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Green Belt Project Storyboard Template See Green Belt Storyboard Checklist for Required Contents
Visit GoLeanSixSigma.com for More Lean Six Sigma Resources!

2. Storyboard: What’s Required
Reference - Delete
Storyboard: What’s Required
Storyboard submission is key to certification. You will be certified based on the following:
Complete the Green Belt Storyboard Checklist (see following pages)
Tell Your Story Succinctly
Use a maximum of 25 Slides (plus a title page) to describe your project
Make sure the flow of the project story is logical
Clearly illustrate your analysis and how solutions/countermeasures address the root causes
Let visuals (graphs, charts, maps, pictures etc.) do most of the work
Use the Tools Wisely
Show that you understand the DMAIC method by selecting the right tools for the right reasons during each Phase
Add a “Key Take Away” to each slide to make it clear to the reader what you learned at each step
Label Your Graphs Clearly
Title all graphs & charts, label each axis and indicate the time frame of the data and the axes names/units for each chart (along with the “Key Take Away”)
Be Clear About Your Analysis
Describe all root cause hypotheses along with how you verified or disproved each one
Show Measureable Improvement
Document each reduction in waste, time or defects and show "before" and "after” proof

3. Storyboard Checklist Does not count toward total slide maximum
To replace with your own templates:
Use screenshots – or
Mac: Copy and paste “Special” with HTML format
PC: Copy and paste, select “Keep Source Formatting”
Green Belt Storyboard Checklist
Green Belt Candidate:
Storyboard submission is key to certification - You will be certified based on the following:
1. Complete all required Storyboard elements - See checklist below
2. Tell your story succinctly - 25 slides maximum - unlimited Appendix
3. Use the tools wisely - Use the right tools for the right reasons and include a "Take Away" or learning on each slide
4. Label your graphs clearly - Title all graphs & charts, label each axis and indicate the time frame of the data
5. Be clear about your analysis - Describe all root cause hypotheses along with how you verified or disproved each one
6. Show measurable Improvement - Document each reduction in waste, time or defects and show "before" and "after"
Submit all required Storyboard elements
- For any requirement with more than one option - please include one or more of the options listed
- Review "Example" tab on templates to see how to fill in each field
(T) = Template available
Introduction Phase Requirements
Slides
What is the story of your project?
Control 4.6 (Webinar)
☐Green Belt Storyboard (T)
Have you completed all the required elements of the storyboard?
Download-able
☐Green Belt Storyboard Checklist (T)
What is the one-page summary of your work?
Control 4.6
☐Executive Summary (T)
Note: includes "Before & After" Project Y graphic showing improvement
Define Phase Requirements
What was the problem, goal, scope and reason for this project to exist?
Define
☐Project Charter (T)
☐Goal Statement Builder (T) - use to insure proper format
What is the high-level view of the process being addressed?
Define
☐SIPOC (T)
What is the detailed view of one or more of the steps in the SIPOC ("As Is" Map)?
Define
☐Detailed Map
☐Swimlane (T)
☐Value Stream (T)
☐Basic Flow

4. Storyboard Checklist (part 2)
Does not count toward total slide maximum
Storyboard Checklist (part 2)
Measure Phase Requirements
What was the plan for collecting data? What type? How much? By whom and how?
Measure & Webinar
☐Data Collection Plan (T)
(Operational Definitions must be included, Start with Project Y)
What does the baseline data look like when displayed?
Analyze & Webinar
☐Baseline Data Display (Run Chart required)
☐Run Chart and
☐Histogram or ☐Boxplot
Analyze Phase Requirements
What were the suspected root causes of the problem with the Project Y?
Analyze & Webinar
☐Fishbone Diagram (T)
(With key root causes circled)
What issues or opportunities did you discover by studying the process?
Analyze
☐Project Specific Map
☐Value-Added Flow Analysis (T)
☐Spaghetti (T)
☐Other
What were your main theories about the root causes of Project Y issues and how did you verify them?
Analyze 5.6
☐Hypothesis Statement(s) and & Results
☐Root Cause Hypothesis Worksheet (T)
What data, observations or other proof do you have of root caues hypothesis verification?
Analyze
☐Verification of Root Cause
☐Pareto Chart
☐Box Plot
☐Run Chart
☐Histogram
Improve Phase Requirements
What were the solutions you developed to solve the problem at the root?
Improve
☐List of Improvements
☐Solution Selection Matrix (T)
☐Impact Effort Matrix (T)
What does the improved process look like with waste removed and solutions implemented?
Improve
☐"To Be" Map (or segment)
☐Swimlane (T)
☐Value Stream (T)
☐Flow Map
What measurements or graphs do you have to show the "after" process is better?
Improve 5.25
☐Proof of Improvement
Control Phase Requirements
What are the lessons learned? Soft/hard savings? Potential replication? Process Owner sign off?
Control
☐Project Closure (T)
If solution will be repurposed, include ☐Transfer Opportunities (T)
Appendix
What terms and acronyms did you use that people outside your might need explained?
☐Key Words - Definitions of non-DMAIC, industry specific terms
Additional Slides as needed

5. Executive Summary Required
Business Case
Project Results
What is the importance of doing this project? (State in lost dollars, productivity loss, customer dissatisfaction, cost avoidance, risk, etc.)
What are the measureable process improvements/wins?
Order Lead Time has reduced from 28 minutes to 15 minutes Sandwich Lead Time dropped from 14 to 10 minutes on average Customers reporting higher levels of satisfaction Lunch order volume has increased 18%
Cycle Time improvement in our food orders for lunch would result in an enhanced client experience. Cycle time improvement could also translate into monetary benefits because we may turn tables quicker and seat more customers, which will increase revenue.
Root Cause Analysis
What are the critical findings/root causes that were discovered?
Data showed sandwich prep time took too long, lots of time spent searching for items, prep area is disorganized, not stocking enough of key items and running out during noon rush and packaging process is disorganized and causing pick-up delays.
Graphical Display of Improvement
Solutions Implemented
List key solutions that were implemented to address root causes
1. Created new order form - Standard Work 2. Created a Work Cell in the prep area 3. Used Takt Time to create Workload Balance in the kitchen 4. Created a Just-In-Time system with Kanbans 5. Conducted 5S in prep area (ongoing audits) 6. Added labels to bins for visual management 7. Conducted Cross-Training for front of house flexibility
Take Away: The project was a great success! Profits are up, customers are happier and so is the Bahama Bistro staff!

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Define Phase

7. Business Case & Benefits Planned Completion Date
Required
Project Charter
Project Charter
Lunch Order Cycle Time
Problem Statement
Business Case & Benefits
In the last 3 months we have been receiving customer complaints about how long the food is taking to be delivered during lunch time. Current cycle time average is 28 minutes. If this continues we may lose our business customers who are on a tighter vacation schedule than our vacationers. We could lose revenue
Cycle Time improvement in our food orders for lunch would result in an enhanced client experience. Cycle time improvement could also translate into monetary benefits because we may turn tables quicker and seat more customers, which will increase revenue.
Goal Statement
Timeline
Reduce the cycle time to deliver sandwiches, salads and soups from an average of 13 minutes to 11 minutes or less. Reduce the time to deliver entrees from an average of 28 minutes to 20 minutes or less by May 10th
Phase
Planned Completion Date
Actual
Define:
January 14th
January 18th
Measure:
January 30th
March 10th
Analyze:
April 10th
April 12th
Improve:
May 10th
May 12th
Control:
June 4th
June 20th
Scope In/Out
Team Members
1st Process Step
Customer arrives or calls
Position
Person
Title
% of Time
Last Process Step
Deliver order (or pickup)
Team Lead
Julius
Green Belt Candidate
20%
Sponsor
Elisabeth
Manager
In Scope:
Food items served, process steps, length of cook time, reallocation of staff resources
Team Member
Scott
Chef
15%
Out of Scope:
System upgrades and additional hiring, vendor processes and food delivery schedules.
Tracy
Host
Sean
Busboy
Take Away: Excellent buy-in – project is worth doing.

8. Required
SIPOC
Take Away: The scope of the project is from the moment we receive the customer order to the moment they receive their lunch order.

9. “As-Is” Detailed Map Segment
Required – Pick one or more detailed maps
“As-Is” Detailed Map Segment
Take Away: The team learned about the wait during the lunch order process walk – customers were not happy!

10. “As-Is” Detailed Map Segment
Required – Pick one or more detailed maps
“As-Is” Detailed Map Segment
Take Away: A 5S effort showed the waste of motion – it also included kitchen staff which resulted in increased employee engagement.

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Measure Phase

12. Data Collection Plan Required
Take Away: Since this is a cycle time project, all of the measures turned about to be continuous measures of different segments of time.

13. Baseline – Project Y Required – Run Chart Display of Baseline
Take Away: Lots of variation in the process and the average time to serve lunch is 27 minutes which is very high!

14. Baseline – Project Y Optional – Additional displays of baseline data
Baseline Cycle Time
Count = 100
Mean =
St. Dev. = 6.168
Range = 37.5
Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process is clearly not capable.

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Analyze Phase

16. Fishbone Diagram Required
Take Away: The biggest areas to analyze further where prep time, sandwich area, packaging and server habits.

17. Map Segment Showing Analysis
Required – Insert one or more project-specific maps showing analysis
Map Segment Showing Analysis
Value-Added Flow Analysis
Name:
Tracy
Process Name:
Lunch Order to Delivery
Date:
10-Mar
Time Measured In:
Minutes
Hours
Days
(select units) #
Process Step
Step Label (VA, NVA, NVAr)
Value Added Time
NVA & NVA-Required Work Time
NVA - Wait Time
Walk the customer order to the kitchen
NVA 2
Check if it's readable
If not readable, bring back to the waitress
Ask the waitress to clarify the order
Walk the customer order back to the kitchen
Prep cook passes the order to the chef
Chef assesses the order
NVA-r
Ingredients assembled VA
Order cooked or prepared 7
Order plated 1
Order placed on the warmer/staging
Order waits for pickup 10
Waitress picks up order
Customer Receives the order
Time
% of total
Total Value-Added Work Time
26.32% 76
Total Non-Value-Added or NVA-r Work Time 15
39.47% 13
34.21%
Total Cycle Time 38
100.00%
Take Away: Biggest opportunity to remove wait time is the pick-up area but there are also too many steps checking and clarifying the order.

18. Map Segment Showing Analysis
Required – Insert one or more project-specific maps showing analysis
Map Segment Showing Analysis
Take Away: Process analysis showed a potential for removing time wasted during packaging.

19. Root Cause Hypotheses Required
Root Cause Hypothesis #
Possible Root Cause (x) (1 or 2-Word Descriptor)
Root Cause Hypothesis (Theory of how "X" is influencing the Project "Y")
Result (True/False)
Verification (How did you prove/disprove this theory?) 1
Preparation Time
Sandwiches take too long to prep
TRUE
See Histogram - Average is 8 minutes and target is 5 minutes 2
Cook time
Some of the lunch items have a cook time longer than 20 minutes
FALSE
See Histogram - shows range of cook time from 8.5 to 12 minutes 3
Prep area not very well organized
See Spaghetti Chart 4
Packaging Time
Packaging items for pick-up takes longer than standard
See Histogram - 80% of packaging time are over standard 5
Server
The server doesn't always turn the order in to the kitchen right away
Process Walk/Observation
Take Away: Data confirmed all the hypotheses except for cook time – it does not contribute significantly to late lunch orders.

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Improve Phase

21. Selected Solutions Required – Can also use Impact Effort Matrix
Solution Selection Matrix
Project Goal
Please rank each solution for each criteria by using the 1-5 Scale as indicated below
Enter Goal Statement below: (As stated on Project Charter)
Deliver lunch orders in less than 30 minutes by end of May
Very Low (less good)
Moderate
Very High (best) 1 2 3 4 5
Potential Solution (Provide Brief Description)
Potential to Meet Goal
Positive Customer Impact
Cost to Implement (1 = $$$ & 5 = $)
Stakeholder Buy-in
Time to Implement (1 = Long 5 = Quick)
Total Score
Implement? Yes/No
Weighted Criteria 10 9 8 7
Don't include condiments with takeout
162
Yes
Change vendors
138
Cross-Train servers and cashiers
137
Rebuild Take-out assembly space
106
Add new labled bins for condiments
178
Reduce the takeout menu
112 No
Take Away: There was no buy-in to reduce the take-out menu so the team focused first on cross-training which resulted in better staff relationships.

22. Required – Insert one or more project-specific maps showing improvement
“To Be” Map Segment
Take Away: Process changes including cross-training and 5Sing the Sandwich prep area made the difference.

23. Required – Insert one or more project-specific maps showing improvement
“To Be” Map Segment
Take Away: The “U” shape wastes the least amount of motion. Every item is within hands reach with the new setup.

24. Run Chart Showing Improvement
Required – Run Chart showing before and after improvement
Run Chart Showing Improvement
Take Away: Improvements had a big impact on lunch order cycle time!

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Control Phase

26. Project Closure Required
Lessons Learned
Customer Impact
Do's and Don'ts for Future Efforts
Positive Impacts on External Customer
Remember to involve everyone early
Customers are leaving nice comments
Don't just update people once - keep doing it throughout the life of the project
Our rating on Yelp just went up!
The Process Walk is always a big eye opener - make sure to include line staff and management too
Be sure to give credit to everyone who came up with good ideas - credit is free!
Final Calculations of Savings or Gains
Hard Savings/Profit Increase
Soft Savings - Cost or Time
Production increased by 18%
Time savings in prep areas due to new setup - staff available to work on other tasks
Revenue has increased by an average of $3,467 per week
Staff satisfaction has increased
Process Owner Hand-off
Sign-off From Project Sponsor
Has been informed of process changes:
Yes / No
The Bahama Bistro Team did a great job! - I'm offically giving my stamp of approval for documented improvements. - Elisabeth - Bistro Manager
Agrees to continued monitoring of new process:
Has received new process documentation:
Take Away: Ended up with some hard savings/increase in revenue and the Process Owner is thrilled!

27. Visit GoLeanSixSigma.com for More Lean Six Sigma Resources!
Appendix
Insert Key Words on first slide of Appendix
Include supporting documentation, process maps and data charts provide evidence of tool applications or helpful project background
Add the “Key Take Away” for each slide
Visit GoLeanSixSigma.com for More Lean Six Sigma Resources!

28. Key Words (Specific to Your Industry)
List all words and acronyms that are specific to your industry and key to understanding your project
Provide a brief description or definition of each term
List in alphabetical order
Keep in mind that this document will be viewed by those who are not in your industry or familiar with your process or industry

29. Key Words (Specific to Bahama Bistro)
Order Lead Time: Total cycle time from the moment the customer places their order to the moment they receive their food.
Lunch Time: Key lunch ordering hours from 11am to 2pm
Customers: Business people and vacationers
Packaging Process: All tasks related to placing food into take-out containers, selecting utensils, napkins and condiments and then placing them all into a bag
Stock Items: All raw food items and food packaging items
Condiments: Mini-bottles of hot sauce, limes, salt and pepper