WORKBOOK PROJECT DOCUMENTATION

Workbook / Project documentation
„Project Title“
Status Date:
Sponsor: „Name“
Black Belt: „Name“
Team: „Names“
Project Start: „Date“
Content (1/2)
 Lean Six Sigma Roadmap
 Define  Analyse
 Define Roadmap……………………………. 6
 MGPP........................................................ 8  Analyse Roadmap…………………………
 Project Charter……………………………… 9 32
 Project Plan………………………………. 10  Analysis of potential causes……………...34
 Project Tracking Report…………………... 11
 Output/Process/Input Matrix……………...
 RACI………………………………………... 12
 SIPOC…………………………………….... 13
35
 Customer Segmentation……………….….14  Cause & Effect Matrix…………………….
 VOC’s/VOB’s to CTQ’s (CCR’s)……….… 15 36
 CTQ selection/prioritisation…... ……….….16  Process FMEA……………………………..
 Process Map/VSM/Swim Lane Diagram...17 37
 CVA, BVA, NVA Process Steps……….… 18
 Stakeholder Analysis……………………...19
 Measurement Assessment……………….
 Communication Plan………………………20 38
 Define Tollgate…………………………..... 21  Regression & correlation………………….
39
 Measure
 Measure Roadmap……………………….. 23  One-and-two-way ANOVA……………….
 Selection of Key Output Measures……… 25 43
 Data Collection Plan……………………… 26  List of main causes………………………..
 MSA………………………………………… 27 46
 Process Capability Cp and Cpk…………. 28  Analyse deliverables & checklist…………
 Calculation SQL based on DPMO………. 29
47
 Measurement Tollgate………………........ 30
 Analyse Tollgate…………………………...
53
BB Name/Project name 2 Status Date: Year-Month-Day

Content (2/2)
 Improve  Control
 Improve roadmap………………………….  Control – Roadmap..................................
55 68
 Solution Selection…………………………  Process Control
56 ....................................... 69
 Design of Experiments (DOE)……………  Control plan.............................................
62 74
 Pilot Planning………………………………  Project Documentation Package..............
63 79
 Risk Assessment………………………….  Project commissioning……………………
65 83
 Improve checklist………………………….  Control checklist......................................
66 84
 Improve Tollgate…………………………...  Control Tollgate.......................................
70 92
 Sustain (Project close-out)

 Timeline for Project Closeout...................
94
 Sustain checklist......................................
95

Lean Six Sigma for Service Road Map
Define Measure Analyze Improve Control
Activities
• Identify Problem • Identify Key Input, Process and • Propose Critical X’s • Develop Potential Solutions • Develop SOP’s, Training Plan
• Complete Charter Output Metrics • Prioritize Critical X’s • Develop Evaluation Criteria & & Process Control System
• Develop SIPOC Map • Develop Operational Definitions • Conduct Root Cause Select Best Solutions • Implement Process
• Map Business Process • Develop Data Collection Plan Analysis on Critical X’s • Evaluate Solution for Risk Changes and Controls
• Map Value Stream • Validate Measurement System • Validate Critical X’s • Optimize Solution • Monitor & Stabilize Process
• Gather Voice of the • Collect Baseline Data • Estimate the Impact of • Develop ‘To-Be’ Process Map(s) • Transition Project to Process
Customer & Voice of the • Determine Process Each X on Y and High-Level Implementation Owner
Business Performance/Capability • Quantify the Opportunity Plan • Identify Project Replication
• Develop CCR’s & CBR’s • Validate Business Opportunity • Prioritize Root Causes • Develop Pilot Plan & Pilot Solution Opportunities
• Finalize Project Focus • Calculate Financial Benefits
Tools
• Pareto Charts • SIPOC Map • Pareto Charts • Brainstorming • Control Charts
• Project Selection Tools • Operational Definitions • C&E Matrix • Benchmarking • Standard Operating
• PIP Management Process • Data Collection Plan • C&E/Fishbone Diagrams • Process Improvement Procedures (SOP’s)
• Value Stream Map • Statistical Sampling • Brainstorming Techniques • Training Plan
• Various Financial Analysis • Measurement System Analysis • Detailed ‘As-Is’ Process Maps • Line Balancing • Communication Plan
• Charter Form (MSA), Gage R&R • Basic Statistical Tools • Process Flow Improvement • Implementation Plan
• Stakeholder Analysis • Constraint Identification • SupplyChainAccelerator • Replenishment Pull • Visual Process Control
• Communication Plan • Setup Reduction Analysis • Purchasing and Sales Strategy • Process Control Plans
• SIPOC Map • Generic Pull • Non Value-Added Analysis • Poka-Yoke • Project Commissioning
• High-Level Process Map • Kaizen • Hypothesis Testing • FMEA • Project Replication
• Non-Value Added Analysis • TPM • FMEA • Solution Selection Matrix • Plan-Do-Check-Act Cycle
• VOC and Kano Analysis • Control Charts • Box Plots • ‘To-Be’ Process Maps
• RACI and Quad Charts • Process Capability, Cp & Cpk • Interaction Plots • Piloting and Simulation
• Simple & Multiple Regression
• ANOVA

Define Define Measure Analyse Improve Control
Project Identification
and Selection Tollgate
 Strategy Stop
 Customer
Team  Financial
Launch  Process
Communication Plan
Scope Clarification Communications Plan
Validate Project Charter Communication Desired What Do Current Communications Timing Who Prepares
S I P O C
Stakeholder Objective Response They Already Attitudes Channel and Delivers
Know?
Stakeholder Analysis
•1 •5
Customer Needs CCR/Measure LSL USL Priority
Voice of the Customer

and
Voice of the Business Translate VOC to
Requirements
Customer Key Customer Customer
Comment Issue Requirement
“I hate filling out this Takes too long long to The form takes less than
form.” fill it out five minutes to complete
“I don’t understand this Ambiguous instructions 99% of all forms filled out
jargon.” are completed correctly
the first time (no defects)

Define – Roadmap
Define Measure Analyse Improve Control
 Identify Problem – Through the Project Selection

process, Business Leadership identifies an area of
opportunity.
 Complete Charter – Project Sponsor leads an effort to

complete the Project Charter. A Black Belt is assigned and
a Project Team launched.

Define – Roadmap (Cont.)
 In Validation of Project Charter (validate or develop the following

elements):
 SIPOC Map – A basic tool for project/process scope definition
 Process Map – Complete a high-level process map for the process
undergoing analysis (includes Non-Value Added analysis)
 Value Stream Map – Complete a Value Stream map for the same process
to allow deeper analysis
 Gather Voice of the Customer & Voice of the Business – Gather the
fundamental process performance requirements/needs (Quality, Speed, Cost)
from our Customers and Process Owner
 Develop CCRs and CBRs – Finalize and prioritize Critical Customer (CCR’s)
and Business (CBR’s) Requirements (the process Y’s)
 Finalize Project Focus – Modify Project Charter to incorporate
information during Project Charter validation
 Complete Define Gate Review
Multi Generation Project Plan
Multi-Generation Project Plan (MGPP)

Generation 1 Generation 2 Generation 3
Vision Text Text Text
Process Text Text Text

Generation
Platforms / Text Text Text

Technology

Project Charter
Business Impact Opportunity or Problem Statement

• Why should we do this? What is the benefit? • What “pain” are we or our customers experiencing?
• How does this project align with the business strategy? • What is wrong or not working?
• What is the quantified value of the project ($$$)? • Why do we think we can generate the value proposition
described in the Business Impact?
Goal Statement Project Scope

• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
steps of the process or parts of a system)?
• Specifically, what are we going to do and deliver?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? Define Y = f(x) • What is not within scope?
Project Plan Team Selection

• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What is their role?
• What are the major milestones (tollgates? • How much of their time will be dedicated to the project?

Project Plan
 MS Excel-Chart or MS Project

Project Tracking Report (Issue log)
 Excel-Chart
Lean Six Sigma Project Issue Log

Last Revised: 1/14/2003
No. Description/Recommendation Status Due Date Revised Due Resp Comments / Resolution
Open/Closed/ Date
Hold
e
1
pl
m
3
x a
5
6 E
7

RACI
 Excel-Chart

SIPOC
Suppliers Inputs Process Outputs Customers

• Deployment • High potential • Completed • Black Belt
Manager &
Leadership
project
opportunity
Start Draft Project
Charter
Candidate
Team identified
Sponsor
Training
Assigned
Project
Selection
pl e Developing
m
Charter
x a
E Stop

Customer Segmentation
Internal or
Customer External? Segments/Description Priority

VOC’S/VOB’s to CTQ’s
Voice of Customer Input Key Customer Issue Customer Requirement (CTQ)
Actual Customer Statements The Real Customer Concerns, The Specific, Precise and
and Comments Values or Expectations Measurable Characteristic
• “I want to talk to the right • Wants to talk to the right person • No additional menu items on
person and don’t want to wait quickly voice system
on hold too long” • Customer reaches correct
pl e person the first time within 30

seconds
am
E x

CTQ selection / prioritization
 Excel-Diagram or Kano Analysis and conclusions
10.0
 Key Buying Factor Analysis 9.0
 Formal customer survey 8.0
7.0
 Force ranks the requirements
s
6.0
l e
5.0
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Kano Analysis
od
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
Sp
el
Pr
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customer requirements x
 Good “first cut” technique to evaluate relative importance of
E Exciting
Quality
 Segments by “type of quality”/customer expectation
Expected
Normal
Quality
Quality

Process Map, VSM, Swim Lane diagr.
 At least one of the three mentioned Management
Task Manager HAL Task Manager

(Hiring Accountability Lister)
Typical Order Fulfillment Process
Sales Order Entry Warehousing Transportation
Is Does
Custom er Places Yes Send order to Yes Pick product for No Custom er Receives
Is order Custom er Ship Order
Order Product Order
correct? warehouse for
Available?
order have other Various methods
picking
shipm ents?
No No
Yes
New Employees
Call Custom er
and make Report Weekly
Int. Source
corrections. No
Will Custom er JobNet
allow
consolidated 1
shipm ents?
Int. Cand. Avail.
Yes Request Prep Unit Review Funct. Review Interview Offer NEO
Consolidate Orders 17 days
Input to HAL In HAL HAL HAL HAL HAL
Manufacturing Operations 1 5
Serial
1
HRS 0%
0
4
Complex
5
Serial
3
HRS
s
Need a person Request Completed Received in Funct. Resumes to H Mgr Candidate Chosen Accept received
Can Ext. Source
No 6 days 11 days 4 days 14 days 7 days 18 days
Will product Is production production No Internet
No Will Custom er No
Cancel Order
e
be available scheduled to m anufacture 87% 44%/52% scrap 23% 11% 8% 36%
accept 1
before order m anufacture product in
l
backorders? 0 4 1 1 (Meeting) 4 0
ships? product? tim e for Rec. by Sourcer
Yes shipping? Yes
Yes Yes
Trigger 8 days
p
Process Cycle Time 0%
Place order on hold Expedite Rework % 0
until product m anufacturing 10 days
available schedule # of Approvals
75 days
m
1 dy 2 dy 0 dy 3 dy 0 dy 0 dy 4 dy
6 dy 10 dy 2 dy 17 dy 5 dy 14 dy 7 dy 14 dy
x a
E

CVA, BVA, NVA Process steps
 Excel-Chart
Process Time Customer Value Add Business Value Add Non-

Non-Value Added
Queue 18.3
Sort & Collate Record 0.9
Queue 3.8
Review Record 0.6
Code Record 1.9
l e
Queue 4.0
p
Inspect Coding 1.0
m
Identify Billables 0.6
a
Inspect Billables 0.8
x
Queue 53.3
E
Print Billables 1.1
Queue 2.5
Assign Charges 0.7
Print Draft Bill 1.2
Inspect Charges 0.3
Queue 5.3
Create Bill 0.9
Inspect Bill 0.2
Total Cycle Time 97.4

Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=1, 0=2, -=3)
Project (H,M,L) (list)
nl y
e o
us
al
ern
int
or
F
Communication Plan
Topics of
Audience Media Purpose Discussion/ Owner Frequency Notes/Status
Key Messages
nl y
e o
us
al
ern
int
or
F
Define Tollgate
Tollgate Questions Checklist (Provided to Project Sponsor)
 Does a business case exist, explaining the  Who are the customers? What are their
potential impact of the project on requirements? Are they measurable? How
customers, profits, and its relationship to were the customer requirements determined?
business strategies?
 Who is on the team? Are they the right
 What is the problem statement – detailing resources and has their required time
(when) the problem has been seen, (what) commitment to the project been confirmed?
is the problem, what is the (magnitude) of
 Who are the key stakeholders? How will they
the problem and what is the (impact or
be involved in the project? How will progress
consequence) of the problem. Does the
be communicated to them?
problem statement focus on symptoms only
(not causes or solutions)?  What does the high level project plan look
 Does a goal statement exist that defines the like? What are the key milestones?
results expected to be achieved, with  What have been the key lessons learned to
measurable targets? What is the Y=f(X)? date? What kinds of barriers/obstacles will
 Is the project scope reasonable? Have need assistance to be removed? Has the
development of a risk mitigation plan to deal
constraints and key assumptions been
with the identified risks been developed?
identified?

Measure Define Measure Analyse Improve Control
Tollgate
Develop Measures
Focus Project - Value Stop
Stream Mapping
I P O CUSTOMER
Phone Call
Order Mgmt Supervisor
Weekly Update
Service lead time = 384 min
Customer call time = 24 min
Sigma Quality Level

Phone Call
Input Process Output

Order Mgmt
Screen for Acct Mgr
Manual Update
P/T = 3 min SUPPLIERS
Lost calls=10% 1. Determine number of defect

• Based on process Volume=1200
O= 3
2-5
days
opportunities per unit

Large
and Y=f(X)
Business
2. Determine number of units

Small
Business
Order Mgmt
4
Customer
Info
4
Order Mgmt
Product
Need
Order Mgmt
4
Pricing
Order Mgmt
4
Shipping
Info 10
DIST
Pick
Pack & Ship
processed N= 100
20 Orders
P/T = 2 min P/T = 6 Min P/T = 6 Min P/T = 2 Min P/T = 120 Min
Error Rate=2% Error Rate=0% Error Rate=2% Error Rate=1% Error Rate=1%
3. Determine total number
Y = f(x) D= 19
Home Volume=800 Volume=800 Volume=800 Volume=800 Volume=1200
5 min 240 min

of defects made
D
3 min 2 min 6 min 6 min 2 min 120 min
1
Input Process Output 4. Calculate Defects
per Opportunity DPO = = 0.063
NxO
x x x 5. Calculate DPMO
x x Y DPMO = DPO x 1,000,000 = 63,333
x
Gather Data -
Sampling 6. Look up the Sigma in the
Sigma Quality Level = ~3
Sigma Table (next slide)
Strategy and Data Collection Plan
Wasteful Energy Habits Week 1 Week 2 Week 3 Total
Long showers 6
Validate Measurement Lights left on 11
System
Windows left open 3
AC set below 72
o
5 Determine Process Capability
Door left open 13
Total 15 12 11 38
Sampling From a Population

Parameters:
 Entire
Population
of Data Sample
Analysis
Statistical Statistics:
Inference X, S, etc.

Measure – Roadmap
 Identify Key Input, Process and Output Metrics – Identify
what metric information must be gathered to determine what
are the ‘root causes’ of current process performance
 Develop Operational Definitions – Clearly define each

metric, for which information will be gathered, to provide clarity
 Develop Data Collection Plan – Develop a formal Data

Collection Plan, including ‘stratification’ factors to assist in the
Analyze Phase
 Validate Measurement System – Validate that the

measurement system output is meaningful (ensure integrity of
the gathered data)

Measure – Roadmap (Cont.)
 Collect Baseline Data – Gather baseline information on
identified metrics (Voice of the Process – VOP), per the Data
Collection Plan
 Determine Process Performance/Capability – Compare the

Voice of the Process (VOP) to the Customer (VOC) and Business
(VOB) requirements. The difference is the ‘Gap’ or opportunity
for the project.
 Validate Business Opportunity – Modify the Project Charter,

as necessary, to reflect differences between the measured ‘Gap’
and the objectives identified in the Project Charter.
 Conduct Measure Gate Review

Selection of Key Output Measures
 Excel-Chart
pl e
am
E x

Data Collection Plan
 Excel-Chart
What? Why? Who? How? When? Where?
(1) (2) (3) (4) (5) (6) (7) (8)
Measure Output/ Continuous/ Operational Responsi- Data Date/Time Source/

Process/ Input Discrete Definition bilities Collection Intervals Location
•What it is...
•A clear, precise description of the factor being
measured
•Why it’s critical...
•So each individual “counts” things the same
way
•So we can plan how to measure effectively
•To ensure common, consistent interpretation of
results
•So we can operate with a clear understanding
and with fewer surprises

MSA
 Minitab-Charts and conclusions
pl e
am
E x

Process Capability Cp and Cpk
 Minitab-Charts and conclusions
pl e
am
E x

Calculating Sigma Quality Level Based on
DPMO
1. Determine number of defect or error

opportunities per unit O=
2. Determine number of units N=

processed
3. Determine total number D=

of defects made
4. Calculate Defects D
DPO = =
per Opportunity NxO
5. Calculate DPMO DPMO = DPO x 1,000,000 =
6. Look up the S.Q.L. in the Sigma Quality Level =

Table

Measure Tollgate
 Has a Value Stream Map been completed  Has a clear, reasonable choice been made
to better understand the process and between gathering new data or taking
problem, and where in the process the advantage of existing data already
root causes might reside? collected by the organization?
 Has the team identified the specific input  Has the team developed and tested data
(x), process (x), and output (y) measures collection forms or check sheets which are
needing to be collected for both easy to use and provide consistent,
effectiveness and efficiency categories complete data?
(I.e. Quality, Speed and Cost measures)?
 Has an appropriate sample size and
 Has the measurement system been sampling frequency been established to
checked for repeatability and ensure valid representation of the process
reproducibility, potentially including we’re measuring?
training of data collectors?
 Has baseline performance and process
 Has the team developed clear, capability been established? How large is
unambiguous operational definitions for the gap between current performance
each measurement and tested them with and the customer requirements?
others to ensure clarity and consistent
interpretation?

Analyze Define Measure Analyse Improve Control
Cause & Effect

Diagram Tollgate
Stop
Root Cause
Validation
Narrow list to Prioritized
Value-Added Analysis Potential Critical Root Causes
X’s or Root Causes
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DOE/Simulation

Analyze – Roadmap
 Propose Critical X’s – Propose possible hypothesis’ for the

current state process performance
 Prioritize Critical X’s – Sort and reduce the hypothesis list by

those unlikely to be valid or impossible/unrealistic to validate
 Conduct Root Cause Analysis on Critical X’s – Conduct

statistical (or other) analysis to establish a mathematical
relationship between the ‘Potential Critical X’s’ and the current
process performance, the Y’s.
 Validate Critical X’s – For those hypothesis validated through

statistical methods, validate the statistical result in the ‘real
world’

Analyze – Roadmap (Cont.)
 Estimate the Impact of Each X on Y – Establish the

magnitude of the impact for each ‘Critical X’ on each process
performance metric, the Y’s.
 Quantify the Opportunity – Financially quantify the

opportunity for each Validated Root Cause, should the root
cause be able to be eliminated.
 Prioritize Root Causes – Rank the Root Causes based on their

financial opportunity.
 Complete Analyze Gate Review

Analysis of potential causes
 Power Point or Visio drawing
Man Machine Material
Problem/
Why
Mother
Method Measurement
nature
1. Asking five times ‘Why?’ for each X to determine the root causes
2. Determine the variable X’s (Constant, Noise, Variable)

Output/Process/Input Matrix
 Excel-Chart
CTQ’s Output measure Y’s Process- and Input measures X’s

Cause & Effect Matrix
 Excel-Chart
<<<<Process Outputs
<<<<<<<<Importance
Process Step ----- Process input ----- --------- Correlation of Input to Output --------- --------- Total ---------
0
0
0
0
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0
p
0
0
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0
0
a
0
x
0
E
0
0
0
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0
0
0
0
0
0
0
0

Process FMEA
 Excel-Chart
POTENTIAL
FAILURE MODE AND EFFECTS ANALYSIS
Rev. (PROCESS FMEA) FMEA Number:
Item: Process Responsibility: Prepared by:
Key Date Date (Orig.)
Team: Date (Rev.)
Potential O D
Process Potential Potential S Cause(s)/ c Current e R. Recommended Responsibility Action Results
Function/ Failure Effect(s) of e Mechanism(s) c Process t P. Actions & Target Actions S O D R.
Require- Mode Failure v of Failure u Controls e N. Date Taken e c e P.
ments r c v c t N.
pl e
am
E x

Measurement Assessment
2 3 4
Questions About Process Stratification factors Measurements
X Variables
Does data exist to

support these
measurements?
(Y/N)
Will these
measurements
(Output Y) help to predict Y?
(Y/N0
1
6

Regression Checklist
 Determine possible input variables from

Measurement Assessment Tool
 Establish Correlation
 Determine initial Regression Equation
 Establish best model with Best Subsets
 Create reduced model Regression

Equation
 Verify the model with additional data!

Considerations in Regression
 Set goals before doing the analysis (what do you want to learn, how
well do you need to predict, etc.).
 Gather enough observations to adequately measure error and check

the model assumptions.
 Make sure that the sample of data is representative of the population.
 Excessive measurement error of the inputs (X’s) creates uncertainty in

the estimated coefficients, predictions, etc.
 Be sure to collect data on all potentially important explanatory

variables.

Correlation
 Once we’ve determined the measures that we want to consider, we can test for
correlation.
 The p-value in the session window reminds us that this must have been a hypothesis
test.
 Ho: No correlation
 Ha: Correlation
 As usual, if p < 0.05, we reject the null hypothesis.
 In other words, if p < 0.05, we have correlation.
 Pearson Coefficient of Correlation, r
 Look for r > 0.65 & r < -0.65 to indicate correlation.
 Remember, correlation by itself does not imply a cause and effect relationship!
Ice Cream Sales
Lurking
variables!
Crimes Committed

Regression
 Once we have selected our input variables and determined correlation, we then want to
find the regression equation.
 In Simple Linear Regression, our model relates one input variable (X) to our response (Y).
 Y = B0 + B1X
 In Multiple Linear Regression, we will build a model that can include more input variables
(X’s). We’d like to identify which, if any, of the inputs are useful in predicting Y.
 Y=B +BX +BX +BX
0 1 1 2 2 3 3
 The P column gives the significance level for each term in the model.
 Typically, if a P-value is less than or equal to 0.05, the variable is considered significant
(i.e., the null hypothesis is rejected).
 If a P-value is greater than 0.10, the term is removed from the model. A practitioner
might leave the term in the model if the P-value is within the gray region between these
two probability levels.
 Etc.

How Do I Know When I Should Use ANOVA?
Dependent Variable (Y) Define Measure Analyse Improve Control
Continuous Categorical
Independent Variable (X)
Categorical Continuous
Regression Logistic
Regression
ANOVA Chi-Square (2)

Test
 The tool depends on the data type. We use ANOVA when we

have a categorical input and a continuous response.
Understanding ANOVA Fundamentals:
One-Way ANOVA Defined:
 One-Way Analysis of Variance (ANOVA) is a statistical method for

comparing the means of more than two levels when a single factor is
varied
 The hypothesis tested is:
Ho : 1   2   3   4  ...  k
Ha : At least one k is different
 Simply speaking, an ANOVA tests whether any of the means are

different. ANOVA does not tell us which ones are different (we’ll
supplement ANOVA with multiple comparison procedures for that).
 Why not just do t-tests?

One-Way vs. Two-Way ANOVA
 In One-Way ANOVA, we looked at how different levels of a

single factor impacted a response variable.
 In Two-Way ANOVA, we will examine how different levels

of two factors and their interaction impact a response
variable.

List of main causes
 … Define Measure Analyse Improve Control
 …
 …
 …
 …
 …

Analyze Deliverables
 Propose Critical X’s
 Prioritize Critical X’s
 Conduct Root Cause Analysis on Critical X’s
 Verify Critical X’s
 Estimate the Impact of Each X on Y
 Quantify the Opportunity
 Prioritize Root Causes

Readiness Checklist – Analyze
 Project Charter – Confirm that the project will make a

significant impact on the business.
 How have you confirmed the key customers requirements, the
CCR’s or KPOVs?
 What are the revised Business Benefits?
 Does business strategy still drive the project?
 Measurement System Analysis – Confirm that the

Measurement process will remain good enough to guide process
improvement efforts and to meet customer needs.
 How do you know that the Measurement System of the KPOVs is
still acceptable?

Readiness Checklist – Analyze (Cont.)
 Narrowing the list of Potential Root Causes –

 What was the process for identifying Potential Root Causes, ex.
Brainstorming, data analysis, etc.?
 Has the list potential root causes been reduced?
 What was the process used to narrow the list of potential root
causes?
 What were the results?
 If an FMEA was used:
 Who helped develop the FMEA?
 What ranking did you use for Severity, Occurrence and Detection?
 Show the Pareto of high Risk Priority Numbers (RPN).
 What actions have you taken with inputs that have high RPNs?
 What is the plan for implementation of FMEA recommendations?

 Data Analysis
 What potential KPIVs were identified?
 Show the key statistical and graphical tools which narrowed the
potential KPIVs.
 Show regression models developed. How good is the model?
 Show ANOVA results.
 Show Hypothesis Test results. What have you learned?
 Do you see any important interactions between various
parameters?
 Were there any special causes in the data? What did you do?

 Experimentation/Proving Root Cause – What is the

proven cause and effect relationship?
 What methods were used to prove cause and effect
relationship between the KPIV’s and the KPOV’s? What were
the results?
 What validation steps were taken to validate the statistical
results? What were the results?
 What method(s) for quantification of the validated root
causes was/were used and what is the final list of prioritized
root causes?

 Project Management – Is the project on track?

 What quick hit ideas have been identified and implemented?
 Do you need to refine your process map and redo C&E, FMEA to
identify KPIVs?
 Show your preliminary Control Plan.
 Did you exploit team synergy to maximize effectiveness of your
team exercises?
 What is your project plan for the next stage?
 What are the project risks and acceleration factors?
 What issues/concerns do you have on success of your project?
 Have you updated your Storyboard?
 What is the agreed upon date for the Improve Gate (or Analyze
Gate if Project does not pass the review)?
Analyze Tollgate
 Has the team examined the  Has an evaluation been done to
process and identified potential determine whether the problem
bottlenecks, disconnects and can be solved without a
redundancies that could contribute fundamental ‘white paper’
to the problem statement? recreation of the process? Has the
decision been confirmed with the
 Has the team conducted a value-
process sponsor?
added and cycle time analysis,
identifying areas where time and  Has the team investigated and
resources are devoted to tasks not validated (or devalidated) the root
critical to the customer? cause hypotheses generated
earlier, to gain confidence that the
 Has the team analyzed data about
“vital few” root causes have been
the process and its performance to
uncovered?
help stratify the problem,
understand reasons for variation in  Does the team understand why the
the process, and generate problem is being seen?
hypothesis as to the root causes of
the current process performance?

Improve Define Measure Analyse Improve Control
Solution Generation Launch
Narrowing Solutions
Idea Generation Risk
 

 Techniques Management


 

Stage gate


Multi-Voting
Lean Best Practices
FMEA Pilot
Cost/Benefit
Analysis Implementation
Should-Be Mapping Planning

Improve - Roadmap
 Develop Potential Solutions – Develop potential solutions for the
prioritized, validated Root Causes
 Develop Evaluation Criteria & Select Best Solutions – Develop a
matrix used to select solutions, based on criteria critical to the Business and
the Customers, and select the best solutions
 Evaluate Solution for Risk – Evaluate the best solutions for their
likelihood to be successfully implemented
 Optimize Solution – Optimize solutions to reduce risk and enhance their
impact
 Develop “To-Be” Process Map(s) and High-Level Implementation
Plan – Develop a vision of the ‘Future State’ and the outline of an
implementation plan to get there
 Develop Pilot Plan & Pilot Solution – Pilot the best solutions
 Complete Improve Gate Review
Solution Selection
 Having generated some number of solution ideas, the

challenge shifts to synthesizing the best attributes of all
the potential solutions into improved potential solutions
and then selecting the best one.
 The synthesis and selection process is very iterative

allowing for multiple cycles and the creation of new
solutions during the process.
Generate
Generate Narrow
Narrowthe the Select
Selectthe
the
Potential
Potential List
Listand
and Best
BestSolution
Solution
Solutions
Solutions Synthesize
Synthesize

Step 1. Determine Solution
Evaluation Criteria
 Process Impact – How well does it solve the Problem
 Time Impact – How much time will it take and how many
resources will it require (FTE’s)
 Cost/Benefit – What is the financial payback vs. the

expected capital expense
 Other Impacts

Solution Generation Techniques
 Brainstorming  Twenty Questions
 Six Thinking Hats  Candid Comments
 Problem Reversal  Challenge

Assumptions
 Idea Box
 Building on Ideas
 Random Word
 Solution Mapping
 Mind-Mapping
 Many Others...

Step 2. Reduce the List and Evaluate
Remaining Solutions Against the Criteria
 Remove Show Stoppers
 Consider Organization Fit
 Evaluate Project Goal Impact
 Narrowing the List
 Develop Solution Selection Matrix
 Utilize Evaluation Criteria from Step 1
 Weigh the Evaluation Criteria
 Determine Process Impact
 Evaluate Time Impact
 Evaluate Cost Benefit Impact
 Evaluate Other Impacts

Solution Selection – The Process (Pictorially)
SolutionProcess Time Cost- Other Total Rank

Impact Impact Benefit Impacts
Impact
Force Field 2 1 1 1
Analysis
Potential Solutions
Narrowing the List
Force Field
Analysis
Process Impact
Hurdle
Organ-
ization
Fit
Show Stoppers

Step 3. Prioritize and Select Best Solution
(Complete the Solution Selection Matrix)
Solution Process Time Cost- Other Total Rank

Impact Impact Benefit Impacts
Impact
Criteria Importance 2 2 3 1
A 14 18 22.5 7 32.5 1
B 8 8 10.5 4 26.5 2
C 2 4 21.0 1 28 3

Design of Experiments (DOE)
 If applicable… Define Measure Analyse Improve Control
Main Effects Plot for Standard Dev
e
55 65 85 91 30 35
l
3.0
mp 2.5
a
Standard Dev
x
2.0
E 1.5
1.0
Speed Octane T ire Pressure

Pilot Planning
Pilot Test Description Success Criteria Test Team Schedule

• Sample Check-in Data Sets to be entered in Hand- • Data Set Entry Accuracy BR, KM, Start 3/1
Chek device < 3.4 DPMO plus Hot- Complete
Hand-Chek/ • Sample Data Sets Transmitted to Hot-Chek System • Data Set Entry Time < 6 Chek tech 3/3
Hot-Chek – All Hotel Floors, All Hotel Rooms Seconds rep
Interface Test • Confirmation Data Received from Hot-Chek to • Data Set Transmission/
Hand-Chek Device – All Hotel Floors, All Hotel Reception Accuracy < 3.4
Rooms DPMO
• Sample Guest Data Entered in Hot-Chek System • Data Set Entry Accuracy BR, KM, + 6 Start 3/6
(variety of room requirements) < 3.4 DPMO Check-in Complete
Check-in
Verification
•
l e
“Guests” (Hotel Employees) Walked Through
p
Check-in Process (90% Pre-Registered, 10% Non-
• Data Set Entry Time < 6
Seconds
Staff 3/7
m
Pre-Registered) • Data Set Transmission/
Test
a
• Volume Stress Test – Simulated Arrival 20 Guests in Reception Accuracy < 3.4
x
a “Tour Bus” DPMO
Design Scorecard CCRs
E
•
• Process Measurements recorded via Observer (see
Design Scorecard); “Guest” Observations Recorded.
• 25 Guests invited to experience hotel check-in • Data Set Entry Accuracy BR, KM, + 6 Start 3/10
process < 3.4 DPMO Check-in Complete
• Guests “pre-registered” with their room • Data Set Entry Time < 6 Staff 3/10
Check-in requirements in Hot-Chek system. Seconds
Validation • Guests Walked Through Check-in Process (90% • Data Set Transmission/
Test Pre-Registered, 10% Non-Pre-Registered) Reception Accuracy < 3.4
• Process Measurements recorded via Observer (see DPMO
Design Scorecard) • Design Scorecard CCRs
• Guests Debriefed Following Experience.

Summarizing Pilot Conclusions
 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?
Risk Assessment
 Tools:
 Risk Standards Matrix
 Risk Identification Matrix
 Controls Assessment Matrix
 EMEA
 FMEA

Tollgate Checklist – Improve
 Project Charter – Confirm that the project will make a significant
impact on the Business.
 How have you confirmed: the key customers, the CCR’s and
KPOVs?
 What are the revised Business Benefits?
 Does Business strategy still drive the project?
 Measurement System Analysis – Confirm that the Measurement
process will remain good enough to guide process improvement efforts
and to meet customer needs.
 What are the KPOVs and validated KPIVs?
 How do you know that the Measurement System of the KPOVs and
potential KPIVs is still acceptable?

Tollgate Checklist – Improve (Cont.)
 Solution – What are the solutions for implementation?

 What solutions were considered in the Solution Selection Matrix?
 What were the criteria?
 What were the results of the Pugh matrix, if used?
 Has the process owner been involved in the review of
recommended actions?
 What changes are recommended?
 What techniques were used to evaluate the risk of the chosen
solutions? What changes were made?
 What efforts were made to optimize the solution and what were
the results?
 What are the initial thoughts on a Control Plan?

 Pilot – Execute the pilot, analyze data, and modify the solution, if
necessary.
 What were the goals of the pilot?
 How was the pilot executed?
 What data was collected?
 What did you learn from the pilot?
 Are there changes to the implementation strategy based on the
results of the pilot?

 Project Management – Is the project on track?
 Have the changes been communicated to all appropriate people?
How?
 Have all the necessary documents been updated to reflect the
improvement?
 Did you exploit team synergy to maximize effectiveness of your
team exercises?
 What is your project plan for the next stage?
 What are the project risks and acceleration factors?
 What issues/concerns do you have on success of your project?
 Is the Project information up-to-date in eTracker?
 Have you written the Improve chapter of the technical report ?
 What is the agreed upon date for the Control Gate (or Improve
Gate if project does not pass the Gate review)?
Improve Tollgate
 What techniques were used to  Has the team seen evidence that the
generate ideas for potential solutions? root causes of the initial problems have
been addressed? What are the
 What narrowing and screening
expected benefits?
techniques were used to further
develop and qualify potential solutions?  Has the team considered potential
problems and unintended
 What evaluation criteria were used to
consequences (FMEA) of the solution
select a recommended solution?
and developed preventive and
 Do the proposed solutions address all contingency actions to address them?
of the identified root causes?  Has the proposed solution been
 Were the solutions verified with the documented?
project sponsor and stakeholders? Has  Has the team developed an
an approval been received to
implementation plan? What is the
implement?
status?
 Was a pilot run to test the solution?  Have changes been communicated to
What was learned? What modifications
all the appropriate people?
were made?
 Has the necessary training for process
owners/operators been performed?
Control Define Measure Analyse Improve Control
Tollgate
Ongoing Measurement Stop
Risk Assessment –
FMEA or Other
F a ilu r e S p e c ific C a u s e E ffe c t o f F a ilu r e L ik e lin e s s D e te c ta b ility S e v e r ity o f R is k
I P O
Dashboard Review
M ode o f F a ilu r e o f F a ilu r e F a ilu r e P r io r ity
G a s w ill n o t S p r in g b r o k e E x p lo s io n r e s u ltin g in 3 5 10 150
s h u t o ff p r e v e n tin g v a lv e p r o p e r ty d a m a g e
fr o m c lo s in g a n d / o r s e r io u s in ju r y


L i k e l i n e s s o f F a i l u r e : 1 - 1 0 w ith 1 0 r e p r e s e n tin g m o s t lik e ly
D e t e c t a b i l i t y o f F a i l u r e : 1 - 1 0 w ith 1 0 r e p r e s e n tin g m o s t d if f ic u lt
• Based on process
 S e v e r i t y o f F a i l u r e : 1 - 1 0 w ith 1 0 r e p r e s e n tin g m o s t s e v e r e and Y=f(X)
 R i s k P r i o r i t y = ( L ik e lin e s s o f F a ilu r e ) X ( D e te c ta b ility o f F a ilu r e ) X
( S e v e r ity o f F a ilu r e )
Y = f(x)
x x x
x x Y
x
Control Charts Process Control Plan

Process Name
Documentation/SOP’s
Process Map Monitoring

Control – Roadmap
 Develop SOP’s, Training Plan & Process Control System –

Develop the primary elements necessary to insure that the process
improvements endure over time
 Implement Process Changes and Controls – Implement the
process changes and Control Plan elements, developed in the first step
 Monitor & Stabilize Process – Monitor the process to insure the
performance goals are met, adjust as necessary
 Transition Project to Process Owner – Pass ownership of the
process improvements to the Process owner
 Identify Project Replication Opportunities – Look for
opportunities to drive rapid improvement in other organizations or
processes by using the solutions developed in this project
 Calculate Financial Benefits – Validate the project savings
Process Control –
Preparing to “Sustain the Gains”
 Start planning early to increase the odds of developing a sustainable

method of control metrics.
 Remember, the sponsoring organization (NOT YOU) will have to

operate and maintain the system of collecting, graphing, and analyzing
data after the project is over.
 Your challenge is to work with the project sponsor in developing a

practical, workable, and effective method of monitoring and
maintaining control over the process to sustain the improvement
gains.

Process Control-
Cultural and Educational Issues (1/2)
 A key issue to consider in planning process controls is the cultural and

education state of the sponsoring organization.
 Cultural Issues
 Data Collection: Is the workforce used to collecting data?
 Discipline: Is the workforce used to following procedures and a
scheduled routine?
 Decision Making: Is the workforce used to taking action (or not
taking action) based upon the data?
 Educational Issues
 Is the organization familiar with control charts?
 Are there barriers in the organization which would make it difficult
for personnel to learn how to generate and interpret control charts?

Process Control-
Cultural and Educational Issues (2/2)
 Resource Issues
 Who in the organization will collect the data, and generate and
interpret the control charts?
 Will data be automatically generated or will check sheets or some
other manual data gathering techniques be used? How much
measurement error is expected by this technique?
 Will control charts be plotted by hand or is software available to
generate the charts?
Some type of process control must be implemented to “sustain the gains”.

Deciding on the exact method and level of process control is a cost-benefit decision

Process Control Tools
Some Communication Tools:
 Scheduling Boards
 Takt boards
 Issue boards
 5S boards
 Kanban Cards
 Etc.

Selecting the Proper Control Chart
 Things to consider when selecting a control chart to monitor your

process:
 Data Type: Continuous or Discrete/Attribute?
 Number of Observations: Few or many?
 Response Speed: Quick response needed?
 Distribution Type: Normal or Non-Normal?
 The type of data will determine whether to use the Continuous or

Discrete/Attribute control charts.
 If observations are few or infrequent, IMR may be a good choice; use

X-Bar & R or X-bar & S to simplify plotting many observations.
 Use Continuous charts for normally distributed data; Discrete/Attribute

charts for Binomial and Poisson distributions.

Control Plan
 Control plans provide a written summary description of the

systems used in minimizing process and service variation.
 Control plans do not replace information contained in detailed

instructions.
 In a grand sense the control plan describes the actions that are
required at each phase of the process including receiving, in-
process, outgoing, and periodic requirements to assure that all
process outputs will be in a state of control.
 Ultimately, the control plan is a living document reflecting

current methods of control and measurement systems used.

Control Plans Answer the
Following Questions
1. What is the process that is being controlled?
2. What is (are) the process output(s) that are being

monitored/controlled?
3. What are the inputs that are being monitored/controlled in order

to keep the output at its target level?
4. How are the inputs and outputs being measured, monitored,

and controlled?
5. How does someone react when the inputs or outputs are not in
control?

Control Plan Road Map
1. Collect existing documentation for 7. Pay particular attention to

process adequacy of training, operating
and reaction plans
2. Determine scope of process for
current control plan 8. Assign tasks to team members to
complete missing plan elements
3. Form teams to update
documentation more than one 9. Verify compliance with area
quarter old documentation requirements
4. Short term capability studies should 10. Train/retrain area personnel
be replaced with long term
11. Collect sign-off signatures if
capability results
applicable
5. Fill in Control Plan Summary based
12. Verify control plan effectiveness in
on review of updated documentation
six months with a long term
6. Identify missing or inadequate capability study
components – gaps

Control Plan Tips
 Establish controls to detect failure modes if the failure cannot be prevented
 Use illustrations
 Use flow diagrams
 Use work instructions that really work
 Use reaction plans that really work
 Focus on the quality of documentation, not the quantity
 Use workers to help with the instruction
 Clearly lay out authorities, roles, and responsibilities
 Focus on the identification of nonconforming services.
 Ensure segregation by identification or location to prevent inadvertent use.
 Address the need for recall or previously provided service.
 Ensure the benefit of rework versus loss.
 Ensure that rework actually produces first quality service.
 Ensure that corrective actions are initiated whenever nonconforming services are provided.

SOP and Documentation
 What Is an SOP???  Selecting What to Document

 Activities critical to customer
 An SOP is specific instructions that satisfaction
detail the task or activity that needs  Processes/tasks that involve many
to take place each time the action in people
performed. This is to ensure the task  Especially changing team players,
multiple functions
is done the same way each time.
 Complex activities
 It details activities so that a person  Areas where “history” is important
new to the position will perform the  Will we need to refer to what we’ve
task the same way as someone done or how we did this later?
(Examples: DMAIC project tracking and
whose been in the job for a longer documentation)
time.  Legal, audit requirements
 It ensures that task is performed the  Examples: Hiring process; financial
procedures
same way on an ongoing basis.  Where flexibility is essential

Project Documentation Package
 Trouble Shooting Guides  Process Maps
 Reaction Plans  FMEA’s
 Training  Measurement Systems

Analysis
 Maintenance Schedules
 Project Scope
 SOP’s
 Customers
 Capability Analysis
 Project Summary

Revision Planning
 Identify criteria for revision
 Under what circumstances is revision likely to be needed?
 Determine who is responsible

 Process owner should oversee (at least)
 Responsible person(s) should have process knowledge
 Plan the changes

 Impacts on the process, customers, team players, materials,
systems (Tool: “future-focused” cause and effect analysis)
 Actions needed to accommodate change: New documents,
measures, training, etc.
 Implement the changes

 Responsibility and timing!

Institutionalization
 Cultural attitudes and beliefs
 Systems and structures

 HR, MIS, Training, etc.
Fundamental changes in daily behavior, attitude

and practice make the change “permanent.”

Institutionalization (Cont.)
 All hard work in a project means nothing if change has taken place
 Change takes place on three levels:

 Political, Emotional, Practical
 The price of change is paid for in one of two ways:

 During the project with proper planning, securing buy-in from process
owners up, improvements which have beneficial impact to bottom line
OR
 After with “Not-Invented-Here” syndrome, confusion, and problems.
 Identify Stakeholders! These may not be your process owners.

Project Commissioning
 Project Commissioning is the most critical action in the
Control Phase.
 It is the formal transfer of improvement leadership from the

Black Belt to the Process Owner.
 Black Belt project leadership concludes with the

Commissioning Meeting.
 The focus of the meeting is the Process Owner assuming
responsibility for carrying out any remaining implementation
steps and sustaining the gains made by the team’s
improvement efforts.

Tollgate Checklist – Control
 Project Charter – Confirm that the project will make a significant impact on
the Business.
 How have you confirmed that new process meets the expectations set out
in the Goal Statement?
 What are the revised Business Benefits expected to be?
 What Business Benefits have reached the bottom line??
 Does Business strategy still drive the project?
 Measurement System Analysis – How will you ensure that the

Measurement process remains good enough to retain the project benefit and
meet customer needs?
 What is your Control Plan to ensure that Measurement processes for KPOVs
and KPIVs will remain good enough to retain the process improvement and
meet customer needs?
 Have you implemented the Measurement Control Plan?

Tollgate Checklist – Control (Cont.)
 Capability Analysis – What is the new capability of key Output Variables and
root causes?
 What is the final capability of the KPOVs?
 How reliable are your capability estimates? (Is the process stable,
unimodal and normal?)
 What is the final capability of the KPIVs?
 How reliable are your capability estimates? (Is the process stable,
unimodal and normal?)

 Control Plan – How will you ensure that the Process benefit will be retained?
 Control Planning
 Have you completed your final FMEA with revised ratings?
 Is there a control plan in place for each KPIV?
 How was it developed? Has it been approved?
 How does this control plan insure that the process will perform at the
improved level?
 Who owns the responsibility to ensure continued performance?
 Procedures
 What key procedures are required to maintain control?
 What are the corrective action procedures (Reaction Plan)?
 Have you updated SOPs, if applicable?
 Were ISO methods followed?
 Who owns the process instruction manual?
 Control Plan – How will you ensure that the Process benefit will be
retained? (Cont.)
 Training
 Has personnel training been performed and documented?
 Has the process owner been properly trained to support long
term performance?
 How was the process knowledge transferred to area and
support personnel?
 How will new personnel be trained in process operation and
reliability?
 Is there a method in place to ensure proper training?

retained? (Cont.)
 Control Chart Monitoring
 What specifically is to be controlled?
 What precisely are the Input Variables specifications?
 Who is responsible for control for each variable and why is
control needed?
 What type of control chart is used for monitoring?
 Who interprets the chart(s) and takes action?

retained? (Cont.)
 Visual Process
 What visual controls are included in the control plan (5S, SOP,
safety, special instruction)?
 Are the area personnel involved with placement and
implementation of the visual controls?
 Mistake-Proofing (Poka-Yoke)
 What error-prevention methods for KPIVs are included in the
control plan?
 Were the area personnel involved with the error-prevention
solutions and implementation?
 Does the data support that the solutions implemented are
working?
retained? (Cont.)
 Automated Process Control
 Are there KPIVs or KPOVs that could benefit from automated
process control?
 If yes, what type of control? How much reduction in variation
were you able to get?
 How much reduction in process variation would you expect by
automating the control?

 Project Management – Does the Process Owner accept the revised process
and commit to maintain the improved performance?
 Is there any part of the implementation that is not complete? If so, how do
you plan on completing?
 Has the Process been turned over to the local Process Owner?
 Does the local Process Owner agree to maintain the Control plan?
 What is the plan to detect degradation in the performance of the
implemented improvement(s) and correct the condition?
 Did you exploit team synergy to maximize effectiveness of your team
exercises?
 What issues/concerns do you have on long-term maintenance of the
improved performance resulting from your project's implementation?
 Have you updated your Storyboard?
 What is the agreed upon date for the Sustain-Certify Gate (or Control Gate
if Project does not pass the Gate review)?
Control Tollgate
 Has the team prepared all the essential  What are the realized gains?
documentation of the improved process,
 Has a process owner been
including key procedures and process
‘commissioned’ to take over
maps?
responsibility for managing continuing
 Have the right measures been selected operations?
to monitor performance of the process
 Has a Storyboard documenting the
and the continued effectiveness of the
project work been developed?
solution?
 Has the team forwarded other
 Who owns the measures? What
issues/opportunities, which were not
happens if minimum performance is not
able to be addressed, to senior
achieved?
management?
 Has the solution been effectively
 Have “lessons learned” been captured?
implemented? Has the team compiled
results data confirming that the solution  Have replication opportunities been
has achieved the goals defined in the identified and communicated?
Project Charter?
 Has the hard work and successful efforts
of our team been celebrated?

Project Closeout and
sustaining the Gains
 Process Management
 Transition to Process Owner(s)
 Project Commissioning
 Translation Opportunities
 Sustain Gate Review
 Project Closeout

Timeline for Project Closeout and
On-Going Process Management
2 months after 6 months after

Commissioning Commissioning
‘DMAI’ Phases ‘C’ontrol Phase Meeting Meeting
Transition to Final Close- Transition Final

Process Owner Out Meeting Review Result
(Commissioning (Team Meeting Review
Meeting) members) Meeting
Process Management

Tollgate Checklist – Sustain
 Process Performance – Has the Process improvement
been sustained?
 Are the KPIVs and KPOVs under control and capable?
 Is the Control plan still in place and controlling?
 Business Performance – have the business results been
achieved?
 What Business impact has been achieved?
 Is the Business impact "in control"?
 Has any other Business metric deteriorated since the KPOVs
improved?
 What is the demonstrated financial impact of the project as
agreed to by the Financial Manager?

Tollgate Checklist – Sustain (Cont.)
 Project Close Out – Can we close out and certify the
project?
 Have all loose ends from the project been addressed?
 Does the local Process Owner agree that the project met all
its objectives defined in the PDF?
 Are there any changes in the process which affect the
original, desired outcome? If so, what are these?
 If other factors are affecting the process, does the process
owner agree that on a like-basis, the final goals of the project
were achieved?

Tollgate Checklist – Sustain (Cont.)
 Project Close Out – Can we close out and certify the
project? (Cont.)
 Has an appropriate reward recommendation been submitted?
 What new Best Practices were identified during the Project?
 How have the new Best Practices been documented and
communicated?
 Has the final technical report been submitted?

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Workbook / Project documentation

BB Name/Project name 2 Status Date: Year-Month-Day

 Sustain (Project close-out)

BB Name/Project name 3 Status Date: Year-Month-Day

BB Name/Project name 4 Status Date: Year-Month-Day

Customer Needs CCR/Measure LSL USL Priority

Voice of the Customer

BB Name/Project name 5 Status Date: Year-Month-Day

 Identify Problem – Through the Project Selection

 Complete Charter – Project Sponsor leads an effort to

BB Name/Project name 6 Status Date: Year-Month-Day

 In Validation of Project Charter (validate or develop the following

Multi-Generation Project Plan (MGPP)

Vision Text Text Text

Process Text Text Text

Platforms / Text Text Text

BB Name/Project name 8 Status Date: Year-Month-Day

Business Impact Opportunity or Problem Statement

Goal Statement Project Scope

Project Plan Team Selection

BB Name/Project name 9 Status Date: Year-Month-Day

BB Name/Project name 10 Status Date: Year-Month-Day

Lean Six Sigma Project Issue Log

BB Name/Project name 11 Status Date: Year-Month-Day

BB Name/Project name 12 Status Date: Year-Month-Day

Suppliers Inputs Process Outputs Customers

BB Name/Project name 13 Status Date: Year-Month-Day

BB Name/Project name 14 Status Date: Year-Month-Day

Voice of Customer Input Key Customer Issue Customer Requirement (CTQ)

pl e person the first time within 30

BB Name/Project name 15 Status Date: Year-Month-Day

 Excel-Diagram or Kano Analysis and conclusions

 Key Buying Factor Analysis 9.0

 Formal customer survey 8.0

 Force ranks the requirements

 Segments by “type of quality”/customer expectation

BB Name/Project name 16 Status Date: Year-Month-Day

 At least one of the three mentioned Management

Task Manager HAL Task Manager

BB Name/Project name 17 Status Date: Year-Month-Day

Process Time Customer Value Add Business Value Add Non-

Create Bill 0.9

Inspect Bill 0.2

Total Cycle Time 97.4

BB Name/Project name 18 Status Date: Year-Month-Day

BB Name/Project name 21 Status Date: Year-Month-Day

Customer call time = 24 min

Sigma Quality Level

Input Process Output

Lost calls=10% 1. Determine number of defect

opportunities per unit

2. Determine number of units

5 min 240 min

Sampling From a Population

BB Name/Project name 22 Status Date: Year-Month-Day

 Develop Operational Definitions – Clearly define each

 Develop Data Collection Plan – Develop a formal Data

 Validate Measurement System – Validate that the

BB Name/Project name 23 Status Date: Year-Month-Day