This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
Advanced Performance Measurement Workshop Develop Measures That Drive Perform...
Lean Six Sigma Measure Phase Tools and Techniques
1. Lean Six Sigma
Group
Lean Six Sigma Measure Phase
Tollgate Review
2. Lean Six Sigma
DMAIC Tools and Activities
Review Project Charter
Validate High-Level Value
Stream Map and Scope
Validate Voice of the
Customer
& Voice of the Business
Validate Problem Statement
and Goals
Validate Financial Benefits
Create Communication Plan
Select and Launch Team
Develop Project Schedule
Complete Define Tollgate
Identify Root Causes
Reduce List of Potential Root
Causes
Confirm Root Cause to
Output Relationship
Estimate Impact of Root
Causes on Key Outputs
Prioritize Root Causes
Value-Add Analysis
Takt Rate Analysis
Quick Wins
Statistical Analysis
Complete Analyze Tollgate
Develop Potential Solutions
Evaluate, Select, and
Optimize Best Solutions
Develop ‘To-Be’ Value
Stream Map(s)
Develop and Implement Pilot
Solution
Implement 5s Program
Develop Full Scale
Implementation Plan
Cost/Benefit Analysis
Benchmarking
Complete Improve Tollgate
Develop SOP’s, Training
Plan & Process Controls
Implement Solution and
Ongoing Process
Measurements
Confirm Attainment of Project
Goals
Identify Project Replication
Opportunities
Training
Complete Control Tollgate
Transition Project to Process
Owner
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
Time Lines, Milestones,
and Gantt Charting
Pareto Analysis
Value Stream Mapping
Process Cycle
Efficiency/Little’s Law
Operational Definitions
Data Collection Plan
Statistical Sampling
Measurement System
Analysis (MSA)
Gage R&R
Kappa Studies
Control Charts
Spaghetti Diagrams
Histograms
Normality Test
Process Capability Analysis
Process Constraint ID and
Takt Time Analysis
Cause & Effect Analysis
FMEA
Hypothesis Tests/Conf.
Intervals
Simple & Multiple Regression
ANOVA
Components of Variation
Conquering Product and
Process Complexity
Queuing Theory
Replenishment Pull/Kanban
Stocking Strategy
Process Flow Improvement
Process Balancing
Analytical Batch Sizing
Total Productive Maintenance
Design of Experiments (DOE)
Solution Selection Matrix
Piloting and Simulation
Work Control System
Setup reduction
Pugh Matrix
Pull System
Mistake-Proofing/
Zero Defects
Standard Operating
Procedures (SOP’s)
Process Control Plans
Visual Process Control Tools
MGPP
Statistical Process Controls
(SPC)
Solution Replication
Visual Workplace
Metrics
Project Transition Model
Team Feedback Session
Value Stream Map Flow
Identify Key Input, Process
and Output Metrics
Develop Operational
Definitions
Develop Data Collection Plan
Validate Measurement
System
Collect Baseline Data
Determine Process Capability
Complete Measure Tollgate
Define Measure Analyze Improve Control
Kaizen Events Targeted in Measure to Accelerate Results
Ten Commandments of Lean Six Sigma Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 2
3. Project Charter Updates
Problem/Goal Statement
Problem: Describe problem in non-technical terms
Statement should explain why project is important; why
working on it is a priority
Goal: Goals communicate “before” and “after” conditions
Shift mean, variance, or both?
Should impact cost, time, quality dimensions
Express goals using SMART criteria
Specific, Measurable, Attainable, Resource
Requirements, Time Boundaries
Explain leverage and strategic implications (if any)
Financial Impact
Tollgate Review Schedule
Team
Scope: (In-Scope/Out-of-Scope) (Process Start/Stop)
State financial impact of project
Expenses
Investments (inventory, capital, A/R)
Revenues
Separate “hard” from “soft” dollars
State financial impact of leverage opportunities (future
projects)
PES Name Project Executive Sponsor (if different from PS)
PS Name Project Sponsor/Process Owner
DC Name Deployment Champion
GB/BB Name Green Belt/Black Belt
MBB Name Master Black Belt
Core Team Role % Contrib. LSS Training
Team Member 1 SME XX YB
Team Member 2 TM XX GB
Team Member 3 SME XX PS
Extended Team
Team Member 1 BFM XX Not Trained
Team Member 2 IT XX Not Trained
Tollgate 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
Review high-level schedule milestones here:
Phase Completions
Tollgate Reviews
Enter Key Slide Take Away (Key Point) Here
How to Write a Project Charter Training Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS) 3
4. Measure Overview
CTQ: ?
Unit (d) or Mean (c): ?
Defect (d) or St. Dev. (c): ?
PCE%: ?
DPMO (d): ?
Sigma (Short Term): ?
Sigma (Long Term):?
MSA Results: show the percentage result of the GR&R,
AR&R or other MSA carried out in the project
Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Observation
Individual Value
1 28 55 82 109 136 163 190 217 244
40
35
30
25
20
UC L=37.70
_
X=29.13
LC L=20.56
Observation
Moving Range
1 28 55 82 109 136 163 190 217 244
10.0
7.5
5.0
2.5
0.0
UC L=10.53
__
MR=3.22
LC L=0
I-MR Chart of Delivery Time
Detailed process mapping
MSA
Value Stream Mapping
Data Collection Planning
Basic Statistics
Process Capability
Histograms
Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
Enter Key Slide Take Away (Key Point) Here
4
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Process Capability Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
5. Data Collection Plan
Performance
Measure
Operational
Definition
Data Source
and Location
How Will Data
Be Collected
For each performance measure (Y), update a data collection plan
Include MSA measure plan (Gantt chart, MS project plan is Optional)
Add Financial measure plan if separate from performance Y
Add any Time Study or other data collection plans for Value Stream Map
Sample Size Calculation
Use additional slides if needed
Who Will
Collect Data
When Will Data
Be Collected
Sample
Size
Stratification
Factors
How will data
be used?
VOC
MSA
Process
VSM
Financials
Others
Enter Key Slide Take Away (Key Point) Here
DMAIC Case Study to Improve Customer Satisfaction Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 5
6. Operational Definitions
Y – Continuous data Process start/stop and
cycle time boundaries, such as the unit of
measure (ex minutes), the unit (the thing you are
measuring), will you include weekends, holidays,
non-business hours?
Y – Discrete data Define Success/Defect or other
attribute values you will measure
X – The subgroups values or X-factor groupings
you will use on your project data collection
Other unique terms that apply to your project
that require clear operational definitions
Use additional slides as needed to complete your
operational definitions
Add Visual Example
Add Visual Example
Enter Key Slide Take Away (Key Point) Here
The Gemba Glossary Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 6
7. MSA Conclusions
The measurement systems are acceptable. The data is considered to have no potential for
significant error. Need to be careful to appropriately use the data during the Analyze Phase.
Type of
Measurement Error
Description Considerations to this Project
Discrimination
(resolution)
The ability of the measurement system
to divide into “data categories”
Work hrs can be measured to <.25 hrs.
Tool usage measure to +- 2 min.
Bias The difference between an observed
average measurement result and a
reference value
No bias - Work hours and radar start-stop
times consistent through population.
Stability The change in bias over time No bias of work hrs & radar usage data.
Repeatability The extent variability is consistent Not an issue. Labor and radar usage is
historical and felt to be accurate enough
for insight and analysis.
Reproducibility Different appraisers produce consistent
results
Remarks in usage data deemed not
reproducible, not used in determining
which radars were used in each op
Variation The difference between parts n/a to this process.
Enter Key Slide Take Away (Key Point) Here
Gage R&R (Variable Data) Training Video using Minitab by Janeth Leon
International Standards for Lean Six Sigma (ISLSS) 7
8. Baseline Basic Statistics
Describe the current
process shape “normality”
and distribution.
Describe the center, Mean
or Median?
Describe the range
(maximum value –
minimum value) the
standard deviation in X
(Time)
Download a 30 Day Free Trial at http://www.sigmaxl.com
SigmaXL now Available for Mac!
Use as an Add-in to the already familiar Excel, SigmaXL simplifies
your data analysis and is a pleasure to use
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Descriptive Statistic’s Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 8
9. Baseline Process Capability
# data points collected between
XX/XX/XX thru XX/XX/XX
Mean X days, St. Dev. X.XX
days, Describe the impact the
current state process capability.
With an overall PPM of X
defects per million opportunity,
the current process has a
Sigma Quality Level of X.X or a
X% yield
Download a 30 Day Free Trial at http://www.sigmaxl.com
SigmaXL now Available for Mac!
As an Add-in to the already familiar Excel, SigmaXL simplifies your
data analysis and is a pleasure to use
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Process Capability and Statistical Process Control Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 9
10. Sigma Calculator:
Continuous Data
Enter Key Slide Take Away (Key Point) Here
Process Capability (Continuous) Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 10
11. Sigma Calculator:
Discrete Data
Enter Key Slide Take Away (Key Point) Here
Process Capability (Discrete) Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 11
12. Quick Win Documentation
Template
Examples Where Used
5s
4-Step Setup Reduction
Inventory Reduction
MSA Improvements
Price reductions
Reduced DOWNTIME
Process Name: ______________________ Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________________
Process Area: ________________________ Stop Date: ______________________
1. Root Cause: _______________________________
2. Obvious Solution: ___________________________
3. Low or No Cost: ____________________________
4. Low Risk: _________________________________
5. Implementation Plan: ________________________
6. Stakeholder(s) Approval: _____________________
Benefit(s):
_________________________________________
_________________________________________
_________________________________________
(NVA steps or work)
Pull System
Kaizen events
Add Visual Example
Before
Add Visual Example
After
Enter Key Slide Take Away (Key Point) Here
Gemba Academy Training Video on the 7 Forms of Waste
International Standards for Lean Six Sigma (ISLSS) 12
13. Sources of Waste
Waste #1 (%)
Waste #2 (%)
Waste #3 (%)
Waste #4 (%)
Waste #5 (%)
Sources of Waste
NVA
Defect Overproduction Transportation
Motion Inventory Waiting
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
Processing
Area 1
Sub area 1
Area 1
Sub area 1
Area 1
Sub area 1
5%
5%
5%
40%
10%
30%
5%
Defect
Overproduction
Transportation
Waiting
Inventory
Motion
Processing
< Insert your waste percentage as
shown in pie chart >
Enter Key Slide Take Away (Key Point) Here
SigmaXL Training Video on Cause & Effect Diagrams
International Standards for Lean Six Sigma (ISLSS) 13
14. Swim Lane
Process Map
Client
Mgr.
Client
HR
Client
Contact
Admin
Places
information
into HR
database
Sends Email
to Admin
Sends exit
date to IT,
telecom &
facilities
Oval shapes: Start/Stop of process
Diamonds: Decision points
Rectangles: Process steps
Half-Moon: Delay/Queue Time
Re-verifies with mgr on
employee’s exit status
NT
Admin
Email
Vendor
Utilize e-mail vendor’s
web tool to submit delete
request to vendor
Sends Email
to Admin
Admin closes
ticket and
manager notified
Generates ticket &
forwards to Admin
Delete
account
Mark request as
completed on
admin web site
Create ticket if
request coming
directly from client
Avg.
Delay
2 days
Avg.
Delay
2 days
Avg.
Delay
1 day
Avg.
Delay
4
days
Form
require
approval?
No
Yes
Secure
approval(s)
Note: Steps in blue
shapes are non-value
added steps
Avg.
Delay
2 days
Avg.
Delay
1 day
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma (ISLSS) 14
Notify HR of
employee exit date
Metrics Based Process Mapping Training Video by The Karen Martin Group
15. Value Stream Map
Current State
Service lead time = 384 min
Customer call time = 24 min
Weekly Update
Phone Call
Order Mgmt
Order Mgmt Order Mgmt Order Mgmt Order Mgmt DIST
P/T = 2 min
Error Rate=2%
Volume=800
P/T = 6 Min
Error Rate=0%
Volume=800
P/T = 6 Min
Error Rate=2%
Volume=800
P/T = 2 Min
Error Rate=1%
Volume=800
20 Orders
3 min
Automate
Monitoring
Large
Business
6 Customers
Small
Business
5 Customers
3 Customers
Customer
Info
4
Product
Need 4
Pricing
4
Shipping
Info
4
Pick
Pack & Ship
10
P/T = 120 Min
Error Rate=1%
Volume=1200
5 min 240 min
2 min 6 min 6 min 2 min 120 min
SUPPLIERS
Manual Update
Phone Call
Trigger:
Completion Criteria:
Cycle Time:
Takt Time:
Number of People:
Number of Approvals:
Items in Inbox:
% Rework:
# of Iterations (cycles):
# of Databases:
Top 3 Rework Issues:
1.
2.
3.
CUSTOMER
Screen for Acct Mgr
P/T = 3 min
Lost calls=10%
Volume=1200
Simplify/
Mistake Proof
Forecast
Improvement
Improve
Visibility
Simplify/
Combine
Enter Key Slide Take Away (Key Point) Here
Value Stream Mapping Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 15
Home
Order Mgmt Supervisor
16. Business Impact
State financial impact of future project leverage opportunities
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
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: ?
16
Enter Key Slide Take Away (Key Point) Here
Cost/Benefit Training Video by Conservation Strategy Fund
International Standards for Lean Six Sigma (ISLSS)
17. Business Impact Details
Type 1: Describe the chain of causality that shows how you determined the Direct Cash Flow. Tell the story
with cause & effect relationships, on how the proposed change should create the desired financial result ($) in
your project.
Show the financial calculation savings and assumptions used.
Assumption #1 (i.e. source of data, clear Operational Definitions?)
Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Labor Efficiency savings. Tell the
story with cause & effect relationships on how the change should create the desired financial result ($).
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 (i.e. Cost/Risk Avoidance)
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?
17
Enter Key Slide Take Away (Key Point) Here
Lean Accounting Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS)
18. Current Status
Key actions
completed
Issues
Lessons learned
Communications,
team building,
organizational
activities
Lean Six Sigma Project Status and Planning
Deliverables/Tasks Completed last week Comments
Deliverable/Action Who Due Revised Due Comments/Issue/Risk Who Due Revised Due Recommended Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due
For deliverables due thru:
Actions Scheduled for next 2 Weeks
Current Issues and Risks
Enter Key Slide Take Away (Key Point) Here
18
Top 5 Types of Project Management Reports Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS)
19. Next Steps
Key actions?
Planned Lean Six Sigma
Tools/Activities to be used?
Questions to answer?
Barrier/risk mitigation activities?
Kaizen or Quick Win Opportunities?
Last Revised:
No. Description/Recommendation
Status
Open/Closed/Hold
Due Date
Revised Due
Date
Resp Comments / Resolution
1
2
3
4
5
6
7
8
9
10
Lean Six Sigma Project Issue Log
19
Enter Key Slide Take Away (Key Point) Here
8-Step Problem Solving Training Video – Lean Leadership Institute
International Standards for Lean Six Sigma (ISLSS)
20. Sign Off
I concur that the Measure phase was successfully completed on MM/DD/YYYY
I concur the project is ready to proceed to next phase: Analyze
Enter Name Here
Deployment Champion
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Financial Representative
Enter Name Here
Master Black Belt
Enter Name Here
Sponsor / Process Owner
20
Enter Key Slide Take Away (Key Point) Here
The Explosion of Data Video by pexnetwork
International Standards for Lean Six Sigma (ISLSS)
21. Lean Six Sigma
Group
Lean Six Sigma
Tollgate Review
Backup Slides
International Standards for Lean Six Sigma (ISLSS)
22. Measure
Tollgate Checklist
Has a more detailed Value Stream Map been completed to better understand the
process and problem, and where in the process the root causes might reside?
Has the team conducted a value-added and cycle time analysis, identifying areas
where time and resources are devoted to tasks not critical to the customer?
Has the team identified the specific input (x), process (x), and output (y) measures
needing to be collected for both effectiveness and efficiency categories (i.e. Quality,
Speed, and Cost measures)?
Has the team developed clear, unambiguous operational definitions for each
measurement and tested them with others to ensure clarity/consistent interpretation?
Has a clear, reasonable choice been made between gathering new data or taking
advantage of existing data already collected by the organization?
Has an appropriate sample size and sampling frequency been established to ensure
valid representation of the process we’re measuring?
Has the measurement system been checked for repeatability and reproducibility,
potentially including training of data collectors?
Has the team developed and tested data collection forms or check sheets which are
easy to use and provide consistent, complete data?
Has baseline performance and process capability been established? How large is the
gap between current performance and the customer (or project) requirements?
Has the team been able to identify any complete ‘Quick Wins’?
Have any Kaizen opportunities been identified to accelerate momentum and results?
Have key learning(s) to-date required any modification of the Project Charter? If so,
have these changes been approved by the Project Sponsor and the Key Stakeholders?
Have any new risks to project success been identified, added to the Risk Mitigation
Plan, and a mitigation strategy put in place?
Key Deliverables:
Detailed Value Stream Map(s)
Data Collection Plan
Measurement Collection Results
Process Capability Results
Current Baseline Process
Performance
Quick Wins, if applicable
Identification of Kaizen
Opportunities, if applicable
Refined Charter, as necessary
Updated Risk Mitigation Plan
Deliverables Uploaded to
Central Storage Location or
Deployment Management
System.
Tollgate Review
22
Enter Key Slide Take Away (Key Point) Here
Measure Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
23. Define the opportunity from both the customer
Identify the critical X factors
Develop solutions
linked to critical x’s
23
Lean Six Sigma
DMAIC Improvement Process
Define
and business perspective
Measure
Understand the baseline process
Analyze
performance
and root causes impacting
process performance
Improve
Control
Implement
solutions &
control plan
Enter Key Slide Take Away (Key Point) Here
8 Step Practical Problem Solving Methodology by Gemba Academy
International Standards for Lean Six Sigma (ISLSS)
24. Prioritized List of Validated Root
Updated Risk Mitigation Plan
Deliverables Uploaded to Central
Storage Location or Deployment
Management System
24
Analyze
Tollgate Checklist
Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?
Has the team analyzed data about the process and its performance to help stratify
the problem, understand reasons for variation in the process, and generate
hypothesis as to the root causes of the current process performance?
Has an evaluation been done to determine whether the problem can be solved
without a fundamental recreation of the process? Has the decision been confirmed
with the Project Sponsor?
Has the team investigated and validated (or de-validated) the root cause
hypotheses generated earlier, to gain confidence that the “vital few” root causes
have been uncovered?
Does the team understand why the problem (the Quality, Cycle Time or Cost
Efficiency issue identified in the Problem Statement) is being seen?
Has the team been able to identify any additional ‘Quick Wins’?
Have learnings to-date required modification of the Project Charter? If so, have
these changes been approved by the Project Sponsor and the Key Stakeholders?
Have any new risks to project success been identified, added to the Risk
Mitigation Plan, and a mitigation strategy put in place?
Deliverables:
List of Potential Root causes
Causes
Additional “Quick Wins”, if
applicable
Refined Charter, as necessary
Tollgate Review
Has the team identified the key factors (critical X’s) that have the biggest
impact on process performance? Have they validated the root causes?
Analyze Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
27. Attitude Charting & Key
Constituency Map (Optional)
15%
Attitude Charting
35% 35%
15%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Innovators Early Adopters Late Adopters Resistors
Key Constituents Map
Finance
37%
Operations
25%
Customer
13%
HR
25%
“Critical mass
must be won-over”
Enter Key Slide Take Away (Key Point) Here
How to Manage Stakeholder Expectations Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS) 27
28. Sample Size:
Continuous Data (Optional)
Calculation for Confidence Intervals - Continuous Data
Population Size (N) 10,000
Confidence Level (1-alpha) 0.95000 (Percent expressed as decimal)
Observed Sample Mean 25.00000 (Best estimate from data)
Observed Sample Std. Dev. 5.00000 (Best estimate from data)
Actual Sample Size 100
Lower Conf. Int. Limit (Mean) 23.86764596 (Corrected for finite population)
Upper Conf. Int. Limit (Mean) 26.13235404 (Corrected for finite population)
Lower Conf. Int. Limit (S.D.) 4.390034232
Upper Conf. Int. Limit (S.D.) 5.808376227
Calculation for Sample Size - Continuous Data
Population Size (N) 860
Confidence Level (1-alpha) 0.95000 (Percent expressed as decimal)
Power Level (1-beta) 0.90000 (Percent expressed as decimal)
Standard Deviation (s) 10.00000 (Best prior estimate or Range/5)
Required Precision (+/- delta) 3.00000 (Margin of Error)
Initial Sample Size 117 (Assumes infinite population)
Corrected for Population 104 (Correction for finite population)
Recommended Sample Size 104
?
?
?
?
?
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
Sample Size with Continuous Data Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS) 28
29. Sample Size:
Discrete Data (Optional)
Calculation for Sample Size - Discrete Data (Proportions)
Population Size (N) 1,000
Confidence Level (1-alpha) 0.95000 (Percent expressed as decimal)
Power Level (1-beta) 0.90000 (Percent expressed as decimal)
Expected Proportion (p) 0.50000 (Best prior estimate or 0.50)
Required Precision (+/- delta) 0.03000 (Margin of Error)
Initial Sample Size 2919 (Assumes infinite population)
Corrected for Population 746 (Correction for finite population)
Recommended Sample Size 746
?
?
?
?
?
Calculation for Confidence Interval - Discrete Data
Population Size (N) 10,000
Confidence Level (1-alpha) 0.95000 (Percent expressed as decimal)
Observed Proportion (p) 0.50000 (Best estimate from data)
Actual Sample Size 100
Lower Conf. Int. Limit 0.402488147 (Corrected for finite population)
Upper Conf. Int. Limit 0.597511853 (Corrected for finite population)
?
?
?
?
?
Enter Key Slide Take Away (Key Point) Here
Sample Size with Discrete Data Training Video by SigmaXL.com
International Standards for Lean Six Sigma (ISLSS) 29
30. Measurement Systems
Analysis (MSA) (Optional)
Gage R&R Gage R&R (ANOVA) for Response
Measurement system is
acceptable with the Total
% Contribution <10%
Percent
Gage R&R Repeat Reprod Part-to-Part
100
50
0
Reported by :
Tolerance:
Misc:
% Contribution
% Study Var
Sample Range
0.10
0.05
0.00
UCL=0.1073
_
R=0.0417
LCL=0
1 2 3
Sample Mean
10.00
9.75
9.50
UCL=9.8422
__
X=9.7996
LCL=9.7569
1 2 3
1 2 3 4 5 6 7 8 9 10
Part
10.00
9.75
9.50
1 2 3
Operator
10.00
9.75
9.50
Part
Average
1 2 3 4 5 6 7 8 9 10
10.00
9.75
9.50
Operator
1
2
3
Gage name:
Date of study :
Components of Variation
R Chart by Operator
Xbar Chart by Operator
Response by Part
Response by Operator
Operator * Part Interaction
%Contribution
Source VarComp (of VarComp)
Total Gage R&R 0.0015896 3.70
Repeatability 0.0005567 1.29
Reproducibility 0.0010330 2.40
Operator 0.0003418 0.79
Operator*Part 0.0006912 1.61
Part-To-Part 0.0414247 96.30
Total Variation 0.0430143 100.00
Study Var %Study Var
Source StdDev (SD) (6 * SD) (%SV)
Total Gage R&R .039870 0.23922 19.22
Repeatability 0.023594 0.14156 11.38
Reproducibility 0.032140 0.19284 15.50
Operator 0.018488 0.11093 8.91
Operator*Part 0.026290 0.15774 12.68
Part-To-Part 0.203531 1.22118 98.13
Total Variation 0.207399 1.24439 100.00
Number of Distinct Categories = 7
Enter Key Slide Take Away (Key Point) Here
Create & Analyze a Gage R&R (Crossed) Training Video by SigmaXL.com
International Standards for Lean Six Sigma (ISLSS) 30
31. Probability Plot
(Optional)
Probability Plot of Anderson-Darling Normality
10 15 20 25 30 35 40
99.9
99
95
90
80
70
60
50
40
30
20
10
5
1
0.1
QTY
Percent
Mean 24.74
StDev 4.177
N 100
AD 0.380
P-Value 0.397
Normal - 95% CI
Enter Key Slide Take Away (Key Point) Here
Create a Normal Probability Plot Training Video by SigmaXL.com
International Standards for Lean Six Sigma (ISLSS) 31
32. Control Chart
(Optional)
The current baseline
delivery time is stable
over time with both the
Moving Range (MR)
(3.22 days) and Individual
Average (29.13 days)
experiencing common
cause variation
255 data points collected
with zero subgroups, thus
the I&MR control chart
selected
Observation
Individual Value
1 28 55 82 109 136 163 190 217 244
40
35
30
25
20
UC L=37.70
_
X=29.13
LC L=20.56
Observation
Moving Range
1 28 55 82 109 136 163 190 217 244
10.0
7.5
5.0
2.5
0.0
UC L=10.53
__
MR=3.22
LC L=0
I-MR Chart of Delivery Time
Enter Key Slide Take Away (Key Point) Here
Create an Xbar & R Control Chart Training Video by SigmaXL.com
International Standards for Lean Six Sigma (ISLSS) 32
33. PDCA
(Optional)
Plan:
?
?
Do:
?
?
Check:
?
?
Act:
?
?
?
?
?
?
Plan
Do
Check
Act
Enter Key Slide Take Away (Key Point) Here
Gemba Academy Training Video on How to Leverage the Powerful A3 Report
International Standards for Lean Six Sigma (ISLSS) 33
34. 5s
(Optional)
Sort
?
?
Set Order
?
?
Shine
?
?
Standardize
?
?
Sustain
?
?
5s FORM
IDENTIFICATION
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
CLASSIFICATION
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINES
QUANTITY CELL / AREA
REASON
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
DISPOSITION REQUIRED
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION TAKEN
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
Enter Key Slide Take Away (Key Point) Here
“What is 5S?” Training Video by GembaAcademy.com
International Standards for Lean Six Sigma (ISLSS) 34
35. Benchmark Analysis
(Optional)
CTQ
Process
Capability
(X/Y)
Benchmark
Gap /
Opportunity
Source Assumptions Risks
Based on the information above, what is the performance objective*?
• Reduce defects by %
• Reduce long-term DPMO from to .
• Improve short-term Z from to .
*If you do not benchmark, performance standards are based on:
• For a process with 3 sigma level, decrease % defects by 10x.
• For a process with > 3 sigma level, decrease % defects by 2x.
• Other….please explain (corporate mandate, compliance/legal, VOC data, etc)
Enter Key Slide Take Away (Key Point) Here
“What is Benchmarking?” Training Video by www.coer.org.nz
International Standards for Lean Six Sigma (ISLSS) 35
36. Key Buying Factor Analysis
(Optional)
CTQ Importance Company Comp 1 Comp 2 Comp 3
10.0
9.0
8.0
7.0
6.0
5.0
4.0
Delivery
time On-% Complete Order
Inventory Turns
Warranty Returns
Price
Special Order Lead Time
Relationship Management
Correct Invoice
New Product Development
Brand Image
Product Offering Breadth
Proximity to Customer
Enter Key Slide Take Away (Key Point) Here
“How does the customer fit into process improvement?” Training Video by
processexcellencenetwork.com and BP Group
International Standards for Lean Six Sigma (ISLSS) 36
37. Sample Value Stream
Mapping Symbols (Optional)
Quotes
Machining C/T = 36 Sec
Set Up Time 7 Min
Uptime 86%
Process Box
Data Box
I
Queue/
Inventory
1
Personnel
Flow
(Information)
Electronic
Information
Sign Off Point
Push Systems
Truck Shipment
Supplier/
Customer
Flow
(Physical)
Physical Pull
Project
Burst
Supermarket
Replenishment
Kanban
Station
Paper
Kanban
Electronic
Data
System F I F O
FIFO Lane
Physical
Transport
“Go See”
Monitoring
Enter Key Slide Take Away (Key Point) Here
Value Stream Map Glossary Training Video by gembaacademy.com
International Standards for Lean Six Sigma (ISLSS) 37
38. To Office Parking Lot
EAST
Supply
Room
(paper and
office supplies)
Records
Room
(Order
Management)
Vault
(finance)
Printer, Fax OM Lead
OM Supr Office
Reception
Restrooms Cafeteria
Engineering Offices
Foyer
Order
Taker 1
Order
Taker 2
Order
Taker 3
Order
Entry 1
Order
Entry 2
Order
Entry 3
CC &
Val 2
CC &
Val 3
CC &
Val 1
Copier
Indicates an in-box
or outbox where
work (forms/
information) waits
to be worked on or
transferred
Planning &
Scheduling
Lines indicate
paper/information
travel:
- No set path
- Lots of rework
Spaghetti Diagram
(Optional)
Enter Key Slide Take Away (Key Point) Here
Spaghetti Diagram Training Video by Dwane Lay
International Standards for Lean Six Sigma (ISLSS) 38
Dwane Lay
Dwane Lay
Dwane Lay
39. AS-IS Process Mapping
Symbols (Optional)
Enter Key Slide Take Away (Key Point) Here
Process Mapping Training Video by Mark Zabel
International Standards for Lean Six Sigma (ISLSS) 39
40. Lean Six Sigma
Group
Lean Six Sigma
Additional Resources
International Standards for Lean Six Sigma (ISLSS)
41. Lean Six Sigma Tollgate
Template Notes
The Lean Six Sigma Tollgate Templates are:
Free and intended as a guide in documenting a Lean Six Sigma
Project. I grant permission for you to modify these templates to meet
the specific needs of your process improvement project.
Instructional - a video has been linked to each Template, I selected a
mix of videos from Thought Leaders in the Lean Six Sigma Group.
I included reference links to all video’s should you want to learn more
information. Also included guidelines in the Note’s section of each
slide.
Efficient and Effective – Placeholders for Graphic or Video Examples
for various tools and methods across each DMAIC Phase.
How to Use These Templates:
Collaboratively – use as a guide, reuse templates independently or
across phases as needed, and change the order as needed to best
capture the execution of Lean Six Sigma in each phase, and
summarize in the final Case Study.
Use as a Communication tool, and document your findings and
results.
41
My name is Steven
Bonacorsi, Author of the
Lean Six Sigma Tollgate
Templates, President of
the International
Standard for Lean Six
Sigma (ISLSS), and
Owner of the LinkedIn
Lean Six Sigma Group.
Replace the content of this slide with images or video’s
related to your process improvement project
International Standards for Lean Six Sigma (ISLSS)
42. Lean Six Sigma Resources
42
Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987
Lean Six Sigma Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987
International Standard for Lean Six Sigma (ISLSS): http://www.islss.com
Best Wishes in Continuously Improving Your Business Processes
– Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
International Standards for Lean Six Sigma (ISLSS)
i-nexus: http://www.i-nexus.com
Strategy Execution Community LinkedIn Group
https://www.linkedin.com/groups/Strategy-Execution-Community-3725091
SigmaXL: http://www.sigmaxl.com
SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101
Gemba Academy http://www.gembaacademy.com Lean CEO Group:
Gemba Academy LinkedIn Group: https://www.linkedin.com/groups/Gemba-Academy-1844998?gid=1844998
PEX Network http://www.processexcellencenetwork.com
PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement
Lean Leadership Institute: http://www.LeanLeadership.guru/books.html The Toyota Way Group
43. Lean Six Sigma Groups
(Click Logo’s to Join Group)
Lean Six Sigma Group
Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean
43
Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the Conversation
International Standards for Lean Six Sigma (ISLSS)
44. Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
44
See Notes Section for Links to Lean Six Sigma Group Contributors
International Standards for Lean Six Sigma (ISLSS)
45. Lean Six Sigma Measure Phase
Video References – Set 5
45
Ten Commandments of Lean Six
Sigma Video by Gemba Academy
How to Write a Project Charter
Training Video by
projectmanagervideos
Process Capability Training
Video by SigmaXL
DMAIC Case Study to Improve
Customer Satisfaction Video by
SigmaXL
Share Your Video with the Kaizen Group:
http://www.linkedin.com/groups?gid=2057909
International Standards for Lean Six Sigma (ISLSS)
The Gemba Glossary
Training Video by Gemba
Academy
Gage R&R (Variable Data)
Training Video using
Minitab by Janeth Leon
Descriptive Statistic’s
Training Video by SigmaXL
Process Capability and
Statistical Process Control
Training Video by SigmaXL
46. Lean Six Sigma Measure Phase
Video References – Set 6
46
Process Capability (Continuous)
Training Video by SigmaXL
Process Capability (Discrete)
Training Video by SigmaXL
Metrics Based Process Mapping
Training Video by
The Karen Martin Group
Share Your Video with the Statistics & Analytics Group:
http://www.linkedin.com/groups?gid=4183029
International Standards for Lean Six Sigma (ISLSS)
Gemba Academy
Training Video on the
7 Forms of Waste
SigmaXL Training Video on
Cause & Effect Diagrams
Value Stream Mapping
Training Video by
Gemba Academy
Cost/Benefit Training
Video by Conservation
Strategy Fund
Lean Accounting Training
Video by Gemba
Academy
47. Lean Six Sigma Measure Phase
Video References – Set 7
Top 5 Types of Project
Management Reports Video by
projectmanagervideos
8-Step Problem Solving
Training Video by the
Lean Leadership Institute
The Explosion of Data Video by
PexNetwork
Measure Phase Success Criteria
Training Video by
educatevirtually
Share Your Video with the Design for Lean Six Sigma Group:
47
http://www.linkedin.com/groups?gid=3065466
International Standards for Lean Six Sigma (ISLSS)
8 Step Practical Problem
Solving Methodology by
Gemba Academy
Analyze Phase Success
Criteria Training Video by
educatevirtually
Application of Statistical
Analysis Training Video by
Amir H. Ghaseminejad
How to deal with non-normal
data Training Video
by SigmaXL.com
48. Lean Six Sigma Measure Phase
Video References – Set 8
How to Manage Stakeholder
Expectations Video by
projectmanagervideos
Sample Size with Continuous
Data Training Video by SigmaXL
Sample Size with Discrete Data
Training Video by SigmaXL.com
Create & Analyze a Gage R&R
(Crossed) Training Video by
SigmaXL.com
Share Your Video with the Business Process Management Group:
48
http://www.linkedin.com/groups?gid=3929208
International Standards for Lean Six Sigma (ISLSS)
Create a Normal
Probability Plot Training
Video by SigmaXL.com
Create an Xbar & R Control
Chart Training Video by
SigmaXL.com
Gemba Academy Training
Video on How to Leverage
the Powerful A3 Report
“What is 5S?”
Training Video by
GembaAcademy.com
49. Lean Six Sigma Measure Phase
Video References – Set 9
“What is Benchmarking?”
Training Video by
www.coer.org.nz
“How does the customer fit into
process improvement?” by
PEXNetwork and BP Group
Value Stream Map Glossary
Training Video by
gembaacademy.com
Spaghetti Diagram Training
Video by Dwane Lay
Share Your Video with the Strategy Execution Community Group:
https://www.linkedin.com/groups/Strategy-Execution-Community-3725091
49
International Standards for Lean Six Sigma (ISLSS)
Process Mapping Training
Video by Mark Zabel