Lean Six Sigma Measure Phase Tools and Techniques

Lean Six Sigma
Group
Lean Six Sigma Measure Phase
Tollgate Review

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

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

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
4
Process Capability Graphical Analysis
Root Cause / Quick Win Tools Used
Process Capability Training Video by SigmaXL
International Standards for Lean Six Sigma (ISLSS)

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
DMAIC Case Study to Improve Customer Satisfaction Video by SigmaXL

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
The Gemba Glossary Training Video by Gemba Academy

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.
Gage R&R (Variable Data) Training Video using Minitab by Janeth Leon

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
Descriptive Statistic’s Training Video by SigmaXL

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
Process Capability and Statistical Process Control Training Video by SigmaXL

Sigma Calculator:
Continuous Data
Process Capability (Continuous) Training Video by SigmaXL

Sigma Calculator:
Discrete Data
Process Capability (Discrete) Training Video by SigmaXL

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
Gemba Academy Training Video on the 7 Forms of Waste

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 >
SigmaXL Training Video on Cause & Effect Diagrams

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
Notify HR of
employee exit date
Metrics Based Process Mapping Training Video by The Karen Martin Group

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
Value Stream Mapping Training Video by Gemba Academy
Home
Order Mgmt Supervisor

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
Cost/Benefit Training Video by Conservation Strategy Fund

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
Lean Accounting Training Video by Gemba Academy

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
18
Top 5 Types of Project Management Reports Video by projectmanagervideos

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
8-Step Problem Solving Training Video – Lean Leadership Institute

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
The Explosion of Data Video by pexnetwork

Lean Six Sigma
Group
Lean Six Sigma
Tollgate Review
Backup Slides

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
Measure Phase Success Criteria Training Video by educatevirtually

 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
8 Step Practical Problem Solving Methodology by Gemba Academy

 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

Abridged Process Sigma Conversion Table…
Bonacors2i C5onsulting
Long-Term
Yeild
Process
Sigma (ST)
Defects Per
1,000,000
Defects Per
100,000
Defects Per
10,000
Defects Per
1,000
Defects Per
100
99.99966% 6.0 3.4 0.34 0.034 0.0034 0.00034
99.9995% 5.9 5 0.5 0.05 0.005 0.0005
99.9992% 5.8 8 0.8 0.08 0.008 0.0008
99.9900% 5.7 10 1 0.1 0.01 0.001
99.8000% 5.6 20 2 0.2 0.02 0.002
99.9970% 5.5 30 3 0.3 0.03 0.003
99.9960% 5.4 40 4 0.4 0.04 0.004
99.9930% 5.3 70 7 0.7 0.07 0.007
99.9900% 5.2 100 10 1 0.1 0.01
99.9850% 5.1 150 15 1.5 0.15 0.015
99.9770% 5.0 230 23 2.3 0.23 0.023
99.9670% 4.9 330 33 3.3 0.33 0.033
99.9520% 4.8 480 48 4.8 0.48 0.048
99.9320% 4.7 680 68 6.8 0.68 0.068
99.9040% 4.6 960 96 9.6 0.96 0.096
99.8650% 4.5 1350 135 13.5 1.35 0.135
99.8140% 4.4 1860 186 18.6 1.86 0.186
99.7450% 4.3 2550 255 25.5 2.55 0.255
99.6540% 4.2 3460 346 34.6 3.46 0.346
99.5340% 4.1 4660 466 46.6 4.66 0.466
99.3790% 4.0 6210 621 62.1 6.21 0.621
99.181% 3.9 8190 819 81.9 8.19 0.819
98.930% 3.8 10700 1070 107 10.7 1.07
98.610% 3.7 13900 1390 139 13.9 1.39
98.220% 3.6 17800 1780 178 17.8 1.78
97.730% 3.5 22700 2270 227 22.7 2.27
97.130% 3.4 28700 2870 287 28.7 2.87
96.410% 3.3 35900 3590 359 35.9 3.59
95.540% 3.2 44600 4460 446 44.6 4.46
94.520% 3.1 54800 5480 548 54.8 5.48
93.320% 3.0 66800 6680 668 66.8 6.68
91.920% 2.9 80800 8080 808 80.8 8.08
90.320% 2.8 96800 9680 968 96.8 9.68
88.50% 2.7 115000 11500 1150 115 11.5
86.50% 2.6 135000 13500 1350 135 13.5
84.20% 2.5 158000 15800 1580 158 15.8
81.60% 2.4 184000 18400 1840 184 18.4
78.80% 2.3 212000 21200 2120 212 21.2
75.80% 2.2 242000 24200 2420 242 24.2
72.60% 2.1 274000 27400 2740 274 27.4
69.20% 2.0 308000 30800 3080 308 30.8
65.60% 1.9 344000 34400 3440 344 34.4
61.80% 1.8 382000 38200 3820 382 38.2
58.00% 1.7 420000 42000 4200 420 42
54.00% 1.6 460000 46000 4600 460 46
50% 1.5 500000 50000 5000 500 50
46% 1.4 540000 54000 5400 540 54
43% 1.3 570000 57000 5700 570 57
39% 1.2 610000 61000 6100 610 61
35% 1.1 650000 65000 6500 650 65
31% 1.0 690000 Application 69000 of Statistical Analysis 6900 Training
690 69
28% 0.9 720000 25% 0.8 750000 Video 72000 75000 by Amir H. Ghaseminejad
7200 720 72
7500 750 75
22% 0.7 780000 78000 7800 780 78
19% 0.6 810000 81000 8100 810 81
16% 0.5 840000 84000 8400 840 84
14% 0.4 860000 86000 8600 860 86
12% 0.3 880000 88000 8800 880 88
10% 0.2 900000 90000 9000 900 90
8% 0.1 920000 92000 9200 920 92

Table of the Standard Normal (z) Distribution
z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09
0.0 0.0000 0.0040 0.0080 0.0120 0.0160 0.0190 0.0239 0.0279 0.0319 0.0359
0.1 0.0398 0.0438 0.0478 0.0517 0.0557 0.0596 0.0636 0.0675 0.0714 0.0753
0.2 0.0793 0.0832 0.0871 0.0910 0.0948 0.0987 0.1026 0.1064 0.1103 0.1141
0.3 0.1179 0.1217 0.1255 0.1293 0.1331 0.1368 0.1406 0.1443 0.1480 0.1517
0.4 0.1554 0.1591 0.1628 0.1664 0.1700 0.1736 0.1772 0.1808 0.1844 0.1879
0.5 0.1915 0.1950 0.1985 0.2019 0.2054 0.2088 0.2123 0.2157 0.2190 0.2224
0.6 0.2257 0.2291 0.2324 0.2357 0.2389 0.2422 0.2454 0.2486 0.2517 0.2549
0.7 0.2580 0.2611 0.2642 0.2673 0.2704 0.2734 0.2764 0.2794 0.2823 0.2852
0.8 0.2881 0.2910 0.2939 0.2969 0.2995 0.3023 0.3051 0.3078 0.3106 0.3133
0.9 0.3159 0.3186 0.3212 0.3238 0.3264 0.3289 0.3315 0.3340 0.3365 0.3389
1.0 0.3413 0.3438 0.3461 0.3485 0.3508 0.3513 0.3554 0.3577 0.3529 0.3621
1.1 0.3643 0.3665 0.3686 0.3708 0.3729 0.3749 0.3770 0.3790 0.3810 0.3830
1.2 0.3849 0.3869 0.3888 0.3907 0.3925 0.3944 0.3962 0.3980 0.3997 0.4015
1.3 0.4032 0.4049 0.4066 0.4082 0.4099 0.4115 0.4131 0.4147 0.4162 0.4177
1.4 0.4192 0.4207 0.4222 0.4236 0.4251 0.4265 0.4279 0.4292 0.4306 0.4319
1.5 0.4332 0.4345 0.4357 0.4370 0.4382 0.4394 0.4406 0.4418 0.4429 0.4441
1.6 0.4452 0.4463 0.4474 0.4484 0.4495 0.4505 0.4515 0.4525 0.4535 0.4545
1.7 0.4554 0.4564 0.4573 0.4582 0.4591 0.4599 0.4608 0.4616 0.4625 0.4633
1.8 0.4641 0.4649 0.4656 0.4664 0.4671 0.4678 0.4686 0.4693 0.4699 0.4706
1.9 0.4713 0.4719 0.4726 0.4732 0.4738 0.4744 0.4750 0.4756 0.4761 0.4767
2.0 0.4772 0.4778 0.4783 0.4788 0.4793 0.4798 0.4803 0.4808 0.4812 0.4817
2.1 0.4821 0.4826 0.4830 0.4834 0.4838 0.4842 0.4846 0.4850 0.4854 0.4857
2.2 0.4861 0.4864 0.4868 0.4871 0.4875 0.4878 0.4881 0.4884 0.4887 0.4890
2.3 0.4893 0.4896 0.4898 0.4901 0.4904 0.4906 0.4909 0.4911 0.4913 0.4916
2.4 0.4918 0.4920 0.4922 0.4925 0.4927 0.4929 0.4931 0.4932 0.4934 0.4936
2.5 0.4938 0.4940 0.4941 0.4943 0.4945 0.4946 0.4948 0.4949 0.4951 0.4952
2.6 0.4953 0.4955 0.4956 0.4957 0.4959 0.4960 0.4961 0.4962 0.4963 0.4964
2.7 0.4965 0.4966 0.4967 0.4968 0.4969 0.4970 0.4971 0.4972 0.4973 0.4974
2.8 0.4974 0.4975 0.4976 0.4977 0.4977 0.4978 0.4979 0.4979 0.4980 0.4981
2.9 0.4981 0.4982 0.4982 0.4983 0.4984 0.4984 0.4985 0.4985 0.4986 0.4986
3.0 0.4987 0.4987 0.4987 0.4988 How 0.4988 to deal with 0.4989 non-normal 0.4989 data
0.4989 0.4990 0.4990
3.1 0.4990 0.4991 0.4991 0.4991 Training 0.4992 Video 0.4992 by SigmaXL.0.4992 com
0.4992 0.4993 0.4993
3.2 0.4993 0.4993 0.4994 0.4994 0.4994 0.4994 0.4994 0.4995 0.4995 0.4995
3.3 0.4995 0.4995 0.4995 0.4996 0.4996 0.4996 0.4996 0.4996 0.4996 0.4997
3.4 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4998
Bonacors2i C6onsulting

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”
How to Manage Stakeholder Expectations Video by projectmanagervideos

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
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
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
 ?
Sample Size with Continuous Data Training Video by SigmaXL

Sample Size:
Discrete Data (Optional)
Calculation for Sample Size - Discrete Data (Proportions)
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
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)
 ?
 ?
 ?
 ?
 ?
Sample Size with Discrete Data Training Video by SigmaXL.com

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
Create & Analyze a Gage R&R (Crossed) Training Video by SigmaXL.com

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
Create a Normal Probability Plot Training Video by SigmaXL.com

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
Create an Xbar & R Control Chart Training Video by SigmaXL.com

PDCA
(Optional)
 Plan:
 ?
 ?
 Do:
 ?
 ?
 Check:
 ?
 ?
 Act:
 ?
 ?
?
?
?
?
Plan
Do
Check
Act
Gemba Academy Training Video on How to Leverage the Powerful A3 Report

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
“What is 5S?” Training Video by GembaAcademy.com

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)
“What is Benchmarking?” Training Video by www.coer.org.nz

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
“How does the customer fit into process improvement?” Training Video by
processexcellencenetwork.com and BP Group

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
Value Stream Map Glossary Training Video by gembaacademy.com

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)
Spaghetti Diagram Training Video by Dwane Lay
Dwane Lay
Dwane Lay
Dwane Lay

AS-IS Process Mapping
Symbols (Optional)
Process Mapping Training Video by Mark Zabel

Lean Six Sigma
Group
Lean Six Sigma
Additional Resources

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

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
 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

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

Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
44
See Notes Section for Links to Lean Six Sigma Group Contributors

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
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

46
Process Capability (Continuous)
Process Capability (Discrete)
Metrics Based Process Mapping
Training Video by
The Karen Martin Group
Share Your Video with the Statistics & Analytics Group:
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

Top 5 Types of Project
Management Reports Video by
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
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

How to Manage Stakeholder
Expectations Video by
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
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

“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
Process Mapping Training
Video by Mark Zabel

Lean Six Sigma Measure Phase Tools and Techniques

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