AnalyzeAnalyze ImproveImproveDefineDefine MeasureMeasure ControlControl
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<Project Title (State From ... To)>
< Last Name, First Name >
Wave No: <xx>
Review Date: <xx/xx/xxxx>
AnalyzeAnalyze ImproveImproveDefineDefine MeasureMeasure ControlControl
LEANSIX SIGMA
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Bonacorsi Consulting 3
MeasureMeasure ImproveImprove
Measure Phase Road Map
• High/Low level process Maps• Value Stream Map• Operational Definitions• Data Collection Plan• Statistical Sampling• Measurement System Analysis (MSA), Gage R&R
• Constraint Identification• Setup Reduction• Generic Pull• Kaizen• TPM• Control Charts• Process Capability, Cp & Cpk
• Identify Key Input, Process and Output Metrics
• Develop Operational Definitions
• Develop Data Collection Plan
• Validate Measurement System
• Collect Baseline Data
• Determine Process Performance/Capability
• Validate Business Opportunity
• Value Stream Map for deeper understanding & focus
• Quick Wins (Control Plans)
• Measure Gate Review
ToolsActivities
ControlControlDefineDefine AnalyzeAnalyze
MeasureMeasure
Bonacorsi Consulting 4
Project Charter
Problem: Describe problem in non-technical terms Statement should explain why project is important;
why working on it is a priorityGoal: 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)
Problem/Goal Statement
Tollgate Review Schedule
Financial Impact
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)
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 Team Member 4 SME XX YB
Extended Team Team Member 1 BFM XX Not Trained Team Member 2 IT XX Not Trained
Review high-level schedule milestones here:
Phase Completions Tollgate Reviews Trials
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
MeasureMeasure
Bonacorsi Consulting 5
Attitude Charting & Key Constituency Map
“Critical mass must be won-over”
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
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Sample Size: Continuous Data MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
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Sample Size - Discrete Data MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
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Data Collection Plan
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
Performance Measure
Operational
Definition
Data Source and Location
How Will Data Be
Collected
Who Will Collect Data
When Will Data Be Collected
Sample Size
Stratification Factors
How will data be used?
VOC
MSA
Process
VSM
Financials
Others
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 9
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
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 10
Measurement Systems Analysis (MSA)
Measurement system is acceptable with the Total % Contribution <10%
Per
cent
Part-to-PartReprodRepeatGage R&R
100
50
0
% Contribution
% Study Var
Sam
ple
Ran
ge0.10
0.05
0.00
_R=0.0417
UCL=0.1073
LCL=0
1 2 3Sa
mpl
e M
ean
10.00
9.75
9.50
__X=9.7996
UCL=9.8422
LCL=9.7569
1 2 3
Part10987654321
10.00
9.75
9.50
Operator321
10.00
9.75
9.50
Part
Ave
rage
10 9 8 7 6 5 4 3 2 1
10.00
9.75
9.50
Operator
12
3
Gage name:Date of study:
Reported by:Tolerance:Misc:
Components of Variation
R Chart by Operator
Xbar Chart by Operator
Response by Part
Response by Operator
Operator * Part Interaction
Gage R&R (ANOVA) for ResponseGage R&R %ContributionSource 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 1.61Part-To-Part 0.0414247 96.30Total Variation 0.0430143 100.00 Study Var %Study VarSource StdDev (SD) (6 * SD) (%SV)Total Gage R&R 0.039870 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 12.68Part-To-Part 0.203531 1.22118 98.13Total Variation 0.207399 1.24439 100.00
Number of Distinct Categories = 7
MeasureMeasure
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Bonacorsi Consulting 11
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
ErrorDescription 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.
BiasThe 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 timeNo 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.
ReproducibilityDifferent appraisers produce consistent results
Remarks in usage data deemed not reproducible, therefore were not considered in determining which radars were used in each op
Variation The difference between parts n/a to this process.
MeasureMeasure
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Bonacorsi Consulting 12
Probability PlotMeasureMeasure
Enter Key Slide Take Away (Key Point) Here
40353025201510
99.9
99
95
90
80706050403020
10
5
1
0.1
QTY
Perc
ent
Mean 24.74StDev 4.177N 100AD 0.380P-Value 0.397
Normal - 95% CIProbability Plot of Anderson-Darling Normality
Bonacorsi Consulting 13
Baseline Basic Statistics The current process has
a non-normal distribution with the P-Value < 0.05 but does have a normal bell-shape.
Since the mean and median are the same in days (29) +/- 0.5 days, we will not transform data.
The range is 35 and the standard deviation is 2.7 days
343230282624
Median
Mean
29.429.329.229.129.028.928.8
Anderson-Darling Normality Test
Variance 7.169Skewness 0.201075Kurtosis -0.471714N 266
Minimum 24.000
A-Squared
1st Quartile 27.000Median 29.0003rd Quartile 31.000Maximum 35.000
95% Confidence Interval for Mean
28.805
1.95
29.451
95% Confidence Interval for Median
29.000 29.000
95% Confidence Interval for StDev
2.468 2.927
P-Value < 0.005
Mean 29.128StDev 2.677
95% Confidence I ntervals
Summary for Delivery Time
MeasureMeasure
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Bonacorsi Consulting 14
Control Chart 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
ObservationIn
div
idu
al
Va
lue
2442171901631361098255281
40
35
30
25
20
_X=29.13
UCL=37.70
LCL=20.56
Observation
Mo
vin
g R
an
ge
2442171901631361098255281
10.0
7.5
5.0
2.5
0.0
__MR=3.22
UCL=10.53
LCL=0
I-MR Chart of Delivery Time
MeasureMeasure
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Bonacorsi Consulting 15
Baseline Process Capability 266 data points collected between 11/1/04 thru 11/30/04
Mean 29 days, St. Dev. 2.9 days, CP is 1.16 indicating process needs centering to the LSL of 10 and USL of 30 days. Cpk is .1 indicating that the process is exceeding the USL.
With an overall PPM of 371,895 defects per million opportunity, the current process has a Sigma Quality Level of 1.8 or a 62% yield
36322824201612
LSL Target USL
Process Data
Sample N 266StDev(Within) 2.87033StDev(Overall) 2.69154
LSL 10Target 20USL 30Sample Mean 29.1203
Potential (Within) Capability
CCpk 1.16
Overall Capability
Pp 1.24PPL 2.37PPU 0.11Ppk
Cp
0.11Cpm 0.35
1.16CPL 2.22CPU 0.10Cpk 0.10
Observed PerformancePPM < LSL 0.00PPM > USL 281954.89PPM Total 281954.89
Exp. Within PerformancePPM < LSL 0.00PPM > USL 379619.67PPM Total 379619.67
Exp. Overall PerformancePPM < LSL 0.00PPM > USL 371895.18PPM Total 371895.18
WithinOverall
Process Capability of Delivery Time
MeasureMeasure
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Bonacorsi Consulting 16
Xbar 15S 2
USL 18LSL 5
Sigma = 3 Sigma
1.5
0.933193
0.066807
-5
2.87E-07
2.87E-07
0.066807
0.933193
93.3193%
3.00
Sigma Quality LevelDelete if no LSL (Lower Specification Limit)Delete if no USL (Upper Specification Limit)Standard DeviationMean (Average)Enter Values in Yellow
702009 O ##
Worksheet For Calculating Process SigmaWorksheet For Calculating Process SigmaContinuous Data Long-TermContinuous Data Long-Term
2. Determine Area 1:
Find Z1
Look up Z1 in Normal Table
Area 1 = 1 – Look Up Area 1 = 1 – Norm Dist (Z1) = 1 – ( )
4. Determine Total Area:
5. Yield = 1 – Total Area
6. Process Sigma Comes FromTable Look Up Of Yield
Total Area = Area 1 + Area 2 = ( ) + ( )
Yield = 1 – Total Area = 1 – ( )
SigmaST = Look Up Value in Sigma Table
(Z1) = Normal Table Look Up for Z1Norm Dist
=
( ) – ( )( )
=USL – x
sZ1 = =
= x 100%
=
3. Skip this step if there is no LSL
Area 2
2. Determine Area 2:
Find Z2
Look up Z2 in Normal Table
Area 2 = Look Up =
=
=LSL – x
sZ2 = =
(Z2) = Normal Table Look Up for Z2Norm Dist =
( ) – ( )( )
=
=
=
n X valuen X+s valuen USL & Shade Area To The Rightn LSL & Shade Area To The Left
s
x x+s
s USL = 22
Area 1Area 2
10 18
LSL = 8
1. Label The Normal Curve With The Following:
Example:
Example:The average processing time = 15
days (Xbar = 15)
The standard deviation was 2 days (s = 2)
A unit processed longer than 18 days was too late to the customer
(USL = 18)
A unit processed faster than 5 days was too early to the customer
(LSL = 5)
Sigma Quality Level = 3
Sigma Calculator: Continuous DataMeasureMeasure
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Bonacorsi Consulting 17
1 N = 2001002 D = 35
3 O =
4 DPMO = #DIV/0!5 Sigma = #DIV/0!
General Worksheet For Calculating Process Sigma
Solve For Defects Per Million Opportunities (DPMO)Look Up Process Sigma In Abridged Sigma Conversion Table
Number Of Defect Opportunities Per Unit
Total Number Of Defects Made (Include Defects Made And Later Fixed)
Number Of Units Processed
Enter Values Below in Yellow
Example:200 pairs of boots were supplied (N = 200)35 shoelaces were found broken (D = 35)
Each shoe had 1 lace and there were 2 shoes per pair (O = 2)
Sigma Calculator: Discrete DataMeasureMeasure
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Bonacorsi Consulting 18
Quick Wins 5s
4-Step Setup Reduction
Inventory Reduction
MSA Improvements
Price reductions
Reduced DOWNTIME (Non-value added steps or work)
Pull System
Kaizen events
Other
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 19
5sSort ? ?
Set Order ? ?
Shine ? ?
Standardize ? ?
Sustain ? ?
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
ITEM NAME TAG NUMBER TAGGED BY
TAG DATE
o RAW MATERIAL o TOOLS o FURNITURE o OTHER (EXPLAIN)
o WIP o SUPPLIES o OFFICE MATERIAL
o FINISHED GOOD o EQUIPMENT o BOOKS/MAGAZINESQUANTITY CELL / AREA
o UNNECESSARY o LEFTOVER MATERIAL
o DEFECTIVE o UNKNOWN
o NON-URGENT o OTHER (EXPLAIN)
o DISCARD o TRANSFER
o IN-CELL STORAGE o LONG-TERM STORAGE
o REDUCE o OTHER (EXPLAIN)
ACTION DESCRIPTION APPROVED BY
DATE
NEW LOCATION NEW CELL / AREA
5s FORM
ACTION TAKEN
IDENTIFICATION
CLASSIFICATION
REASON
DISPOSITION REQUIRED
Bonacorsi Consulting 20
PDCA Plan:
? ?
Do: ? ?
Check: ? ?
Act: ? ?
?
?
?
?
Plan
Do
Check
Act
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 21
Benchmark Analysis
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)
CTQProcess
Capability (X/Y)
BenchmarkGap /
OpportunitySource Assumptions Risks
MeasureMeasure
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Bonacorsi Consulting 22
Key Buying Factor Analysis
4.0
5.0
6.0
7.0
8.0
9.0
10.0
On-tim
e Deli
very
% C
ompl
ete
Order
War
rant
y Ret
urns
Inve
ntor
y Tur
ns
Corre
ct In
voice
Price
Specia
l Ord
er L
ead
Time
Relatio
nship
Man
agem
ent
New P
rodu
ct Dev
elopm
ent
Brand
Imag
e
Produ
ct Offe
ring
Bread
th
Proxim
ity to
Cus
tom
er4.0
5.0
6.0
7.0
8.0
9.0
10.0
On-tim
e Deli
very
% C
ompl
ete
Order
War
rant
y Ret
urns
Inve
ntor
y Tur
ns
Corre
ct In
voice
Price
Specia
l Ord
er L
ead
Time
Relatio
nship
Man
agem
ent
New P
rodu
ct Dev
elopm
ent
Brand
Imag
e
Produ
ct Offe
ring
Bread
th
Proxim
ity to
Cus
tom
er
CTQ Importance Company Comp 1 Comp 2 Comp 3CTQ Importance Company Comp 1 Comp 2 Comp 3
MeasureMeasure
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Bonacorsi Consulting 23
Sources of Waste
NVA
Defect Overproduction Transportation
WaitingInventoryMotion
<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
< Insert your waste percentage as shown
in pie chart >
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Sources of Waste
?
?
?
?
?
?
?
Bonacorsi Consulting 24
Sample Value Stream Mapping Symbols
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
Quotes
Supplier/Customer
Flow(Physical)
Physical Pull
ProjectBurst
SupermarketReplenishment
KanbanStation
PaperKanban
ElectronicData
System F I F OFIFO Lane
PhysicalTransport
“Go See”Monitoring
MeasureMeasure
Bonacorsi Consulting 25
Value Stream Map – “Current State”Order Mgmt Supervisor
DISTOrder MgmtOrder MgmtOrder Mgmt Order Mgmt
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
LargeBusiness
Home
6 Customers
5 Customers
3 Customers
SmallBusiness
CustomerInfo
4
ProductNeed4
Pricing4
ShippingInfo
4
PickPack & Ship
P/T = 120 Min
Error Rate=1%Volume=1200
10
2 min 6 min 6 min 2 min 120 min
240 min5 min
Customer call time = 24 min
Service lead time = 384 min
SUPPLIERS
2-5 days
Manual Update
Weekly Update
Phone Call
CUSTOMER
Screen for Acct Mgr
Order Mgmt
Phone Call
P/T = 3 min
Lost calls=10%
Volume=1200
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Simplify/ Mistake Proof
AutomateMonitoring
ForecastImprovement
ImproveVisibility
Simplify/Combine
Bonacorsi Consulting 26
Value Stream Map (VSM) - “As Is”
<Step1> <Step3> <Step3>
< ERP >What are the biggest Opportunity areas?
<Right Click, and select Add Text>
Questions
What is VA to NVA percentage?
<Right Click, and select Add Text>
What is the Takt Time?
<Right Click, and select Add Text>
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
CustomerSupplier
1 2 1
Bonacorsi Consulting 27
Value Stream Map (VSM) - “IDEAL”
<Step1> <Step3> <Step3>
< ERP >
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
CustomerSupplier
1 2 1
<Right Click, and select Add Text>
Questions
<Right Click, and select Add Text>
What is the VA to NVA percentage?
How was IDEAL future state VSM constructed?
Bonacorsi Consulting 28
To Office Parking Lot
EAST
Vault
(finance)
Supply
Room
(paper and office supplies)
Records
Room
(Order Management)
OM Supr Office
Reception
Engineering Offices
CafeteriaRestrooms
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
OM LeadPrinter, Fax
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 DiagramMeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 29
AS-IS Process Mapping Symbols MeasureMeasure
Bonacorsi Consulting 30
Swim Lane Process Map
Client Contact
Client HR
Admin
Client Mgr
Places information
into HR database
Sends Email to Admin
Sends exit date
to IT, telecom & facilities
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
Generates ticket & forwards to
Admin
Delete account
Mark request as completed on admin web
site
Create ticket if request coming
directly from client
Avg.Delay2 days
Avg. Delay2 days
Avg.Delay1 day
Avg.Delay1 day
Avg.Delay
4 days
Notify HR of employee exit
date
Form require
approval?
No
Secure approval(
s)
Yes
Note: Steps in blue shapes are non-value added steps
Admin closes ticket and
manager notified
Avg. Delay2 days
Oval shapes – Start/Stop of processDiamonds – Decision pointsRectangles – process stepsHalf-Moon – Delay/Queue Time
MeasureMeasure
Bonacorsi Consulting 31
Process Map
Process Map (A 10 feet view)Inputs C/N/Co/S Process Steps Outputs
How was the data collected?
<Right Click, and select Add Text>
Questions
What is percentage of NVA to VA?
<Right Click, and select Add Text>
Has the hidden factory been quantified?
FPY <Right Click, Add Text>
RTY <Right Click, Add Text>
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 32
Business Impact State financial impact of project Separate “hard or Type 1” from “soft Type 2 or 3” dollars State financial impact of future project leverage opportunities
Enter Key Slide Take Away (Key Point) Here
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: ?
MeasureMeasure
Bonacorsi Consulting 33
Business Impact Details 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. 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 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. 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 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?
Enter Key Slide Take Away (Key Point) Here
MeasureMeasure
Bonacorsi Consulting 34
Current Status Key actions
completed
Issues
Lessons learned
Communications, team building, organizational activities
Enter Key Slide Take Away (Key Point) Here
MeasureMeasure
Bonacorsi Consulting 35
Next Steps Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Last Revised:
No. Description/RecommendationStatus
Open/Closed/HoldDue Date
Revised Due Date
Resp Comments / Resolution
12345678910
Lean Six Sigma Project Issue Log
Enter Key Slide Take Away (Key Point) Here
MeasureMeasure
Bonacorsi Consulting 36
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 Efficiency measures)? Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to
ensure clarity and consistent interpretation? Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data? Sample size & sampling frequency established to ensure valid representation of the process we’re measuring? Measurement system checked for repeatability and reproducibility, potentially including training of data collectors? Has the team developed & tested the data collection form for usability and that it can 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 ‘Quick Wins’? Has the team begun to fill in the financial benefits worksheets for type 1 and 2 savings? Have any opportunities to do Kaizen projects been identified to accelerate momentum and results? 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? New risks to project success have been identified, added to the Risk Mitigation Plan, & mitigation strategy put in place?
Tollgate ReviewTollgate Review
StopStopDoes the team understand or has
gathered the right data to help understand the process? Has the team baselined current process
performance?
MeasureMeasure
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Bonacorsi Consulting 37
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 Financial Representative
Enter Name Here Green Belt/Black Belt
Enter Name Here Master Black Belt
Enter Name Here Sponsor / Process Owner
MeasureMeasure
Enter Key Slide Take Away (Key Point) Here
Bonacorsi Consulting 38
Bonacorsi Consulting
Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies.
This Training Manual and all materials, procedures and systems herein contained or depicted (the "Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C.The contents hereof contain proprietary trade secrets that are the private and confidential property of Bonacorsi Consulting. Unauthorized use, disclosure, or reproduction of any kind of any material contained in this Manual is expressly prohibited. The contents hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials. Any unauthorized or illegal use shall subject the user to all remedies, both legal and equitable, available to Bonacorsi Consulting. This Manual may be altered, amended or supplemented by Bonacorsi Consulting from time to time. In the event of any inconsistency or conflict between a provision in this Manual and any federal, provincial, state or local statute, regulation, order or other law, such law will supersede the conflicting or inconsistent provision(s) of this Manual in all properties subject to that law.
© 2006 by Bonacorsi Consulting, L.L.C. All Rights Reserved.
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Bonacorsi Consulting 40
Long-TermYeild
ProcessSigma (ST)
Defects Per1,000,000
Defects Per100,000
Defects Per10,000
Defects Per1,000
Defects Per100
99.99966% 6.0 3.4 0.34 0.034 0.0034 0.0003499.9995% 5.9 5 0.5 0.05 0.005 0.000599.9992% 5.8 8 0.8 0.08 0.008 0.000899.9900% 5.7 10 1 0.1 0.01 0.00199.8000% 5.6 20 2 0.2 0.02 0.00299.9970% 5.5 30 3 0.3 0.03 0.00399.9960% 5.4 40 4 0.4 0.04 0.00499.9930% 5.3 70 7 0.7 0.07 0.00799.9900% 5.2 100 10 1 0.1 0.0199.9850% 5.1 150 15 1.5 0.15 0.01599.9770% 5.0 230 23 2.3 0.23 0.02399.9670% 4.9 330 33 3.3 0.33 0.03399.9520% 4.8 480 48 4.8 0.48 0.04899.9320% 4.7 680 68 6.8 0.68 0.06899.9040% 4.6 960 96 9.6 0.96 0.09699.8650% 4.5 1350 135 13.5 1.35 0.13599.8140% 4.4 1860 186 18.6 1.86 0.18699.7450% 4.3 2550 255 25.5 2.55 0.25599.6540% 4.2 3460 346 34.6 3.46 0.34699.5340% 4.1 4660 466 46.6 4.66 0.46699.3790% 4.0 6210 621 62.1 6.21 0.62199.181% 3.9 8190 819 81.9 8.19 0.81998.930% 3.8 10700 1070 107 10.7 1.0798.610% 3.7 13900 1390 139 13.9 1.3998.220% 3.6 17800 1780 178 17.8 1.7897.730% 3.5 22700 2270 227 22.7 2.2797.130% 3.4 28700 2870 287 28.7 2.8796.410% 3.3 35900 3590 359 35.9 3.5995.540% 3.2 44600 4460 446 44.6 4.4694.520% 3.1 54800 5480 548 54.8 5.4893.320% 3.0 66800 6680 668 66.8 6.6891.920% 2.9 80800 8080 808 80.8 8.0890.320% 2.8 96800 9680 968 96.8 9.6888.50% 2.7 115000 11500 1150 115 11.586.50% 2.6 135000 13500 1350 135 13.584.20% 2.5 158000 15800 1580 158 15.881.60% 2.4 184000 18400 1840 184 18.4
78.80% 2.3 212000 21200 2120 212 21.275.80% 2.2 242000 24200 2420 242 24.272.60% 2.1 274000 27400 2740 274 27.469.20% 2.0 308000 30800 3080 308 30.865.60% 1.9 344000 34400 3440 344 34.461.80% 1.8 382000 38200 3820 382 38.258.00% 1.7 420000 42000 4200 420 4254.00% 1.6 460000 46000 4600 460 46
50% 1.5 500000 50000 5000 500 5046% 1.4 540000 54000 5400 540 5443% 1.3 570000 57000 5700 570 5739% 1.2 610000 61000 6100 610 6135% 1.1 650000 65000 6500 650 6531% 1.0 690000 69000 6900 690 6928% 0.9 720000 72000 7200 720 7225% 0.8 750000 75000 7500 750 7522% 0.7 780000 78000 7800 780 7819% 0.6 810000 81000 8100 810 8116% 0.5 840000 84000 8400 840 8414% 0.4 860000 86000 8600 860 8612% 0.3 880000 88000 8800 880 8810% 0.2 900000 90000 9000 900 908% 0.1 920000 92000 9200 920 92
Abridged Process Sigma Conversion Table…
Bonacorsi Consulting 41
z 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.090.0 0.0000 0.0040 0.0080 0.0120 0.0160 0.0190 0.0239 0.0279 0.0319 0.03590.1 0.0398 0.0438 0.0478 0.0517 0.0557 0.0596 0.0636 0.0675 0.0714 0.07530.2 0.0793 0.0832 0.0871 0.0910 0.0948 0.0987 0.1026 0.1064 0.1103 0.11410.3 0.1179 0.1217 0.1255 0.1293 0.1331 0.1368 0.1406 0.1443 0.1480 0.15170.4 0.1554 0.1591 0.1628 0.1664 0.1700 0.1736 0.1772 0.1808 0.1844 0.18790.5 0.1915 0.1950 0.1985 0.2019 0.2054 0.2088 0.2123 0.2157 0.2190 0.22240.6 0.2257 0.2291 0.2324 0.2357 0.2389 0.2422 0.2454 0.2486 0.2517 0.25490.7 0.2580 0.2611 0.2642 0.2673 0.2704 0.2734 0.2764 0.2794 0.2823 0.28520.8 0.2881 0.2910 0.2939 0.2969 0.2995 0.3023 0.3051 0.3078 0.3106 0.31330.9 0.3159 0.3186 0.3212 0.3238 0.3264 0.3289 0.3315 0.3340 0.3365 0.33891.0 0.3413 0.3438 0.3461 0.3485 0.3508 0.3513 0.3554 0.3577 0.3529 0.36211.1 0.3643 0.3665 0.3686 0.3708 0.3729 0.3749 0.3770 0.3790 0.3810 0.38301.2 0.3849 0.3869 0.3888 0.3907 0.3925 0.3944 0.3962 0.3980 0.3997 0.40151.3 0.4032 0.4049 0.4066 0.4082 0.4099 0.4115 0.4131 0.4147 0.4162 0.41771.4 0.4192 0.4207 0.4222 0.4236 0.4251 0.4265 0.4279 0.4292 0.4306 0.43191.5 0.4332 0.4345 0.4357 0.4370 0.4382 0.4394 0.4406 0.4418 0.4429 0.44411.6 0.4452 0.4463 0.4474 0.4484 0.4495 0.4505 0.4515 0.4525 0.4535 0.45451.7 0.4554 0.4564 0.4573 0.4582 0.4591 0.4599 0.4608 0.4616 0.4625 0.46331.8 0.4641 0.4649 0.4656 0.4664 0.4671 0.4678 0.4686 0.4693 0.4699 0.47061.9 0.4713 0.4719 0.4726 0.4732 0.4738 0.4744 0.4750 0.4756 0.4761 0.47672.0 0.4772 0.4778 0.4783 0.4788 0.4793 0.4798 0.4803 0.4808 0.4812 0.48172.1 0.4821 0.4826 0.4830 0.4834 0.4838 0.4842 0.4846 0.4850 0.4854 0.48572.2 0.4861 0.4864 0.4868 0.4871 0.4875 0.4878 0.4881 0.4884 0.4887 0.48902.3 0.4893 0.4896 0.4898 0.4901 0.4904 0.4906 0.4909 0.4911 0.4913 0.49162.4 0.4918 0.4920 0.4922 0.4925 0.4927 0.4929 0.4931 0.4932 0.4934 0.49362.5 0.4938 0.4940 0.4941 0.4943 0.4945 0.4946 0.4948 0.4949 0.4951 0.49522.6 0.4953 0.4955 0.4956 0.4957 0.4959 0.4960 0.4961 0.4962 0.4963 0.49642.7 0.4965 0.4966 0.4967 0.4968 0.4969 0.4970 0.4971 0.4972 0.4973 0.49742.8 0.4974 0.4975 0.4976 0.4977 0.4977 0.4978 0.4979 0.4979 0.4980 0.49812.9 0.4981 0.4982 0.4982 0.4983 0.4984 0.4984 0.4985 0.4985 0.4986 0.49863.0 0.4987 0.4987 0.4987 0.4988 0.4988 0.4989 0.4989 0.4989 0.4990 0.49903.1 0.4990 0.4991 0.4991 0.4991 0.4992 0.4992 0.4992 0.4992 0.4993 0.49933.2 0.4993 0.4993 0.4994 0.4994 0.4994 0.4994 0.4994 0.4995 0.4995 0.49953.3 0.4995 0.4995 0.4995 0.4996 0.4996 0.4996 0.4996 0.4996 0.4996 0.49973.4 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4997 0.4998
Table of the Standard Normal (z) Distribution
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