MEA

SURE

Lean Six SigmaImproving FTX/STX2 Tank

Draw QualitySFC Henry, Don H. II

Project Initiation Date: 31/03/08

Measure Tollgate Date: 04/06/08

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Agenda Project Charter Review (insert updated quartered box)

Value Stream and Process Mapping (create VSM)

Key Input, Process, and Output Metrics (insert updated SIPOC)

Operational Definitions

Data Collection Plan

Measurement System Analysis

Baseline Data (insert baseline data)

Process Performance and Capability

Recommended Quick Wins and RIEs

Measure Phase Summary

Lessons Learned

Barriers/Issues

Next Steps

Storyboard

Update Risk Mitigation Matrix

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Measure – Executive Summary

Improve tank maintenance quality by giving the 1/16 soldiers more time to perform maintenance during the draw.

The project starts at the FTX/STX2 T-6 IPR and ends when the tanks are ready for HETT transport. This project is contained within the Fort Knox Garrison and can transfer to other training support missions on Fort Knox.

We are feeling the pain in training and tank maintenance.

Soldiers fail to do a quality PMCS for the lack of time, training, and command emphasis.

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Project Charter Review

Scope: this process begins with the T-6 IPR and ends when 1/16 loads the tanks on HETT’s.

Goal: Improve tank draw quality

Problem/Goal Statement

Tollgate Review Schedule

Business Impact

Core Team

State financial impact of project Expenses-none Investments-none Revenues-potential savings in time and material TBD

Non-Quantifiable Benefits are increased tank maintenance quality, soldiers morale, maintenance fault tracking, and less training time lost.

PES Name MAJ Mackey, Andre PS Name MAJ Mackey, Andre DD Name LTC Naething, Robert GB/BB Name SFC Henry, Don MBB Name Nathan SpragueCore Team Role % Contrib. LSS

Training CW2 Warren SME 20% none MAJ Aydelott SME 20% none MAJ Mackey SME 20% none SSG Jones SME 10% none CW4 Lucy SME 10% none SFC Henry BB 100% BB

Tollgate Scheduled Revised Complete

Define: 04/30/08 - 04/29/08

Measure: 05/14/08 04/06/08 04/06/08

Analyze: 06/13/08 XX/XX/08 XX/XX/08

Improve: 07/18/08 XX/XX/08 XX/XX/08

Control: 08/23/08 XX/XX/08 XX/XX/08

Reduce rework during tank draw from 90% to 45%, per FTX/STX2 by 1 October 2008.

Improve 5988-E fault tracking during tank draw from 10% to 85%, per FTX/STX2 by 1 October 2008.

Improve tank bumper number accuracy from 10% to 90%, during the T-2 preparation week by 1 October 2008.

Problem Statement Soldiers of 1/16 express dissatisfaction with the Unit Maintenance Activities M1 series tank quality prior to mission support. Currently, 90% of the tanks drawn require maintenance for mission readiness. Approximately 10% of faults listed on the 5988-E ‘s completed by soldiers are tracked by UMA. Lastly, tank bumper number accuracy during T-2 is currently at 10% which causes excess work in the last days of the mission support draw.

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T-4 IPR

T-1 IPR

Area of focus

Tank Draw High Level Process Map

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FMC

T-1, Bumper number list and

5988-E’s given to soldiers for before

ops PMCS

QAQC

Sign for and Dispatc

h

Commo installs

equipment if

needed

POL fuels vehicl

e

Vehicle staged in the mud lot for

transport by HETT to

the training

area

Yes Yes Yes

No No No

• PLT = 10 hours

• Process Cycle Efficiency (PCE) = 3%

• PCE target is 10%

• Current Work In Process (WIP) = 20 Tanks

• Current Exit Rate (ER) = 2 tanks per hourPLT = WIP (20 tanks) / ER (2 tanks per hour)

PCE% = Value added time (20 minutes) / PLT (10 hours or 600 minutes) X 100

90 Minutes per tank (PMCS)

30 minutes per tank

5 minutes per tank

10 minutes per tank

10 minutes per tank

60 minutes15 min per tank

5 minutes per tank

5 minutes per tank

5 min per tank

15 min per tank (walk to the mud lot)

wait timewaste

productivity

Value addNon value

add

20 min 230 min

Total time

250 min or 4 hrs & 10 min per tank

Trigger-service schedule, AOAP, Deadline report, 5988-E,Dispatch, DA Form 2062, QAQC sheet, license, AA cardDefects-4 or 17%Set up time-20 min# of people-26Rework-4 tanks or 20%

Trigger-RATSSTime available 420 minTakt rate-19.5 minDefects-4 or 17%Set up time-60 min# of people-26Rework-0

Trigger-tank in the service bay (fuel & commo)Defects-0Set up time-10 min# of people-26Rework-0

Trigger-Fuel gage reads FULLDefects-0Set up time-15 min# of people-26Rework-0

Total Defects-8 or 33%Total rework-4 or 17%

Tank Draw Value Stream Map

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BII Issue Value Stream Map

• PLT = 2.7 hours

• Process Cycle Efficiency (PCE) = 28%

• PCE target is 50%

• Current Work In Process (WIP) = 16 sets of BII

• Current Exit Rate (ER) = 6 sets per hourPLT = WIP (16 sets of BII) / ER (6 sets per hour)

PCE% = Value added time (.75 hour) / PLT (2.7 hours)

T-6 RATSS request received

T-4 RATSS updated

T-1 RATSS updated

Unit arrives on the draw

date

UMA employees and soldiers lay out BII

UMA and soldiers

inventory BII

UMA and soldiers

complete documentation of control

Soldiers load BII on a truck

2.75 hours of total time, lay out is concurrent with inventory and documentation is concurrent with loading. 60 min to inventory 45 min to load60 min to lay out

5 min to document

Trigger-RATSSTime available 165 minTakt rate-10 minDefects-0Set up time-60 min# of people-9Rework-0

Trigger-DA Form 2062Defects-0Set up time-0# of people-9Rework-0

Trigger-DA Form 2062Defects-0Set up time-0# of people-2Rework-0

Trigger-order to load truckDefects-0Set up time-0# of people-6Rework-0

Value addNon value

add

45 minutes

120 minutes

Total time

165 minutes or 2 hours and 45 minutes

productivity

wait timewaste

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SIPOC MapInputs Process Outputs

• Tanks• Completed

5988-E’s

• 5988-E• EXSOP• RATSS• IPR• LRTC• Troop to

Task• Deadline

report• Service

sched.• AOAP sched.

T-6 IPRT2T

RATSS

T-5T2T

T-4T2T

T-3T2T

T-2IPR vehicleBumper #s

Given to unit

T-1Tank draw,

HETT,5988-E update

Input Metrics Process Metrics Output Metrics Number of tanks drawn from UMA by

1/16 not ready to support FTX/STX2 training (due for services, AOAP schedule, deadline report, or RATSS for another unit.)

Number of tank faults annotated on the 5988-E by 1/16 soldiers (based on the troop to task) during FTX/STX2 tank draw.

Number of tank bumper numbers presented to 1/16 at T-2 (based on the LRTC, IPR, RATSS, and EXSOP) by UMA for FTX/STX2 mission support.

Number of tank bumper numbers presented at T-2 by UMA actually drawn for FTX/STX2 mission support.

Number of total tanks drawn from UMA at day one of T-2 by 1/16 that are ready to support FTX/STX2 training.

Number of tank 5988-E faults updated during FTX/STX2 tank draw by UMA clerks.

% of tanks drawn from UMA by 1/16 soldiers during T-1 that are ready to support FTX/STX2 training.

% of 5988-E faults annotated by soldiers during FTX/STX2 tank draw that are updated by UMA clerks during.

% of tank bumper numbers presented to 1/16 for FTX/STX2 mission support at T-2 by UMA actually drawn by 1/16 soldiers during T-1 to support training.

M1 series Draw ProcessCustomers

• 1/16 Soldiers

Suppliers

• UMA

VOCVOB

• reduce rework by 50%

• Improve fault tracking

• Improve bumper # accuracy

Quality

Quality

Quality

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Operational Definitions Y – Continuous data-Process starts at the T-6 IPR and stops

when the tanks are staged in the motor pool awaiting HETT movement. The cycle time boundaries are the UMA’s hours of operation (0730-1530, M-F) and the units of measure are hours and individual faults. The unit of measurement is tank quality, and weekends, holidays, and non-business hours are not included.

Y – Discrete data-Success is a tank bumper number given to a soldier to draw for a tank that is ready for training. A defect is work that has to be done to make the tank ready for training after the bumper number has been given to the unit. Also, success is a 5988-E that is correctly completed by a soldier and updated by the UMA within 7 days of receipt. A defect is an incorrectly completed 5988-E (by the soldier), or a correctly completed 5988-E that the UMA fails to update within 7 days.

X – Draw times of other events that effect tank quality. These areas under examination are the Contracts Process, and BII issue points

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Data Collection PlanPerformance

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?

Tank draw time

From bumper number issue to dispatch

5988-E, RATSS, DA 2062, Mansfield MP

Observation and stopwatch

SFC Henry Monday & Tuesday, 5th and 6th of May from 0700-1530 daily

20 Number of tanks drawn per day

To measure NVA time

5988-E faults tracking

7 days after the initial Before Operations PMCS

Mansfield MP, PLL clerk, 5988-E

Copies of initial 5988-E and printouts of current 5988-E’s to see if forms are updated

SFC Henry Monday & Tuesday, 5th and 6th of May from 0700-1530 daily

20 Correctly completed 5998-E

Updated 5988-E

Incorrectly completed 5988-E

Measure maintenance quality

soldier involvement

UMA involvement

BII draw time

Mission support items that effect tank draw time

RATSS, Manfield MP bldg 2967

Observation and stopwatch

SFC Henry Monday, 5 May at 0845 and again Thursday at 1300

24 Time required to draw BII using new methods vs. using current methods

To measure NVA time and impact on tank quality at draw

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Measurement System Analysis The measurement systems are acceptable. The data is considered to have

no potential for significant error. Will 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 measurements into “data categories”

Work hours can be measured to .25 hours. Tank draw times are measured to +- .25 hours.

BiasThe difference between an observed average measurement result and a reference value

No bias - Work hours and draw start-stop times consistent through the population.

Stability The change in bias over timeNo bias of work hours and draw data.

Repeatability The extent variability is consistent

Not an issue. Labor and tank usage is based on course requirements, so it is historical and felt to be accurate enough for insight and analysis.

ReproducibilityDifferent appraisers produce consistent results

Usage data deemed not reproducible, therefore was not considered in determining which were used during the tank draw

Variation The difference between tanksTanks are either Fully Mission Capable or Non Fully Mission Capable.

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Baseline Data The current tank draw

process has a normal distribution

The mean time to draw one tank is .56 or 34 minutes

The tank draw range is .25 hours (15 minutes) to 2 hours (120 minutes) and the standard deviation is .4 (24 minutes)

The mean number of 5988-E’s updated by UMA is .1 or 10%

The average Tank Draw Time is 34 minutes +/- 24 minutes.

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Baseline Data Cont.

33% of tanks presented to draw are not ready for issue.

10% of 5988-E faults annotated by soldiers during tank draw is updated by UMA clerks.

67% of tank bumper numbers presented to 1/16 at T-2 by UMA is actually drawn for mission support.

13

These numbers take into account vehicles presented to draw but never actually drawn or PMCSed.

These numbers represent what was actually given, PMCS’ed, and drawn.

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What does it all mean?The outlier was a vehicle issued that was actually NMC and required 90 minutes to repair.

The vehicle that required 60 minutes was actually dispatched to another unit.

Two of the five that required 45 minutes of work were deadline with a third needing a QAQC from UMA

5.25 hours were spent doing rework that is non value added

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Process Capability

15

The current tank draw process is capable of issuing 2 tanks per hour with a 33% critical maintenance defect rate.

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Sigma Quality Level

General Worksheet For Calculating Process Sigma

enter

1Number Of Units Output from Process n= 20

  

2Total Number Of Defects Made (Even if Defects were Fixed Later) D= 5

  

3Number Of Defect Opportunities Per Unit O= 1

4Defects Per Million Opportunities 250000

5Process Sigma (Short Term) Sigma= 2.17

16

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Recommended Quick Wins and RIEs Quick Wins to be Implemented

5S-BII issue from 20 sets of mixed items loaded by hand to 20 individual sets of uniform items in prefabricated palletized containers that can be loaded by forklift.

Generic Pull System-BII issued one set at a time instead of 20 sets all at once.

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It requires 2.75 hours to layout (1hr), inventory (1hr), and load (.75hr) 16 sets of Tank BII.

6 soldiers working, the total soldier time spent was 16.5hrs, (6 X 2.75).

3 civilians working, total UMA time spent was 8.25hrs, (3 X 2.75).

Total time soldiers and civilians spent working was 24.75hrs, (16.5 + 8.25)

6 soldiers working, it takes 2.75hrs (est.) to unload, layout, and issue the BII once it reaches the training area.

Total soldier time spent is now 33hrs, (2 X 16.5).

Quick Win #1-BII Draw ObservationsQuick Win #1-BII Draw Observations

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Layout time can be reduced from 1hr to .5 hr

Layout personnel requirements can be reduced from 6 to 2

Loading time can be reduced from .75hr to .25hr

Loading personnel requirements can be reduced from 6 to 2.

Unloading time can be reduced from .75hr to .25hr

Unloading personnel requirements can be reduced from 6 to 4.

Inventory time can be reduced from 1hr to .75hr.

Inventory personnel requirements should not be reduced from 6

Estimated time saved by 1/16 for one mission is 21.5hrs. (2.9 days)

Estimated time saved by 1/16 for 6 missions (1yr) is 129hrs.(17.2 days)

Estimated time saved by UMA for one mission is 3.75hrs.

Total estimated time saved by UMA for 6 missions (1yr) is 22.5hrs.(3 days)

NOTE: These numbers will likely be higher because they only account for the Full Spectrum missions and not other missions that require tank BII

Quick Win #1-BII Issue AssumptionsQuick Win #1-BII Issue Assumptions

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Quick Win #1-BII Issue DataQuick Win #1-BII Issue Data

Military Current Times Military Current Times Military New TimesLayout 1 0.5 Unload 0.75 0.25Inventory 1 0.75 Layout 1 0.5Load 0.75 0.25 Inventory 1 0.75Hours Per Soldiers 2.75 1.5 Hours Per Soldier 2.75 1.5# of soldiers 6 2 # of soldiers 6 4Total Hours 16.5 3 Total Hours 16.5 6

7.5

UMA Current Times Current Field Issue New Field IssueLayout 1 0.5 Unload 0.75 0.25Inventory 1 0.75 Layout 1 0.5Load 0.75 0.25 Inventory 1 0.75Hours Per Civilian 2.75 1.5 Total 1 0.75# of civilians 3 3 # of soldiers 6 6Total Hours 8.25 4.5 Total Hours 6 4.5

Military New Times

UMA New Times

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Quick Win #1- BII Issue Change Impact on Military Quick Win #1- BII Issue Change Impact on Military

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Quick Win #1- BII Issue Change Impact On UMAQuick Win #1- BII Issue Change Impact On UMA

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Quick Win #1- BII Issue Change Impact On 2/16Quick Win #1- BII Issue Change Impact On 2/16

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Quick Win #1- BII Issue BoxQuick Win #1- BII Issue Box

Box dimensions 48”X45”X17”

Hard Plastic , BII shipping container

Costs $178 Each.

Currently 14 on hand, require 10 to 15 more

Amy Montgomery (704)938-8859 RPM Industries

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Quick Win #1- BII Issue Box Sub-floorQuick Win #1- BII Issue Box Sub-floor

Polystyrene prevents shifting and serves as padding during transport.

It comes in 4’ X 8’ sheets, (1 sheet fills 2 two boxes).

It was obtained from packing and crating, Mr. Tim Goodman.

Model # 271020$9.94 per sheet at Home Depot½’’ X 48” X 96”

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Quick Win #1- BII Issue Box Tool Bag ItemsQuick Win #1- BII Issue Box Tool Bag Items

Tool Bag items on a separate Polystyrene pad, also sockets would go on another pad of about half the size of the one shown here.

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Quick Win #1- BII Issue Box Tool Bag DiagramQuick Win #1- BII Issue Box Tool Bag Diagram

31.

32

33

3435

36

37 38

4139

40

43

45

47

4849

46

50

44

42

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1. 7/16” X ½” wrench

2. 13mm X 15mm wrench

3. Adjustable wrench

4. 8” Extension

5. 10” Extension

6. 9.5” ratchet

7. Hinged Ratchet

8. T. Slide

9. Cold Chisel

10. Wooden Screwdriver

Quick Win #1- BII Issue Box By The NumbersQuick Win #1- BII Issue Box By The Numbers

11. 18” Ratchet12. Pry Bar13. Screwdriver14. Pinch Bar15. Grease Fitting Tool16. Ball Peen Hammer17. Sash Brushes X 218. Grease Gun

Adapter19. Slip-Joint Pliers20. Wire Rope Cutters

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Quick Win #1- BII Issue Box (Side 1) Quick Win #1- BII Issue Box (Side 1)

All BII items are contained here in this photo except, the TM’s (on top of night sight), V pack wand, tankers bar, and ramming staff sections (on top of everything), Firing Circuit Tester (inside impact wrench bag), asbestos mittens (on top of tow hooks), IR lenses (inside asbestos mittens), and tool bag items (separate shelf).

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Quick Win #1- BII Issue Box DiagramQuick Win #1- BII Issue Box Diagram1.

2.3.

4.

5.

7.8.

6.

9.10.

11.

12

14 14

16

1513 13

17

18

19

2021

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2425

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1.Axe2.Sledge Hammer3.Cheater pipe4.Maddox Handle5.Round Extractor6.Bore Brush7.Steel Funnel8.Plastic Funnel9.Gun Tool Roll10.Impact Wrench11.Maddox Head12.Breach Handle13.Track Jacks X 214.First Aid Kits X 2

Quick Win #1- BII Issue Box By The NumbersQuick Win #1- BII Issue Box By The Numbers

15. Drivers Night Sight16. Track Chain17. End Connector Puller18. Track Binder19. Spanner Wrench (bore)20. Bulb Box21. Wire Brush22. Tow Hooks X423. Allen Key set24. Bell Rammer25. Grease Gun26. Flag Set27. Chain Hoist28. Shovel29. Asbestos Mittens X 2, IR lenses X 2 (inside mittens)30. Technical Manuals X 2(A ) Tool bag items (on another slide)

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Quick Win #1- BII Issue Box SocketsQuick Win #1- BII Issue Box Sockets

51. 9/16”52. 13 mm53. 15mm54. 18mm55. 19mm56. 24mm57. 30mm58. 1 1/8”59. 1 ½”60. Heater plug61. Track Spanner wrench

60

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Quick Win #1- BII Issue Box CompleteQuick Win #1- BII Issue Box Complete

Ramming staff sections and Vpack wand on top, the tankers bar is 1” too long but can be cut to fit or issued as a side item. Tool Bag items fit in separate Polystyrene and fit in open spaces on top of larger BII Items.

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Less damaged equipment

Less time required for UMA to issue to 1/16

Less time required to load on a truck

Less time required for UMA personnel to inventory

Less risk of injury to personnel

Less soldiers required to draw

Less soldier training time lost

Less time used on range set-up

Allows focus for issues like tank maintenance and training

Quick Win #1- BII Issue Box BenefitsQuick Win #1- BII Issue Box Benefits

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Boxes can be used repeatedly

Boxes can be used for movement to GA

Boxes can be secured in stacks or individually with locks, chains, bands, or seals.

Boxes can be moved by crane, forklift, pallet jack, or carried by a 4 person team.

Boxes and insulation are inexpensive and easy to obtain.

Boxes could reduce TMP truck usage as a positive side-effect.

Transportable in a HMMWV, LMTV, 5 Ton, 2.5 Ton, PLS, Blackhawk, etc…

More horizontal space could be available in the BII warehouse for use during inclement weather.

Quick Win #1- BII Issue Box BenefitsQuick Win #1- BII Issue Box Benefits

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Initial set-up of 25 Boxes would require three people, 1 forklift, and approximately 5 hours

(est. based on 10 min. set-up per box, plus a 10 min. break after every 5th box) To aid in set-up, coordination is recommended between soldiers and civilians.

Reorganization of the BII warehouse would require two people and one forklift approximately 2 additional hours.

If seals or locks are used, an assigned custodian is recommended.

Update of duty descriptions for UMA personnel in the BII warehouse may also be needed.

Quick Win #1- BII Issue Box DrawbacksQuick Win #1- BII Issue Box Drawbacks

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Measure Phase SummaryBaseline Data

Tools Used

Process Capability

Recommended Quick Wins/RIEs

Root cause: BII requires excess resources to draw. The BII and tank draw compliment each other.

Quick Win #1-Use 5S to reduce the time and personnel required to draw BII and use those resources during the tank draw.

Detailed process mapping Measurement Systems

Analysis Value Stream Mapping Data Collection Planning Basic Statistics Histograms

Operational Definitions

5s Generic Pull Dotplot Matrix

Baseline Quality #1: To-date, 33% of tanks presented for draw are not ready for issue.

Baseline Quality #2: To-date, 10% of 5988-E faults annotated by soldiers during tank draw is updated by UMA clerks.

Baseline Quality #3: To-date, 67% of tank bumper numbers presented to 1/16 at T-2 by UMA is actually drawn for mission support.

The current tank draw process is capable of issuing 2 tanks per hour with a 33% critical maintenance defect rate.

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Lessons Learned

Application of Lean Six Sigma Tools

Loading equipment using MHE reduces personnel requirements.

Issuing items in a palletized container improves transportability, security, accountability, and serviceability

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Barriers/Issues/Project Action Log Resources

Unexpected delays

Team or organizational issues

Updated risk analysis and mitigation plan

Revised project scopeLean Six Sigma Project Action Log

       Last

Revised: 10/15/2007  

No Description/ Recommendation

Status Open/Closed/

Hold

Due Date Revised Due Date

Resp. Comments / Resolution

1 Leave of critical team member    14 May  4 May    

2          

3          

4          

5          

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Next Steps

Outline activities for Analyze Phase

Planned Lean Six Sigma Tool use

Barrier/risk mitigation activities

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Measure StoryboardDefine

Problem: Poor tank quality at issue

Goal: Improve tank quality at issue, Reduce rework, improve fault tracking

Non-quantifiable BenefitsMorale, tank maintenance, fault tracking

Project CharterT-6 IPRT2T

RATSS

T-5T2T

T-4T2T

T-3T2T

T-2IPR vehicleBumper #s

Given to unit

T-1Tank draw,

HETT,5988-E update

Measure

BII draw measured Tank draw measured 5988-E updates measured

RIE Baselines collected

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Risk Analysis and Mitigation Personnel availability, process mapping, data collection, and

cooperation

Consequence

Lik

elih

oo

d

• Data Collection (Schedule)•Risk: More time may be needed for the Measure phase because of current mission schedule. •Mitigation Plan: Maximize data collection during missions to present reliable data to stakeholders.

• Personnel availability (Schedule)• Risk: Project team members have different

schedules and availability times. • Mitigation: communicate via email and in

person when possible. • Consequence: Low impact on project

completion

•Process Mapping (Performance)•Risk: The process is moderate in size but has numerous civilian personnel involved who could present concerns about job stability and resist change •Mitigation Plan: Explain the project and communicate the desire to make things better. Solicit feedback about the draw process and gain civilian participation. •Consequence: Resistance could delay the project during the measure and analyze phases up to three weeks.

1

2

3

4

5

1 2 3 4 5

• UMA cooperation (Change Management)• Risk: UMA personnel may reject any suggested changes

proposed by the 16th Cavalry• Mitigation: communicate changes through high level

supervisors and program managers for implementation. • Consequence: High impact on project completion

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Sign Off

• I concur that the Measure phase was successfully completed on 04/06/08.

• I concur the project is ready to proceed to next phase: Analyze

CW4 David LucyResource Manager/Finance

COL Robert R. Naething Deployment Director

SFC Don H. Henry II Black Belt

Nathan SpragueMaster Black Belt

MAJ Andre L. Mackey Sponsor / Process Owner

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Measure Tollgate Checklist

Has a more detailed Value Stream Map been completed to better understand the process and problem, and show 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 already collected by the organization?

Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we are 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 ‘Quick Wins’? Has the team completed the baseline savings documentation?

Tollgate ReviewTollgate Review

StopStop Does the team understand or has gathered the right data to help

understand the process? Has the team baselined current process

performance?

Deliverables: Detailed Value Stream

Map(s) Data Collection Plan Measurement Collection

Results Process Capability Results Quick Wins, if applicable Identification of RIE

Opportunities, if applicable

Refined Charter, as necessary

Updated Risk Mitigation Plan

Green Belt/Black Belt Actions:

Deliverables Uploaded in PowerSteering

Deliverables Inserted into the Project “Notebook” (see Deployment Director)

Have any opportunities to conduct RIE 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? Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place?

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DMAIC Methodology - Measure

Identify KeyInput, Process &Output Metrics

DevelopOperational

Definitions & DataCollection Plan

Collect BaselineData

DetermineProcess

Performance/Capability (Sigma

or Other)

Validate ProjectCharter for

Financial Benefit

Input, Process &Output Metrics

Data CollectionPlan

ProcessPerformance

Results

MeasurementCollection Results

ValidateMeasurement

System

MSAResults

Conduct'Measure'

Tollgate Review

Refine ProjectScope, asNecessary

SIPOC Process Map Measurements

Matrix (Quality,Speed and Cost vs.Input, Process andOutput)

Measurement SystemAnalysis (MSA) Gage R&R

(Continuous Data) Attribute

MeasurementSystem (DiscreteData) - Kappa

Multiple SubjectiveEvaluation (MSE)

Check Sheet Data Gathering Form Data Characterization

Tools Histogram Normality Test Dot Plots Box Plots Scatter Plot Pareto Chart

Data Collection Plan Statistical Sampling Stratification Factors

Project Charter Project Tracking

System (PTS)

Cost/Benefit Analysis

Refine RiskManagement

Plan

Risk Mitigation Plan

Risk MitigationSpreadsheet

RefinedCharter in PTS

Z Table Sigma Quality

Level (SQL) Defects Per Million

Opportunities(DPMO)

Process CapabilityAnalysis, Cp & Cpk

Rolled ThroughputYield (RTY)

Revised Charter Project Presentation Storyboard Risk Mitigation Plan

Financial RepAgreement

Value Stream Mapfor Deeper

Understanding andFocus

Quick Wins

VA / NVAAnalysis

Process Mapping Swim Lane Map Value Stream Map Top-Down Process Map

(‘Horizontal Scoping’) Product/Process Matrix

(‘Vertical Scoping’) Non Value-Added

Analysis Disconnect &

Discontinuity Analysis Brainstorming

DisconnectAnalysis

Identify andImplement Quick

Improvementswith Kaizen

Kaizen 5S NVA Analysis Generic Pull Systems 4-Step Rapid Setup

Method

Value StreamMap(s)

Implement ‘QuickImprovements’ at any point

in the Define, Measure,Analyze or Improve Phases,

where there is highcertainty to value and low

associated risk

QuickImprovements