points Collected Between XX/XX/XX and XX/XX/XX NormalityCentral TendencyVariation NormalAverageStd. Dev (long term) Non-NormalMedian or Q1 or Q3 Span (1/99) or Stability Factor (Q1/Q3) 4 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

5. Analyze Sources of Waste  Waste #1 (%)  Waste #2 (%)  Waste #3 (%)  Waste #4 (%)  Waste #5 (%) Prioritized 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 5 International Standards for Lean Six Sigma (ISLSS)

6. Analyze Cause and Effect Matrix C&E Matrix (Optional) ???? 6 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

7. Analyze Pareto Plot 7 International Standards for Lean Six Sigma (ISLSS)  Describe the key findings of the Pareto.  How do these findings relate to your project?  Next Steps? Enter Key Slide Take Away (Key Point) Here

8. Analyze Hypothesis Test Summary 8 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

9. Analyze Control / Impact Analysis High ImpactMedium ImpactLow Impact In Our Control  ? In Our Influence  ? Out of Our Control  ? Does the X have a high, medium, or low impact on the project Y? Does the X in he teams control, influence, or out of their control? 9 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

10. Analyze 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):  _________________________________________ 10 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 Enter Key Slide Take Away (Key Point) Here

11. Analyze 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: ? 11 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

12. Analyze 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? 12 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

13. Analyze Current Status  Key actions completed  Issues  Lessons learned  Communications, team building, organizational activities 13 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

14. Analyze Next Steps  Key actions  Planned Lean Six Sigma Tool use  Questions to answer  Barrier/risk mitigation activities 14 Enter Key Slide Take Away (Key Point) Here International Standards for Lean Six Sigma (ISLSS)

15. Analyze Sign Off  I concur that the Analyze phase was successfully completed on MM/DD/YYYY  I concur the project is ready to proceed to next phase: Improve 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 15 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

16. Analyze International Standards for Lean Six Sigma (ISLSS) Lean Six Sigma Tollgate Review Backup Slides

17. Analyze 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 17 International Standards for Lean Six Sigma (ISLSS)

18. Analyze 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 18 Process CapabilityGraphical Analysis Tools UsedRoot Cause / Quick Win International Standards for Lean Six Sigma (ISLSS)

19. Analyze 19 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)

20. Analyze 20 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)

21. Analyze 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? 21 International Standards for Lean Six Sigma (ISLSS) Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?

22. Analyze Run Charts (Optional) 22 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

23. Analyze Scatter Plot (Optional) Average Expenses decrease as Sales Increase 23 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

24. Analyze Linear Regression (Optional)  95% confident that 94.1% of the variation in “Wait Time” is from the “Qty of Deliveries” 24 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

25. Analyze One-Sample T-Test and Dot Plot (Optional) We Are 95% Confident The Improve Mean Is Not Statistically Different One-Sample T: Improve Data Test of mu = 30 vs mu not = 30 Variable N Mean StDev SE Mean Improve Data 30 28.10 12.45 2.27 Variable 95.0% CI T P Improve Data (23.45, 32.75) -0.84 0.410 This Dot Plot graphically displays 95% confidence intervals that the data will fall between 23.45 and 32.75 for response time (see the red brackets and red line). It also indicates that the Mean (Red X) is at 28.1. The blue Ho marks the Target Mean. The test statistic, T, for Ho: mean = 30 is calculated as –0.84. The P-Value of this test, or the probability of obtaining more extreme value of the test statistic by chance if the null hypothesis was true, is 0.410 (> 0.05). This is called the attained significant level, or P-Value. Therefore, Accept Ho, which means we conclude that the Improve data set mean (28.1) is NOT different than the Target mean (30). Hypothesis Test: Is the Improve data set mean different from the Target Mean of 30 minutes? 25 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

26. Analyze Test for Equal Variance (Optional) The spread of the data is statistical greater for completing the payroll form than the Antenna time tracking. Test for Equal Variance Confirms Payroll Input Type Cycle Time is Significant 26 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

27. Analyze Analysis of Variance for Net Hour Source DF SS MS F P Part/No 1 7421 7421 8.65 0.004 Error 69 59194 858 Total 70 66615 Individual 95% CI's For Mean Level N Mean StDev --+---------+---------+---------+---- No Part 27 21.99 19.95 (--------*---------) Part 44 43.05 33.70 (------*------) --+---------+---------+---------+---- Pooled StDev = 29.29 12 24 36 48 One Way ANOVA (Optional)  After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.  It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes. Box Plot: Part/ No Part Impact on Ticket Cycle Time  Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time. 27 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

28. Analyze Chi-Square = 19.14 DF = 2Mood’s Median Test P = 0.000 Individual 95.0% Confidence Interval’s Month N Median Q3-Q1 ------+---------+---------+---------+ 10 88 132 8.43 12.15 (--------+-------) 11 123 121 6.57 10.52 (------+------) 12 111 68 4.77 7.10 (-----+------) ------+---------+---------+---------+ Overall Median 6.63 4.8 6.4 8.0 9.6 Mood’s Median (Optional)  After further investigation, possible reasons proposed by the team are supplier backorders, lack of technician certifications and the distance from the supplier to the client site.  It is also caused by the need for technicians to make a second visit to the end user to complete the part replacement. Next step will be for the team to confirm these suspected root causes. Dot Plot: Part/ No Part Impact on Ticket Cycle Time Because the p-value <= 0.05, we can be confident that calls requiring parts do have an impact on the ticket cycle time. 28 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

29. Analyze Statistical Testing for Discrete Data (Optional) The discrete data of interest is Complaints and Customer Type, i.e., does the type of complaint differ across customer type? The Null Hypothesis is that there is no relationship (or independence) between Customer Type and Complaints. With the p-value = 0.142 we fail to reject H0, so we do not have enough evidence to show a difference in customer complaints across customer types. Note: If more than 20% of Fitted Cells are Sparse - cells whose expected value is less than 5 – consider collecting more data, consolidation of levels, or removal of columns. Tip: Use Chi-Square Analysis to complement Advanced Pareto Analysis. 29 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

30. Analyze Process Takt Rate & 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 Takt Time = Net Process Time Available Number of Units to Process 30 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

31. Analyze In/Out of Frame (Optional) Creating a visual depiction of what elements of the project are in the scope (frame) and out of the scope Vital X #1 Vital X #2 Vital X #9 Vital X #8 Vital X #7 Vital X #6 Vital X #5 Vital X #4 Vital X #3 No Control Control Influence 31 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

32. Analyze Systems & Structures Assessment (Optional) 32 International Standards for Lean Six Sigma (ISLSS) Enter Key Slide Take Away (Key Point) Here

33. Analyze Lean Six Sigma Additional Resources

34. Analyze 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. 34 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

35. Analyze Lean Six Sigma Resources 35 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

36. Analyze Lean Six Sigma Groups (Click Logo’s to Join Group) 36 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

37. Analyze Lean Six Sigma Resource Blogs (Click Logo’s to Follow Blogs) 37 See Notes Section for Links to Lean Six Sigma Group ContributorsLean Six Sigma Group International Standards for Lean Six Sigma (ISLSS)