What is a Tollgate Review Template

1. Delete this Slide prior to Control Tollgate – The purpose of this slide is to set expectations on the templates used in LSS project Tollgate reviews What is a Tollgate Review Template • This template includes format for slides recommended to constitute the main body of the Tollgate review presentation • Depending on nature and complexity of the DMAIC project phase, some of these slides might not be presented • Other slides may be generated/added to best address special situations and issues facing the project • The content of the brief is at the discretion of the Project Green Belt/Black Belt project leader • Utilize (Edit>Notes View) for instructions/tips/tricks on each slide The intent of these project tollgate review templates are: • Standardizes the project presentations for Tollgate reviews, including, slide order, phase & tollgate deliverables • Provides example (frame of reference) for the tool presentation and expected phase deliverables • Contains above 80% of the expected slides to be presented for Tollgate reviews to increase GB/BB productivity in that they spend less time developing slide format and presentation and more on project deliverables • Notes section can be used for further explanations and instructions on tools and applicable usage increasing the learning process cycle

2. Lean Six Sigma<Project Title> <Green Belt/Black Belt Name> Project Initiation Date: <DD/MM/YY> Control Tollgate Date: <DD/MM/YY>

3. Identify and Implement Quick Improvements with R.I.E R.I.E, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Lean Six Sigma: ControlImprovement Process Road Map Update any activities or tools used in the Control Phase of your project – You use this slide to outline Control phase activities and tools used – delete this note before tollgate Define Measure Analyze Improve Control Activities Tools • Implement Mistake Proofing • Develop SOP’s, Training Plan & Process Controls • Implement Solution and Ongoing Process Measurements • Identify Project Replication Opportunities • Complete Control Tollgate • Transition Project to Process Owner • Mistake-Proofing/Zero Defects • Standard Operating Procedures (SOP’s) • Process Control Plans • Visual Process Control Tools • Statistical Process Controls (SPC) • Solution Replication • Project Transition Model • Team Feedback Session

4. Project Charter Delete this Note prior to Control Tollgate – Update Charter Problem/Goal Statement Business Impact Problem: Describe problem in plain English using non-technical terms • Statement should explain why project is important; why working on it is a priority Scope: Goal: Goals should 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) • State financial impact of project • Expenses • Investments (inventory, capital, accounts receivable ) • Revenues • Separate “hard” from “soft” dollars (Cost Reduction, Revenue Generation, Non-Quantifiable Benefits) • State financial impact of leverage opportunities (future projects) • Update the file “Financial Benefits in PowerSteering” Core Team Tollgate Review Schedule TollgateScheduledRevisedComplete Define: 01/18/07 - XX/XX/07 Measure: 02/14/07 XX/XX/07 XX/XX/07 Analyze: 02/28/07 XX/XX/07 XX/XX/07 Improve: 03/22/07 XX/XX/07 XX/XX/07 Control: 04/16/07 XX/XX/07 XX/XX/07 • PES Name Project Executive Sponsor (if different from PS) • PS Name Project Sponsor/Process Owner • DD Name Deployment Director • GB/BB Name Green Belt or Black Belt Project Leader • MBB Name Master Black Belt Core Team Role % Contrib. LSS Training • Team Member 1 SME XX AT (Awareness Training) • Team Member 2 TM XX GB • Team Member 3 SME XX PS (Project Sponsor) • Team Member 4 SME XX AT Training Scheduled Extended Team • Team Member 1 Finance XX Not Trained • Team Member 2 IT XX Not Trained • Review high-level schedule milestones here: • Phase Completions • Tollgate Reviews • Trials

5. Delete this Note prior to Control Tollgate – Update Measure Overview (D) = Discrete (C) = Continuous Measure Overview Process Capability Graphical Analysis • CCR: ? • Unit (d) or Mean (c): ? • Defect (d) or St. Dev. (c): ? • DPMO (d): ? • Sigma (Short Term): ? • Sigma (Long Term):? • MSA Results: show the percentage result of the GR&R, AR&R or other measurement systems analysis carried out in the project Root Cause / Quick Win Tools Used • Root cause: • Quick Win #1 • Root cause: • Quick Win #2 • Root cause: • Quick Win #3 • Time Series Plot • Probability Plot • Pareto Analysis • Operational Definitions • 5s • Generic Pull • Control Charts • Detailed process mapping • Measurement Systems Analysis • Value Stream Mapping • Data Collection Planning • Basic Statistics • Process Capability • Histograms

6. Analyze Overview Delete this Note prior to Control Tollgate – Update Analyze Overview Hypothesis Tests Value-Add Analysis Root Cause / Effect Tools Used • Root cause: • Effect • Root cause: • Effect • Root cause: • Effect • C&E Matrix • Complexity • Cause & Effect Diagram • RIE/Quick Wins • FMEA • Control/Impact Chart • T-Test • Other • Value Add Analysis • One-Way ANOVA • Two-Way ANOVA • Pareto Plots • Simple Linear Regression • Multiple Regression • Test for Equal Variance • Scatter Plots

7. Improve Summary Delete this Note prior to Control Tollgate – Update Improve Overview Pilot and Implementation Plan Solution Selection Criteria • How the solution was determined: • What Was the solution selection tool used? • What project management tools were used? • Cost/Benefit Analysis? • Include any other tools or methods used • ? • ? • ? • ? • ? Describe plan to pilot solution, if applicable If no pilot was carried out, describe the implementation plan, including timing, any training carried out, and type of involvement by other participants and stakeholders.

8. Measurement Systems Analysis Note: In the Measure phase, an MSA should be done on the y. In the Control phase, the MSA should be done on the x(s). Use either quantitative (shown) or qualitative MSA. Total Gage R&R 17.12 41.38 Repeatability 17.12 41.38 Reproducibility 0.00 0.00 operator 0.00 0.00 Part-To-Part 82.88 91.04 Total Variation 100.00 100.00 Conclusions:17.12% of component variation from measurement system, 82.88% of component variation from part-to-part measured

9. Delete this Note prior to Control Tollgate – Failure Modes and Effects Analysis (FMEA) draft the currently identified risks (Severity, Occurrence, and Detection) FMEA • Risk Analysis recommended actions (Key Speaking Points) • Rating Index • Total Current RPN Risk

10. Delete this Note prior to Control Tollgate – See Mistakes in Parts Replenishment Shipping example below Mistake Proofing (Poke Yoke) • Solution: Make use of existing bar codes on shipping paperwork to mistake proof receiving function. • Validate with suppliers (shipping company) that all shipping containers will have barcode label ($0) • Purchase RF (wireless) bar coding equipment and software ($100/gun * 20 guns) • Train all longshoreman on use and care of equipment ($50/hr * 20 hrs) • Install error metrics for error tracking ($100)

11. Delete this Note prior to Control Tollgate – Other types of data profile charts or a comparison of before and after profiles may be used here instead - See Notes for other options Descriptive Statistics / Process Capability (Baseline) (Improved)

12. Delete this Note prior to Control Tollgate – Enter your Control Chart to indicate Improved process stability Control Chart Feb/Mar Data Confirms Process Has Remained In Control

13. <Optional> Delete this Note prior to Control Tollgate – Update Takt boards, Scheduling boards, Issue boards, 5S boards, Kanban Cards, or other Communication Tools Takt Board

14. Delete this Note prior to Control Tollgate – Update Process Control/Response Plan Control/Response & Escalation Plan Process Escalation Map Data Monitor Checks Data and learns that the I&MR Control Chart is Out-of-Control Escalates to Manager and Subject Mater Expert for special cause identification FMEA is used to update any failures/ actions or Improvements not recorded Vendor contacted to review defects and actions

15. Long Term Process Control & Monitoring Delete this Note prior to Control Tollgate – We want to ensure that the new process has become part of our “plan” to include modification of performance review criteria and a strategy to monitor its continued performance. • Have performance review criteria for “people who do the work” been modified? • Have the Process Owner’s performance review criteria been modified to include long term process monitoring and improvement requirements? • Has long term metrics use/analysis/briefing plan/schedule been defined and documented? • Have the links been established to Army metrics? Have the variables been included in Army metrics calculation algorithms to ensure process improvements affect metrics?

16. Delete this Note prior to Control Tollgate – Enter your MGPP (if Applicable) Multi-Generational Project Plan

17. Cultural/Educational Issues <Optional Slide> Delete this Note prior to Control Tollgate – Create a Force Field Analysis for ongoing process control • Force Field Analysis: 1. Select a process control method and explain why this is an appropriate choice for your project. 2. Identify 4-6 cultural/educational barriers to successfully implementing your process controls and potential solutions using the Force-Field Analysis Table below: Process Control Method: ___________________________ Barrier Solution 1. 2. 3. 4. 5. 6. 1. 2. 3. 4. 5. 6.

18. Delete this Note prior to Control Tollgate – Update Issues/Barriers from the Issues Log Barriers/Issues • Resources • Unexpected delays • Team issues • Organization issues • Other

19. Delete this note once slide edits are complete – Update Projected Project Benefits (Include calculations) Business Impact • State financial impact of project • Expenses • Investments (inventory, capital, A/R) • Revenues • Separate “hard” from “soft” dollars • State financial impact of future project leverage opportunities • Have the savings been validated by Financial Rep? • Is there a plan/recommendation to capture savings? • Update the file “Financial Benefits in PowerSteering”

20. Delete this Note prior to Control Tollgate – Update Next Steps Planned for process transition Next Steps • Key actions • Questions to answer • Barrier/risk mitigation activities

21. Delete this Note prior to Control Tollgate – Use this space if necessary for any lessons learned, summarizing points from the team, translation plan, or other next steps if additional space is required. It can also be used to document response from the customer of the project to the project results. Lessons Learned • ? • ? • ? • ? • ? • ? • ? • ? • ? • ?

22. Project Contributors Delete this Note prior to Control Tollgate – Update all project contributors Team MemberProject Contribution Jim Johnson, VP Champion Kim Carter, Lab Manager Process Owner Dick Jones, Supervisor Green Belt-trained Team Member Tom Harrow, IT Manager Subject Matter Expert (SME) Bill Soon, Configuration SME Doris Dollars, Finance SME Sam Smith, Quality Green Belt/Black Belt (Project Leader) May Smith, Quality Master Black Belt Mike Jones, HR Process documentation These team members contributed to the success of this project!

23. BUS CASE: Be #2 Fin Service Provider GOAL: Reduce Loan/Lease CT from 9.2 to 8.0 days by July 1 FIN IMPACT: $2.7M per year “Officer performs both” & “Officers changed”, eliminated as contributors to high cycle time. Project “Storyboard” – Example Optional Chart Delete this Note prior to Control Tollgate – Provide the story board if applicable Define 1.2 Day CCR Gap Sigma Performance Level of 1.3 Project Charter Measure Analyze Control Improve Pilot Plan Loan or Lease Screen Entry Color Printouts Rewards & Recog Officer Work & Turnover, Waiting, & Automation Affect CT; Job Aids affect Variation in CT Flex Time

24. Stop Tollgate Review Control Tollgate Checklist Has the team implemented the solution, and a control plan to insure the process is robust to change? Deliverables: • SOP’s • Training Plan • Process Control System • Financial Benefit Worksheets (Type 1 or 2 savings) • Benefits Realization Schedule, validated by Resource Manager • Validated Solution • Replication/ Standardization Plan • Lessons Learned • Transitioned Project • Project Risk Performance Green Belt/Black Belt Actions: • Deliverables Uploaded in PowerSteering • Deliverables Inserted into the Project “Notebook” (see Deployment Director) • Has the team prepared all the essential documentation for the improved process, including revised/new Standard Operating Procedures (SOP’s), a training plan, and a process control system? • Has the necessary training for process owners/operators been performed? • Have the right measures been selected, and documented as part of the Process Control System, to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved? • Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter? • Has the Financial Benefit Summary been completed? Has the Resource Manager reviewed it? • Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan? • Has a final Storyboard documenting the project work been developed? • Has the team forwarded other issues/opportunities, which were not able to be addressed, to senior management? • Have “lessons learned” been captured? • Have replication opportunities been identified and communicated? • Has the hard work and successful efforts of our team been celebrated?

25. Delete this Note prior to Control Tollgate – Update Project Signoff that project is closed and transition to Process Owner is complete Sign Off Once the project is complete and has been reviewed by the Master Black Belt or other Quality mentor, the project should be reviewed with Army Deployment Director(s), Sponsor(s), Process Owner(s), and other project or process stakeholders. In addition, financial benefits of the project (or the method used to estimate financial benefits) should be confirmed by your Process Owner and/or local Resource Manager. • Policies & Procedures for the Improve and Control phases were documented and communicated on XX/XX/07 • I understand the New Policies and Procedures • I understand and take responsibility for monitoring the Defect Measurements as delineated in the Control Plan • I will report the progress on this subprocess on a regular basis to the customer (internal or external) • I have reviewed this project’s financial benefits with the Deployment Director, Sponsor, and Finance • I understand the corrective action procedure and am responsible for ensuring that action items are completed to hold the gains and capture the financial benefits Enter Name Here Executive Sponsor Enter Name Here Green Belt/Black Belt Enter Name Here Sponsor / Process Owner Enter Name Here Resource Manager/Finance Enter Name Here Champion Enter Name Here Master Black Belt