Control phase lean six sigma tollgate template

Lean Six Sigma Control Phase Control
Tollgate Review

Control
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
Lean Six Sigma Online Training Video by the Process Excellence Network
International Standards for Lean Six Sigma (ISLSS) 2

Control Summary Control
 ?
 ?
 ?
 ?
 ?
Documentation
 Provide any necessary training
Translation project within/ outside of region/function:
 Any resulting spin-off projects initiated
 Any Replication in other locations?
Communication:
 Communicate project results with customer
 Communicate results with the business
Include text here to explain
highlights of the plan to monitor and
respond to variation in y’s and x’s
Baseline Improved
Units ? ?
Defects ? ?
DPMO ? ?
Mean* ? ?
PCE% ? ?
Std. Deviation* ? ?
Sigma (ST) ? ?
Sigma (LT) ? ?
 ?
 ?
 ?
 ?
 ?
Summarize benefits to the
internal/external customers here.
Start tracking benefits from date of
implementation of Improve Phase
Improvements.
Enter Key Slide Take Away (Key Point) Here
3
Control/Response Plan Highlights Benefits of Project
Sigma Levels/Improvements Communication & Translation
Case Study: Improve Customer Satisfaction Video by Chris Noguera
International Standards for Lean Six Sigma (ISLSS)

Control
Descriptive Statistics
Process Capability
Process Capability Analysis for Cholesterol
ST
LT
Process Capability Analysis for Control
Cholesterol
120 140 160 180 200 220 240 260
USL
PPM < LSL
PPM > USL
*
151146.50
*
133333.33
*
116152.65
140 160 180 200 220 240
220.000
*
*
193.133
30
26.0455
22.4931
*
0.34
*
0.34
*
Cholesterol
*
0.40
*
PPM < LSL
PPM > USL
Capability
PPM < LSL
PPM > USL
PPM < LSL
PPM > USL
Capability Observed Performance Expected ST Performance Expected LT Performance
PPM < LSL
PPM > USL
Display Histograms PPM Total
& Process Capability Reports Video by SigmaXL Inc.
PPM < LSL
PPM > USL
PPM Total
PPM < LSL
PPM > USL
PPM Total
*
16153.51
16153.51
*
43119.06
43119.06
*
0.00
0.00
220.000
*
*
184.967
30
20.4206
16.3662
*
0.57
*
0.57
*
*
0.71
*
0.71
Data
ST
LT
USL
PPM Total
PPM Total
PPM Total
USL
Target
LSL
Mean
Sample N
StDev (ST)
StDev (LT)
Process Data
Potential *
Overall (LT) Capability USL
116152.65
Cp
116152.65
151146.50
133333.33
0.40
Observed Performance Expected ST Performance Expected LT Performance
Capability
ST
LT
Target
CPU
LSL
CPL
Mean
Cpk
Sample N
Cpm
StDev (ST)
StDev (LT)
Pp
Cp
PPU
CPU
PPL
Ppk
220.000
*
*
193.133
30
26.0455
22.4931
*
(ST) Capability
220.000
*
0.34
*
*
184.967
0.34
*
*
30
20.4206
16.3662
*
0.40
*
0.57
0.40
Process Data
CPL
*
Potential (ST) Capability
(Baseline)
(Improved)
260
ST
LT
240 260
PPM Total
116152.65
Expected LT Performance

Control
Item/ Process Step
Potential
Failure
Mode
Potential
Failure
Effects
Severity #
Causes of
Failure
Occurrence #
Current Control
Detection #
RPN
Recommended
Action Responsibility
Target
Completion
Date
Actual Date
Action
Completed
New Severity #
New Occurance #
New Detection #
New RPN
Example
Document
not
Received
delay of
scheduled
delivery
7
User forgot to
update system
and send
document
3
Call user to escalate
issue
7 147
Automate system
settings for
missing field
values and auto
send
Ima N. Charge,
Program
Manager
Joe Schmoe,
Process Mgr
9/30/2005 10/20/2005 7 1 1 7
FMEA
 Risk Analysis recommended actions (Key Speaking Points)
 Rating Index
 Total Current Risk Priority Number (RPN) Risk
How to Become an Effective FMEA Practitioner Training Video by ReliaSoft

Control
RACI Chart
(Optional)
R = Responsible: The person who performs the action/task.
A = Accountable: The person who is held accountable that the action/task is completed.
C = Consulted: The person(s) who is consulted before performing the action/task.
I = Informed: The person(s) who is informed after performing the action/task.
Step Action/Task Responsible Accountable Consulted Informed
1
2
3
4
5
6
7
8
9
10
6
RACI Implementation Training Video by Michael Carew at raci.com

Control
Control / Response &
Escalation Plan
Data Monitor checks
the dashboard and
learns that I-MR and is
out of control
Escalates to the Process
Owner & Black Belt for
special cause
identification
FMEA is used to update
any failure/actions or
improvements not
recorded
Supplier is contacted to
review defects and
actions
Process (x) and Outcome (y)
Indicators
UOM Target
Control
Limit
Process Owner/
Data Monitor
System/ Source What to check
Frequency/
Time
Procedure
Reference
(optional)
Total number of open tickets at
end of day
ticket 0 10 Joe Schmoe
Remedy Ticket
Data
Open ticket report on
reports screen
Daily M-F at
5 pm
SOP 7.2
Action if control limit is exceeded:
Number of tickets per technician ticket 0 2 Joe Schmoe
Remedy Ticket
Data
Open ticket report on
reports screen
Daily M-F at
5 pm
SOP 7.2
Personal Time Off Schedule
people
out/day
0 2 Tom Orrow Outlook Calendar
Number of staff with PTO
for coming week
Weekly
Friday pm
none
Notify Service Delivery Leader if # of open tickets per day is above control limit. SDL will carry out root cause analysis with
team members, post resulting findings on call center bulletin board and Knowledge Base web site. Program Manager will
be notified if open tickets exceeds 15; Customer will be notified if open tickets exceeds 20.
Notify manager if any individual has >2 open tickets for more than 1 consectuive day. Work with indivdual to determine
root cause and agree on remedy actions.
Arrange for coverage from XYZ account if more than 2 people on personal time off (unless predicted ticket volume is less
than 200 per day)
Process Escalation Map
Control Plan Training Video by 6ixsigmaorg

Business Impact Control
 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: ?
8
Cost Benefit Analysis Training Video by John Gunyou

Business Impact Details Control
 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?
9
Direct vs. Indirect Cost Training Video by John Gunyou

Current Status Control
 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
Project Status Reporting Training Video by ZOOMtoLearn
10

Lessons Learned Control
1. ?
2. ?
3. ?
4. ?
5. ?
6. ?
7. ?
8. ?
9. ?
10.?
How to Capture Lessons Learned Training Video by projectmanagervideos

Project Contributors Control
Steering Team Support Team
 <Name>: <Contribution>
Project Ownership Team Deployment Team
Respect for People & Culture (Norman Bodek) Video by GAManufacturing

Next Steps Control
 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
How to assess an improvement idea - Paul Akers Training by George Trachilis
13

Sign Off Control
Once the project is complete and has been reviewed by the Green Belt/Black Belt or other Quality
mentor, the project should be reviewed with Deployment Champion, Project Sponsor, Process
Owner, Master Black Belt and other project or process stakeholders. In addition, financial benefits
of the project (or the method used to estimate financial benefits) should be confirmed by your
Process Owner and/or Financial Representative.
 Policies & Procedures for the Improve & Control phases were documented & communicated
on MM/DD/YY
 I understand the New Policies and Procedures
 I understand and take responsibility for monitoring the Process Measurements as
delineated in the Control Plan
 I will report the progress on this sub-process on a regular basis to the customer
 I have reviewed this project’s financial benefits with the Champion, Sponsor, and Finance
 I understand the corrective action procedure and am responsible for ensuring that action
items are completed to hold the gains and capture the financial benefits
Enter Name Here
“Other” Key Stakeholder
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Master Black Belt
Enter Name Here
Sponsor / Process Owner
Enter Name Here
Deployment Champion
Enter Name Here
Financial Representative
Enter Name Here
Executive Director
Enter Name Here
“Other” Key Stakeholder
Being Extreme in Leadership | Jack Welch Video by Mark Thompson

Lean Six Sigma Tollgate Control
Review Backup Slides

Project Charter Control
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, replication opportunities, project iterations)
 PES Name Project Executive Sponsor (if different from PS)
 PS Name Project Sponsor/Process Owner
 DC Name Deployment Champion
 GB/BB Name Green Belt/Black Belt
 MBB Name Master Black Belt
Core Team Role % Contrib. LSS Training
 Team Member 1 SME XX YB
 Team Member 2 TM XX GB
 Team Member 3 SME XX PS
Extended Team
 Team Member 1 BFM XX Not Trained
 Team Member 2 IT XX Not Trained
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
How to Create a Project Charter Training Video by Jason Dodd

Measure Overview Control
 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
17
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Process Distribution Training Video by Statisfaction

Analyze Overview Control
Value Add Analysis - Current State
80
60
40
20
0
Takt Time = 55
1 2 3 4 5 6 7 8 9 10
Task #
Task Time (seconds)
CVA Time BVA Time NVA Time
 Root cause:
Effect
 Root cause:
Effect
 Root cause:
Effect
 Value Add Analysis
 One-Way ANOVA
 Two-Way ANOVA
 Pareto Plots
 Simple Linear Regression
 Multiple Regression
 Test for Equal Variance
 Scatter Plots
 C&E Matrix
 Complexity
 Cause & Effect Diagram
 Kaizen/Quick Wins
 FMEA
 Control/Impact Chart
 T-Test
 Other
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Factor (x)
Tested
p Value Observations/Conclusion
Example: ANOVA Location 0.030
Significant factor - 1 hour driving time from DC
to Baltimore office causes ticket cycle time to
generally be longer for the Baltimore site
Example: ANOVA Part vs. No Part 0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
Example: Chi Squared Department 0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
Example: Pareto Region n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Describe any other observations about the root cause (x) data
18
Hypothesis Tests Value-Add Analysis
Root Cause / Effect Tools Used
Process Cycle Efficiency PCE% Training Video by Gemba Academy

Control
Improve Summary
Vital X (root cause) Proof of Causation
Practical Solution (process change
to address X)
Operating
Tolerances for X
Client IT need to reverify
all exit data received from
Client HR
Average delay between
reception of information
from Client HR until it
reaches NT Admin or
general admin
Eliminate process - Place accountability
on Client HR for information placed into
new database.
n/a
E-mail vendor's contract
with Client
The SLA has a range of 3-
5 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days
E-mail vendor's contract
with Client
The SLA has a range of 3-
5 business days for the
completion of a delete
request
E-mail vendor instituted new web
interface for all add/delete requests,
vastly improving request processing
time.
1 - 2 days
How the solution was determined:
 What was the solution selection tool used?
 What project management tools were used?
 Cost/benefit analysis?
 Include any other tools or methods used
1. ?
2. ?
3. ?
4. ?
5. ?
“What Does a Good Leader or Coach Do?” Video by Lean Leadership Institute
19
Solution Selection Criteria Pilot and Implementation Plan

Control
Control
Tollgate Checklist
 Has the team prepared all the essential documentation for the improved process,
including revised/new Standard Operating Procedures (SOP’s), a training plan and a
process control system?
 Has the necessary training for process owners/operators been performed?
 Have the right measures been selected, and documented as part of the Process
Control System, to monitor performance of the process and the continued
effectiveness of the solution? Has the metrics briefing plan/schedule been
documented? Who owns the measures? Has the Process Owner’s job description
been updated to reflect the new responsibilities? What happens if minimum
performance is not achieved?
 Has the solution been effectively implemented? Has the team compiled results data
confirming that the solution has achieved the goals defined in the Project Charter?
 Has the Benefits Realization Schedule been verified by the Financial Representative?
 Has the process been transitioned to the Process Owner, to take over responsibility
for managing continuing operations? Do they concur with the control plan?
 Has a final Storyboard documenting the project work been developed?
 Has the team forwarded other issues/opportunities, which were not able to be
addressed, to senior management?
 Have “lessons learned” been captured?
 Have replication opportunities been identified and communicated?
 Has the hard work and successful efforts of our team been celebrated?
Deliverables:
Tollgate Review
 SOP’s
 Training Plan
 Process Control System
 Benefits Realization Schedule,
validated by Financial
Representative
 Validated Solution
 Replication/ Standardization Plan
 Lessons Learned
 Transitioned Project
 Project Risk Performance
 Deliverables Uploaded to
Central Storage Location or
Deployment Management
System
Has the team implemented the solution, and a control plan to
insure the process is robust to change?
Control Phase Success Criteria Training Video by educatevirtually

Control
 Define the opportunity from both the customer
 Identify the critical X factors
 Develop solutions
linked to critical x’s
21
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
Driving Strategic Transformation Programs by i-nexus

Control
Total Gage R&R 17.12 41.38
Repeatability 17.12 41.38
Reproducibility 0.00 0.00
operator 0.00 0.00
Part-To-Part 82.88 91.04
Total Variation 100.00 100.00
For Continuous Data, use Minitab GR&R Study
Conclusions: 17.12% of component
variation from measurement system,
82.88% of component variation from
part-to-part measured
Gage name:
Date of study:
Reported by:
Tolerance:
Misc:
110 1 2
0
100
90
80
70
60
50
40
30
20
10
Xbar Chart by operator
3.0SL=75.30
X=59.80
-3.0SL=44.30
80 1 2
0
70
60
50
40
30
20
10
0
R Chart by operator
3.0SL=56.83
R=26.87
-3.0SL=0.00E+00
1 2 3 4
100
90
80
70
60
50
40
30
20
part
operator
operator*part Interaction
Average
1
2
1 2
100
90
80
70
60
50
40
30
20
10
Oper
Response By operator
1 2 3 4
100
90
80
70
60
50
40
30
20
10
part
Response By part
%Total Var
%Study Var
Gage R&R Repeat Reprod Part-to-Part
100
50
0
Components of Variation
Percent
Gage R&R (ANOVA) for time
Measurement Systems
Analysis (Optional)
For Discrete data, use AR&R Excel Tool
For more information, see Notes section of this slide
Known Population Individual 1 Individual 2 Match Match
Sample # Attribute Try #1 Try #2 Try #1 Try #2 Each Other Known
1 pass pass pass pass pass N N
2 pass pass pass pass pass N N
3 fail fail fail fail pass N N
4 fail fail fail fail fail Y Y
5 fail fail fail pass fail N N
6 pass pass pass pass pass Y Y
7 pass fail fail fail fail Y N
9 fail pass pass pass pass Y N
10 fail pass pass fail fail N N
"REPEATABILITY" -> 100.00% 80.00%
"ACCURACY" -> 85.00% 70.00%
"OVERALL REPEATABILITY & REPRODUCIBILITY" -> 65.00%
"OVERALL REPEATABILITY, REPRODUCIBILITY & ACCURACY" -> 55.00%
Gage R&R (Attribute Data) Training Video using Minitab by Janeth Leon

Control
Control Chart
(Optional)
0 50 100 150
0.10
0.05
0.00
Sample Number
Proportion
P Chart for Total Defectives
3.0SL=0.08162
P=0.03817
-3.0SL=0.00E+00
Feb/Mar Data Confirms Process Has
Remained In Control
Control Chart
Findings
 ?
 ?
 ?
 ?
 ?
How To Create P-Charts by SigmaXL

Control
Takt Board – Monitor
(Optional)
TAKT BOARD: <Department Name>
Last Week: <CTQ>
This Week: <CTQ>
Day Scheduled Actual Diff (+/-) Comments
Made to Order Manage Takt with Quoted Time Video by Greg Lane

Control
Mistake Proofing
(Poke Yoke) (Optional)
 Solution: Make use of existing bar codes on shipping paperwork to mistake
proof receiving function.
 Validate with suppliers (shipping company) that all shipping containers will have
barcode label ($0)
 Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns)
 Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)
 Install error metrics for error tracking ($100)
Poka-Yoke and Chaku-Chaku Training Video by TLC

Control
Cultural/Educational
Issues (Optional)
 Force Field Analysis:
1. Select a process control
method & explain why this
choice for your project.
2. Identify 4-6
cultural/educational barriers to
successfully implementing
your process controls &
potential solutions using the
Force-Field Analysis Table
Driving Forces Restraining Forces
Force Field Analysis Training Video by DePaul University/SNL Online

Control
Skills Matrix
(Optional)
 Visual management is an
important part of any
implementation.
 Define each team
members ability to perform
skills
 Develop Improvement
Plan.
Skills Matrix Training Video by BMGI

Control
Replication
(Optional)
 Replication Goals
 29% X$ savings captured with 1st
completed project in 10 week project
 70% X$ savings captured with 5
locations replicated in 6 months
 100% X$ savings captured with 9
locations replicated in 9 months
 Replication Strategy
 Build change team
 Train / Kaizen
 Dashboard Metrics
10 Weeks 6 Months 9 Months
 1st completed
project
(29%)
 5 locations
standardized
(70%)
 9 locations
Replicated
(100%)
Hoshin Kanri: Creating a Strategy Deployment Plan by The Karen Martin Group

Lean Six Sigma Co n t ro l
Additional Resources

Control
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.
30
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

Lean Six Sigma Resources Control
31
 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
 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

Control 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
32
Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the Conversation

Control
Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
33
See Notes Section for Links to Lean Six Sigma Group Contributors

Control
Lean Six Sigma Control Phase
Video References – Set 18
34
Lean Six Sigma Online
Training Video by the
Process Excellence Network
Case Study: Improve Customer
Satisfaction Video by
Chris Noguera
Display Histograms & Process
Capability Reports Video by
SigmaXL Inc.
How to Become an Effective
FMEA Practitioner Training
Video by ReliaSoft
Join the Lean Six Sigma Leadership Group:
http://www.linkedin.com/groups?gid=3151087
RACI Implementation
Video by Michael
Carew at raci.com
Control Plan Training
Video by 6ixsigmaorg
Cost Benefit Analysis
Video by John Gunyou
Direct vs. Indirect Cost
Video by John Gunyou

Control
35
Project Status Reporting
Training Video by ZOOMtoLearn
How to Capture Lessons
Learned Training Video by
projectmanagervideos
Respect for People & Culture
(Norman Bodek) Video by
GAManufacturing
How to assess an improvement
idea - Paul Akers Training by
George Trachilis
Join the Process Excellence Network Group:
https://www.linkedin.com/groups/PEX-Network-IQPC-Lean-Six-136889
Being Extreme in
Leadership | Jack Welch
Video by Mark Thompson
How to Create a Project
Charter Training Video by
Jason Dodd
Process Distribution
Training Video by
Statisfaction
Process Cycle Efficiency
PCE% Training Video by
Gemba Academy

Control
36
“What Does a Good Leader or
Coach Do?” Video by the
Lean Leadership Institute
Control Phase Success Criteria
Training Video by
educatevirtually
Driving Strategic
Transformation Programs by
i-nexus
Gage R&R (Attribute Data)
Training Video using Minitab by
Janeth Leon
Join the Gemba Academy Group:
https://www.linkedin.com/groups/Gemba-Academy-1844998
How To Create P-Charts
by SigmaXL
Made to Order Manage
Takt with Quoted Time
Video by Greg Lane
Poka-Yoke and Chaku-
Chaku Video by TLC
Force Field Analysis
Video by DePaul
University/SNL Online

Control
37
Join the Lean Six Sigma Teams (Yellow Belt) Group:
http://www.linkedin.com/groups?gid=3765214
Skills Matrix Training
Video by BMGI
Hoshin Kanri: Creating a
Strategy Deployment Plan by
The Karen Martin Group

Control phase lean six sigma tollgate template

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