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Lean Six Sigma Group

Lean Six Sigma Tollgate

Checklists

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Welcome

and Introduction

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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 by SigmaXL

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DefineTollgate Checklist

Tollgate ReviewTollgate 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?

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Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Define Phase Success Criteria Training Video by educatevirtually

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MeasureTollgate 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 ReviewTollgate 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.

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Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma (ISLSS)

Measure Phase Success Criteria Training Video by educatevirtually

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AnalyzeTollgate 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 ReviewTollgate 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 Training Video by educatevirtually

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ImproveTollgate Checklist

Tollgate ReviewTollgate 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?

6International Standards for Lean Six Sigma (ISLSS)

Improve Phase Success Criteria Training Video by educatevirtually

Has the team developed improvement solutions for the critical X’s, piloted the solution and verified that the solution will solve the problem?

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ControlTollgate 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 ReviewTollgate 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?

7International Standards for Lean Six Sigma (ISLSS)

Control Phase Success Criteria Training Video by educatevirtually

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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

8International Standards for Lean Six Sigma (ISLSS)

Kaizen Events Targeted in Measure to Accelerate ResultsEssential Hoshin Planning Tools Training Video by i-nexus

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Lean Six Sigma Group

Lean Six Sigma Additional Resources

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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.

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.

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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.

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sLean Six Sigma Resources

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Best Wishes in Continuously Improving Your Business Processes – Steven Bonacorsi, Certified Lean 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 Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987

International Standard for Lean Six Sigma (ISLSS): http://www.islss.com

i-nexus: http://www.i-nexus.com

Strategy Execution Community LinkedIn Group https://www.linkedin.com/groups/Strategy-Execution-Community-3725091

SigmaXL: http://www.sigmaxl.com

SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101

Gemba Academy http://www.gembaacademy.com Lean CEO Group:

Gemba Academy LinkedIn Group: https://www.linkedin.com/groups/Gemba-Academy-1844998?gid=1844998

PEX Network http://www.processexcellencenetwork.com

PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement

Lean Leadership Institute: http://www.LeanLeadership.guru/books.html The Toyota Way Group

http://www.islss.com/

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

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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 ConversationInternational Standards for Lean Six Sigma (ISLSS)

Lean Six Sigma Group

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Lean Six Sigma Resource Blogs(Click Logo’s to Follow Blogs)

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See Notes Section for Links to Lean Six Sigma Group Contributors

International Standards for Lean Six Sigma (ISLSS)