ng bb define tollgate
TRANSCRIPT
8/11/2019 NG BB Define Tollgate
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Black BeltDefine
Tollgate Briefing
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
Project NameDEPMS Project Number
Name of BeltOrganization
Date
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Define Tollgate Requirements
PROJECT DELIVERABLES NGB COMMENTS
DEFINE
Problem Statement Mandatory Part of project charter Goal Statement Mandatory Part of project charter Project Scope Mandatory Part of project charter Project Timeline Mandatory
Project Sponsor and Core Team MandatoryProcess Map (High Level) / SIPOC MandatoryVoice of Customer / Voice of Business Analysis MandatoryReplication Check / Benchmarking Mandatory Was it done before?Strategic Alignment Cross Check Mandatory Is it important to org?Communication Plan Mandatory For team/stakeholdersStakeholder Analysis Recommended Use to develop comm planStoryboard / A3 Mandatory 1-page proj summaryBarriers/Issues/Risks MandatoryQuick Wins RecommendedLessons Learned Optional
NG CPI BLACK BELT TOLLGATE REQUIREMENTS
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Team MembersName Role Affiliation DACI
Black Belt DriverMaster Black Belt DriverProject Sponsor Approver
Process Owner ApproverContributorContributorContributorContributorInform
InformInformInform
Required Deliverable
Cross Functional Team
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I confirm that:DEPMS (DoD Enterprise Performance Management System) has beensearched for similar projects: Yes / No
Replication: List relevant initiatives / potential replication projectsfound (if any):• Project 1: (DEPMS # or other tracking tool project number)• Project 2:
Collaboration: Identify organizations that can/should be considered forworking this project collaboratively:• Organization 1:
• Organization 2:
Required Deliverable
Replication Check
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Strategic Alignment
The Define Tollgate requires a linkage to organizational strategy.
Include an organizational metric/metrics for which your project willhelp improve
Refer to your organization’s Strategic Plan and/or other referenceddocuments
Required Deliverable
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Business Impact
Insert as much information as possible about the potential operationaland/or financial benefits
Include any assumptions upon which these estimates are based
Example: Operational benefits – This project is expected to reduce PLTby 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift
Example: Financial benefits – This project is expected to save $xx in FYxx
Required Deliverable
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Measurable Y:
Required Deliverable
Suppliers Inputs Process Outputs Customers
High-Level Process Map (SIPOC)
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Voice of theCustomer /
Key Customer Issue(s) Critical CustomerRequirement
What does the customer want from us? What does the customer want from us?We need to identify the issue(s) that
prevent us from satisfying ourcustomers.
We should summarize key issues andtranslate them into specific and measurable
requirements
Required Deliverable
Voice of Customer / Voice of Business
Voice of theBusiness
Key Process Issue(s) CriticalBusinessRequirement
What does the business want/need from us? What does the business want/need fromus? We need to identify the issue(s)
that prevent us from meeting strategicgoals/missions.
We should summarize key issues andtranslate them into specific and measurable
requirements
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Stakeholder Name/Group
Project ImpactOn Stakeholder (H, M, L)
Stakeholder
Level of Influence onSuccess of
Project (H,M,L)
Stakeholder’s
Current AttitudeToward Project
( +, 0, - )
Explanation of
CurrentStakeholder Attitude
(list)
Stakeholder Score
(H=3, M=2, L=1,+=3, 0=1, -=-3)
Action PlanFor Stakeholder
Recommended Deliverable
Stakeholder Analysis
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Project Barriers/Issues/Risks
Barriers
Issues
Risks
Required Deliverable
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9 – 10
7 - 8
5 - 6
3 - 4
0 - 2
0 – 2Little
3 – 4Low
5 – 6Medium
7 – 8High
9 – 10Critical
Consequence
L i k e
l i h o o d
Low Risk Medium Risk High Risk
9 – 10
7 - 8
5 - 6
3 - 4
0 - 2
0 – 2Little
3 – 4Low
5 – 6Medium
7 – 8High
9 – 10Critical
Consequence
L i k e
l i h o o d
Low Risk Medium Risk High Risk
•Process Mapping (Schedule)•Risk: Very large process to map. Team may nothave time to define sufficient level in the timeavailable.•Mitigation Plan: Scope to the “critical few” processpaths•Consequence: 1-2 week slide in schedule
• Data Availability (Schedule)• Risk: Process tracking which shows enough
critical process time information in somestages of the process may not be available.
• Mitigation: TBD• Consequence: May have to spend 1-2 weeks
to collect enough data to be statisticallysignificant.
• Personnel Availability (Schedule)• Risk: Team Members have multiple schedule
conflicts during Month of March. Lack of teammember availability and participation on team couldslow data collection during MEASURE phase.
• Mitigation: TBD• Consequence: May have to delay MEASURE Tollgate
•Contractor Process Mapping (Performance)•Risk: Contractor Process impact on cycle timecould be high. Team has no control overgetting information from the contractor andmay not be able to get verifiable informationlevel in the time available.•Mitigation Plan: Team will scope this out of
the process.•Consequence: 1 week lost time on project
• Project Scope (Performance)• Risk: Current scope of process is very large withmultiple sub-processes. Team unlikely to be able tocomplete DMAIC process on currently defined scope.• Mitigation Plan: Team will scope this out of theprocess according to the following plan:
•Complete process mapping•Reduce scope to Critical Path•Based on data, reduce scope to parts ofprocess that most affect PCT within control ofthe Project Team.
• Consequence: If mitigation plan is unacceptable,team unlikely to be successful.
Address Risk speaking points hereBe sure to include the risk of potential IT solutions and mitigation plans (I.e., work-arounds), if any
Project Risk Analysis – Example
Recommended Deliverable
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Define
BUS CASE: Be #2 Fin Service Provider
GOAL: Reduce Loan/Lease CT from9.2 to 8.0 days by July 1
FIN IMPACT: $2.7M per year
Project Charter 1.2 DayCCR Gap
Define Story Board
Required Deliverable
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Company: Department: Date: Prepared by:1. Define the problem situation
2. Problem Analysis
3. Action plans to correct problems
4. Results of Activity
5. Future Steps
8-Step A3 Project Summary Report
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NG CPI Tollgate Tool
Control ChartsProcess Capability
Process CapabilityHigh Level ProcessMap (SIPOC)
(Finance Owner) (Finance Owner)
(MBB) (MBB) (MBB) (MBB) (MBB)
(Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor)
I accept the Control Tollgate
I accept the ImproveTollgate
I accept the AnalyzeTollgate
I accept the Measure Tollgate
I accept the DefineTollgate
(Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner)
Project Charter• Problem Stmt• Defect Definition• Goal Statement• Project Scope• Business Impact• Strat Alignment
Detailed As Is ProcessMap
Value Stream MapKey Process Metrics
Potential Xs• Brainstorming• 5 Whys• Fishbone• Affinity Diagram
“To Be” Process Map
Solution Generation /Prioritization
Process Control Plan
Process Owner Accountability
Sponsor & TeamReplication Check
Data Collection PlanMeasure Systems
AnalysisData Collected
Critical Xs• Cause & Effect Matrix• Hypothesis Testing• Regression• Time Studies• Theory of Constraints
Improvement Strategy• Improvement Model• Implementation Plan• Pilot• “X” Improvement Target
Updated FinancialBenefits
Replication Opportunities
Measurable Y Voice of CustomerCustomer Specs
Voice of Business
Baseline Data Analysis• Descriptive Stats• Graphs• Pareto Charts
FMEA • Risk Analysis• Risk Mitigation Plan
Mistake Proofing Project Documentationof revised policies,SOP’s, procedures, andtraining
Project Timeline
Communication Plan• Stakeholder Analysis
Est Financial Benefits
Control Charts (asneeded)
FMEA • Risk Analysis•
Risk Mitigation Plan
Visual Process ControlTools (Optional)
1. ValidateProblem
4. Find RootCause
3. SetTargets
5. DevelopC-Ms
6. See C-MsThrough
2. IdentifyGaps
7. ConfirmResults 8. Standardize
Define Measure Analyze ControlI mprove
8-STEP PROCESS