Professional Documents
Culture Documents
<Project Title
(State From ... To)>
< Last Name, First Name >
Define Measure Analyze Improve Control
Wave No: <xx>
Review Date: <xx/xx/xxxx>
LEAN
SIX SIGMA
Program Name
Lean Six Sigma
LEAN
SIX SIGMA
Analyze Phase Road Map
Analyze
Activities Tools
• Identify Potential Root Causes • Process Constraint ID and Takt Time
Analysis
• Reduce List of Potential Root Causes
• Cause & Effect Analysis
• Confirm Root Cause to Output Relationship
• FMEA
• Estimate Impact of Root Causes on Key Outputs
• Hypothesis Tests/Conf. Intervals
• Prioritize Root Causes
• Simple & Multiple Regression
• Complete Analyze Gate
• ANOVA
• Components of Variation
• Conquering Product and Process
Complexity
• Queuing Theory
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Analyze
Measure Overview
Process Capability Graphical Analysis
I -M R C h a r t o f D e l i v e r y T i m e
CTQ: ? 40
U C L= 3 7 . 7 0
Unit (d) or Mean (c): ?
Individual Value
35
DPMO (d): ? 25
20 LC L= 2 0 . 5 6
1 28 55 82 109 136 163 190 217 244
M oving Range
7 .5
5 .0
MSA Results: show the percentage result of the 2 .5
__
M R = 3 .2 2
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Analyze
Graphical Analysis Summary
Data is Continuous: ?? Data Points Collected Between XX/XX/XX and XX/XX/XX
Normality Central Tendency Variation
Normal Average Std. Dev (long term)
Non-Normal Median or Q1 or Q3 Span (1/99) or
Stability Factor (Q1/Q3)
Investigation Statistical / Graphical Analysis Observations/Conclusion
What is the shape of the Project Y Histogram
data? Is the Y data normally
distributed? What is the normality
test p-value? Normality Test
Technical
Political
Cultural
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Analyze
Sources of Variation
Defect Overproduction Transportation
5% 5% Man
32% 5%
Machine
< Insert your variation
percentage as shown Method
in pie chart > Measurement
42% Mother Nature
11%
Machine
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Analyze
Cause and Effect Matrix
Importance Rating Score Speed to Decision Cooperation, Budget Funding
Seats Schedule Process
Blank = no correlation Reach Meets Clarity, Feedback for Source
Available Options Outputs
1 = remote correlation Decision Req Accuracy Options Identified Was the rating of importance
3 = moderate correlation
9 = strong correlation 10 7 6 7 10 9 5 7
Importance done by Kano analysis?
Rating
Item Process Step Process Inputs Correlation of Input to Output Total
To what extent does variability in these process steps/inputs impact variability across these outputs ? Higher score =
Develop Options
<Right Click, and select Add Text>
Customer schedule &
16 including price & 9 9 1 9 9 9 9 3 459
requirements
schedule
18 Approve options Proper decision makers 9 9 9 9 3 1 9 392
15
Inventory Search of Database, tribal
9 9 9 3 261
Were all the process steps
known Vacant Space knowledge
Interview Customer to
identified?
14 Form 3 1 9 9 9 217
Understand Form
Brief customer on options, costs, schedule
17 9 9 3 3 3 216
options options, funding vehicle <Right Click, and select Add Text>
8 Supervisor Approval 9 3 1 118
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Analyze
Run Charts
When the points are
connected with a line,
a run ends when the A run, in this case,
line crosses the is one or more
median consecutive points
on the same side
of the median
Median = 38
100
150
80
Percent
100 60
Count
40
50
20
0 0
ut h th t rs
Defect So No
r
Ea
s he
Ot
Count 100 50 15 6
P ercent 58.5 29.2 8.8 3.5
Cum % 58.5 87.7 96.5 100.0
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Analyze
Scatter Plot
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Analyze
Linear Regression
95% confident that 94.1% of the variation in “Wait Time” is from the “Qty of
Deliveries”
F i tt e d L i n e P l o t
W a it T im e = 3 2 .0 5 + 0 .5 8 2 5 D e live r ie s
55
S 1 .1 1 8 8 5
R-Sq 9 4 .1 %
R - S q ( a d j) 9 3 .9 %
50
Wait Time
45
40
35
10 15 20 25 30 35
D e liv e r ie s
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One-Sample T-Test and Dot Plot
Analyze
No Part
Part
Analysis of Variance for Net Hour
Source DF SS MS F P Because the p-value
<= 0.05, we can be
Part/No 1 7421 7421 8.65 0.004
Error 69 59194 858
Total 70 66615 confident that calls
Individual 95% CI's For Mean
Level N Mean StDev --+---------+---------+---------+---- requiring parts do
No Part
Part
27
44
21.99
43.05
19.95
33.70
(--------*---------)
(------*------)
have an impact on
--+---------+---------+---------+---- the ticket cycle time.
Pooled StDev = 29.29 12 24 36 48
Defects
client site. 20
After
Before
Chi-Square = 19.14 DF = 2 Mood’s Median Test
P = 0.000 Individual 95.0% Confidence Interval’s Because the p-value
Month N<= N> Median Q3-Q1 ------+---------+---------+---------+ <= 0.05, we can be
10 88 132 8.43 12.15 (--------+-------) confident that calls
11 123 121 6.57 10.52 (------+------)
requiring parts do
12 111 68 4.77 7.10 (-----+------)
------+---------+---------+---------+ have an impact on
Overall Median 6.63 4.8 6.4 8.0 9.6 the ticket cycle time.
70
60
50 --
40
30
<Right Click, and select Add Text>
20
10
0 ---
1 2 3 4 5 6 7 8 9 10
Task #
<Right Click, and select Add Text>
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Hypothesis Test Summary
Analyze
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Analyze
Control / Impact Analysis
Does the X have a high, medium, or low impact on the project Y?
High Impact Medium Impact Low Impact
? ? ?
influence, or out of their control?
Does the X in he teams control,
In Our ? ? ?
Control
? ? ?
? ? ?
In Our ? ? ?
Influence
? ? ?
? ? ?
Out of Our ? ? ?
Control
? ? ?
Bonacorsi Consulting 20
In/Out of Frame
Analyze
Vital X #8
Vital X #2
Vital X
Influence
Vital X #5
#3
Vital X #7
No
Vital X #4
Control Control
Vital X Vital X #6
#1
Vital X #9
1
Training & Development
2
1
Measurements & Reward
2
1
Communication
2
1
Organization Design
2
1
Information Systems
2
1
Resource Allocation
2
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 )
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?
completed
Issues
Upcoming Deliverables/Tasks - 2 weeks out Due Revised Due Comments
Lessons learned
Communications,
team building, For deliverables due thru:
organizational Deliverable/Action
Actions Scheduled for next 2 Weeks
Who Due Revised Due Comments/Resolution Need Help
activities
Bonacorsi Consulting 26
Analyze
Next Steps
Key actions
Planned Lean Six Sigma Tool use
Questions to answer
Barrier/risk mitigation activities
Lean Six Sigma Project Issue Log
Last Revised:
Status Revised Due
No. Description/Recommendation Due Date Resp Comments / Resolution
Open/Closed/Hold Date
1
2
3
4
5
6
7
8
9
10
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Analyze Stop
Has the team identified the key
factors (critical X’s) that have
the biggest impact on process Analyze
Tollgate Checklist Tollgate Review performance? Have they
validated the root causes?
Has the team examined the process and identified potential bottlenecks, disconnects and redundancies that could
contribute to the problem statement?
Has the team analyzed data about the process and its performance to help stratify the problem, understand reasons for
variation in the process, and generate hypothesis as to the root causes of the current process performance?
Has an evaluation been done to determine whether the problem can be solved without a fundamental ‘white paper’
recreation of the process? Has the decision been confirmed with the Project Sponsor?
Has the team investigated and validated the root cause hypotheses generated earlier, to gain confidence that the “vital
few” root causes have been uncovered?
Does the team understand why the problem (the Quality, Cycle Time or Cost Efficiency issue identified in the Problem
Statement) is being seen?
Has the team been able to identify any additional ‘Quick Wins’?
Have ‘learning's 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, added to the Risk Mitigation Plan, and a mitigation strategy put
in place?
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Sign Off
Analyze
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Bonacorsi Consulting
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"Manual"), are the sole and exclusive property of Bonacorsi Consulting, L.L.C.
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