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List customer and project ctqs critical quality ranking matrix

Version 5

Our Mission:Manage Army installations to support readiness and

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Green Belt Practitioners Toolkit

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 Input Metrics Process Metrics Output Metrics Quality

• <List Customer
Metrics>

4. Identify the significant suppliers of the process

Speed
– who provides the inputs to your process?
Suppliers Inputs Process Outputs Customer

 Step 1 – XXX

 Step 2 – XXX

• <List Customer Metrics>

Quality
Speed
Cost
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Version 5

Value Stream Map – Instructions

Value Stream Map Symbols

Green Belt Practitioners Toolkit

Customer Requirements / Prioritization Tool

1
Customers ▼

1
Ranking ►
Rank
2

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

4

Customers & Segments

List what you want to know through the data

Check all that apply

3

Complaints

Interviews
Focus groups
2
Surveys
Comment cards

Claims, credits

Sales visits/calls

Identify the relevant market segments

Direct observation

Warranty claims

Benchmarking

Web page activity

Other:

Instructions

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<VOC Need F> <VOC Need G> <VOC Need G> <VOC Need G> <VOC Need G>

<VOC Need H>

<VOC Need I>

Version 5

Guidelines on Group Decision Making (1 of 3)

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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

Green Belt Practitioners Toolkit

Instructions
Project Benefits

Project: 1

12/1/2006

x
 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
3

 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.
5

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

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 0
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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
David Wright XCCritical Controllable
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
Decide on recipe

Buy supplies

dandelion Pick dandelions part of the

locations

dandelions?
N Accessibility XS Crock size
C Container type C Recipe call out * Gal. desire

Heads & stems

N nostalgia / tradition

C # & size of bottles
End
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

supplies to start
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
End
N Rainfall quantity C Dandelion Head Quantity
N Buckets S Recipe Use 2 ea. 2 gallons
Clean dandelion
much water
N Location of Dandelions
pans due to pan

N Stove

should I
C Location to pick from

N Bucket

size constraints
boil?
C Dandelion Head Quantity C Temperature
C Dandelion Head Quality
C # of pickers Hot Saturation
heads & Scraps
C Golf cart Mixture in bucket Pick scraps out of
C Pesticides
dandelions and place
N Time Cover with towel

Cool Saturation

into a clean 5 gallon
and let cool (2 hrs.) bucket
B Hot Saturation

N Towel

XN Cool Time Mixture in crock Saturation
N Saturation Mixture
Mixture, dirty
buckets & pans

N 5 gallon bucket

C # of people

Pour boiling water
over dandelion C Surface of location Time

N Ants / critters

clean heads Area & utensils

End

N Pans

Go to

clean & away
Clean dirty buckets

S Crock

N Dandelion heads
& pans & put away
S Pot holders
N 5 gallon bucket N Pans

N Light

C Container type

C Location
N Water
C Surface of location S Sink
N Mixing Spoon 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

Telephone wait time

Units are measured in seconds

customer call

Instructions

Defect Definition Table

Data Collection Plan Example
1
3

Operational Definition

4 Segmentation 5

Who

6
7
8
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)

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

Sample & Error Calculators – Instructions

(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 15
5.5 8.8 12.2
4

3

4

3rd Sample Data Point

2
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 Gage R & R Effectiveness

Attribute R&R Example

DATE:
NAME: Ft. Campbell MWR

False Positive (operator accepted bad product)
Mixed
95% UCL
Calculated Score
95% LCL

Attribute Legend5(used in computations)
1 pass PROCESS: Budgeting All operators
agree within and

All Operators

between each

agree with

Other
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

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

Green Belt Practitioners Toolkit

Upper Specification Limit (USL)= 100

Upper and Lower Specification

enter

80
1 sigma (s) = 7.8
n=

The sigma states the sample

2 Cp = 0.43

variation.

1000
C p USL s
1 D=
25
O= 4 6
62500

Insert your variables in to the yellow cells.

100

Upper and Lower Specification Limits

80

state customer requirements.

Mean ( x ) = x 83

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

1 sigma (s) = 7.8
Instructions 3
0.73 Cpk

3 s

x or x

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
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)

Maintenance cost reductions

Cost of Poor Quality

5

Scrap reduction
120,000
Warranty cost reduction

Cost Avoidance

errors in the process; also includes cost avoidance

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
320,000

members

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

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Green Belt Practitioners Toolkit

1

2

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-

Friedman

Wilcoxon/ Kruskal-
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)

Green Belt Practitioners Toolkit

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) –

Timing
When is completion of the

Instructions
FMEA Example
Process Step Failure Mode Failure Effects Causes Controls
Resp

SEV

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 E C cause from occuring or to detect that the E P
will the effect be? failure? the RPN number
other rational grouping area? V C cause has occurred? T N
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 4
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

Solution Selection Matrix
1

2

Impact Rating

Overall Impact Rating

Root Cause Significance Rating
?
Potential Improvements ?
1
4
2

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
x

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
3

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

5

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

6

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 0

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

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.

Communication Plan – Instructions

Instructions

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.

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
Issues/Barriers
Number Complete Date

5

6

1 2
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

1 indicate via color coding active, inactive, cubicle reassignments or of influx of IS&T is copied on
Lead
availability and in use
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

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

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
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