[ YOUR PROJECT TITLE ]

[ YOUR NAME ]

Black Belt Project Storyboard

 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:

1. Complete the Black Belt Storyboard Checklist (see following pages)

2. 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
3. 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
4. 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”)
5. Be Clear About Your Analysis
• Describe all root cause hypotheses along with how you verified or disproved each one
6. 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

 Does not count toward total slide maximum

Storyboard Checklist
Submit all required Storyboard elements (T) = Template available
To replace with - For any requirement with more than one option - please include one or more of the options Green = Green Belt slides
your own Black = Black Belt slides

templates: Introduction Phase Requirements Slides

• Use What is the story of your project? Control 4.6
(Webinar)
☐Black Belt Storyboard (T)
screenshots
Have you completed all the required elements of the Storyboard?
– or ☐Black Belt Storyboard Checklist (T)
Download-
able

• Mac: Copy What is the one-page summary of your work?

Control 4.6
and paste ☐Executive Summary (T) Note: Includes "Before & After" Project Y graphic showing improvement

“Special” Define Phase Requirements

What was the problem, goal, scope and reason for this project to exist?
with HTML Define 2.1 -
2.19
☐Project Charter (T)
format Who is (are) the customer of the process and what are their measurable requirements?
• PC: Copy and
Define 3.32
- 3.38
☐VOC Translation Matrix (T)
paste, select What is the high-level view of the process being addressed? Define 4.24

“Keep Source ☐SIPOC (T)

- 4.29

Formatting” What is the detailed view of one or more of the steps in the SIPOC ("As Is" Map)? Define 4.19
- 4.48
☐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 3.1
- 3.38
☐Data Collection Plan (T) ☐Include Sample Size Calculation Measure 4.1 - 4.31

How did you ensure data collection methods were repeatable, reproducible, accurate and precise? Measure 3.1
- 3.33
☐Measurement Systems Analysis (MSA) ☐Or - an explanation of why one is not needed
How will you display your baseline data? Analyze 3.1
3.41
☐Baseline Data Display (Run Chart required) ☐Run Chart and ☐Histogram or ☐Boxplot
 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
4.7 - 4.19
☐Fishbone Diagram (T) with key root causes circled Note: Must include at least one ☐5 Whys (T) & Webinar
What issues or opportunities did you discover by studying the process? Analyze
2.1 - 2.34
☐Project Specific Map ☐Value-Added Flow Analysis (T) ☐VA/NVA on "As Is" Map
What data analysis led to root cause verification? Analyze
3.1 3.41
☐Data Display ☐Pareto Chart ☐Histogram ☐Run Chart ☐Boxplot

What are the Null & Alternative Hypothesis Statements for each test? Analyze
2.1 - 2.19
☐Hypothesis Testing Plan (T)
Which hypothesis tests did you use and what were the results of those tests? Analyze
2.20 - 2.56
☐Verification of Root Cause Note: Must display Hypothesis Test Results & Webinar
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) 3.4 - 3.19

What were your detailed plans to implement or test solutions?

Improve
Improve 2.1 - 5.24
☐Implementation Plan (T) Note: Can include DOE, Pilot, other
2.66
How did you mitigate any risks related to changing the process? Improve
4.1 - 4.29
☐Risk Management Plan ☐FMEA (T) and/or ☐Mistake-Proofing Plan & Webinar
What does the improved process look like with waste removed and solutions implemented? Improve
4.1 - 4.29
☐"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 ☐Run Chart ☐Box Plot ☐Histogram ☐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 2.1
- 2.116
☐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 5.3
If solution will be repurposed, include - 5.5
☐Project Clousure (T) ☐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
 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.)
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
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
Graphical Display of Improvement
Insert a chart, graph or visual demonstrating process improvement

Customers are waiting longer than historical standards

Pick-Up Order Lead Time – Before & After
Condiments can run out during peak periods Minutes
Solutions Implemented 45.00

40.00
List key solutions that were implemented to address root causes Pick-Up Order Lead Time
35.00

30.00 26.97

25.00
Changed to take-out containers that are fast/easier to use and take up 20.00

less space 15.00

Mean CL: 13.87

10.00

5.00
0.76

Prepped condiments to avoid shortages during peak hours 0.00

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!
 Does not count toward total slide maximum

Define Phase
 Required

Project Charter
Project Charter

Pick-up Order Cycle Time

Problem Statement Business Case & Benefits

Cycle time improvement for pick-up orders will result in an enhanced

The current total lead time for pick-up orders is an average of 27 minutes. client experience. Cycle Time improvement could translate into monetary
This results in customer complaints and limits the capacity for fulfilling benefits because we will be seen as a more consistent and reliable pick-
orders. 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

Phase
Planned Completion Date Actual
Define: 2-Mar
Reduce the pick-up order lead time from average of 27 minutes to an Measure: 22-Mar
average of 20 minutes by the end of Q2 of this year 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 20%
Candidate
Sponsor Elisabeth Manager 20%
In: No new staff or technologies Team Member Julie Processor 15%
Out: Job descriptions, layout, process steps Team Member Tracy Waitress 15%
Team Member Scott Chef 15%
Team Member Julius Technician 15%

Key Take Away: This project will immediately impact customer satisfaction
which is key to Bahama Bistro’s success.
 Required

Voice of the Customer

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.
 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.
 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!
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Measure Phase

Data Collection Plan
Data Collection Plan
Measure Data Type Operational Definition
Cycle time in minutes from the
Total Pick-Up Order Lead moment a customer calls to the
Continuous
Time moment the order is ready for pick-
By Dinner Rush/ Off-peak
up
Cycle time in minutes from the
moment a customer walks in the
Pick-Up Wait Time Continuous
door to when the pick-up order is
given to the customer
Any order where the customer
Late Pick-Up Orders Discrete
waits longer than 7 minutes
Any pick-up order missing the
Incomplete Orders Discrete correct supplies including napkins,
hot sauce, forks, or knives
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.
Required
Stratification Factors Sampling Notes Who and How
Sample every other order
for one hour each day
(55/night) during dinner
rush - Sample 385 total
By Server Cashier to use time stamp
orders
By Resident/Vacationer on orders and keep a log
during
Sample every other order
for one hour each day to
get 9 orders/day for one
week - Sample 62 total
orders
Sample every other pick-up
customer between 11:30-1
pm each day during lunch
rush for two weeks
(approximately 20/day) - Cashier to use time stamp
Sample total 280 upon customer walking in
None
and when the customer is
Sample every third pick-up given the order
customer between 4:30-
6:30 PM each night for one
week (60/night) - Sample
total 420
Sampling from above with
Cashier to fill in the column
None column to check for late
for late orders
items
Sampling from above with
Cashier to fill in the column
None column to check for
for incomplete orders
incomplete items
 Required – If not included, provide explanation

MSA Results
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 1Part 1 Operator A 7
2 2Part 1 Operator A 7
3 3Part 2 Operator A 4
4 4Part 2 Operator A 4
5 5Part 3 Operator A 6
6 6Part 3 Operator A 6
7 7Part 4 Operator A 9
8 8Part 4 Operator A 9
9 9Part 5 Operator A 11
10 10Part 5 Operator A 11
11 11Part 6 Operator A 13
12 12Part 6 Operator A 13
13 13Part 7 Operator A 15
14 14Part 7 Operator A 14
15 15Part 8 Operator A 14
16 16Part 8 Operator A 14
17 17Part 9 Operator A 5
18 18Part 9 Operator A 5
19 19Part 10 Operator A 7
20 20Part 10 Operator A 7
21 21Part 1 Operator B 7
22 22Part 1 Operator B 6
23 23Part 2 Operator B 4
24 24Part 2 Operator B 4
25 25Part 3 Operator B 6
26 26Part 3 Operator B 7
27 27Part 4 Operator B 9
28 28Part 4 Operator B 9
29 29Part 5 Operator B 10

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!
 Required – Include one or more displays of baseline data

Baseline – Project Y

Baseline Cycle Time of Pick-Up Orders - March

Cycle Time - MInutes

38
33
28
23 Median: 26.00
18

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.
 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.
 Does not count toward total slide maximum

Analyze Phase
 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.
 Required – Insert one or more project-specific maps showing analysis

Map Segment Showing Analysis

Pick Up Order

Packaging
time potential

YES
Check Orders
Time to Select Assemble Place Bag in
on Warming Wrap Utensils
package? Condiments Order Pick-Up Area
Tray
NO

Key Take Away: Process analysis showed a potential for removing time wasted
during packaging.
 Required

Hypothesis Testing Plan

Hypothesis Testing Plan

Please include all referenced test results in Project Storyboard or Appendix

Hypothesis Test Results

Possible X Alternative Hypothesis P-Value or
Null Hypothesis (See Hypothesis Tree on (Accept or
(1 or 2 words) (Your theory) R-Squared
Next Tab) Reject Null)

There is no difference between the proportion The current proportion late is different
Time Period late in the past and the current proportion late (greater) than the historic proportion late One Proportion Test P = .014 Reject Null
pick-up orders pick-up orders

Day Type (Weekend/ There is no difference between weekend pick- Weekend pick-up lead times are different
Mann-Whitney P = .076 Accept Null
Week Day) up lead times and weekday pick-up times (longer) than weekday pick-up lead times

There is no difference in the total pick-up order The total pick-up order lead times are
Time of Day Mood's Median P = .004 Reject Null
lead times at different times of the day different at different times of the day

There is no difference in the variation in The variation in customer wait times for pick-
Day of the Week customer wait times for pick-up orders on up orders is different on different days of the Levene's P = .583 Accept Null
different days of the week week

There is no difference in the proportion of late There proportion of late orders is different at
Location orders between the beachfront and the the beachfront location (less) than at the Two Proportions Test P = .091 Reject Null
downtown location downtown location

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.
 Required – Insert results of all hypothesis tests

Day of Week No Issue

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.
 Required – Insert results of all hypothesis tests

Time of Day Matters

Pick-Up Order Wait Time by Time of Day

Key Take Away: Wait times were the worst between 1pm and 3pm.
 Required – Insert results of all hypothesis tests

Downtown Is Worse!
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.
 Does not count toward total slide maximum

Improve Phase
 Required

Selected Solutions

Key Take Away: The team settled on their top three solutions to decrease the
packaging time.
 Optional

Packing Type DOE

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

Implementation Plan

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

Risk Management

Key Take Away: Cross-Training mitigated the risk of overloading the chef during
peak hours.
 Required – Insert one or more project-specific maps showing improvement

To Be Map Segment
Pick Up Order

New, faster
packaging
Y replaces old

Select
Review Pick- Place in Prepare and Assemble Place Bag in
Condiments &
Up Order Queue Cook Order Order Pick-Up Area
Utensils

Chef now Condiment

packages rack stocked
order for demand

Key Take Away: Process changes with packaging, cross-training and the new
condiment rack made the difference.
 Required – Select one or more charts to show improvement

Proof of Improvement

Baseline Cycle Time of Pick-Up Improved Cycle Time of Pick-Up

Orders - March Orders - May
45.00

40.00

35.00
Pick-Up Order Lead Time

30.00 26.97

25.00

20.00
Mean CL: 13.87
15.00

10.00

5.00
0.76

0.00

Key Take Away: Improvements had a big impact on pick-up order cycle time!
 Does not count toward total slide maximum

Control Phase
 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”.
 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.
 Required

Project Closure

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

 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
 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