The document defines the Define phase of a Lean Six Sigma project. It includes templates for key Define activities like developing a project charter, scope statement, voice of the customer, SIPOC diagram, CTQ tree, schedule, business case, communication plan, current status report, issue log, and sign-off sheet. The Define phase establishes the foundation for a project by understanding the problem, customers, processes, metrics and goals.
2. Define
Lean Six Sigma
DMAIC Tools and Activities
Review Project Charter
Validate High-Level Value
Stream Map and Scope
Validate Voice of the
Customer
& Voice of the Business
Validate Problem Statement
and Goals
Validate Financial Benefits
Create Communication Plan
Select and Launch Team
Develop Project Schedule
Complete Define Tollgate
Identify Root Causes
Reduce List of Potential Root
Causes
Confirm Root Cause to
Output Relationship
Estimate Impact of Root
Causes on Key Outputs
Prioritize Root Causes
Value-Add Analysis
Takt Rate Analysis
Quick Wins
Statistical Analysis
Complete Analyze Tollgate
Develop Potential Solutions
Evaluate, Select, and
Optimize Best Solutions
Develop ‘To-Be’ Value
Stream Map(s)
Develop and Implement Pilot
Solution
Implement 5s Program
Develop Full Scale
Implementation Plan
Cost/Benefit Analysis
Benchmarking
Complete Improve Tollgate
Develop SOP’s, Training
Plan & Process Controls
Implement Solution and
Ongoing Process
Measurements
Confirm Attainment of Project
Goals
Identify Project Replication
Opportunities
Training
Complete Control Tollgate
Transition Project to Process
Owner
Project Charter
Voice of the Customer and
Kano Analysis
SIPOC Map
Project Valuation/ROIC
Analysis Tools
RACI and Quad Charts
Stakeholder Analysis
Communication Plan
Effective Meeting Tools
Inquiry and Advocacy Skills
Time Lines, Milestones,
and Gantt Charting
Pareto Analysis
Value Stream Mapping
Process Cycle
Efficiency/Little’s Law
Operational Definitions
Data Collection Plan
Statistical Sampling
Measurement System
Analysis (MSA)
Gage R&R
Kappa Studies
Control Charts
Spaghetti Diagrams
Histograms
Normality Test
Process Capability Analysis
Process Constraint ID and
Takt Time Analysis
Cause & Effect Analysis
FMEA
Hypothesis Tests/Conf.
Intervals
Simple & Multiple Regression
ANOVA
Components of Variation
Conquering Product and
Process Complexity
Queuing Theory
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
Work Control System
Setup reduction
Pugh Matrix
Pull System
Mistake-Proofing/
Zero Defects
Standard Operating
Procedures (SOP’s)
Process Control Plans
Visual Process Control Tools
MGPP
Statistical Process Controls
(SPC)
Solution Replication
Visual Workplace
Metrics
Project Transition Model
Team Feedback Session
Value Stream Map Flow
Identify Key Input, Process
and Output Metrics
Develop Operational
Definitions
Develop Data Collection Plan
Validate Measurement
System
Collect Baseline Data
Determine Process Capability
Complete Measure Tollgate
Define Measure Analyze Improve Control
Kaizen Events Targeted in Measure to Accelerate Results
Essential Hoshin Planning Tools Training Video by i-nexus
International Standards for Lean Six Sigma (ISLSS) 2
3. Define
Team Charter: Business
Case & Project Description
Describe the project in non-technical terms
?
Define the project’s scope and boundaries (locations, products,
operations, etc…)
Is the scope reasonable?
Have key constraints and key assumptions been identified?
Where are you feeling the pain?
Process Scope? (In-Scope/Out-Scope)
?
3
Enter Key Slide Take Away (Key Point) Here
Business Case Training Video by Wily Manager
International Standards for Lean Six Sigma (ISLSS)
4. Team Effectiveness Define
Ground Rules:
Team Roles:
Team Meeting Frequency:
Tools used by Team:
Team
Photo
Team Issues: (Schedule, Vacations, Availability, Communication)
Other:
4
Enter Key Slide Take Away (Key Point) Here
Effective Team Meeting Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS)
5. Project Charter Define
Problem/Goal Statement
Problem: Describe problem in non-technical terms
Statement should explain why project is important; why
working on it is a priority
Goal: Goals 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)
Financial Impact
Tollgate Review Schedule
Team
Scope:
In-Scope/Out-of-Scope
(Process Start/Stop)
State financial impact of project
Expenses
Investments (inventory, capital, A/R)
Revenues
Separate “hard” from “soft” dollars
State financial impact of leverage opportunities (future
projects, replication opportunities, project iterations)
PES Name Project Executive Sponsor (if different from PS)
PS Name Project Sponsor/Process Owner
DC Name Deployment Champion
GB/BB Name Green Belt/Black Belt
MBB Name Master Black Belt
Core Team Role % Contrib. LSS Training
Team Member 1 SME XX YB
Team Member 2 TM XX GB
Team Member 3 SME XX PS
Extended Team
Team Member 1 BFM XX Not Trained
Team Member 2 IT XX Not Trained
Tollgate Scheduled Revised Complete
Define: XX/XX/XX - XX/XX/XX
Measure: XX/XX/XX XX/XX/XX XX/XX/XX
Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Improve: XX/XX/XX XX/XX/XX XX/XX/XX
Control: XX/XX/XX XX/XX/XX XX/XX/XX
Review high-level schedule milestones here:
Phase Completions
Tollgate Reviews
Enter Key Slide Take Away (Key Point) Here
A3 Thinking Overview Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS) 5
6. Define
Voice of the Customer
(VOC)
Customer
Voice of the
Customer
Key Customer
Issue(s)
Critical
Customer
Requirement
Who is the
Customer?
What does the customer
want from us?
We need to identify the issue(s)
that prevent us from satisfying our
customers.
We should summarize key issues and
translate them into specific and
measurable requirements
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Enter Key Slide Take Away (Key Point) Here
Voice of the Customer is Getting Louder Video by the PEX Network
International Standards for Lean Six Sigma (ISLSS)
7. Define
7
SIPOC Chart
Suppliers Inputs Process Outputs Customers
Delivered invoice
Delivered receipt
Billing Dept. staff
Customer database
Shipping information
Order information
Billing Process
Input Metrics Process Metrics Output Metrics
?
?
?
Quality
Speed
Cost
Supplier #1
Supplier #2
Supplier #3
Customer #1
Customer #2
Enter Key Slide Take Away (Key Point) Here
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SIPOC Training Video by New Horizons
International Standards for Lean Six Sigma (ISLSS)
8. Define
Critical-to-Quality
Strategic Item
Functional Dept.
Speed
(CTQ) Tree
Process Requirement:
Defect Definition:
Unit Definition:
Unit of Measure:
Data Type:
Processes
Quality
Process Start: ?
Process Stop: ?
8
Enter Key Slide Take Away (Key Point) Here
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Cost
CTQ Tree Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
9. Define
Schedule
Review high-level schedule milestones here
Tollgate Review Schedule
Phase Completions
Gate Reviews
Executive Briefing
Phase 2: Measure
Phase 3: Analyze
Tollgate Scheduled Revised Complete
Define: XX/XX/XX - XX/XX/XX
Measure: XX/XX/XX XX/XX/XX XX/XX/XX
Analyze: XX/XX/XX XX/XX/XX XX/XX/XX
Improve: XX/XX/XX XX/XX/XX XX/XX/XX
Control: XX/XX/XX XX/XX/XX XX/XX/XX
Phase 4: Improve
Phase 1: Define
Phase 5: Control
Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11
9
Enter Key Slide Take Away (Key Point) Here
i-nexus Project Tracking Overview Video by i-nexus
International Standards for Lean Six Sigma (ISLSS)
10. Business Impact Define
State financial impact of future project leverage opportunities
Separate “hard or Type 1” from “soft Type 2 or 3” dollars
Annual Estimate Replicated Estimate
Revenue
Enhancement
• Type 1: ?
• Type 2: ?
• Type 3: ?
• Type 1: ?
• Type 2: ?
• Type 3: ?
Expenses
Reduction
• Type 1: ?
• Type 2: ?
• Type 3: ?
• Type 1: ?
• Type 2: ?
• Type 3: ?
Loss Reduction • Type 1: ?
• Type 2: ?
• Type 3: ?
• Type 1: ?
• Type 2: ?
• Type 3: ?
Cost Avoidance • Type 1: ?
• Type 2: ?
• Type 3: ?
• Type 1: ?
• Type 2: ?
• Type 3: ?
Total Savings • Type 1: ?
• Type 2: ?
• Type 3: ?
• Type 1: ?
• Type 2: ?
• Type 3: ?
10
Enter Key Slide Take Away (Key Point) Here
Cost-Benefit Analysis Video by the Eugene O'Loughlin
International Standards for Lean Six Sigma (ISLSS)
11. Business Impact Details Define
Type 1: Describe the chain of causality that shows how you determined the Type 1 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.
Assumption #1 (i.e. source of data, clear Operational Definitions?)
Assumption #2 (i.e. hourly rate + incremental benefit cost + travel)
Type 2: Describe the chain of causality that shows how you determined the Type 2 savings. (tell the story with
cause–effect relationships, on how the proposed change should create the desired financial result (savings) in
your project )
Show the financial calculation savings and assumptions used.
Assumption #1 (i.e. Labor rate used, period of time, etc…)
Assumption #2 (i.e. contractor hrs or FTE, source of data, etc…)
Describe the Type 3 Business Impact(s) areas and how these were measured
Assumption #1 (i.e. project is driven by the Business strategy?)
Assumption #2 (i.e. Customer service rating, employee moral, etc…)
Other Questions
Stakeholders agree on the project’s impact and how it will be measured in financial terms?
What steps were taken to ensure the integrity & accuracy of the data?
Has the project tracking worksheet been updated?
11
Enter Key Slide Take Away (Key Point) Here
PMP Estimating the Project Costs Video by The PMP Study Guide
International Standards for Lean Six Sigma (ISLSS)
12. Communication Plan Define
Creating a Communications Plan Training Video by projectmanagervideos
12
Enter Key Slide Take Away (Key Point) Here
Audience Media Purpose
Topics of
Discussion/
Key Messages
Owner Frequency Notes/Status
International Standards for Lean Six Sigma (ISLSS)
13. Current Status Define
Key actions
completed
Issues
Lessons learned
Communications,
team building,
organizational
activities
Lean Six Sigma Project Status and Planning
Deliverables/Tasks Completed last week Comments
Deliverable/Action Who Due Revised Due Comments/Issue/Risk Who Due Revised Due Recommended Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due
For deliverables due thru:
Actions Scheduled for next 2 Weeks
Current Issues and Risks
Enter Key Slide Take Away (Key Point) Here
What Goes Into a Status Report Training Video by projectmanagervideos
13
International Standards for Lean Six Sigma (ISLSS)
14. Next Steps Define
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Last Revised:
No. Description/Recommendation
Status
Open/Closed/Hold
Due Date
Revised Due
Date
Resp Comments / Resolution
1
2
3
4
5
6
7
8
9
10
Lean Six Sigma Project Issue Log
14
Enter Key Slide Take Away (Key Point) Here
How to Do Project Reviews Training Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS)
15. Sign Off Define
I concur that the Define phase was successfully completed on MM/DD/YYYY
I concur the project is ready to proceed to next phase: Measure
Enter Name Here
Deployment Champion
Enter Name Here
Green Belt/Black Belt
Enter Name Here
Financial Representative
Enter Name Here
Master Black Belt
Enter Name Here
Sponsor / Process Owner
15
Enter Key Slide Take Away (Key Point) Here
Execution is #1 Priority for CEO’s Video by i-nexus
International Standards for Lean Six Sigma (ISLSS)
16. D
M
A
I
C
Lean Six Sigma
Tollgate Review Backup Slides
Lean Six Sigma Online Training Video by Process Excellence Network
International Standards for Lean Six Sigma (ISLSS)
17. Define
Define
Tollgate Checklist
Key Deliverables:
SIPOC
Process Map and/or Value
Stream Map
Communication Plan
Validated Project Charter
Initial Work Plan
Risk Mitigation Plan
Deliverables Uploaded to
Central Storage Location or
Deployment Management
System.
Tollgate Review
Is this project important, i.e. has the project been chosen because it is in alignment with
business goals and the strategic direction of the ‘business’?
What is the problem statement – detailing (what) is the problem, (when) was the problem
first seen, (where) is it seen, and what is the (magnitude or extent) of the problem. Is the
problem measured in terms of Quality, Cycle Time or Cost Efficiency, or direct financial
benefits? Ensure there is no mention or assumptions about causes and solutions.
Does a goal statement exist that defines the results expected to be achieved by the
process, with reasonable and measurable targets? Is the goal developed for the “what” in
the problem statement, thus measured as Quality, Cycle Time, or Cost Efficiency metric?
Does a financial business case exist, explaining the potential impact (i.e. measured in
dollars) of the project on the process, department, division, suppliers, customers, etc.?
Is the project scope reasonable? Have constraints and key assumptions been identified?
Have IT implications been addressed and coordinated with IT managers?
Who is on the team? Are they the right resources and has their required time
commitment to the project been confirmed by Management and Deployment Team?
What is the high level work plan? What are the key milestones (i.e. dates of tollgate
reviews for DMAIC projects)?
Who are the customers (internal/external) for this process? What are their requirements?
Are they measurable? How were the requirements determined?
Who are the key stakeholders? How will they be involved in the project? How will
progress be communicated to them? Do they agree to the project?
What kinds of barriers/obstacles will need assistance to be removed? Has the
development of a risk mitigation plan to deal with the identified risks been developed?
17
Enter Key Slide Take Away (Key Point) Here
Define Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
18. Define
Define the opportunity from both the customer
Identify the critical X factors
Develop solutions
linked to critical x’s
18
Lean Six Sigma
DMAIC Improvement Process
Define
and business perspective
Measure
Understand the baseline process
Analyze
performance
and root causes impacting
process performance
Improve
Control
Implement
solutions &
control plan
Enter Key Slide Take Away (Key Point) Here
Case Study: Using DMAIC to Improve Customer Satisfaction by SigmaXL
International Standards for Lean Six Sigma (ISLSS)
19. Define
Measure
Tollgate Checklist
Has a more detailed Value Stream Map been completed to better understand the
process and problem, and where in the process the root causes might reside?
Has the team conducted a value-added and cycle time analysis, identifying areas
where time and resources are devoted to tasks not critical to the customer?
Has the team identified the specific input (x), process (x), and output (y) measures
needing to be collected for both effectiveness and efficiency categories (i.e. Quality,
Speed, and Cost measures)?
Has the team developed clear, unambiguous operational definitions for each
measurement and tested them with others to ensure clarity/consistent interpretation?
Has a clear, reasonable choice been made between gathering new data or taking
advantage of existing data already collected by the organization?
Has an appropriate sample size and sampling frequency been established to ensure
valid representation of the process we’re measuring?
Has the measurement system been checked for repeatability and reproducibility,
potentially including training of data collectors?
Has the team developed and tested data collection forms or check sheets which are
easy to use and provide consistent, complete data?
Has baseline performance and process capability been established? How large is the
gap between current performance and the customer (or project) requirements?
Has the team been able to identify any complete ‘Quick Wins’?
Have any Kaizen opportunities been identified to accelerate momentum and results?
Have key learning(s) to-date required any 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, added to the Risk Mitigation
Plan, and a mitigation strategy put in place?
Key Deliverables:
Detailed Value Stream Map(s)
Data Collection Plan
Measurement Collection Results
Process Capability Results
Current Baseline Process
Performance
Quick Wins, if applicable
Identification of Kaizen
Opportunities, if applicable
Refined Charter, as necessary
Updated Risk Mitigation Plan
Deliverables Uploaded to
Central Storage Location or
Deployment Management
System.
Tollgate Review
19
Enter Key Slide Take Away (Key Point) Here
Measure Phase Success Criteria Training Video by educatevirtually
International Standards for Lean Six Sigma (ISLSS)
20. Define
Responsibility Grid
(Optional)
Responsibility Grid
Decision
1 = should be the only one to
make this decision
2 = should have veto power
over this decision
3 = should be one of those
who votes
Green Belt Black Belt
Master
Black Belt
Project
Sponsor
Deployment
Champion
Executive
Leader Customer
Charter
Define
Measure
Execution
A = has to execute
B = has to assist in execution
(provide information,…)
C = not involved in execution
Analyze
Improve
Control
Responsibility
P = Perform
A = Approve
R = Review
20
Enter Key Slide Take Away (Key Point) Here
Hoshin Kanri Training Video by Gemba Academy
International Standards for Lean Six Sigma (ISLSS)
21. Define
Strategy - Thought Map
(Optional)
Are the team
members
identified?
Has the
CTQ’s been
defined? Are the
CTQ’s
measurable?
Is Y=F(X)
established
?
Do we have a
measurement
system?
Are my
champions &
Controller
briefed?
Critical
variables
identified?
Can we
control
X’s?
Can we have
dashboards
on X’s?
21
Enter Key Slide Take Away (Key Point) Here
Strategic Planning using Mind Mapping Training Video by NovaMind.com
International Standards for Lean Six Sigma (ISLSS)
22. Define
Customer Segmentation
Matrix (Optional)
Customer Segmentation Matrix
Product / Service Customers Potential Segments
22
Enter Key Slide Take Away (Key Point) Here
Customer Segmentation Training Video by virtualstrategist
International Standards for Lean Six Sigma (ISLSS)
23. Define
Kano Analysis Chart
(Optional)
Ranking of
Customer
Needs
23
Enter Key Slide Take Away (Key Point) Here
The Kano Model Training Video by New Product Development Process
International Standards for Lean Six Sigma (ISLSS)
24. Define
VOC Plan
(Optional)
Process Name: Project Name:
Created By: Date Initiated:
Location: Current Revision Date:
Customers and Segments
• List the various customers (external) and other key stakeholders
(business partners, regulatory agencies, etc.) of your process.
Are there different types of stakeholders who may have very different
needs? If so, list these as different segments.
• ?
• ?
• ?
What You Want to Know
Develop a list of specifically what you want to know about your
customers and other stakeholders needs.
Use the following list as a guide:
What are the most important process outputs (products/services)?
What is the performance level of the important outputs?
What are the problems with the outputs? What is their impact?
What do you like about _______?
What can be improved about _______?
What can be done to make your job easier?
What specific recommendations would you make to us?
How do we compare relative to our competitors?
How easy is it to do business with us?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
24
Enter Key Slide Take Away (Key Point) Here
Voice of the Customer Training Video by NICEFizzback
International Standards for Lean Six Sigma (ISLSS)
25. Define
VOC Plan (Cont.)
(Optional)
Information Sources (Check the data sources that you think will be most useful)
Reactive Data
• Complaints
• Problem or service hot lines
• Technical support calls
• Customer service calls
• Claims, credits
• Sales reporting
• Product return information
• Warranty claims
• Web page activity
Proactive Data
• Interviews
• Focus groups
• Surveys
• Comment cards
• Sales visits/calls
• Direct observation
• Market research/monitoring
• Benchmarking
• Other:
VOC Collection Plan Summary
• Summarize your plans to gather and use both reactive and proactive
sources of VOC information.
Indicate how much data you will get, how you will get it, and when.
Include, for instance:
What specific sources of data you plan on exploring
The number of interviews or surveys you plan to use
Which customers you will contact
The amount of data you will collect - When you will start and end the
data collection
How you plan on analyzing the gathered information
Etc.
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
• ?
25
Enter Key Slide Take Away (Key Point) Here
Voice of the Customer Training Video by NICEFizzback
International Standards for Lean Six Sigma (ISLSS)
26. Define
Importance Rating Legend
Strong Impact 9
Moderate Impact 3
Weak Impact 1
"Blank" for no Impact
VOC Prioritized Comments
VOC Prioritization Rating
Process Requirements
Fill Out Forms
# #
Credit Approval Check
Underwriting
Lock Loan
Close
Funding Loan
Totals "What Importance"
Correlation Matrix
Strong Positive
Positive
Negative
Strong Negative
"Blank" for No Correlation
1 2 3 4 5
Loan Approval Cycle Time 5 <= 14 days 9 9 9 0 0 0 135
1st Call Resolution 2 >= 75% 1 0 9 0 0 9 38
Approval to Loan Close Cycle Time 5 <= 30 days 0 0 1 3 9 0 65
Fee (Good Faith Estimate) Accuracy 3 >= 85% 9 3 1 0 0 1 42
Invoice Completeness 4 100% 9 9 9 0 0 1 112
Average Speed To Answer 1 <= 15 sec 1 0 0 0 0 0 1
Unexpected Fees 2 <= $5 9 1 1 9 1 1 44
Totals "How Importance" 129 92 109 33 47 27
Competitor Comparison:
Washington Mutual
Wells Fargo
Countrywide
Bank of America
#
Importance Ratings
Strong Impact 9
Moderate Impact 3
Weak Impact 1
Quality Functional
Deployment (QFD) (Optional)
26
Enter Key Slide Take Away (Key Point) Here
QFD Training Video by c2c-solutions.com
International Standards for Lean Six Sigma (ISLSS)
27. Define
Project Definition:
Includes/Excludes (Optional)
What:
Where:
When:
Who:
Time:
Project Scope
Includes Excludes
27
Enter Key Slide Take Away (Key Point) Here
How to Control Project Scope Training Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS)
28. Define
SWOT Analysis
(Optional)
Short
Term
Long
Term
Strength Weakness
?
?
?
?
Opportunity Threat
?
?
?
?
28
Enter Key Slide Take Away (Key Point) Here
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SWOT Analysis Training Video by virtualstrategist
International Standards for Lean Six Sigma (ISLSS)
29. Define
Multi-Generational
Project Plan (Optional)
Gen1 Gen2 Gen3
Target Date
MGPP
Vision
Key Functionality
Technology
Requirements
Target
Customers
Metrics
Dependencies
29
Enter Key Slide Take Away (Key Point) Here
i-nexus Quick Projects Overview Training Video by i-nexus
International Standards for Lean Six Sigma (ISLSS)
30. Define
Takt Rate Analysis compares the task time of each process (or process step) to:
80
70
60
50
40
30
20
10
0
Process Bottleneck Identification
& Workload Balancing (Optional)
Value Add Analysis - Current State
1 2 3 4 5 6 7 8 9 10
Task Time (seconds)
Task #
CVA Time BVA Time NVA Time
Takt Time = 45 sec
Each other to determine the time trap
Customer demand to determine if the time trap is the constraint
Net Process Time Available
Number of Units to Process
Takt Time =
30
Enter Key Slide Take Away (Key Point) Here
How To Calculate Takt Time Training Video by leansixsigmasource
International Standards for Lean Six Sigma (ISLSS)
31. Define
Influence Strategy
(Optional)
Influence Strategy
Stakeholder Issues/Concerns Identify "Wins" Influence Strategy
31
Enter Key Slide Take Away (Key Point) Here
How to Build Effective Teams Training Video by projectmanagervideos
International Standards for Lean Six Sigma (ISLSS)
32. Define
RACI Chart
(Optional)
R = Responsible: The person who performs the action/task.
A = Accountable: The person who is held accountable that the action/task is completed.
C = Consulted: The person(s) who is consulted before performing the action/task.
I = Informed: The person(s) who is informed after performing the action/task.
Step Action/Task Responsible Accountable Consulted Informed
1
2
3
4
5
6
7
8
9
10
32
Enter Key Slide Take Away (Key Point) Here
RACI model Training Video by Michael Carew at raci.com
International Standards for Lean Six Sigma (ISLSS)
33. Define
Lean Six Sigma
Additional Resources
X-Matrix Overview
Video by i-nexus
34. Define
Lean Six Sigma Tollgate
Template Notes
The Lean Six Sigma Tollgate Templates are:
Free and intended as a guide in documenting a Lean Six Sigma
Project. I grant permission for you to modify these templates to meet
the specific needs of your process improvement project.
Instructional - a video has been linked to each Template, I selected a
mix of videos from Thought Leaders in the Lean Six Sigma Group. I
included reference links to all video’s should you want to learn more
information. Also included guidelines in the Note’s section of each
slide.
Efficient and Effective – Placeholders for Graphic or Video Examples
for various tools and methods across each DMAIC Phase.
How to Use These Templates:
Collaboratively – use as a guide, reuse templates independently or
across phases as needed, and change the order as needed to best
capture the execution of Lean Six Sigma in each phase, and
summarize in the final Case Study.
Use as a Communication tool, and document your findings and
results.
34
My name is Steven
Bonacorsi, Author of the
Lean Six Sigma Tollgate
Templates, President of
the International
Standard for Lean Six
Sigma (ISLSS), and
Owner of the LinkedIn
Lean Six Sigma Group.
Replace the content of this slide with images or video’s
related to your process improvement project
International Standards for Lean Six Sigma (ISLSS)
35. Lean Six Sigma Resources Define
35
Lean Six Sigma Group: https://www.linkedin.com/groups/Lean-Six-Sigma-37987
Lean Six Sigma Subgroups: https://www.linkedin.com/groups?subgroups=&gid=37987
International Standard for Lean Six Sigma (ISLSS): http://www.islss.com
http://www.islss.com/
Best Wishes in Continuously Improving Your Business Processes
– Steven Bonacorsi, Certified Lean Six Sigma Master Black Belt
International Standards for Lean Six Sigma (ISLSS)
i-nexus: http://www.i-nexus.com
Strategy Execution Community LinkedIn Group
https://www.linkedin.com/groups/Strategy-Execution-Community-3725091
SigmaXL: http://www.sigmaxl.com
SigmaXL LinkedIn Group: https://www.linkedin.com/groups/SigmaXL-1812101?gid=1812101
Gemba Academy http://www.gembaacademy.com Lean CEO Group:
Gemba Academy LinkedIn Group: https://www.linkedin.com/groups/Gemba-Academy-1844998?gid=1844998
PEX Network http://www.processexcellencenetwork.com
PEX Network & IQPC - Lean Six Sigma & Process Excellence for Continuous Improvement
Lean Leadership Institute: http://www.LeanLeadership.guru/books.html The Toyota Way Group
36. Define Lean Six Sigma Groups
(Click Logo’s to Join Group)
Lean Six Sigma Group
Each Week, the Lean Six Sigma Group Grows +1,500 New Members; +2,000 Lean
36
Six Sigma Jobs; +200 Discussions; +500 Comments
+280,000 Members – Come Join the Conversation
International Standards for Lean Six Sigma (ISLSS)
37. Define Lean Six Sigma Resource Blogs
(Click Logo’s to Follow Blogs)
37
See Notes Section for Links to Lean Six Sigma Group Contributors
International Standards for Lean Six Sigma (ISLSS)
38. Define
Lean Six Sigma Define Phase
Video References – Set 1
38
Essential Hoshin Planning Tools
Training Video by i-nexus
Business Case Training Video
by Wily Manager
Effective Team Meeting Training
Video by Gemba Academy
A3 Thinking Overview Training
Video by Gemba Academy
Share Your Video with the Lean Six Sigma Group:
https://www.linkedin.com/groups/Lean-Six-Sigma-37987
International Standards for Lean Six Sigma (ISLSS)
Voice of the Customer is
Getting Louder Video by the
PEX Network
SIPOC Training Video by
New Horizons
CTQ Tree Training Video by
educatevirtually
i-nexus Project Tracking
Overview Video by i-nexus
39. Define
Lean Six Sigma Define Phase
Video References – Set 2
39
Cost-Benefit Analysis Video by
the Eugene O'Loughlin
PMP Estimating the Project
Costs Video by The PMP Study
Guide
Creating a Communications Plan
Training Video by
projectmanagervideos
What Goes Into a Status Report
Training Video by
projectmanagervideos
Share Your Video with the Lean Six Sigma Green Belt Group:
http://www.linkedin.com/groups?gid=3151138
International Standards for Lean Six Sigma (ISLSS)
How to Do Project Reviews
Training Video by
projectmanagervideos
Execution is #1 Priority for
CEO’s Video by i-nexus
Lean Six Sigma Online
Training Video by Process
Excellence Network
Define Phase Success
Criteria Training Video by
educatevirtually
40. Define
Lean Six Sigma Define Phase
Video References – Set 3
40
Case Study: Using DMAIC to
Improve Customer Satisfaction
by SigmaXL
Measure Phase Success Criteria
Training Video by
educatevirtually
Hoshin Kanri Training Video by
Gemba Academy
Strategic Planning using Mind
Mapping Training Video by
NovaMind.com
Share Your Video with the Lean Six Sigma Black Belt Group:
http://www.linkedin.com/groups?gid=3151110
International Standards for Lean Six Sigma (ISLSS)
Customer Segmentation
Training Video by
virtualstrategist
The Kano Model Training
Video by New Product
Development Process
Voice of the Customer
Training Video by
NICEFizzback
Voice of the Customer
Training Video by
NICEFizzback
41. Define
Lean Six Sigma Define Phase
Video References – Set 4
QFD Training Video by c2c-solutions.
com
How to Control Project Scope
Training Video by
projectmanagervideos
SWOT Analysis Training Video by
virtualstrategist
i-nexus Quick Projects Overview
Training Video by i-nexus
Share Your Video with the Lean Six Sigma Master Black Belt Group:
41
http://www.linkedin.com/groups?gid=4182978
International Standards for Lean Six Sigma (ISLSS)
How To Calculate Takt Time
Training Video by
leansixsigmasource
How to Build Effective
Teams Training Video by
projectmanagervideos
RACI model Training Video
by Michael Carew at
raci.com
X-Matrix Overview Video by
i-nexus