Professional Documents
Culture Documents
Sigma Group
Lean Six Sigma Case Study
Executive Overview
International Standards for Lean Six Sigma (ISLSS)
0 10 20 30 40
LSL USL
USL
Target
LSL
Mean
Sampl e N
StDev (ST)
StDev (LT)
Cp
CPU
CPL
Cpk
Cpm
Pp
PPU
PPL
Ppk
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
20.0000
*
0.0000
14.7929
169
3.38716
4.61648
0.98
0.51
1.46
0.51
*
0.72
0.38
1.07
0.38
0.00
130177.51
130177.51
6.29
62109.19
62115.48
676.79
129673.00
130349.79
Process Data
Potenti al (ST) Capabi l i ty
Overal l (LT) Capabi l i ty Observed Performance Expected ST Performance Expected LT Performance
ST
LT
-100 0 100 200 300 400
LSL USL
Process Capability Analysis for Average Spee
USL
Target
LSL
Mean
Sample N
StDev (ST)
StDev (LT)
Cp
CPU
CPL
Cpk
Cpm
Pp
PPU
PPL
Ppk
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
20.0000
*
0.0000
71.4444
117
38.9880
50.6272
0.09
-0.44
0.61
-0.44
*
0.07
-0.34
0.47
-0.34
0.00
948717.95
948717.95
33440.39
906498.25
939938.64
79094.94
845218.98
924313.92
Process Data
Potential (ST) Capability
Overall (LT) Capability Observed Perf ormance Expected ST Perf ormance Expected LT Perf ormance
ST
LT
Business Problem & Impact:
Average speed to answer (ASA) was 1 minute. As call volumes
increased 30% with a recent acquisition, end user downtime was
costing the company US$500K annually. The target average speed to
answer was under 30 seconds.
Descriptive Project Title
Results/Benefits
After the 3 month project, the customer saved US$150K, or 30%, as a
result of reduced end user downtime.
Measure & Analyze:
Data Collection: Speed to answer on all calls was measured. The
existing process sigma was 2.4.
Root Causes: Nature of problem and time of call were identified as root
causes.
Customer Profile: 28,000 Retail Business
Improve & Control:
Cross-training on call types was performed and staffing was arranged
around peak call times. Metrics are reviewed weekly and posted to an
IT dashboard.
Process Capability
Before
Process Capability
After
A Savings of US $150k in 20XX
2 International Standards for Lean Six Sigma (ISLSS)
Create Candor in the Workplace with Jack Welch
Video by Stanford Graduate School of Business
Project Storyboard
Example
International Standards for Lean Six Sigma (ISLSS)
Enter Key Slide Take Away (Key Point) Here
How a Passionate Lean Thinking Enterprise is Developed by Gemba Academy
Lean Six
Sigma Group
Lean Six Sigma Case Study
Backup Slides
International Standards for Lean Six Sigma (ISLSS)
Project Charter
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)
Problem/Goal Statement
Tollgate Review Schedule
Financial Impact
Team
Scope:
In-Scope/Out-of-Scope
(Process Start/Stop
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, replication opportunities, project iterations)
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
Review high-level schedule milestones here:
Phase Completions
Tollgate Reviews
Tollgate Scheduled Revised Complete
Define: XX/XX/XX - XX/XX/XX
Measure: XX/XX/XX XX/XX/XX XX/XX/XX
Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Improve: XX/XX/XX XX/XX/XX XX/XX/XX
Control: XX/XX/XX XX/XX/XX XX/XX/XX
Enter Key Slide Take Away (Key Point) Here
5 International Standards for Lean Six Sigma (ISLSS)
How Hoshin Planning helps Organizations Video by iNexusTV1
Measure Overview
CTQ: ?
Unit (d) or Mean (c): ?
Defect (d) or St. Dev. (c): ?
PCE%: ?
DPMO (d): ?
Sigma (Short Term): ?
Sigma (Long Term):?
MSA Results: show the percentage result of the GR&R,
AR&R or other MSA carried out in the project
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Observation
I
n
d
i
v
i
d
u
a
l
V
a
l
u
e
244 217 190 163 136 109 82 55 28 1
40
35
30
25
20
_
X=29.13
UCL=37.70
LC L=20.56
Observation
M
o
v
i
n
g
R
a
n
g
e
244 217 190 163 136 109 82 55 28 1
10.0
7.5
5.0
2.5
0.0
__
MR=3.22
UCL=10.53
LC L=0
I-MR Chart of Delivery Time
Detailed process mapping
MSA
Value Stream Mapping
Data Collection Planning
Basic Statistics
Process Capability
Histograms
Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
Enter Key Slide Take Away (Key Point) Here
6
Process Capability Graphical Analysis
Tools Used Root Cause / Quick Win
International Standards for Lean Six Sigma (ISLSS)
Gemba Training Video by Gemba Academy
Analyze Overview
Value Add Analysis - Current State
0
20
40
60
80
1 2 3 4 5 6 7 8 9 10
Task #
T
a
s
k
T
i
m
e
(
s
e
c
o
n
d
s
)
CVA Time BVA Time NVA Time
Takt Time = 55
Root cause:
Effect
Root cause:
Effect
Root cause:
Effect
Value Add Analysis
One-Way ANOVA
Two-Way ANOVA
Pareto Plots
Simple Linear Regression
Multiple Regression
Test for Equal Variance
Scatter Plots
C&E Matrix
Complexity
Cause & Effect Diagram
Kaizen/Quick Wins
FMEA
Control/Impact Chart
T-Test
Other
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Factor (x)
Tested
p Value Observations/Conclusion
Example: ANOVA Location 0.030
Significant factor - 1 hour driving time from DC
to Baltimore office causes ticket cycle time to
generally be longer for the Baltimore site
Example: ANOVA Part vs. No Part 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Describe any other observations about the root cause (x) data