Transcript LSS Analyze Tollgate Templates


Lean Six
Sigma
Analyze
Phase
Tollgate
Review
Lean Six Sigma
DMAIC Tools and Activities
 Review Project Charter
 Validate High-Level Value
Stream Map and Scope
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
 Validate
Define
 Project Charter
 Voice of the Customer
 Value Stream Map Flow
 Identify Key Input, Process
and Output Metrics
Operational
Definitions
 Develop Data Collection Plan
 Validate Measurement
System
 Collect Baseline Data
 Determine Process Capability
 Complete Measure Tollgate
 Develop
Measure
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
 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
Analyze
 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
 Develop Potential Solutions
 Evaluate, Select, and
Optimize Best Solutions
‘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
 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
Improve
 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
Control
 Mistake-Proofing/
Zero Defects
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
 Standard
Kaizen Events Targeted in Measure to Accelerate Results
International Standards for Lean Six Sigma
2
Measure Overview
Process Capability
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I -M R C h a r t o f D e l i v e r y T i m e
40
U C L= 3 7 . 7 0
I n d iv id u a l V a lu e
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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
35
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X= 2 9 .1 3
30
25
LC L= 2 0 . 5 6
20
1
28
55
82
109
136
163
190
217
244
O b s e r v a tio n
U C L= 1 0 . 5 3
10.0
M o v in g R a n g e
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Graphical Analysis
7.5
5.0
__
M R = 3.22
2.5
0.0
LC L= 0
1
28
55
82
109
136
163
190
217
244
O b s e r v a tio n
Root Cause / Quick Win
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Root cause:
Quick Win #1
Root cause:
Quick Win #2
Root cause:
Quick Win #3
Tools Used
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Detailed process mapping
MSA
Value Stream Mapping
Data Collection Planning
Basic Statistics
Process Capability
Histograms
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Time Series Plot
Probability Plot
Pareto Analysis
Operational Def.
5s
Pull
Control Charts
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
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Graphical Analysis
Summary
Data is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX
Normality
Central Tendency
Normal
Variation
Average
Non-Normal
Std. Dev (long term)
Median or Q1 or Q3
Investigation
Statistical / Graphical Analysis
What is the shape of the Project Y
data? Is the Y data normally
distributed? What is the normality
test p-value?
What is the central tendency of the
Project Y data?
Span (1/99) or
Stability Factor (Q1/Q3)
Observations/Conclusion
Histogram
Normality Test
Mean, Median, or Quartile Values
What is the spread of the Project Y Standard Deviation, Span, or
data?
Stability Factor
Is the data stable over time?
Run Chart
Describe any other observations about the Project Y data
Include any other findings regarding the data here
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
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Sources of Waste
Overproduction
Defect
Area 1
Sources of Waste
Area 1
Area 1
Sub area 1
Transportation
Sub area 1
Sub area 1
NVA
Area 1
Area 1
Sub area 1
Processing
Sub area 1
5%
10%
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?
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?
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?
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?
Waiting
5%
5%
5%
30%
?
Sub area 1
Inventory
Motion
< Insert your waste
percentage as shown
in pie chart >
Area 1
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40%
Defect
Overproduction
Transportation
Waiting
Inventory
Motion
Processing
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
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Cause and Effect Matrix
C&E Matrix (Optional)
Cause and Effect Matrix
Process Step
y1
y2
y3
y4
y5
5
1
4
2
3
----- Process input -----
Correlation of Input to Output
Step #1
Input #1
3
1
9
1
1
Step #2
Input #2
3
0
9
0
0
Step #3
Input #3
3
9
0
0
0
Step #4
Input #4
1
3
3
1
0
Step #5
Input #5
3
0
0
0
0
Step #6
Input #6
1
9
0
0
0
Step #7
Input #7
0
0
0
0
3
Step #8
Input #8
0
0
0
0
3
Step #9
Input #9
0
0
0
0
3
<<< CCR Process
Outputs
<<<Importance Rating
( 5 = high, 1 = low)
Process Step Totals
57
51
24
22
15
14
9
9
9
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?
 ?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
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Pareto Plot
P a r e to C h a r t
1 00
150
Perce nt
80
100
60
40
50
20
0
D efec t
C o unt
P erc e nt
C um %
0
So
ut
h
No
r th
s
Ea
t
he
Ot
rs
100
50
15
6
5 8 .5
2 9 .2
8 .8
3 .5
5 8 .5
8 7 .7
9 6 .5
1 00 .0
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
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Hypothesis Test Summary
Hypothesis Test
(ANOVA, 1 or 2 sample t - test, Chi Squared,
Regression, Test of Equal Variance, etc)
Example: ANOVA
Example: ANOVA
Example: Chi Squared
Example: Pareto
Factor (x)
Tested
p Value
Observations/Conclusion
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
0.004
Significant factor - on average, calls requiring
parts have double the cycle time (22 vs 43
hours)
0.000
Significant factor - Department 4 has digitized
addition of customer info to ticket and less
human intervention, resulting in fewer errors
n/a
South region accounted for 59% of the defects
due to their manual process and distance from
the parts warehouse
Location
Part vs. No Part
Department
Region
Describe any other observations about the root cause (x) data
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
8
Control / Impact Analysis
Does the X have a high, medium, or low impact on the project Y?
Does the X in he teams control,
influence, or out of their control?
High Impact
In Our
Control
In Our
Influence
Out of Our
Control
Medium Impact
Low Impact
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Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
9
Quick Win Documentation
Template
Process Name: __________________
Process Lead: ___________________
Process Owner: ______________________ Start Date: ______________
Process Area: ________________________ Stop Date: ______________
1.
2.
3.
4.
5.
6.
Root Cause: _________________________________________________
Obvious Solution: __________________________________________
Low or No Cost:
__________________________________________
 5s
 4-Step Setup Reduction
Low Risk:
________________________________________________
 Inventory Reduction
Implementation Plan: ______________________________________________
 MSA Improvements
Stakeholder (s) Approval: ___________________________________________
 Price reductions
 Reduced DOWNTIME
Benefits:
(NVA steps or work)
 __________________________________________________________
 Pull System
 __________________________________________________________
 Kaizen events
 Other
 __________________________________________________________
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
10
Business Impact
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State financial impact of future project leverage opportunities
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
Annual Estimate
Type 1: ?
Type 2: ?
Type 3: ?
Replicated Estimate
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
1: ?
2: ?
3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
Type 1: ?
• Type 2: ?
• Type 3: ?
•
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
•
•
•
Type 1: ?
Type 2: ?
Type 3: ?
Revenue
Enhancement
•
•
•
Expenses
Reduction
• Type
• Type
• Type
Loss Reduction
•
Cost Avoidance
Total Savings
Type 1: ?
• Type 2: ?
• Type 3: ?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
11
Business Impact Details
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Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.
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Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.
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Assumption #1 (i.e. source of data, clear Operational Definitions?)
Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
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
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Assumption #1 (i.e. project is driven by the Business strategy?)
 Assumption #2 (i.e. Customer service rating, employee moral, etc…)
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Other Questions
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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?
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
12
Current Status

Key actions
completed
 Issues
 Lessons learned
 Communication,
team building,
organizational
activities
Lean Six Sigma Project Status and Planning
Deliverables/Tasks Completed last week
Upcoming Deliverables/Tasks - 2 weeks out
Comment
Due
Revised Due
For deliverables due thru:
Actions Scheduled for next 2 Weeks
Deliverable/Action
Who
Due
Revised Due
Commen
Current Issues and Risks
Who
Due
Revised Due
Recomm
Issue/Risk
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
13
Next Steps
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Key actions
Planned Lean Six Sigma Tool use
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Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
No.
Description/Recommendation
Status
Open/Closed/Hold
Last Revised:
Revised Due
Due Date
Resp Comments / Resolution
Date
1
2
3
4
5
6
7
8
9
10
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
14
Sign Off

I concur that the Analyze phase was successfully completed on
MM/DD/YYYY
 I concur the project is ready to proceed to next phase: Analyze
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Enter Name Here
Sponsor / Process Owner
Financial Representative
Enter Name Here
Deployment Champion
Enter Name Here
Master Black Belt
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
15
Tollgate Reviews
Backup Slides
D
M
A
I
C
Project Charter
Financial Impact
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
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Shift mean, variance, or both?
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Should impact cost, time, quality dimensions
 Express goals using SMART criteria
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Specific, Measurable, Attainable, Resource
Requirements, Time Boundaries
 Explain leverage and strategic implications (if any)
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
Team
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)
Tollgate Review Schedule
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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
Define:
XX/XX/XX
Measure:
XX/XX/XX
XX/XX/XX
Analyze:
XX/XX/XX
XX/XX/XX
Improve:
XX/XX/XX
XX/XX/XX
Control:
XX/XX/XX
XX/XX/XX
Review high-level schedule milestones here:
 Phase Completions
 Tollgate Reviews
Complete
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
XX/XX/XX
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
17
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:
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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
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
18
Analyze
Tollgate Checklist

Has the team examined the process and identified potential bottlenecks,
disconnects and redundancies that could contribute to the problem statement?
Deliverables:

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?
 Prioritized List of Validated Root
Causes
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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 devalidated) 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 learning’s 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?
 List of Potential Root causes
 Additional “Quick Wins”, if
applicable
 Refined Charter, as necessary
 Updated Risk Mitigation Plan
 Deliverables Uploaded to Central
Storage Location or Deployment
Management System
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?
International Standards for Lean Six Sigma
19
19
Improve
Tollgate Checklist
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What techniques were used to generate ideas for potential solutions?
What narrowing and screening techniques were used to further develop and qualify
potential solutions?
What evaluation criteria were used to select a recommended solution?
Do proposed solutions address all the identified root causes, at least the most critical?
Were the solutions verified with the Project Sponsor and Stakeholders? Has an
approval been received to implement?
Was a pilot run to test the solution? What was learned? What modifications made?
Has the team seen evidence that the root causes of the initial problems have been
addressed during the pilot? What are the expected benefits?
Has the team considered potential problems and unintended consequences (FMEA) of
the solution and developed preventive and contingency actions to address them?
Has the proposed solution been documented, including process participants, job
descriptions and if applicable, their estimated time commitment to support the process?
Has the team developed an implementation plan? What is the status?
Have changes been communicated to all the appropriate people?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's’ 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 and added to the Risk Mitigation
Plan?
Deliverables:
 Prioritized List of Solutions
 “To-Be” Value Stream Map(s)
 Pilot Plan & Results
 Approved Solution and
Detailed Implementation Plan
 Additional “Quick Wins”, if
applicable
 Refined Charter, as necessary
 Updated Risk Mitigation Plan
 Deliverables Uploaded to
Central Storage Location or
Deployment Management
System
Tollgate Review
Has the team developed improvement solutions for the critical X’s, piloted the solution
and verified that the solution will solve the problem?
International Standards for Lean Six Sigma
20
Lean Six Sigma
DMAIC Improvement Process
Define

Define the opportunity from both the customer
and business perspective
Measure
Understand the baseline process
performance
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
Analyze
Identify the critical X factors
and root causes impacting
process performance
Improve

Develop solutions
linked to critical x’s
Control

Implement
solutions &
control plan
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
21
Run Charts
(Optional)
When the points are
connected with a line,
a run ends when the
line crosses the
median
A run, in this case,
is one or more
consecutive points
on the same side
of the median
Median = 38
Longest Run
about the
median
1 Run about the
Median, can you
count the other 8?
There is a no nonrandom influence
acting upon this
process. There is
no trend
There is a no nonrandom influence
acting upon this
process. There is
no Oscillation
There is a nonrandom influence
acting upon this
process that is
creating clustering
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
22
Scatter Plot
(Optional)
Average Expenses decrease
as Sales Increase
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
23
Linear Regression
(Optional)
95% confident that 94.1% of the variation in “Wait Time” is from the
“Qty of Deliveries”
F i tte d L i n e P l o t
W a it T im e =
3 2 .0 5 + 0 .5 8 2 5 De live r ie s
55
S
1 .1 1 8 8 5
R-Sq
9 4 .1 %
R - S q ( a d j)
9 3 .9 %
50
W a it Time

45
40
35
10
15
20
25
30
35
De liv e r ie s
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
24
One-Sample T-Test
and Dot Plot (Optional)
This Dot Plot graphically displays 95%
confidence intervals that the data will fall
between 23.45 and 32.75 for response
time (see the red brackets and red line). It
also indicates that the Mean (Red X) is at
28.1. The blue Ho marks the Target Mean.
Dotplot of Improve Data
(with Ho and 95% t-confidence interval for the mean)
[
]
_
X Ho
We Are 95% Confident The Improve
Mean Is Not Statistically Different
0
10
20
30
40
50
Improve Data
The test statistic, T, for Ho: mean = 30 is calculated
as –0.84. The P-Value of this test, or the probability
of obtaining more extreme value of the test statistic
by chance if the null hypothesis was true, is 0.410
(> 0.05). This is called the attained significant level,
or P-Value. Therefore, Accept Ho, which means we
conclude that the Improve data set mean (28.1) is
NOT different than the Target mean (30).
Hypothesis Test: Is the
Improve data set mean
different from the Target Mean
mean of 30 minutes?
One-Sample T: Improve Data
Test of mu = 30 vs mu not = 30
Variable
N
Mean
StDev
SE Mean
Improve Data
30
28.10
12.45
2.27
Variable
95.0% CI
Improve Data
(23.45,
32.75)
T
-0.84
P
0.410
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International Standards for Lean Six Sigma
25
Test for Equal Variance
(Optional)
Test for Equal
Variance Confirms
Payroll Input Type
Cycle Time is
Significant
Test for Equal Variances for Total Time
95% Confidence Intervals for Sigmas
Factor Levels
Antenna
Payroll
0
50
100
150
F-Test
Levene's Test
Test Statistic: 0.108
Test Statistic: 21.054
P-Value
P-Value
: 0.001
: 0.000
Boxplots of Raw Data
Antenna
Payroll
0
10
20
30
40
50
60
70
T otal T ime
The spread of the
data is statistical
greater for
completing the
payroll form than
the Antenna time
tracking.
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
26
One Way ANOVA
(Optional)
Boxplots o f Ne t Hour by Part/No
(means are indicated by solid circles)
150
100
Analysis of Variance for Net Hour
Source
DF
SS
MS
Part/No
1
7421
7421
Error
69
59194
858
Total
70
66615
Level
No Part
Part
N
27
44
Pooled StDev =
Mean
21.99
43.05
29.29
StDev
19.95
33.70
50
0
Part/No Part
F
8.65
P
0.004
Part
It is also caused by the need for
technicians to make a second visit to the
end user to complete the part
replacement. Next step will be for the
team to confirm these suspected root
causes.
Box Plot:
Part/ No Part
Impact on Ticket
Cycle Time
No Part

After further investigation, possible
reasons proposed by the team are
supplier backorders, lack of technician
certifications and the distance from the
supplier to the client site.
Net Hours Call Open


Individual 95% CI's For Mean
--+---------+---------+---------+---(--------*---------)
(------*------)
--+---------+---------+---------+---12
24
36
48
Because the p-value <=
0.05, we can be confident
that calls requiring parts
do have an impact on the
ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
27
Mood’s Median
(Optional)
Chi-Square = 19.14
DF = 2
P = 0.000
Month N<=
N>
Median
10
88
132
8.43
11
123
121
6.57
12
111
68
4.77
Overall Median 6.63
Q3-Q1
12.15
10.52
7.10
30
Dotplots of Defects by Subgroup
Dot Plot: Part/ No
Part Impact on Ticket
Cycle Time
20
10
0
Subgroup
Mood’s Median Test
Individual 95.0% Confidence Interval’s
------+---------+---------+---------+
(--------+-------)
(------+------)
(-----+------)
------+---------+---------+---------+
4.8
6.4
8.0
9.6
Before
It is also caused by the need for
technicians to make a second visit to
the end user to complete the part
replacement. Next step will be for the
team to confirm these suspected root
causes.
40
After

After further investigation, possible
reasons proposed by the team are
supplier backorders, lack of technician
certifications and the distance from the
supplier to the client site.
Defects

Because the p-value
<= 0.05, we can be
confident that calls
requiring parts do
have an impact on
the ticket cycle time.
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
28
Statistical Testing for
Discrete Data (Optional)
Chi-Square Test
Expected counts (calculated by Minitab)
are printed below observed counts
Errors
33
40.46
Correct
60
52.54
Total
93
2
27
40.90
67
53.10
94
3
132
107.03
114
138.97
246
4
32
71.35
132
92.65
164
5
168
132.26
136
171.74
304
Total
392
509
901
1
Chi-Sq =
1.376
4.722
5.827
21.703
9.657
DF = 4, P-Value
+
1.060 +
+
3.637 +
+
4.487 +
+ 16.714 +
+
7.437 = 76.620
= 0.000
Because this p value is less than 5% (0.05),
we can be confident that department does
have an impact on the proportion of correct
tickets processed
This is due to the fact that Department 4 has
fewer people who need to add information to
each ticket, which reduces the chances that
an error will be made. Also, in Department 4
the customer name, address and ticket
number are added directly from the contracts
system without human intervention, reducing
the possibility that a typo or other error type
could occur that will need to be corrected
later (taking more time)
Enter Key Slide Take Away (Key Point) Here
International Standards for Lean Six Sigma
29
Process Takt Rate & Workload
Balancing (Optional)

Takt Rate Analysis compares the task time of each process (or process step) to:
 Each other to determine the time trap
 Customer demand to determine if the time trap is the constraint
Task Time (seconds)
Value Add Analysis - Current State
Takt Time = 55 sec
80
70
60
50
40
30
20
10
0
Takt Time = Net Process Time Available
Number of Units to Process
1
2
3
CVA Time
4
5
6
Task #
BVA Time
7
8
9
10
NVA Time
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International Standards for Lean Six Sigma
30
In/Out of Frame
(Optional)
Creating a visual depiction of what elements of the
project are in the scope (frame) and out of the scope
Vital X
#7
Vital X #2
Influence
No
Control
Vital X #8
Vital
X #1
Vital X #5
Vital X
#3
Vital X #4
Control
Vital X #6
Vital X #9
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International Standards for Lean Six Sigma
31
Systems & Structures
Assessment (Optional)
System or Structure
How should we use or modify to support "____" vision and objectives?
1
Staffing
2
1
Training & Development
2
Measurements & Reward
1
2
Communication
1
2
Organization Design
1
2
Information Systems
1
2
Resource Allocation
1
2
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International Standards for Lean Six Sigma
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