List customer and project ctqs critical quality ranking matrix

Version 5

Our Mission:Manage Army installations to support readiness and

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Version 5

Define Deliverables

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 Several software applications can be used for Detailed Process Maps (MS Visio, MS PowerPoint,

process and key linkages

 Steps for constructing a SIPOC:

	Customer	Quality
	• <List Customer Metrics>	Quality
4. Identify the significant suppliers of the process		Speed
– who provides the inputs to your process?		Speed

Suppliers	Inputs	Process	Outputs	Customer
		 Step 1 – XXX  Step 2 – XXX

• <List Customer Metrics>				Quality
				Speed
				Cost

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	Version 5
	Version 5
	Value Stream Map – Instructions

Value Stream Map Symbols

	Green Belt Practitioners Toolkit

Customer Requirements / Prioritization Tool

1
Customers ▼

1		Ranking ►			Rank
2		Ranking ►			Rank

3

4

1. List all customers related to the in-scope process

2. Rank each customer in relative importance to the process (multiple customers can have the same ranking)

1	Who	What & Why	Sources
	Customers & Segments	List what you want to know through the data
	Customers & Segments		Check all that apply
			Check all that apply
		3	Complaints	Interviews
				Focus groups
2				Surveys
				Comment cards
			Claims, credits	Sales visits/calls
	• Identify the relevant market segments		Claims, credits	Sales visits/calls
	• Identify the relevant market segments			Direct observation
				Direct observation

			Warranty claims	Benchmarking
			Web page activity
				Other:

Instructions

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You can enhance your group communication by paying attention to the following "Do’s” and “Don'ts"  DO:  Strive for the best answer. Thinking in cause-and-effect terms avoids dealing only with symptoms  DON'T:  Resort to voting. This tends to split the group into winners and losers

 This approach to group decision making places the leader in a particular role in which he/she must cease to contribute, avoid evaluation, and refrain from thinking about solution or group products; instead he/she must concentrate on the group process by assuming responsibility for accurate communication between members.

 The way decisions are made testify to the degree of effectiveness of a group. Here is a list of facts about effective and ineffective groups:



	Stakeholder Analysis – Instructions

Stakeholder Assessment Example Stakeholder Analysis

Green Belt Practitioners Toolkit
Current Level
STAKEHOLDER	UNDERMINE	NEGATIVE	NEUTRAL		HELPFUL	ADVOCATE
1			2	3			- Let Ted brief the project outcomes to the

							- Demonstrate the efficiency improvements
							by showing Tom a similar project in a

demonstrates to Anne that we are not
adding difficulty to her job

Ted W. - Project Sponsor	- Continue to provide weekly updates that

 Steps:

1. List all stakeholders, by name and position where possible

Instructions

Project Benefits

Project: 1

12/1/2006

 The Project Benefit Estimate is a means to summarize potential project

All values based on 12 months of savings starting

benefits, mainly related to cost, but also related to speed and quality

Benefits

200,000

Final Project Closure Values

 Only populate the fields related to your project benefit; most likely, you

Cost of Services

10,000

 Add or change the fields based on the needs of the project

Reorganization Project Team

20,000

Fixed Overhead

4

Total Project Costs

30,000

Net Annualized Savings

290,000

Soft Savings (description and quantification):

2. Check if this is an initial estimate or the final values (most likely

Maintenance cost reductions

Improved Customer service for base customers calling in -

estimate improvement of 50% on wait time.

8

3. Cost of Services – any reduction in variable costs associated with

4. Fixed Overhead – any reduction in fixed costs that do not vary

Cost Avoidance

Raw material Inventory reduction

Profit on extra services due to capacity increase

6. Benefits – any new revenue as a result of the project

Sale of Unneeded Assets

7. Project Costs – costs incurred as a result of the solution

Total One Time Savings

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detail in order to determine re-work loops, hand-offs, or individual worker actions
 Numbering the steps is a best practice for ease of reference
 For each decision step, there should be multiple branches based on multiple types of decisions (i.e.

“yes/no” decision branches)



	Value Stream Map – Instructions

Value Stream Map Symbols

	Green Belt Practitioners Toolkit Version 5 Detailed Process Map – Instructions


	Symbols	Dandelion Wine P-map																		Go To A
	Symbols	David Wright					XCCritical Controllable													Go To A
	Start Date: 03/10/03
	Update: 04/10/03				XN Critical Noise
	Page 1				C Controllable
	S SOP								Dandelion
	Start			N Noise Have						4 gal.				Supplies										What
				recipe						max				bought
				recipe						max				bought
				Decide on recipe										Buy supplies					dandelion	Pick dandelions				part of the
				Decide on recipe										Buy supplies					locations					dandelions?
				N Accessibility					XS Crock size										locations
										C Container type				C Recipe call out * Gal. desire														Heads & stems
				N nostalgia / tradition							C # & size of bottles													End				Heads & stems
				N Internet				N Desired quantity
				S Grandmother										N Sugar
				N Cook book					Ready for															3.5 gal of boiling
																												it bitter
														S Store
				saturation
																								water
	A		Pick dandelions picked					ingredient &				Boil water
	A		Pick dandelions picked					supplies to start				Boil water
	XS Time of year													How			C Dandelion Quality N Pans N Time CPan size / # 3.5 gallons Total C Water quantity								Trash				Go To B
	XS Time of day																								Trash
	XS Time of day																								End
	N Rainfall quantity						C Dandelion Head Quantity																		End
	N Buckets				S Recipe												Use 2 ea. 2 gallons								Clean dandelion
	N Buckets				S Recipe									much water			Use 2 ea. 2 gallons
	N Location of Dandelions													much water			pans due to pan			N Stove
	N Location of Dandelions													should I			pans due to pan			N Stove
	C Location to pick from							N Bucket						should I			size constraints
	C Location to pick from							N Bucket						boil?			size constraints
	C Dandelion Head Quantity																C Temperature
	C Dandelion Head Quality																C Temperature
	C # of pickers					Hot Saturation														heads & Scraps
	C Golf cart					Mixture in bucket														Pick scraps out of
	C Pesticides					Mixture in bucket														dandelions and place
	N Time			Cover with towel														Cool Saturation					into a clean 5 gallon
	N Time			and let cool									(2 hrs.)					Cool Saturation					bucket
	B		Hot Saturation						N Towel					XN Cool Time			Mixture in crock					Saturation
			Hot Saturation						N Saturation Mixture								Mixture in crock
			Mixture, dirty
			buckets & pans						N 5 gallon bucket																	C # of people
			buckets & pans						N 5 gallon bucket																	C # of people
			Pour boiling water
			Pour boiling water
			over dandelion						C Surface of location													Time				N Ants / critters
	clean heads							Area & utensils							End
	N Pans							Area & utensils																			Go to
								clean & away																			Go to
								Clean dirty buckets								S Crock
	N Dandelion heads							Clean dirty buckets
	N Dandelion heads							& pans & put away
	S Pot holders							& pans & put away
	N 5 gallon bucket							N Pans													N Light
	N 5 gallon bucket															C Container type					N Light
	C Location
	C Location							N Water
	C Surface of location							S Sink
	N Mixing Spoon							S Sink													C Temperature of location
								N 5 gallon bucket
N Soap

 In the Measure phase, detailed process maps are a good way to understand the task-level detail within the in-scope

process
 Detailed process maps are best applied in situations where the team needs to understand not only the process steps in

	100.0%

Date: 12/1/2006

Instructions
 Excel template: Blank XY Matrix.xls
 The XY matrix can be used to help identify an area of focus for the FMEA, or it can be used by a project team to identify the initial factors for a designed experiment
 When the output variables (Y's) are not to specification, the situation represents potential "EFFECTS“
 When each input variable (X) is not to specification, "CAUSES" are present.

 Steps:
1. Enter, into the Output Variables (Y's) row, those characteristics that the team and /or customer deem important (use the outputs identified on the process map)
2. Then numerically rate each Y from 1 to 10, the most important receiving the highestnumber and so on.Place these numbers in the Output Rating row.

	Green Belt Practitioners Toolkit
	Version 5
	Version 5

Telephone wait time	Units are measured in seconds
Telephone wait time			customer call

Instructions

Defect Definition Table




	Data Collection Plan Example
1		3	Operational Definition	4	Segmentation		5		Who	6		7	8
Measure	Data Type				Segmentation
Measure	Data Type
Incorrectly	Discrete			By installation, day									Work order
processed work	processed according to DOD			of week, and work				members		starting 12/1/06	each installation
	regulations (5 defect opportunities
	each)
	each)												by team
Work order	Continuous					All team							Work order
timeliness	process a work order from time/date			type, installation,			members			starting 12/1/06
	stamp of initial call to resolution									population)
	noted in the work order system			work order

Instructions

5. 6. 7. 8.	Who – Identify who will collect the data When – Define the specific time period where the data will be collected Quantity – Determine the number of units that need to be evaluated (Based on a sample plan) How Taken – Will the data be collected Manually or Automatically? What is the data collection method? If

Data Collection Plan Table

(Continuous Data)

Continuous Data: Sample Size and Error Calculator

Sample Calculator Example

Data

Za/2= 2.575

Sample Size

Error

Min @ 99% is:

Average

Max @ 99% is:

102

5.5

8.8

12.2

3

3rd Sample Data Point

Za/2= 1.96

	Sample Size Required
2.0	59

Min @ 95% is:

Average

Max @ 95% is:

6.0

8.8

11.7

90% Confidence Interval
Min @ 90% is:	Average	Max @ 90% is:
6.5	8.8	11.2

Za/2= 1.645

Sample Size	Error
15	3.3

Za/2= 1.285

Error	Sample Size Required
2.0	25

Instructions

 Excel template: Continuous Sampling.xls
 The purpose of the calculating sample sizes is to make valid inferences about a population without having to measure all data points in the population
 Continuous data has a unique means for calculating sample size based on the existing variation in the data
 Steps:
1. Collect an initial sample size (approximately 30 data points) to calculate a sample standard deviation
2. Calculate confidence interval based on the desired level of confidence: 99%, 95%, 90%, or 80% (the tool calculates this automatically)
3. Determine your desired error (e.g. +/- 2 minutes) or enter in the number of samples you plan on taking
4. The tool will calculate your required sample size based on confidence and error, or it will calculate your error based on confidence and your planned sample size

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Population” sample size output

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	Attribute R&R – Instructions
	Attribute R&R – Instructions
Attribute Gage R & R Effectiveness		Attribute R&R Example
Attribute Gage R & R Effectiveness		Attribute R&R Example	DATE:
NAME: Ft. Campbell MWR

1 pass

PROCESS: Budgeting

All operators

between each

agree with

Known Population		Operator #1		Operator #2		Operator #3			Y/N Agree
Sample #	Attribute	Try #1	Try #2	Try #1	Try #2	Try #1	Try #2		Y/N Agree
1 2 3 4 5 6 7 8 9 10 11 12 13 14	pass	pass	pass	pass	pass	fail	fail	N	N
	pass	pass	pass	pass	pass	fail	fail	N	N
	fail	fail	fail	fail	pass	fail	fail	N	N
	fail	fail	fail	fail	fail	fail	fail	Y	Y
	fail	fail	fail	pass	fail	fail	fail	N	N
	pass	pass	pass	pass	pass	pass	pass	Y	Y
	pass	fail	fail	fail	fail	fail	fail	Y	N
	pass	pass	pass	pass	pass	pass	pass	Y	Y
	fail	pass	pass	pass	pass	pass	pass	Y	N
	fail	pass	pass	fail	fail	fail	fail	N	N
	pass	pass	pass	pass	pass	pass	pass	Y	Y
	pass	pass	pass	pass	pass	pass	pass	Y	Y
	fail	fail	fail	fail	fail	fail	fail	Y	Y
	fail	fail	fail	pass	fail	fail	fail	N	N



(1) Operator agrees with him/herself on both trials
Purpose: The Attribute Repeatability and Reliability test looks at a measurement system where human appraisers (3) All operators agreed within and between themselves

are the gauge, measuring a particular characteristic (e.g. quality) of a process; the test evaluates how consistent

	Green Belt Practitioners Toolkit


	Control Charts – Roadmap



	Instructions
	Excel Template: Control Chart Generator.xls
	Purpose: Control Charts focus attention on process variation over time; this variation can




		Individuals and Moving Range (I-MR): Used for data sets with a sample size of one per
	measurement (individuals); the moving range chart shows the variation from one point

		Average and Range (X Bar and R): Used for data sets with relatively small sample sizes

Upper Specification Limit (USL)=

100

Upper and Lower Specification

enter

1 sigma (s) =

7.8

The sigma states the sample

Cp =

0.43

variation.

1000



USL



62500

Insert your variables in to the yellow cells.

100

Upper and Lower Specification Limits

state customer requirements.

Mean ( x ) = x

The mean ( x ) and sigma (s) state x

1 sigma (s) =

7.8

Instructions

0.73

Cpk

3 s



LSL

0.13

0.13



Purpose: The process baseline calculators is a means to identify the baseline performance of a process through determining the overall defect rate

and the existing variation of the process compared to process specifications
 Tools:
1. Process Sigma – identify the number of units sampled from the process, the total number of defects, and the total number of defect opportunities per unit. The calculation output, Process Sigma, is a measure of the short term ability of the process to meet customer requirements (6 Sigma = 99.9997% defect-free)
Cp – specify the upper and lower customer specification limit (in some cases the lower specification limit may be 0), and identify the standard 2.

Process Capability Baseline - Summary

					DPMO	Process Sigma	Cp	Cpk
Performance Baseline


	Version 5

										x	2
Measure phase as you now have more information on the process			Project Benefits				Project:	Reduce DOIM Help Desk Cycle Time
			Project Benefits				Project:	Reduce DOIM Help Desk Cycle Time
			All values based on 12 months of savings starting				12/1/2006
		Cost of Services		Benefits				Initital Estimate	7	10,000



		Material reduction						Equipment
1. Identify the project title, and period of time for project benefits						200,000				20,000

(typically a 12-month window starting at a specific date after the
project Control phase)										30,000
								Net Annualized Savings		290,000


in Improve and Control phases)
in Improve and Control phases)			Maintenance cost reductions
			Maintenance cost reductions
		Cost of Poor Quality			5
		Scrap reduction			5
					120,000
			Warranty cost reduction
			Warranty cost reduction
			Cost Avoidance
errors in the process; also includes cost avoidance
6. Benefits – any new revenue as a result of the project
6. Benefits – any new revenue as a result of the project								WIP Inventory reduction
7. Project Costs – costs incurred as a result of the solution								WIP Inventory reduction

						320,000
members						320,000		Sale of Unneeded Assets
			Total One Time Savings							0

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Green Belt Practitioners Toolkit

A B C D E F G H

Q1. Why did ProblemE happen? Local focus Because of S.

on causes.

Q4. Why did U happen? Wider focus Because of V.

 Purpose: 5 Whys is a conversational tool designed to quickly drill down to an actionable cause for

a specific problem

 If you reach a cause that is beyond your team’s ability to address, stop and pass that information

along to your project champion for action

2. Label each major "bone" of the "fish“ with one of the categories to

the right (e.g. 6 M’s, 4 P’s, 4 S’s). Note: You may use one of the four categories suggested, combine them in any fashion or make	1

	Green Belt Practitioners Toolkit

	Green Belt Practitioners Toolkit


	Graphical Analysis – Instructions

ordered categories is plotted above the category bar,
and the percent scale is on the right axis.


	Version 5

10 may be grouped into one bar. This depends on the	1	Output
	1	Output

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	Green Belt Practitioners Toolkit

customer we need to collect in support of the project

 Steps:

5. Multiply these impact ratings times the weighting and sum to obtain a value of the overall importance of each input (the Excel tool does this

automatically)

1 Sample	2 Sample	More than 2 samples	Independent	Dependent	Independent
			Mann-	Dependent	Independent	Friedman
			Mann-	Wilcoxon/	Kruskal-	Friedman
Test	Test	Test	Whitney U	Sign (Paired	Wallis H	Two-way
			(t-test	t-test	/Mood’s	ANOVA
			analog)	analog)	Median
					Test	measure
					(One-way	ANOVA)

Version 5

Statistical Tools – Hypothesis Tests

General Instructions

Step	Action
1
2
3
4	Choose and run the appropriate test. You can compare: 1) one or two discrete samples with a Proportions Test, 2) one or two continuous samples with a t-Test, 3) more than two continuous samples with an ANOVA, or 4) more than two discrete samples with a Chi Square.
5	Make a decision. If the P-value is high (greater than your chosen risk level), then conclude that your null hypothesis is correct. If the P-value is low (less than your chosen risk level), conclude that your alternative hypothesis is correct.
6

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	List of Significant X’s (Causes) – Instructions

	Failure Mode Effects Analysis (FMEA) –
	Failure Mode Effects Analysis (FMEA) –											Timing When is completion of the
Instructions
FMEA Example
Process Step	Failure Mode	Failure Effects	Causes		Controls						Resp
Process Step	Failure Mode	Failure Effects	Causes		Controls				SEV		Resp
May be process step, general	What is the potential failure or	If the failure mode occurs, what	S	What is/are the cause/s of the	O	What controls are in place to prevent the		D	R	What specific actions are required to improve	Who will be accountable for
activity, functional area, or	undesirable outcome for this	If the failure mode occurs, what	E	What is/are the cause/s of the	C	cause from occuring or to detect that the		E	P	What specific actions are required to improve	Who will be accountable for
activity, functional area, or	undesirable outcome for this	will the effect be?	E	failure?	C	cause from occuring or to detect that the		E	P	the RPN number
other rational grouping	area?	will the effect be?	V	failure?	C	cause has occurred?		T	N	the RPN number
1	2	3			6	7	8		10		11


	1.
	2.	Failure Modes: Identify failure modes for the chosen process step. List each expected output for the step; a failure mode is the opposite of an expected

output.

11. Responsible/ Timing: Each action should have a team member assigned as responsible for completion and a suspense date.

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Sum of Positives	0	6	2	3	2

Sum of Negatives	0	2	5	4	5	0
Sum of Sames	10	2	3	3	3	0
Weighted sum of Positives	0	12	5	5	10	0
Weighted sum of Negatives	0	-5	-5	-9	-7	0
Total Weighted Score	0	7	0	-4	3	0

	Green Belt Practitioners Toolkit Version 5
	Green Belt Practitioners Toolkit Version 5
Solution Selection Matrix
1		2	Impact Rating	Overall Impact Rating
Root Cause Significance Rating
?
Potential Improvements ?
1			4
2			4

4

5

4. Using a defined 1-10 scale in the spreadsheet, rate each potential improvement to each root cause. Next, rate each potential improvement for business or other risk and for implementation cost. The spreadsheet will make all calculations and rank each potential improvement, with the best choice having a rank of 1.

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Project Benefit Worksheet - Instructions

Instructions

Project Benefit Example

Project Benefits

2

 The Project Benefit Estimate from the Measure phase is revisited in

Benefits

200,000

Final Project Closure Values

 Only populate the fields related to your project benefit; most likely, you

10,000

Equipment

 Add or change the fields based on the needs of the project

20,000

1. Identify the project title, and period of time for project benefits

Fixed Overhead

Total Project Costs

30,000

Net Annualized Savings

290,000

Soft Savings (description and quantification):

Indirect Labor reduction

2. Check final values (the Improve phase should provide you with

estimate improvement of 50% on wait time.

Cost of Poor Quality

120,000

providing the service or making the product

Warranty cost reduction

One time Savings (Cash Flow)

5. Cost of Poor Quality – any reduction in the costs associated with

Finished Goods Inventory reduction 9

Accounts Receivable reduction

7. Project Costs – costs incurred as a result of the solution

implementation; this also includes the labor cost for team

Total One Time Savings

members
8. Soft Savings – relates to any non-financial benefits (e.g. improved customer service or cycle times)
9. One-Time Savings – any savings realized that will not be

Examples of When to Use	Benefits	Common Pitfalls	Potential Tools*
	• Demonstration of results provides momentum for	• Care must be taken to ensure proposed solution does not negatively impact upstream and downstream processes and customer service • Lack of stakeholder involvement and buy-in will lead to failure	• Control Plans

* For additional information reference Green Belt LSS training materials and websites noted within this toolkit




	Kaizen Event

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	Green Belt Practitioners Toolkit


	Improve Phase Gate Checklist

Control Phase

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Control Deliverables


	Version 5
	Version 5
	Control Charts – Roadmap

Select Measurement

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	Green Belt Practitioners Toolkit

further action as appropriate. Instructions

6. Target Value: List the target value for the X or Y being measured.

7. Upper Control Limit: List the Upper Control Limit for the X or Y being measured.


			TBD
LSS Communications Plan.doc  While this example is one method of developing

	STRATEGY			Garrison Leadership and Management – LSS Champions and / or Leadership who may be involved or impacted by LSS projects
methods to detail the approach.  There are several key points that should be incorporated into any communication plan: 1. Identify your target audience, including all project stakeholders and team members.	STRATEGY	
	
	
	
					Educate on project team resource roles, solicitation process, participation criteria, participation commitment and application
	process
					Stress importance of being leadership and management supporters
	
				Garrision Key Staff - Staff that may at some point apply for an LSS position, or serve as a SME and / or project team member for

	
					Educate on project team resource roles, solicitation process, participation criteria, participation commitment and application

					LSS PR – Introduce staff, communicate regarding project status, communicate positive results
				Garrison General staff – Staff who has heard about the LSS organization, but is unlikely to work directly on a project
					Inform of LSS organization, its purpose and its benefits to Garrison
	
				Other Garrison Sr. Management - General FYI messages and positive PR
	
	
				Other MACOMs – General FYI messages and positive PR
	
					LSS PR – Introduce staff, communicate regarding project status, communicate positive results
LCD projector, any specific format/ template, etc).	AUDIENCE			Garrison Leadership and Management – LSS Champions and / or Leadership who may be involved or impacted by LSS projects
				Garrison Key Staff - Staff that may at some point apply for an LSS position, or serve as a SME and / or project team member for

				Garrison General staff – Staff who has heard about the LSS organization, but is unlikely to work directly on a project
				Other Garrisoin Sr. Management - General FYI messages and positive PR

		DIVISION		Responsible		Risk Mitigation	Target / Actual
					John Doe			Current Status/ Comments
PROJECT SPONSOR
					Jon Smith
Implementation Number	Solution		3		Jon Smith
					Issues/Barriers

		Number					Complete Date
					5	6	Complete Date

1		2
1					Mistake-proofing opportunity: IS&T
1	Inventory available network drops				is not always notified promptly of	Work with HR to ensure	17 Aug 06 / 24 Aug 06	In progress. No issues.
				Kim Jones, IS&T	is not always notified promptly of	Work with HR to ensure
		1	indicate via color coding active, inactive,	Kim Jones, IS&T	cubicle reassignments or of influx of	IS&T is copied on
		1	indicate via color coding active, inactive,	Lead	cubicle reassignments or of influx of	IS&T is copied on
		availability and in use		Lead		schedule of new hires

3. Control Action #: List the appropriate control action number if a control has been put in place to ensure the change/action is continued after the implementation.

4. Responsible Individual / Solution Owner: This is the individual that will be held accountable for completing the action item. The person responsible for ensuring the action is completed (if different than the Responsible Individual) should also be listed.

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 A primary metric chart graphically displays the

key process output (typically a business metric)		Target

 The purpose of this chart is to provide the
process owner with a means of quickly


performing as desired, so actions can be taken to
performing as desired, so actions can be taken to
correct any problems.
 Control charts are an excellent means of charting

		Actual
	10	Baseline
patterns in the data) to determine if anything has	5
	0

document).

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•	Project description
–		Add text here
–
•
–
–
–		(i.e.: Broke work into common “buckets” that leveled work among resources)
•	Key output measures of the old process
–
–
–
–

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work)

•
	–
	–


	Version 5
	Version 5
	Control Phase Gate Checklist

Approvals

Process Owner	Y
Project Sponsor	Y
	Y
	Y




	Lean Six Sigma Internet Resources

www.isixsigma.com

• Links to free papers, articles, and case studies on lean principles

www.itl.nist.gov/div898/handbook/index.htm

“Sustain, Support and Defend”