What is a Tollgate Review Template

1. Delete this Slide prior to Improve 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> Improve 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: ImproveImprovement Process Road Map Update any activities or tools used in the Improve Phase of your project – You use this slide to outline Improve phase activities and tools used – delete this note before tollgate Define Measure Analyze Improve Control Activities Tools • Develop Potential Solutions • Evaluate, Select, and Optimize Best Solutions • Develop ‘To-Be’ Value Stream Map(s) • Develop and Implement Pilot Solution • Confirm Attainment of Project Goals • Develop Full Scale Implementation Plan • Complete Improve Tollgate • 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

4. Project Charter Delete this Note prior to Improve 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/09 Measure: 02/14/07 XX/XX/07 XX/XX/09 Analyze: 02/28/07 XX/XX/07 XX/XX/09 Improve: 03/22/07 XX/XX/07 XX/XX/09 Control: 04/16/07 XX/XX/07 XX/XX/09 • 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 Improve 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. Delete this Note prior to Improve Tollgate – Update Analyze Overview 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. #1 #2 #3 #4 Root Causes 250 200 150 100 50 0 100% 80% 60% 40% 20% 0% % Contribution of Root Cause to Process Deficiency Solutions Root Cause #1 40% Root Cause #2 25% Root Cause #3 20% Root Cause #4 10% Solution A 80% Solution B 20% 80% Solution C 30% 100% Solution D Solution E 20% 5% Evaluating Solutions Against Criteria Example: Independent Solutions Solution A = a 32% reduction in defects (80% of 40%) Solution B = a 21% reduction in defects (20% of 25% + 80% of 20%)=(5%+16%) Solution C = a 17.5% reduction in defects (30% of 25% + 100% of 10%)=(7.5%+10%) Implementing Solutions A & B achieve a 53% reduction in defects. (Assumes no interaction effects of the solutions) Original goal is a 50% reduction.

8. Delete this Note prior to Improve Tollgate – How did you select your Solution? Two selection criteria tool options are shown – this example and previous slide. You do not need to use both. Use notes section for additional help. Pugh (Selection) Matrix

9. Delete this Note prior to Improve Tollgate – How did you select your Solution? Delete this slide if you did not run a DOE. DOE Results The Number of Employees is the biggest driver for Mean Time Late • Employee is the only statistically significant factor for Mean besides the constant term. All other main effects and 2-way interactions have a p-value > 0.05. • Ymean=f(x) equation is: Ymean = -27.97(Employee) + 29.64 Pareto Chart for Mean Time Late Number of Employeesis the only significant factor for Mean - Time Late

10. Pilot Test Description Success Criteria Test Team Schedule Delete this Note prior to Improve Tollgate – Document Pilot Results – See Hotel check-in example below Pilot Plan

11. Pilot Observations: 1) Data Reception Weak – 12th Floor, SW Rooms 2) Data Entry Sequence Confusing GAP Analysis/Root Causes: 1) Insufficient radio transceivers, 12th Floor 2) Order of questions confusing staff Follow-up Actions: 1) Add four more radio transceivers 2) Resequence guest questions x Verify Pilot Results Delete this Note prior to Improve Tollgate – Document Pilot Results – See example below Measurement Plan: Pilot Plan Target Measure s Comments CCRs Process time 1 minute 0.5 min. 0.05 min. CCRs Data Transmission Accuracy 100 DPMO < 3.4 DPMO

12. Re-Baseline Delete this Note prior to Improve Tollgate – Document Pilot Results – See example below

13. Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 1 Bin 1 Bin 2 Bin 2 Bin 2 Bin 1 Delete this Note prior to Improve Tollgate – Example card triggered line-side 2-bin rack, Pictures of improvements, generic Pull, Replenishment Pull, Kanban boards, Takt Boards, etc. Delete this slide if not applicable. Pull System 1. Always pull stock from bin with GREENcard if it is there. 2. Store/supply room replaces stocked items and switches RED card to items just replaced. 3. The cards are attached to magnetic strip labels (for ease of movement for resizing). Bin 1 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 2-Bin Mailbox Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 1 Bin 1 Bin 2 Bin 1 Bin 2 Bin 1 Bin 2 Order Cards

14. Delete this Note prior to Improve Tollgate – Update future state process flowchart, swim lane diagram, spaghetti diagram, future state value stream map, etc. Clearly annotate what changed from original process map. To-Be Process Map Notify HR of employee exit date Client Mgr Avg. Cycle time = 0 days Places information into HR EXIT database Client HR Utilize web tool to submit a delete request to vendor Client IT Contact Avg. Cycle time = 1 day Avg. Cycle time = 1 day Access database daily Create Work Request NT Admin Avg. Cycle time = 1 day Delete account Email Vendor Avg. Cycle time = 1 day Admin closes work request and manager notified Admin

15. Solution Risk Assessment: FMEA A completed FMEA is one mechanism for optimizing solutions and demonstrating how they address critical X’s and reduce overall risk. Other mechanisms may also be used.

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

17. Improve Phase Summary Use this chart to summarize previous slides. Use whatever four charts are the most important in telling the story of the phase. This slide then carries over to the Control Tollgate Review. % Contribution of Root Cause to Process Deficiency Solutions Root Cause #1 40% Root Cause #2 25% Root Cause #3 20% Root Cause #4 10% Solution A 80% Solution B 20% 80% Solution C 30% 100% Solution D Solution E 20% 5% Solution Selection “To-Be” Process Map Pilot Results Implementation Plan 17

18. Delete this Note prior to Improve Tollgate – Document Pilot Conclusions– See example below Summarizing Pilot Conclusions • Once all the pilot data has been collected and the results verified, the team can determine the next steps toward solution implementation. Only after an objective and comprehensive assessment of the pilot can responsible “next step” decisions be made. • Some questions a team should ask upon the completion of a pilot to help guide them toward identification of the proper next steps are: • Did pilot have anticipated results? • Was the plan for conducting the pilot effective? • What improvements can we make to the solution? • Can the solution be implemented “as-is”? Should it be? • Can the solution remain in place at the pilot location? • What lessons learned and best practices can we apply during solution implementation? • Did the solution achieve the required design goals?

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 • Update the file “Financial Benefits in PowerSteering”

20. Current Status Delete this Note prior to Improve Tollgate – Update Current Status • Key actions completed • Lessons learned • Communications, team building, organizational activities

21. Delete this Note prior to Improve Tollgate – Update Next Steps Planned Next Steps • Key actions • Questions to answer • Planned Lean Six Sigma Tool Use • Barrier/risk mitigation activities

22. Stop 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? Improve Tollgate Checklist • 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 the proposed solutions address all of the identified root causes, or 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 were 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 ‘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 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 Green Belt/Black Belt Actions: • Deliverables Uploaded in PowerSteering • Deliverables Inserted into the Project “Notebook” (see Deployment Director)

23. Enter Name Here Green Belt/Black Belt Enter Name Here Sponsor / Process Owner Enter Name Here Finance Representative Enter Name Here Champion Enter Name Here Master Black Belt Delete this Note prior to Improve Tollgate – Update Project Signoff that project is closed and transition to Process Owner is complete Sign Off • I Concur that the Improve phase was successfully completed on XX/XX/06 • I concur the project is ready to proceed to next phase: Control