Lean Six

Sigma
Measure
Phase
Tollgate
Review

Measure
Phase

 Review

Project Charter
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
Validate

Define
Define
Project Charter
Voice of the Customer

Lean Six Sigma

DMAIC Tools and
Activities
Value

Identify

Identify

Stream Map Flow

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

Reduce

Measur
Measur
e
e

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/Littles 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

Root Causes
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

Analyz
Analyz
e
e

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

Develop

Potential Solutions
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
Evaluate,

Improv
Improv
e
e

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

Develop

SOPs, 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

Contro
Contro
ll

Mistake-Proofing/

Zero Defects
Operating
Procedures (SOPs)
Process Control Plans
Visual Process Control Tools
MGPP
Statistical Process Controls
(SPC)
Solution Replication
Visual Workplace
Metrics
Project Transition Model
Team Feedback Session
Standard

Kaizen Events Targeted in Measure to Accelerate Results

International Standards for Lean Six

Project Charter
Financial Impact

Problem/Goal Statement
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)

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)

Team

Tollgate Review Schedule

PES Name
Project Executive Sponsor (if different from PS)
PS Name
Project Sponsor/Process Owner
DC Name
Deployment Champion
GB/BB Name
Green Belt/Black Belt
MBB Name
Master Black Belt
Core Team
Role
% Contrib.
LSS Training
Team Member 1
SME
XX
YB
Team Member 2 TM XX
GB
Team Member 3 SME XX
PS
Extended Team
Team Member 1 BFM XX
Not Trained
Team Member 2 IT XX
Not Trained

Tollgate
Define:
Measure:
Analyze:
Improve:
Control:

Scheduled
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX

Revised
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX

Complete
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX

Review high-level schedule milestones here:

Phase Completions
Tollgate Reviews

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

Data Collection Plan

Performanc
e Measure

Operation
al
Definition

Data Source
and Location

How Will
Data Be
Collected

Who Will
Collect Data

When Will Data

Be Collected

Sample
Size

Stratificatio
n Factors

How will
data be
used?

VOC
MSA
Process
VSM

For each performance measure (Y), update a data collection plan

Include MSA measure plan (Gantt chart, MS project plan is Optional)
Others
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

Financials

Use additional slides if needed

Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six

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
International Standards for Lean Six

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

Description

Considerations 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.

Bias

The difference between an observed

average measurement result and a
reference value

No bias - Work hours and radar startstop times consistent through

population.

Stability

The change in bias over time

No bias of work hrs & radar usage

data.

Repeatability

The extent variability is consistent

Not an issue. Labor and radar usage

is historical and felt to be accurate
enough for insight and analysis.

Reproducibility

Different appraisers produce

consistent results

Remarks in usage data deemed not

reproducible, not used in determining
which radars were used in each op

Variation

Enter
Key Slide
Take
Away
The
difference
between
parts

(Keyn/a
Point)
to thisHere
process.

International Standards for Lean Six

Baseline Basic Statistics

The current process has
a non-normal distribution
with the P-Value < 0.05
but does have a normal
bell-shape.
Since the mean and
median are the same in
days (29) +/- 0.5 days,
we will not transform
data.
The range is 35 and the
standard deviation is 2.7
days

Summary for Delivery Time

24

26

28

30

32

Anderson-Darling Normality Test

34

A-Squared
P-Value <

1.95
0.005

Mean
StDev
Variance
Skewness
Kurtosis
N

29.128
2.677
7.169
0.201075
-0.471714
266

Minimum
1st Quartile
Median
3rd Quartile
Maximum

24.000
27.000
29.000
31.000
35.000

95% Confidence I nterval for Mean

28.805

29.451

95% Confidence I nterval for Median

29.000

29.000

95% Confidence I nterval for StDev

95% Confidence I ntervals

2.468

2.927

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

Baseline Process Capability

266 data points collected

between 11/1/04 thru
11/30/04

Mean 29 days, St. Dev.

2.9 days, CP is 1.16
indicating process needs
centering to the LSL of 10
and USL of 30 days. Cpk
is .1 indicating that the
process is exceeding the
USL.

With an overall PPM of

371,895 defects per
million opportunity, the
current process has a
Sigma Quality Level of
1.8 or a 62% yield

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

Sigma Calculator:
Continuous Data

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

Sigma Calculator:
Discrete Data

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

10

Quick Win Documentation

Template
Process Name: __________________

Process Lead: ___________________

Process Owner: ______________________ Start Date: ______________

Process Area: ________________________ Stop Date: ______________
1.
2.
3.
4.
5.
6.

Root Cause: _________________________________________________

Obvious Solution: __________________________________________
5s
Low or No Cost: __________________________________________
4-Step Setup Reduction
Low Risk:
________________________________________________
Inventory Reduction
Implementation Plan: ______________________________________________
MSA Improvements
Stakeholder (s) Approval: ___________________________________________
Price reductions

Reduced DOWNTIME
Benefits:
(NVA steps or work)
__________________________________________________________
Pull System
__________________________________________________________
Kaizen events
Other
__________________________________________________________

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

11

Sources of Waste
Overproduction

Defect

Area 1

Sub area 1
Processing

Sub area 1
Area 1

Area 1

Motion

Sources of Waste

Area 1

Area 1

Sub area 1

Transportation

Sub area 1
Inventory

Sub area 1

NVA
Area 1

Sub area 1
Waiting

<Insertyourwaste
percentageasshown
inpiechart>

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

12

Swim Lane
Process Map
Client
Mgr

Notify HR of
employee exit date

Client
HR

Places
information
into HR
database

Oval shapes : Start/Stop of process

Diamonds: Decision points
Rectangles: process steps
Half-Moon: Delay/Queue Time

Note: Steps in blue shapes are non-value added steps

Sends exit
date to IT,
telecom &
facilities

Avg.
Delay
2 days

Form
require
approval?

No

Re-verifies with mgr on

employees exit status

Yes
Client
Contact

NT
Admin

Secure
approval(s)

Sends Email
to Admin

Create ticket if
request coming
directly from client

Admin

Avg.
Delay
1 day

Email
Vendor

Delete
account

Avg.
Delay
2 days

Sends
Email to
Admin

Admin closes
ticket and
manager notified

Utilize e-mail vendors

web tool to submit delete
request to vendor
Avg.
Delay
1 day

Avg.
Delay
2 days

Generates ticket &

forwards to Admin

Avg.
Delay
4
days

Mark request as
completed on
admin web site

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

13

Value Stream Map

Current State
Order Mgmt Supervisor

Service lead time = 384 min

Weekly Update

SUPPLIERS

Customer call time = 24 min

CUSTOMER

Phone Call

Phone Call

Automate
Monitoring

Trigger:
Completion Criteria:
Cycle Time:
Takt Time:
Number of People:
Number of Approvals:
Items in Inbox:
% Rework:
# of Iterations (cycles):
# of Databases:
Top 3 Rework Issues:
1.
2.
3.

Large
Business
6 Customers
Order Mgmt
Small
Business
5 Customers
Simplify/
Mistake Proof
Home
3 Customers

5 min

3 min

Order Mgmt

P/T = 3 min
2-5

Order Mgmt
4

Product
Need

Order Mgmt

Order Mgmt

Pricing

Shipping
Info

P/T = 2 min

P/T = 6 Min

P/T = 6 Min

P/T = 2 Min

Error Rate=2%
Volume=800

Error Rate=0%
Volume=800

Error Rate=2%
Volume=800

Error Rate=1%
Volume=800

6 min

Lost calls=10%
Volume=1200

d ay
s

Simplify/
Combine

Improve
Visibility

Forecast
Improvement

Customer
Info

2 min

Screen for Acct Mgr

Manual Update

6 min

DIST
10

20 Orders

240 min
2 min

Pick
Pack & Ship

P/T = 120 Min

Error Rate=1%
Volume=1200
120 min

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

14

Business Impact

State financial impact of future project leverage opportunities

Separate hard or Type 1 from soft Type 2 or 3 dollars
AnnualEstimate

ReplicatedEstimate

Revenue
Enhancement

Type1:?

Type1:?

Type2:?

Type2:?

Type3:?

Type3:?

Expenses
Reduction

Type1:?

Type1:?

Type2:?

Type2:?

Type3:?

Type3:?

LossReduction

Type1:?

Type1:?

Type2:?

Type2:?

Type3:?

Type3:?

Type1:?

Type1:?

Type2:?

Type2:?

Type3:?

Type3:?

Type1:?

Type1:?

Type2:?

Type2:?

Type3:?

Type3:?

CostAvoidance
TotalSavings

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

15

Business Impact Details

Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with
causeeffect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.

Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with
causeeffect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
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

Assumption #1 (i.e. source of data, clear Operational Definitions?)

Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)

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 projects 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?

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

16

Current Status

Key actions
completed
Issues
Lessons
learned
Communication,
team building,
organizational
activities

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

17

Next Steps

Key actions
Planned Lean Six Sigma Tool use

Questions to answer
Barrier/risk mitigation activities

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

18

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

Green Belt/Black Belt

Enter Name Here

Enter Name Here

Sponsor / Process Owner

Financial Representative

Enter Name Here

Deployment Champion

Enter Name
Here
Master Black Belt

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

19

Tollgate Reviews
Backup Slides
Go Forward

ld
o
H
t
l
Ha

M Wait - Go Back
A
I
C

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 were 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?

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
Sto Management
System. p

Tollgate
Review

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

21

Analyze
Tollgate Checklist

Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?

Deliverables:

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?

Prioritized List of Validated

Root Causes

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 devalidated) 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?

List of Potential 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
Stop

Tollgate
Review

Has the team identified the key factors (critical Xs) that have the biggest impact on
process performance? Have they validated the root causes?
International Standards for Lean Six

22
22

Bonacorsi23
Consulting

Bonacorsi24
Consulting

Lean Six Sigma

DMAIC Improvement Process
Define
Tollgat
e
Stop
Review
Tollgat
e
Stop
Review
Stop

Define the opportunity from both the customer

and business perspective

Measur
e

Understand the baseline process

performance

Analyze
Tollgat
e
Review
Tollgat
e
Stop
Review

Identify the critical X factors

and root causes impacting
process performance

Improv
e

Develop solutions
linked to critical xs

Control

Implement
solutions &
control plan

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six Sigma

25

Attitude Charting & Key

Constituency Map (Optional)
Critical mass
must be won-over

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

26

Sample Size:
Continuous Data (Optional)

?
?
?
?
?

?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six

27

Sample Size:
Discrete Data (Optional)

?
?
?
?
?

?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six

28

Measurement Systems
Analysis (MSA) (Optional)
Reported by:
Gage
Tolerance:
name:
Date
Misc:
of study:

Gage R&R

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

Components of Variation

Response by Part

100
Percent

VarComp
0.0015896
0.0005567
0.0010330
0.0003418
0.0006912
0.0414247
0.0430143

Gage R&R (ANOVA) for Response

% Contribution
%StudyVar

10.00
9.75

50

9.50
0

Gage R&R

Repeat

Reprod

Part-to-Part

0.10

10

Part

R Chart by Operator
1
Sample Range

Source
Total Gage R&R
Repeatability
Reproducibility
Operator
Operator*Part
Part-To-Part
Total Variation

%Contribution
(of VarComp)
3.70
1.29
2.40
0.79
1.61
96.30
100.00

Response by Operator
UCL=0.1073

0.05

_
R=0.0417

0.00

LCL=0

10.00
9.75
9.50

Xbar Chart by Operator

2
Operator

Operator * Part Interaction

Number of Distinct Categories = 7

Measurement system is
acceptable with the Total
% Contribution <10%
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six

29

Probability Plot
(Optional)
Probability Plot of Anderson-Darling Normality
Normal - 95% CI
99.9
99

Percent

95
90
80
70
60
50
40
30
20

Mean
StDev
N
AD
P-Value

24.74
4.177
100
0.380
0.397

10
5
1
0.1

10

15

20

25
QTY

30

35

40

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

30

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
International Standards for Lean Six

31

PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?

Plan

Do

Check

Act

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

32

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

33

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

International Standards for Lean Six

34

Key Buying Factor Analysis

(Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

35

Sample Value Stream

Mapping Symbols (Optional)
Machining
Quotes

C/T = 36 Sec
Set Up Time 7 Min

Uptime 86%

Queue/
Inventory

Data Box
Process Box

Flow
(Physical)
Flow
(Information)

Electronic
Information

1
Personnel
Truck Shipment

Sign Off Point

Electronic
Data
System

Go See
Monitoring

Physical Pull

FIFO
FIFO Lane

Physical
Transport
Supplier/
Customer

Push Systems

Project
Burst

Supermarket
Replenishment

Kanban
Station

Paper
Kanban

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

36

Spaghetti Diagram
(Optional)
Lines indicate
paper/information
travel:
- No set path
- Lots of rework

Supply

Order
Taker 1

Order
Entry 1

Room
(paper and
office supplies)

Room
(Order
Management)

Order
Taker 2
Order
Taker 3

Order
Entry 2

Printer, Fax

Foyer

Reception

Order
Entry 3

OM Lead

CC & Val
2

CC & Val
1

CC & Val
3

OM Supr Office

Copier

Records

Indicates an in-box
or outbox where
work (forms/
information) waits
to be worked on or
transferred

EAST

To Office Parking Lot

Restrooms

Cafeteria

Vault
(finance)
Engineering Offices

Planning &
Scheduling

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

37

AS-IS Process Mapping

Symbols (Optional)

Enter Key Slide Take Away (Key Point) Here

International Standards for Lean Six

38