Bonacorsi Consulting Define Master Template (09!27!07)
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Lean Six Sigma Program Name Define
Measure Analyze Improve Control
LEAN SIX SIGMA
< Last Name, First Name > Wave No: <xx> Review Date: <xx/xx/xxxx>
Lean Six Sigma Program Name Define
Measure Analyze Improve Control
LEAN SIX SIGMA
Define
Define Phase Road Map Define
Measure
Analyze
Improve
Activities
Tools
Team election and scoping • Review Project Charter • Validate High-Level Value Stream Map and Scope • Validate Voice of the Customer and Voice of the Business • Validate Problem Statement and Goals • Validate Financial Benefits • Create Communication Plan • Select and Launch Team • Develop Project Schedule • Complete Define Gate
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 • SWOT Analysis • Time Lines, Milestones, and Gantt Charting • Pareto Analysis
•
Bonacorsi Consulting
Control
•
3
Define
Project Description
Describe the project in non-technical terms
?
Define the project’s scope and boundaries (locations, products, operations, etc) Is the scope reasonable? Have key constraints and key assumptions been identified?
Where are you feeling the pain?
?
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4
Clarifying roles is a critical preliminary step for setting Improvement teams up for success!
Responsibility Grid
Decision
Cust o me r
Exec uti v Lead e er
Depl oym Cham ent pi on
Proj ec Spon t sor
Mas te Blac r kbel t
Blac kbel t
Responsibility Grid Gree nbel t
Define
1 = should be the only one to make this decision 2 = should have veto power over this decision 3 = should be one of those who votes
Charter
Define Execution
Measur e
A = has to execute B = has to assist in execution (provide information,…) C = not involved in execution
Analyze
Improve Responsibility P = Perform A = Approve R = Review
Control
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5
Define
Team Effectiveness
Ground Rules
Team Roles
Team Meeting Frequency
Tools used by Team
Team Issues (Schedule, Vacations, Availability, Communication)
Other
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6
Define
Strategy - Thought Map Are the team members identified?
Problem
Are my champions and Controller briefed?
Critical variables identified?
Has the CTQ’s been defined?
Is Y=F(X) established ?
Are the CTQ’s measurable ?
Do we have a measurement system?
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7
Can we control X’s?
Can we have dashboards on X’s?
Define
Customer Segmentation Matrix Customer Segmentation Matrix Product / Service
Customers
Potential Segments
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8
Define
Kano Analysis Chart
Ranking of Customer Needs
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9
Define
VOC Plan Process Name:
Project Name:
Created By:
Date Initiated:
Location:
Current Revision Date:
Additional Information: Customers and Segments
•
List the various customers (external) and other key stakeholders (business partners, regulatory agencies, etc.) of your process. • Are there different types of stakeholders who may have very different needs? If so, list these as different segments.
• ? • ? • ?
What You Want to Know • Develop a list of specifically what you want to know about your customers and other stakeholders needs.
•
?
• Use the following list as a guide:
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
• What are the most important process outputs (products/services)? • What is the performance level of the important outputs? • What are the problems with the outputs? What is their impact? • What do you like about _______? • What can be improved about _______? • What can be done to make your job easier? • What specific recommendations would you make to us? • How do we compare relative to our competitors? • How easy is it to do business with us?
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10
Define
VOC Plan (Cont.) Information Sources (Check the data sources that you think will be most useful) Reactive Data
Proactive Data
Complaints Problem or service hot lines Technical support calls Customer service calls Claims, credits Sales reporting Product return information Warranty claims Web page activity Other:
Interviews Focus groups Surveys Comment cards Sales visits/calls Direct observation Market research/monitoring Benchmarking Other:
VOC Collection Plan Summary
• • • • • • • • •
Summarize your plans to gather and use both reactive and proactive sources of VOC information. Indicate how much data you will get, how you will get it, and when. Include, for instance: What specific sources of data you plan on exploring The number of interviews or surveys you plan to use Which customers you will contact The amount of data you will collect - When you will start and end the data collection How you plan on analyzing the gathered information Etc.
• • • • • • • • •
? ? ? ? ? ? ? ? ?
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11
Define
Voice of the Customer (VOC) Customer
Voice of the Customer
Key Customer Issue(s)
Critical Customer Requirement
Who is the Customer?
What does the customer want from us?
We need to identify the issue(s) that prevent us from satisfying our customers.
We should summarize key issues and translate them into specific and measurable requirements
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12
Define
Voice of the Customer (VOC) Customer
“Voice of the Customer” Verbatim
<“…..”>
<“…..”>
<“…..”>
Categories: Delighters / OneDimensional / Must-Be’s <….>
Critical To Satisfaction
<….>
<….>
Questions Who are the customer focus groups?
What methods were used to capture customer needs?
What CTQ is the primary focus for this project?
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13
Critical-to-Quality (CTQ) Tree Performance attribute (Big Y)
Level 1
Level 2 (CTQ:Y) Revenue
Gross Margin
Profitability
Operating Income
Effectiveness of return
Net Income
Share
Return on assets
Supply chain responsiveness
Delivery Performance
Supply chain Delivery reliability
Define
COGS Sales General & Admin (SG&A) Corporate Taxes
Supplier on time P.O on time
Fill rate
Warehouse on time & in full shipment
Perfect order fulfillment
3PL on time Process Requirement Defect
Text>
Unit of Measure Data Type
Text>
Text> Text>
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14
Define
Quality Functional Deployment (QFD) Correlation Matrix
Importance Rating Legend
Importance Ratings Importance Ratings Strong Impact 9
#
Strong Negative
# T o tals "W h at Im p o rtan ce"
F unding Loan
Competitor Comparison: Washington Mutual Wells Fargo Countrywide Bank of America
1 Loan Approval Cycle Time 1st Call Resolution Approval to Loan Close Cycle Time
5 2 5
<= 14 days >= 75% <= 30 days
9 1 0
9 0 0
9 9 1
0 0 3
0 0 9
0 9 0
Fee (Good Faith Estimate) Accuracy Invoice Completeness Average Speed To Answer Unexpected Fees Totals "How Importance"
3 4 1 2
>= 85% 100% <= 15 sec <= $5
9 9 1 9 129
3 9 0 1 92
1 9 0 1 109
0 0 0 9 33
0 0 0 1 47
1 1 0 1 27
2
135 38 65 42 112 1 44
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15
#
"Blank" for No Correlation
C los e
VOC Prioritized Comments
Negative
Loc k Loan
11
U nderw riting
Weak Weak Impact Impact
Positive
C redit A pprov al C hec k
33
F ill O ut F orm s
Moderate Moderate Impact Impact
Strong Positive
P ro cess R eq u irem en ts
99
V O C P rio ritiz atio n R atin g
Moderate Impact 3 Strong Strong Impact Weak Impact Impact 1 "Blank" for no Impact
3
4
5
Define
Project Definition - Includes/Excludes Project Scope Includes
Excludes
What: Where: When: Who: Time: Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
16
Define
VOC - SIPOC S
I
P
O
C
Suppliers
Input
Process
Output
Customers
Providers of the required resources
Resources required by the process
(Numerical requirements on inputs) Requirements
Top level description of the activity
Deliverables from the process
(Numerical requirements on inputs) Requirements
Stakeholders
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
Start
Stop
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17
Define
Schedule
Review high-level schedule milestones here Phase Completions Gate Reviews Executive Briefing
Tollgate TollgateReview ReviewSchedule Schedule
Phase 1: Define Phase 2: Measure Phase 3: Analyze
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
Phase 4: Improve Phase 5: Control
Oct 07
Nov 07
Dec 07
Jan 08
Feb 08
Mar 08
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18
Apr 08
Define
Team Charter Resource Plan
Project Information
Tollgate Review Dates Date
Project Lead
Signoff
Define
Project Sponsor
Measure
Project Champion
Analyze
Coach
Improve Control
Team Members
Rolling Action Item List (RAIL) Meeting Date Meeting Frequency
Project Status Green (Done) Red (off-track) Yellow (WIP) Enter Key Slide Take Away (Key Point) Here
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19
Define
Project Charter Business Case
Project Scope • Process Start: <…> • Process End: <…> • In Scope: <…> • Out of Scope: <…..> • Constraints: <…>
<Explain why did you pick up this project?> Problem Statement
Key Learning's • Impacted Process: <…> • Cultural Change:<…> • Organizational Change: <…>
<Explain the pain felt by the customer> SMART Goals CTQ
Baseline
Actua l
Recommendations • Effort Replication Areas: <…>
World Benchmark
Customer Satisfaction Benefits
<Explain the benefits for the customer>
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20
Critical Path Analysis / Pert / Gantt Chart
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21
Define
Define
Business Impact
State financial impact of project
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
State financial impact of future project leverage opportunities Annual Estimate
Replicated Estimate
Revenue Enhancement
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Expenses Reduction
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Loss Reduction
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Cost Avoidance
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Total Savings
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
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22
Define
Business Impact Details
Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with cause–effect 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. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect 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. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc…)
Other Questions Stakeholders agree on the project’s 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?
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23
Define
SWOT Analysis Strength
Weakness
?
?
?
?
?
?
?
?
Long Term
Short Term
Opportunity
Threat
?
?
?
?
?
?
?
?
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24
Define
Multi-Generational Project Plan MGPP Gen1
Gen2
Gen3
Target Date Vision
Key Functionality
Technology Requirements
Target Customers
Metrics
Dependencies
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25
Process Bottleneck Identification & Workload Balancing
Define
Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint
Task Time (seconds)
Value Add Analysis - Current State 80 70 60 50 40 30 20 10 0
Takt Time = Net Process Time Available Number of Units to Process
-Takt Tim e = 55
--
---
1
2
3
4
5 6 Task #
7
8
9
10
CVA Time
BVA Time
NVA Time
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26
Define
Influence Strategy Influence Strategy Stakeholder
Issues/Concerns
Identify "Wins"
Influence Strategy
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27
Define
Communication Plan Audience
Media
Purpose
Topics of Discussion/ Key Messages
Owner
Frequency
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28
Notes/Status
Define
RACI Chart R = Responsible – The person who performs the action/task.
A = Accountable – The person who is held accountable that the action/task is completed. C = Consulted – The person(s) who is consulted before performing the action/task. I = Informed – The person(s) who is informed after performing the action/task. Step
Action/Task
Responsible
Accountable
Consulted
1 2 3 4 5 6 7 8 9 10
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29
Informed
Define
Current Status Lean Six Sigma Project Status and Planning
Key actions completed
Issues
Lessons learned
Communications, team building, organizational activities
Deliverables/Tasks Completed last week
Upcoming Deliverables/Tasks - 2 weeks out
Due
Revised Due
Comments
For deliverables due thru: Actions Scheduled for next 2 Weeks Deliverable/Action Who Due Revised Due Comments/Resolution Need Help
Current Issues and Risks Who Due Revised Due Recommended Action Need Help
Issue/Risk
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W/E:
Comments
30
Define
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log No.
Description/Recommendation
Status Open/Closed/Hold
Due Date
Last Revised: Revised Due Date
Resp
1 2 3 4 5 6 7 8 9 10
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31
Comments / Resolution
Define
Stop
Tollgate Checklist
Tollgate Review
Has the team defined the opportunity from both business and customer perspectives?
Define
Is this project important, i.e. has the project been chosen because it is in alignment with <Business Unit> 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) was 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, not expected 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 in terms of Quality, Cycle Time or Cost Efficiency? Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the business units, suppliers, external and business 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 Sponsor and 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 (business units, suppliers, external and business customers) 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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32
Define
Sign Off • I concur that the Define phase was successfully completed on MM/DD/YYYY • I concur the project is ready to proceed to next phase: Measure
Enter Name Here
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Deployment Champion
Enter Name Here
Sponsor / Process Owner
Enter Name Here
Financial Representative
Master Black Belt
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33
Bonacorsi Consulting This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C. The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law. © 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved.
Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Bonacorsi Consulting
34
Measure Analyze Improve Control
LEAN SIX SIGMA
Lean Six Sigma Program Name Define
Measure Analyze Improve Control
LEAN SIX SIGMA
Define
Define Phase Road Map Define
Measure
Analyze
Improve
Activities
Tools
Team election and scoping • Review Project Charter • Validate High-Level Value Stream Map and Scope • Validate Voice of the Customer and Voice of the Business • Validate Problem Statement and Goals • Validate Financial Benefits • Create Communication Plan • Select and Launch Team • Develop Project Schedule • Complete Define Gate
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 • SWOT Analysis • Time Lines, Milestones, and Gantt Charting • Pareto Analysis
•
Bonacorsi Consulting
Control
•
3
Define
Project Description
Describe the project in non-technical terms
?
Define the project’s scope and boundaries (locations, products, operations, etc) Is the scope reasonable? Have key constraints and key assumptions been identified?
Where are you feeling the pain?
?
Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
4
Clarifying roles is a critical preliminary step for setting Improvement teams up for success!
Responsibility Grid
Decision
Cust o me r
Exec uti v Lead e er
Depl oym Cham ent pi on
Proj ec Spon t sor
Mas te Blac r kbel t
Blac kbel t
Responsibility Grid Gree nbel t
Define
1 = should be the only one to make this decision 2 = should have veto power over this decision 3 = should be one of those who votes
Charter
Define Execution
Measur e
A = has to execute B = has to assist in execution (provide information,…) C = not involved in execution
Analyze
Improve Responsibility P = Perform A = Approve R = Review
Control
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5
Define
Team Effectiveness
Ground Rules
Team Roles
Team Meeting Frequency
Tools used by Team
Team Issues (Schedule, Vacations, Availability, Communication)
Other
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6
Define
Strategy - Thought Map Are the team members identified?
Problem
Are my champions and Controller briefed?
Critical variables identified?
Has the CTQ’s been defined?
Is Y=F(X) established ?
Are the CTQ’s measurable ?
Do we have a measurement system?
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7
Can we control X’s?
Can we have dashboards on X’s?
Define
Customer Segmentation Matrix Customer Segmentation Matrix Product / Service
Customers
Potential Segments
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8
Define
Kano Analysis Chart
Ranking of Customer Needs
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9
Define
VOC Plan Process Name:
Project Name:
Created By:
Date Initiated:
Location:
Current Revision Date:
Additional Information: Customers and Segments
•
List the various customers (external) and other key stakeholders (business partners, regulatory agencies, etc.) of your process. • Are there different types of stakeholders who may have very different needs? If so, list these as different segments.
• ? • ? • ?
What You Want to Know • Develop a list of specifically what you want to know about your customers and other stakeholders needs.
•
?
• Use the following list as a guide:
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
•
?
• What are the most important process outputs (products/services)? • What is the performance level of the important outputs? • What are the problems with the outputs? What is their impact? • What do you like about _______? • What can be improved about _______? • What can be done to make your job easier? • What specific recommendations would you make to us? • How do we compare relative to our competitors? • How easy is it to do business with us?
Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
10
Define
VOC Plan (Cont.) Information Sources (Check the data sources that you think will be most useful) Reactive Data
Proactive Data
Complaints Problem or service hot lines Technical support calls Customer service calls Claims, credits Sales reporting Product return information Warranty claims Web page activity Other:
Interviews Focus groups Surveys Comment cards Sales visits/calls Direct observation Market research/monitoring Benchmarking Other:
VOC Collection Plan Summary
• • • • • • • • •
Summarize your plans to gather and use both reactive and proactive sources of VOC information. Indicate how much data you will get, how you will get it, and when. Include, for instance: What specific sources of data you plan on exploring The number of interviews or surveys you plan to use Which customers you will contact The amount of data you will collect - When you will start and end the data collection How you plan on analyzing the gathered information Etc.
• • • • • • • • •
? ? ? ? ? ? ? ? ?
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11
Define
Voice of the Customer (VOC) Customer
Voice of the Customer
Key Customer Issue(s)
Critical Customer Requirement
Who is the Customer?
What does the customer want from us?
We need to identify the issue(s) that prevent us from satisfying our customers.
We should summarize key issues and translate them into specific and measurable requirements
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
12
Define
Voice of the Customer (VOC) Customer
“Voice of the Customer” Verbatim
<“…..”>
<“…..”>
<“…..”>
Categories: Delighters / OneDimensional / Must-Be’s <….>
Critical To Satisfaction
<….>
<….>
Questions Who are the customer focus groups?
What methods were used to capture customer needs?
What CTQ is the primary focus for this project?
Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
13
Critical-to-Quality (CTQ) Tree Performance attribute (Big Y)
Level 1
Level 2 (CTQ:Y) Revenue
Gross Margin
Profitability
Operating Income
Effectiveness of return
Net Income
Share
Return on assets
Supply chain responsiveness
Delivery Performance
Supply chain Delivery reliability
Define
COGS Sales General & Admin (SG&A) Corporate Taxes
Supplier on time P.O on time
Fill rate
Warehouse on time & in full shipment
Perfect order fulfillment
3PL on time Process Requirement Defect
Unit of Measure Data Type
Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
14
Define
Quality Functional Deployment (QFD) Correlation Matrix
Importance Rating Legend
Importance Ratings Importance Ratings Strong Impact 9
#
Strong Negative
# T o tals "W h at Im p o rtan ce"
F unding Loan
Competitor Comparison: Washington Mutual Wells Fargo Countrywide Bank of America
1 Loan Approval Cycle Time 1st Call Resolution Approval to Loan Close Cycle Time
5 2 5
<= 14 days >= 75% <= 30 days
9 1 0
9 0 0
9 9 1
0 0 3
0 0 9
0 9 0
Fee (Good Faith Estimate) Accuracy Invoice Completeness Average Speed To Answer Unexpected Fees Totals "How Importance"
3 4 1 2
>= 85% 100% <= 15 sec <= $5
9 9 1 9 129
3 9 0 1 92
1 9 0 1 109
0 0 0 9 33
0 0 0 1 47
1 1 0 1 27
2
135 38 65 42 112 1 44
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15
#
"Blank" for No Correlation
C los e
VOC Prioritized Comments
Negative
Loc k Loan
11
U nderw riting
Weak Weak Impact Impact
Positive
C redit A pprov al C hec k
33
F ill O ut F orm s
Moderate Moderate Impact Impact
Strong Positive
P ro cess R eq u irem en ts
99
V O C P rio ritiz atio n R atin g
Moderate Impact 3 Strong Strong Impact Weak Impact Impact 1 "Blank" for no Impact
3
4
5
Define
Project Definition - Includes/Excludes Project Scope Includes
Excludes
What: Where: When: Who: Time: Enter Key Slide Take Away (Key Point) Here Bonacorsi Consulting
16
Define
VOC - SIPOC S
I
P
O
C
Suppliers
Input
Process
Output
Customers
Providers of the required resources
Resources required by the process
(Numerical requirements on inputs) Requirements
Top level description of the activity
Deliverables from the process
(Numerical requirements on inputs) Requirements
Stakeholders
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Start
Stop
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Define
Schedule
Review high-level schedule milestones here Phase Completions Gate Reviews Executive Briefing
Tollgate TollgateReview ReviewSchedule Schedule
Phase 1: Define Phase 2: Measure Phase 3: Analyze
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
Phase 4: Improve Phase 5: Control
Oct 07
Nov 07
Dec 07
Jan 08
Feb 08
Mar 08
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Apr 08
Define
Team Charter Resource Plan
Project Information
Tollgate Review Dates Date
Project Lead
Signoff
Define
Project Sponsor
Measure
Project Champion
Analyze
Coach
Improve Control
Team Members
Rolling Action Item List (RAIL) Meeting Date Meeting Frequency
Project Status Green (Done) Red (off-track) Yellow (WIP) Enter Key Slide Take Away (Key Point) Here
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Define
Project Charter Business Case
Project Scope • Process Start: <…> • Process End: <…> • In Scope: <…> • Out of Scope: <…..> • Constraints: <…>
<Explain why did you pick up this project?> Problem Statement
Key Learning's • Impacted Process: <…> • Cultural Change:<…> • Organizational Change: <…>
<Explain the pain felt by the customer> SMART Goals CTQ
Baseline
Actua l
Recommendations • Effort Replication Areas: <…>
World Benchmark
Customer Satisfaction Benefits
<Explain the benefits for the customer>
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Critical Path Analysis / Pert / Gantt Chart
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Define
Define
Business Impact
State financial impact of project
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
State financial impact of future project leverage opportunities Annual Estimate
Replicated Estimate
Revenue Enhancement
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Expenses Reduction
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Loss Reduction
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Cost Avoidance
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
Total Savings
• Type 1: ? • Type 2: ? • Type 3: ?
• Type 1: ? • Type 2: ? • Type 3: ?
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Define
Business Impact Details
Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with cause–effect 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. source of data, clear Operational Definitions?) Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with cause–effect 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. project is driven by the Business strategy?) Assumption #2 (i.e. Customer service rating, employee moral, etc…)
Other Questions Stakeholders agree on the project’s 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?
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Define
SWOT Analysis Strength
Weakness
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Long Term
Short Term
Opportunity
Threat
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Define
Multi-Generational Project Plan MGPP Gen1
Gen2
Gen3
Target Date Vision
Key Functionality
Technology Requirements
Target Customers
Metrics
Dependencies
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Process Bottleneck Identification & Workload Balancing
Define
Takt Rate Analysis compares the task time of each process (or process step) to: Each other to determine the time trap Customer demand to determine if the time trap is the constraint
Task Time (seconds)
Value Add Analysis - Current State 80 70 60 50 40 30 20 10 0
Takt Time = Net Process Time Available Number of Units to Process
-Takt Tim e = 55
--
---
1
2
3
4
5 6 Task #
7
8
9
10
CVA Time
BVA Time
NVA Time
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Define
Influence Strategy Influence Strategy Stakeholder
Issues/Concerns
Identify "Wins"
Influence Strategy
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Define
Communication Plan Audience
Media
Purpose
Topics of Discussion/ Key Messages
Owner
Frequency
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Notes/Status
Define
RACI Chart R = Responsible – The person who performs the action/task.
A = Accountable – The person who is held accountable that the action/task is completed. C = Consulted – The person(s) who is consulted before performing the action/task. I = Informed – The person(s) who is informed after performing the action/task. Step
Action/Task
Responsible
Accountable
Consulted
1 2 3 4 5 6 7 8 9 10
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Informed
Define
Current Status Lean Six Sigma Project Status and Planning
Key actions completed
Issues
Lessons learned
Communications, team building, organizational activities
Deliverables/Tasks Completed last week
Upcoming Deliverables/Tasks - 2 weeks out
Due
Revised Due
Comments
For deliverables due thru: Actions Scheduled for next 2 Weeks Deliverable/Action Who Due Revised Due Comments/Resolution Need Help
Current Issues and Risks Who Due Revised Due Recommended Action Need Help
Issue/Risk
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W/E:
Comments
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Define
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log No.
Description/Recommendation
Status Open/Closed/Hold
Due Date
Last Revised: Revised Due Date
Resp
1 2 3 4 5 6 7 8 9 10
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Comments / Resolution
Define
Stop
Tollgate Checklist
Tollgate Review
Has the team defined the opportunity from both business and customer perspectives?
Define
Is this project important, i.e. has the project been chosen because it is in alignment with <Business Unit> 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) was 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, not expected 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 in terms of Quality, Cycle Time or Cost Efficiency? Does a financial business case exist, explaining the potential impact (i.e. measured in dollars) of the project on the business units, suppliers, external and business 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 Sponsor and 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 (business units, suppliers, external and business customers) 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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Define
Sign Off • I concur that the Define phase was successfully completed on MM/DD/YYYY • I concur the project is ready to proceed to next phase: Measure
Enter Name Here
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Deployment Champion
Enter Name Here
Sponsor / Process Owner
Enter Name Here
Financial Representative
Master Black Belt
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Bonacorsi Consulting This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C. The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law. © 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved.
Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. Bonacorsi Consulting
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