LSS Improve Tollgate Templates

Lean Six
Sigma
Improve
Phase
Tollgate
Review
Improve
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
Analyze Overview
Hypothesis Tests
Value-Add Analysis
Tools Used
Root Cause / Effect
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
Enter Key Slide Take Away (Key Point) Here

To-Be Process Map

Client Mgr
Client HR
Notify HR of
employee exit date
Avg. Cycle
time = 0
days
Places information into HR

EXIT database
Utilize web tool to

submit a delete request
to vendor
Client
Contact
NT
Admin
Access database
daily
Avg. Cycle
time = 1
day
Create Work
Request
Email
Vendor
Avg. Cycle
time = 1
day
Delete account
Admin closes work request and

manager notified
Avg. Cycle
time = 1
day
Avg. Cycle
time = 1
day
Admin

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
__________________________________________________________

FMEA
Risk Analysis recommended actions (Key Speaking Points)

Rating Index
Total Current RPN Risk

Value Stream Map (VSM)

Future State
Information
Flow
Sources of Value
Supplier
Customer
<Step1>
<Step3>
<Step3>

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

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?

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

10
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities

11
Improve Summary
Solution Selection Criteria

How the solution was determined:
What was the solution selection tool used?
What project management tools were used?
Cost/benefit analysis?
Include any other tools or methods used
Pilot and Implementation Plan

1.
2.
3.
4.
5.
?
?
?
?
?

12
Sign Off
I concur that the Improve 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

13
Tollgate Reviews
Backup Slides
Go Forward
ld
o
H
t
l
Ha
M Wait - Go Back
A
I
C
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

15
Measure Overview
Process Capability
Graphical Analysis
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
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Tools Used
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

16
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?
17
17
Improve
Tollgate Checklist
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?
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
Stop
Deployment
Management
System
Tollgate
Review
Has the team developed improvement solutions for the critical Xs, piloted the solution
and verified that the solution will solve the problem?
18
Control
Tollgate Checklist
Has the team prepared all the essential documentation for the improved process,
including revised/new Standard Operating Procedures (SOPs), 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 Owners 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?
Deliverables:
SOPs
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
Stop
System
Tollgate
Review
Has the team implemented the solution, and a control plan to insure the process is
robust to change?
19
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

International Standards for Lean Six Sigma
20
Evaluating Solutions
Against Criteria (Optional)
Example: Independent Solutions
Solutions
Solution A
Solution B
Solution C
% Contribution of Root Cause to Process Deficiency

Root Cause #1
40%
Root Cause #2
25%
Root Cause #3
20%
Root Cause #4
10%
80%
20%
80%
30%
250
100%
200
80%
150
60%
100
40%
50
20%
0%
100%
Solution D
Solution E
20%
5%
#1
#2
#3
#4
Root Causes
Solution A = a 32% reduction in defects (80% of 40%)

Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%)
Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%)
Implementing Solutions A & B achieve a 53% reduction in defects.
(Assumes no interaction effects of the solutions)
Original goal is a 50% reduction.

21
Design of Experiments
(DOE) Results (Optional)
Main Effects Plot (data means) for Mean
Training Dollars
60
J ets
45
Mean of Mean
30
15
0
-1
-1
Employees
60
1
%Overbooked
45
30
15
0
-1
-1
The number of Employees is the biggest

driver for Mean Time Late
Employee is the only statistically significant factor for

Mean besides the constant term. All other main effects
& 2-way interactions have a p-value > 0.05.
Ymean=f(x) equation is:

Pareto Chart for
Mean Time Late
Ymean = -27.97(Employee) + 29.64

Number of Employees is the only significant
factor for Mean - Time Late

22
Pugh (Selection) Matrix

(Optional)

23
Benefit-Effort Matrix
(Optional)
Benefit
Highly Desirable Opportunities

Projects in upper left are the most
desirable projects.
High
16
7
12
Med
4
17
13
10
Potential Quick Hits

Possibility for Kaizen event or small GB
project
Low
11
14
5
Low
Potentially Desirable Opportunities

Projects in the upper right are potentially
desirable, but usually require more
analysis to ensure good decision making.
15
Med
High
Least Desirable Opportunities

Projects in the lower right are the least
desirable.
Effort

24
Stakeholder Analysis
(Optional)

25
Influence Strategy
(Optional)

26
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%
27
Pull System
(Optional)
1. Always pull stock from bin with GREEN card if it
is there.
2. Store/supply room replaces stocked items and
switches RED card to items just replaced.
3. The cards are attached to magnetic strip labels
(for ease of movement for resizing).
Bin 1
Order Cards
Bin1Bin
1 2 Bin 1 Bin 2 Bin 1 Bin 2
Bin
2-Bin
Mailbox
Bin
Bin 1
1 Bin
Bin 2
2
Bin
1
Bin
2
Bin
1
Bin
2
Bin
1
Bin
2
Bin 1Bin 2
Bin 1
Bin 1 Bin 2 Bin 1
Bin 1Bin 2 Bin 1 Bin 2 Bin 1 Bin 2

28
Setup Reduction
(Optional)

29
PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?
Plan
Do
Check
Act

30
5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
31
Kaizen
(Optional)
Typical Kaizen Weekly Schedule

32
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)

33
Key Buying Factor Analysis

(Optional)

34
Pilot Plan
(Optional)
Pilot Test
Hand-Chek/
Hot-Chek
Interface
Test
Check-in
Verification
Test
Description
Test Team
Schedule
Sample Check-in Data entered in Hand-Chek

device
Sample Data Sets Transmitted to Hot-Chek
System All Hotel Floors, All Hotel Rooms
Confirmation Data Received from Hot-Chek to
Hand-Chek Device All Hotel Floors &Rooms
Data Set Entry Accuracy

< 3.4 DPMO
Data Time < 6 Sec
Data Transmission/
Accuracy < 3.4 DPMO
SB, plus
Hot-Chek
tech rep
Start 3/1
Complete
3/3
Sample Guest Data Entered in Hot-Chek System

(variety of room requirements)
Guests (Hotel Employees) Walked Through
Check-in Process (90% Pre-Registered, 10%
Non-Pre-Registered)
Volume Stress Test Simulated Arrival 20
Guests in a Tour Bus
Process Measurements recorded via Observer
(see Design Scorecard); Guest Observations
Recorded.

< 3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy <
3.4 DPMO
Design Scorecard CCRs
SB, + 6
Check-in
Staf
Start 3/6
Complete
3/7
25 Guests invited to experience hotel check-in

Guests pre-registered with their room
requirements in Hot-Chek system.
Guests Walked Through Check-in Process (90%
Pre-Registered, 10% Non-Pre-Registered)
Process Measurements recorded via Observer
(see Design Scorecard)
Guests Debriefed Following Experience.

< 3.4 DPMO
Data Set Entry Time < 6
Seconds
Data Set Transmission/
Reception Accuracy <
3.4 DPMO
Design Scorecard CCRs
SB, + 6
Check-in
Staf
Start 3/10
Complete
3/10
Check-in
Validation
Test
Success Criteria

35
Verify Pilot Results

(Optional)
Measurement Plan:
Plan
Target
Measure
Pilot
CTQs
Process time
1 minute
0.5 min.
CTQs
Data Transmission
Accuracy
< 3.4 DPMO
100 DPMO
Pilot Observations:
Comments
0.05 min.
1) Data Reception Weak 12th Floor, SW Rooms
2) Data Entry Sequence Confusing

GAP Analysis/Root Causes:
1) Insufficient radio transceivers, 12th Floor
2) Order of questions confusing staff

Follow-up Actions:
1) Add four more radio transceivers
2) Resequence guest questions

36
Summarizing Pilot
Conclusions (Optional)
Once all the pilot data has been collected and the results verified, the team can
determine the next steps toward solution implementation. Only after an objective and
comprehensive assessment of the pilot can responsible next step decisions be
made.
Some questions a team should ask upon the completion of a pilot to help guide them
toward identification of the proper next steps are:
Did pilot have anticipated results?
Was the plan for conducting the pilot effective?
What improvements can we make to the solution?
Can the solution be implemented as-is? Should it be?
Can the solution remain in place at the pilot location?
What lessons learned and best practices can we apply during solution implementation?
Did the solution achieve the required design goals?

37
Kaizen
Action Workout (Optional)
Planning
Execution
Before
GraphicalAnalysis
RootCauses/QuickWins
Root cause:
Quick
Root cause:
Quick
Win #1
Win #2
Root cause:
Quick
After
Win #3

38
Technical-Political-Cultural
TPC Analysis (Optional)

39
Multi-Generational Project
Plan (Optional)

40
Cost/Benefit Analysis
(Optional)
Identify the various solution options

Describe the Type 1 solution $ gained from the expected process
improvement
Calculate the total cost of ownership to fully implement the solution

41

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Lean Six

Lean Six Sigma

Stream Map Flow

Value Stream Mapping

Kaizen Events Targeted in Measure to Accelerate Results

Root Cause / Effect

Value Add Analysis

Enter Key Slide Take Away (Key Point) Here

To-Be Process Map

Places information into HR

Utilize web tool to

Admin closes work request and

Enter Key Slide Take Away (Key Point) Here

Quick Win Documentation

Process Lead: ___________________

Process Owner: ______________________ Start Date: ______________

Root Cause: _________________________________________________

Enter Key Slide Take Away (Key Point) Here

Risk Analysis recommended actions (Key Speaking Points)

Enter Key Slide Take Away (Key Point) Here

Value Stream Map (VSM)

Enter Key Slide Take Away (Key Point) Here

State financial impact of future project leverage opportunities

Enter Key Slide Take Away (Key Point) Here

Business Impact Details

Assumption #1 (i.e. Labor rate used, period of time, etc)

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

Assumption #1 (i.e. project is driven by the Business strategy?)

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Enter Key Slide Take Away (Key Point) Here

Solution Selection Criteria

Pilot and Implementation Plan

Enter Key Slide Take Away (Key Point) Here

Enter Name Here

Green Belt/Black Belt

Enter Name Here

Enter Name Here

Enter Name Here

Enter Key Slide Take Away (Key Point) Here

Shift mean, variance, or both?

Should impact cost, time, quality dimensions

Specific, Measurable, Attainable, Resource

State financial impact of project

Tollgate Review Schedule

Review high-level schedule milestones here:

Enter Key Slide Take Away (Key Point) Here

Root Cause / Quick Win

Detailed process mapping

Time Series Plot

Enter Key Slide Take Away (Key Point) Here

Prioritized List of Validated

List of Potential Root causes

Additional Quick Wins, if

What techniques were used to generate ideas for potential solutions?

Lean Six Sigma

Define the opportunity from both the customer

Understand the baseline process

Identify the critical X factors

Enter Key Slide Take Away (Key Point) Here

% Contribution of Root Cause to Process Deficiency

Solution A = a 32% reduction in defects (80% of 40%)

Enter Key Slide Take Away (Key Point) Here

The number of Employees is the biggest

Process Owner: ________ Start Date: