1. Black Belt Project Storyboard
[ YOUR PROJECT TITLE ]
[ YOUR NAME ]
Black Belt Project Storyboard

2. Storyboard: What’s Required
Black Belt Project Storyboard Template | Reference - Delete
Storyboard: What’s Required
Storyboard submission is key to certification. You will be certified based on the following:
Complete the Black 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
See Black Belt Storyboard Checklist for Required Contents

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”
Submit all required Storyboard elements
(T) = Template available
- For any requirement with more than one option - please include one or more of the options
Green = Green Belt slides
Black = Black Belt slides
Introduction Phase Requirements
Slides
What is the story of your project?
Control 4.6 (Webinar)
☐Black Belt Storyboard (T)
Have you completed all the required elements of the Storyboard?
Download-able
☐Black 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)
Who is (are) the customer of the process and what are their measurable requirements?
Define
☐VOC Translation Matrix (T)
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)
☐Flow Map
Measure Phase Requirements
What was the plan for collecting data? (list only plans for collected data - See Appendix for inclusion)
Measure
☐Data Collection Plan (T)
☐Include Sample Size Calculation
Measure
How did you ensure data collection methods were repeatable, reproducible, accurate and precise?
Measure
☐Measurement Systems Analysis (MSA)
☐Or - an explanation of why one is not needed
How will you display your baseline data?
Analyze
☐Baseline Data Display (Run Chart required)
☐Run Chart and
☐Histogram or ☐Boxplot

4. Storyboard Checklist (part 2)
Does not count toward total slide maximum
Storyboard Checklist (part 2)
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
Note: Must include at least one ☐5 Whys (T)
What issues or opportunities did you discover by studying the process?
Analyze
☐Project Specific Map
☐Value-Added Flow Analysis (T)
☐VA/NVA on "As Is" Map
What data analysis led to root cause verification?
Analyze
☐Data Display
☐Pareto Chart
☐Histogram
☐Run Chart
☐Boxplot
What are the Null & Alternative Hypothesis Statements for each test?
Analyze
☐Hypothesis Testing Plan (T)
Which hypothesis tests did you use and what were the results of those tests?
Analyze & Webinar
☐Verification of Root Cause
Note: Must display Hypothesis Test Results
Improve Phase Requirements
What were the solutions you developed to solve the problem at the root?
Improve
☐List of Improvements
☐Solution Selection Matrix
☐Impact Effort Matrix (T)
What were your detailed plans to implement or test solutions?
Improve 5.24
☐Implementation Plan (T)
Note: Can include DOE, Pilot, other
Improve
How did you mitigate any risks related to changing the process?
Improve & Webinar
☐Risk Management Plan
☐FMEA (T)
and/or
☐Mistake-Proofing Plan
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
☐Spaghetti (T)
What measurements or graphs do you have to show the "after" process is better?
Improve 4.14
☐Proof of Improvement
☐Box Plot
☐Other
Control Phase Requirements
What this the plan for ongoing monitoring of the process and how to respond to dips in performance?
Control 6.3
☐Monitoring & Response Plan (T)
What does the Control Chart of the improved process look like?
Control
☐Control Chart of Project Y
Should include other Control Charts from Monitoring Plan
What are the lessons learned? Soft/hard savings? Potential replication? Process Owner sign off?
Control
☐Project Clousure (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
What are some samples of the data you collected in your Data Collection Plan
☐Sample Spreadsheet for each line item listed in the Data Collection Plan

5. Pick-Up Order Lead Time – Before & After
Required
Executive Summary
Executive Summary
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?
Reduced overall pick-up Order Lead Time from an average of 27 minutes to 20 minutes
Reduced packaging time from an average of 11 minutes to 2 minutes
Reduced customer wait time from an average of 12 minutes to 5 minutes
It takes an average of 27 minutes for pick-up orders. Customers are complaining and if we don’t reduce the Total Lead Time for pick-up orders, we risk losing customers to competitors and damaging the restaurant’s reputation.
Root Cause Analysis
What are the critical findings/root causes that were discovered?
Packaging pick-up food takes longer than historical standards
Pick-up containers are not easy to use
Customers are waiting longer than historical standards
Condiments can run out during peak periods
Graphical Display of Improvement
Insert a chart, graph or visual demonstrating process improvement
Pick-Up Order Lead Time – Before & After
Minutes
Solutions Implemented
List key solutions that were implemented to address root causes
Changed to take-out containers that are fast/easier to use and take up less space
Prepped condiments to avoid shortages during peak hours
Switched to Chef placing food directly into containers instead of waiting for other staff members
Key Take Away: The reduction in cycle time is clear which means customers no longer have to wait – success!

6. Does not count toward total slide maximum
Define Phase

7. Project Charter Required
Pick-up Order Cycle Time
Problem Statement
Business Case & Benefits
The current total lead time for pick-up orders is an average of 27 minutes. This results in customer complaints and limits the capacity for fulfilling orders.
Cycle time improvement for pick-up orders will result in an enhanced client experience. Cycle Time improvement could translate into monetary benefits because we will be seen as a more consistent and reliable pick-up option, which could increase customer retention and revenue. This aligns with our mission of providing a tasty slice of island life.
Goal Statement
Timeline
Reduce the pick-up order lead time from average of 27 minutes to an average of 20 minutes by the end of Q2 of this year
Phase
Planned Completion Date
Actual
Define:
2-Mar
Measure:
22-Mar
Analyze:
13-Apr
Improve:
30-May
Control:
22-Jun
Scope In/Out
Team Members
1st Process Step
Customer places and order for pick-up
Position
Person
Title
% of Time
Last Process Step
Customer picks up the order at the location
Team Lead
Wesley
Black Belt Candidate
20%
Sponsor
Elisabeth
Manager
In:
No new staff or technologies
Team Member
Julie
Processor
15%
Out:
Job descriptions, layout, process steps
Tracy
Waitress
Scott
Chef
Julius
Technician
Key Take Away: This project will immediately impact customer satisfaction which is key to Bahama Bistro’s success.

8. Voice of the Customer Required
Key Take Away: Customers are clear on the timing of pick-up orders as well as wanting hot food “hot” – Wanting a list of hot sauces was new information.

9. Required
SIPOC
Key Take Away: The scope of the project is from the moment we receive the pick-up order to the moment pays for their their lunch order.

10. “As Is” Detailed Map Segment
Required – Pick one or more detailed maps
“As Is” Detailed Map Segment
Key Take Away: The Process Walk helped the team build the “as is” Swimlane Map – it also increased the staff’s understanding of the entire process!

11. Does not count toward total slide maximum
Measure Phase

12. Operational Definition Stratification Factors
Required
Data Collection Plan
Data Collection Plan
Measure
Data Type
Operational Definition
Stratification Factors
Sampling Notes
Who and How
Total Pick-Up Order Lead Time
Continuous
Cycle time in minutes from the moment a customer calls to the moment the order is ready for pick-up
By Server By Resident/Vacationer By Dinner Rush/ Off-peak
Sample every other order for one hour each day (55/night) during dinner rush - Sample 385 total orders Sample every other order for one hour each day to get 9 orders/day for one week - Sample 62 total orders
Cashier to use time stamp on orders and keep a log during
Pick-Up Wait Time
Cycle time in minutes from the moment a customer walks in the door to when the pick-up order is given to the customer
None
Sample every other pick-up customer between 11:30-1 pm each day during lunch rush for two weeks (approximately 20/day) - Sample total 280 Sample every third pick-up customer between 4:30-6:30 PM each night for one week (60/night) - Sample total 420
Cashier to use time stamp upon customer walking in and when the customer is given the order
Late Pick-Up Orders
Discrete
Any order where the customer waits longer than 7 minutes
Sampling from above with column to check for late items
Cashier to fill in the column for late orders
Incomplete Orders
Any pick-up order missing the correct supplies including napkins, hot sauce, forks, or knives
Sampling from above with column to check for incomplete items
Cashier to fill in the column for incomplete orders
Key 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. MSA Results Required – If not included, provide explanation
Gage R&R Study (Crossed) Worksheet
Gage Name:
Clock
Date of Study:
29-May
Performed By:
Tracy
Notes:
Run Order
Std. Order
Part
Operator
Measurement 1
Part 1
Operator A 7 2 3
Part 2 4 5
Part 3 6
Part 4 9 8
Part 5 11 10
Part 6 13 12
Part 7 15 14
Part 8 16 17
Part 9 18 19
Part 10 20 21
Operator B 22 23 24 25 26 27 28 29
Key Take Away: We ran an MSA for the Pick-Up Time data and the measurement system variation was less than 10% - Systems are good!

14. Required – Include one or more displays of baseline data
Baseline – Project Y
Key Take Away: Lots of variation in the process and the average time to deliver a pick-up order is 26 minutes and it’s getting worse.

15. Baseline – Pick-up Order Lead Time
Required – Include one or more displays of baseline data
Baseline – Pick-up Order Lead Time
Key Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process was not meeting customer requirements.

16. Does not count toward total slide maximum
Analyze Phase

17. Fishbone Diagram / 5 Whys
Required
Fishbone Diagram / 5 Whys
Key Take Away: The biggest areas to analyze further whether time of day or day of the week made a difference along with the time it took to package orders.

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

19. Hypothesis Testing Plan
Required
Hypothesis Testing Plan
Hypothesis Testing Plan
Please include all referenced test results in Project Storyboard or Appendix
Possible X (1 or 2 words)
Null Hypothesis
Alternative Hypothesis (Your theory)
Hypothesis Test (See Hypothesis Tree on Next Tab)
P-Value or R-Squared
Results (Accept or Reject Null)
Time Period
There is no difference between the proportion late in the past and the current proportion late pick-up orders
The current proportion late is different (greater) than the historic proportion late pick-up orders
One Proportion Test
P = .014
Reject Null
Day Type (Weekend/ Week Day)
There is no difference between weekend pick-up lead times and weekday pick-up times
Weekend pick-up lead times are different (longer) than weekday pick-up lead times
Mann-Whitney
P = .076
Accept Null
Time of Day
There is no difference in the total pick-up order lead times at different times of the day
The total pick-up order lead times are different at different times of the day
Mood's Median
P = .004
Day of the Week
There is no difference in the variation in customer wait times for pick-up orders on different days of the week
The variation in customer wait times for pick-up orders is different on different days of the week
Levene's
P = .583
Location
There is no difference in the proportion of late orders between the beachfront and the downtown location
There proportion of late orders is different at the beachfront location (less) than at the downtown location
Two Proportions Test
P = .091
Key Take Away: The surprise was that weekends are no worse than weekdays. The team is determined to dig into the issues of packaging taking longer.

20. Day of Week No Issue Required – Insert results of all hypothesis tests
Lead Time for Weekend vs. Weekday Orders
Key Take Away: This hypotheses did not hold up. Based on the P-value there is no difference between weekends and week days.

21. Time of Day Matters Required – Insert results of all hypothesis tests
Pick-Up Order Wait Time by Time of Day
Key Take Away: Wait times were the worst between 1pm and 3pm.

22. Downtown Is Worse! Required – Insert results of all hypothesis tests
Late Pick-Up Orders by Location
Key Take Away: The team decided to focus their efforts on Downtown first since they had a higher proportion of late pick-up orders.

23. Does not count toward total slide maximum
Improve Phase

24. Selected Solutions Required
Key Take Away: The team settled on their top three solutions to decrease the packaging time.

25. Packing Type DOE Optional
Key Take Away: Since the P-value was under .05, this Design of Experiments was instrumental in selecting the new Pick-Up order packaging.

26. Implementation Plan Required
Key Take Away: This Implementation Plan was key in terms of all team members knowing their role in the roll-out.

27. Risk Management Required
Key Take Away: Cross-Training mitigated the risk of overloading the chef during peak hours.

28. Required – Insert one or more project-specific maps showing improvement
To Be Map Segment
Key Take Away: Process changes with packaging, cross-training and the new condiment rack made the difference.

29. Required – Select one or more charts to show improvement
Proof of Improvement
Baseline Cycle Time of Pick-Up Orders - March
Improved Cycle Time of Pick-Up Orders - May
Key Take Away: Improvements had a big impact on pick-up order cycle time!

30. Does not count toward total slide maximum
Control Phase

31. Monitoring & Response Plan
Required
Monitoring & Response Plan
Key Take Away: The Monitoring Plan factors in both the leading indicators of packaging time and customer wait time along with the project “Y”.

32. Control Chart of Project Y
Required - Include at least 20 data points
Control Chart of Project Y
Key Take Away: The team is continuing to work on the special causes of variation – and the Upper Control Limit of 23 minutes is the Response Plan trigger.

33. Project Closure Required
Key Take Away: Ended up with some hard savings/increase in revenue and the Process Owner is thrilled!

34. 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!

35. 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

36. Key Words (Specific to Bahama Bistro)
Pick-Up Order Lead Time: Total cycle time from the moment the customer places their order to the moment they receive their food.
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
Pick-Up Wait Time: The cycle time from the moment a Pick-up customer walks in the door to the moment their order is made available to them
Condiments: Mini-bottles of hot sauce, limes, salt and pepper