Storyboard: What's Required - Lean Six Sigma Training ...

Storyboard: What's Required - Lean Six Sigma Training ...

[ YOUR PROJECT TITLE ] [ YOUR NAME ] Green Belt Project Storyboard Green Belt Project Storyboard Template | Reference - Delete Storyboard: Whats Required Storyboard submission is key to certification. You will be certified based on the following: 1.Complete the Green Belt Storyboard Checklist (see following pages) 2.Tell Your Story Succinctly Use a maximum of 25 Slides (plus a title page) to describe your project Make sure the flow of the project story is logical Clearly illustrate your analysis and how solutions/countermeasures address the root causes Let visuals (graphs, charts, maps, pictures etc.) do most of the work 3.Use the Tools Wisely Show that you understand the DMAIC method by selecting the right tools for the right reasons during each Phase Add a Key Take Away to each slide to make it clear to the reader what you learned at each step 4.Label Your Graphs Clearly Title all graphs & charts, label each axis and indicate the time frame of the data and the axes names/units for each chart (along with the Key Take Away) 5.Be Clear About Your Analysis Describe all root cause hypotheses along with how you verified or disproved each one 6.Show Measureable Improvement Document each reduction in waste, time or defects and show "before" and "after proof See Green Belt Storyboard Checklist for Required Contents 2

Does not count toward total slide maximum Storyboard Checklist To replace with your own templates: Use screenshots or Mac: Copy and paste Special with HTML format PC: Copy and paste, select Keep Source Formatting Green Belt Storyboard Checklist Green Belt Candidate: Storyboard submission is key to certification - You will be certified based on the following: 1. Complete all required Storyboard elements - See checklist below 2. Tell your story succinctly - 25 slides maximum - unlimited Appendix 3. Use the tools wisely - Use the right tools for the right reasons and include a "Take Away" or learning on each slide 4. Label your graphs clearly - Title all graphs & charts, label each axis and indicate the time frame of the data 5. Be clear about your analysis - Describe all root cause hypotheses along with how you verified or disproved each one 6. Show measurable Improvement - Document each reduction in waste, time or defects and show "before" and "after" Submit all required Storyboard elements - For any requirement with more than one option - please include one or more of the options listed - Review "Example" tab on templates to see how to fill in each field (T) = Template available Introduction Phase Requirements What is the story of your project? Control 4.6

(Webinar) Green Belt Storyboard (T) Have you completed all the required elements of the storyboard? Downloadable Green Belt Storyboard Checklist (T) What is the one-page summary of your work? Executive Summary (T) Slides Note: includes "Before & After" Project Y graphic showing improvement Control 4.6 Define Phase Requirements What was the problem, goal, scope and reason for this project to exist? Project Charter (T) Goal Statement Builder (T) - use to insure proper format What is the high-level view of the process being addressed? Define 4.24 - 4.29 SIPOC (T) What is the detailed view of one or more of the steps in the SIPOC ("As Is" Map)? Detailed Map Swimlane (T) Value Stream (T)

Define 2.1 - 2.19 Basic Flow Define 4.19 - 4.48 3 Does not count toward total slide maximum Storyboard Checklist (part 2) Measure Phase Requirements What was the plan for collecting data? What type? How much? By whom and how? Data Collection Plan (T) (Operational Definitions must be included, Start with Project Y) What does the baseline data look like when displayed? Baseline Data Display (Run Chart required) Run Chart and Histogram or Boxplot Measure 3.1 - 3.38 & Webinar Analyze 3.1 3.41 & Webinar Analyze Phase Requirements What were the suspected root causes of the problem with the Project Y? Fishbone Diagram (T)

Analyze 4.7 - 4.19 & Webinar (With key root causes circled) What issues or opportunities did you discover by studying the process? Project Specific Map Value-Added Flow Analysis (T) Spaghetti (T) Other What were your main theories about the root causes of Project Y issues and how did you verify them? Hypothesis Statement(s) and & Results Root Cause Hypothesis Worksheet (T) What data, observations or other proof do you have of root caues hypothesis verification? Verification of Root Cause Pareto Chart Box Plot Run Chart Histogram Analyze 2.1 - 2.34 Analyze 5.6

Analyze 6.1 - 6.32 Improve Phase Requirements What were the solutions you developed to solve the problem at the root? List of Improvements Solution Selection Matrix (T) Impact Effort Matrix (T) What does the improved process look like with waste removed and solutions implemented? "To Be" Map (or segment) Swimlane (T) Value Stream (T) Flow Map Spaghetti (T) Improve 3.4 - 3.19 Improve 4.1 - 4.29 What measurements or graphs do you have to show the "after" process is better? Proof of Improvement Improve 5.25 Run Chart Box Plot Histogram

Other Control Phase Requirements What are the lessons learned? Soft/hard savings? Potential replication? Process Owner sign off? Project Closure (T) If solution will be repurposed, include Control 5.3 - 5.5 Transfer Opportunities (T) Appendix What terms and acronyms did you use that people outside your might need explained? Key Words - Definitions of non-DMAIC, industry specific terms Additional Slides as needed 4 Required Executive Summary Executive Summary Business Case Project Results What are the measureable process improvements/wins? What is the importance of doing this project? (State in lost dollars, productivity loss, customer dissatisfaction, cost avoidance, risk, etc.) Cycle Time improvement in our food orders for lunch would result in an enhanced client experience. Cycle time improvement could also translate into monetary benefits because we may turn tables quicker and seat more customers, which will increase revenue.

Order Lead Time has reduced from 28 minutes to 15 minutes Sandwich Lead Time dropped from 14 to 10 minutes on average Customers reporting higher levels of satisfaction Lunch order volume has increased 18% Root Cause Analysis What are the critical findings/root causes that were discovered? Graphical Display of Improvement Data showed sandwich prep time took too long, lots of time spent searching for items, prep area is disorganized, not stocking enough of key items and running out during noon rush and packaging process is disorganized and causing pick-up delays. Solutions Implemented List key solutions that were implemented to address root causes 1. Created new order form - Standard Work 2. Created a Work Cell in the prep area 3. Used Takt Time to create Workload Balance in the kitchen 4. Created a Just-In-Time system with Kanbans 5. Conducted 5S in prep area (ongoing audits) 6. Added labels to bins for visual management 7. Conducted Cross-Training for front of house flexibility Key Take Away: The project was a great success! Profits are up, customers are happier and so is the Bahama Bistro staff! Does not count toward total slide maximum Define Phase Required Project Charter Project Charter Lunch Order Cycle Time Problem Statement

In the last 3 months we have been receiving customer complaints about how long the food is taking to be delivered during lunch time. Current cycle time average is 28 minutes. If this continues we may lose our business customers who are on a tighter vacation schedule than our vacationers. We could lose revenue. Business Case & Benefits Cycle Time improvement in our food orders for lunch would result in an enhanced client experience. Cycle time improvement could also translate into monetary benefits because we may turn tables quicker and seat more customers, which will increase revenue. Goal Statement Reduce the average time to deliver entrees from an average of 28 minutes to 20 minutes or less by May 10th Timeline Phase Define: Measure: Analyze: Improve: Control: Scope In/Out Planned Completion Date January 14th January 30th April 10th May 10th June 4th Team Members Customer arrives or calls Position Key Take Away: Excellent

buy-in project is worth Person doing. Deliver order (or pickup) Team Lead Julius 1st Process Step Last Process Step In Scope: Food items served, process steps, length of cook time, reallocation of staff resources Actual January 18th March 10th April 12th May 12th June 20th Sponsor Team Member Elisabeth Scott Title Green Belt Candidate Manager Chef % of Time 20% 20% 15% 7 Required

SIPOC SIPOC: Lunch Order to Delivery S I P Suppliers Inputs Process Patrons Grocery or Farmer, Vendor, Distributor A Lunch Order Food Ingredients, Raw Foods, Spices Customer Arrives or Calls O C Outputs Customers Delivered Lunch Order Lunch Patron

Take the Order Deliver to Kitchen Paper Goods Manufacturer Packaging: Bags, cardboard holders Prepare and Cook Order Package Order Deliver order (or pickup) Customer Requirements Accurate (food delivered should match what was ordered) On-Time (Delivery in 16 minutes or less - 20 minutes or less for entrees) Right Temperature (Soup delivered at 155-160 degrees) Available (Regular menu items 100% available) Key Take Away: The scope of the project is from the moment we receive the customer order to the moment they receive their lunch order. 8 Required Pick one or more detailed maps As-Is Detailed Map Segment Key Take Away: The team learned about the wait during the lunch order

process walk customers were not happy! 9 Does not count toward total slide maximum Measure Phase Required Data Collection Plan Key Take Away: Since this is a cycle time project, all of the measures turned about to be continuous measures of different segments of time. 11 Required Run Chart Display of Baseline Baseline Project Y Key Take Away: Lots of variation in the process and the average time to serve lunch is 27 minutes which is very high! 12 Optional Additional displays of baseline data Baseline Lunch Order Lead Time Key Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process is clearly not capable. 13 Does not count toward total slide maximum Analyze Phase Required

Fishbone Diagram Fishbone Diagram Place Prep time takes longer because we have to take time to re-stock food items during the rush Food Types Too much movement and steps to prepare food Sandwiches take more than 10 min. to prep Some items take too Some items have a cook The prep area is not very organized Too many orders at once Customers are too Too many choices on the menu Too many different foods to Food Orders Take Too Long for Lunch Customers

Short-staffed kitchen Packaging items for pickup takes too long Server doesn't pick up food from the kitchen right away Chef can't keep up with volume Servers don't turn the orders in right away Process People Key Take Away: The biggest areas to analyze further where prep time, sandwich area, packaging and server habits. 15 Required Insert one or more project-specific maps showing analysis Map Segment Showing Analysis Key Take Away: Process analysis showed a potential for removing time wasted during packaging. 16 Optional Add additional detailed map As-Is Detailed Map Segment Key Take Away: A 5S effort showed the waste of motion it also included kitchen staff which resulted in increased employee engagement. 17

Required Insert one or more project-specific maps showing analysis Map Segment Showing Analysis Value-Added Flow Analysis Name: Tracy Process Name:Lunch Order to Delivery Time Measured In: Minutes Hours (select units) Date: 10-Mar # Process Step Walk the customer order to the kitchen Check if it's readable If not readable, bring back to the waitress Ask the waitress to clarify the order Walk the customer order back to the kitchen Prep cook passes the order to the chef Chef assesses the order Ingredients assembled Order cooked or prepared Order plated Order placed on the warmer/staging Order waits for pickup Waitress picks up order Customer Receives the order Total Value-Added Work Time Total Non-Value-Added or NVA-r Work Time NVA - Wait Time Total Cycle Time Step Label NVA & NVAValue

(VA, NVA, Required Added Time NVAr) Work Time NVA 2 NVA 2 NVA 2 NVA 2 NVA 2 NVA 2 NVA-r 2 VA 2 VA 7 NVA-r 1 NVA NVA NVA VA 1 Time % of total 10 26.32% 15 39.47% 13 34.21% 38 100.00%

Days NVA - Wait Time 1 10 2 76 Key Take Away: Biggest opportunity to remove wait time is the pick-up area but there are also too many steps checking and clarifying the order. 18 Required Root Cause Hypothesis Root Cause Hypothesis # Possible Root Cause (x) (1 or 2-Word Descriptor) Root Cause Hypothesis (Theory of how "X" is influencing the Project "Y") Result (True/False) Verification (How did you prove/disprove this theory?) 1 Preparation Time Sandwiches take too long to prep

TRUE 2 Cook time Some of the lunch items have a cook time longer than 20 minutes FALSE 3 Preparation Time Prep area not very well organized TRUE See Spaghetti Chart 4 Packaging Time Packaging items for pick-up takes longer than standard TRUE See Histogram - 80% of packaging time are over standard 5 Server The server doesn't always turn the order in to the kitchen right away

FALSE Process Walk/Observation See Histogram - Average is 8 minutes and target is 5 minutes See Histogram - shows range of cook time from 8.5 to 12 minutes Key Take Away: Data confirmed all the hypotheses except for cook time it does not contribute significantly to late lunch orders. 19 Does not count toward total slide maximum Improve Phase Required Can also use Impact Effort Matrix Selected Solutions Solution Selection Matrix Project Goal Please rank each solution for each criteria by using the 1-5 Scale as indicated below Enter Goal Statement below: (As stated on Project Charter) Deliver lunch orders in less than 30 minutes by end of May Very Low (less good) 1 Potential Solution (Provide Brief Description) Weighted Criteria

Very High (best) Moderate 2 3 4 5 Cost to Time to Positive Potential to Implement Stakeholde Implement Customer Meet Goal (1 = $$$ r Buy-in (1 = Long Impact & 5 = $) 5 = Quick) Total Score Implement ? Yes/No 10 9 8 7

5 Don't include condiments with takeout 5 3 4 4 5 162 Yes Change vendors 5 4 2 3 3 138 Yes Cross-Train servers and cashiers 4 4

2 5 2 137 Yes Rebuild Take-out assembly space 4 3 1 3 2 106 Yes Add new labled bins for condiments 4 5 5 4 5 178

Yes Reduce the takeout menu 3 3 3 3 2 112 No Key Take Away: There was no buy-in to reduce the take-out menu so the team focused first on cross-training which resulted in better staff relationships. 21 Optional Add Additional maps showing improvement To Be Map Segment Key Take Away: Process changes including cross-training and 5Sing the Sandwich prep area made the difference. 22 Required Insert one or more project-specific maps showing improvement To Be Map Segment Spaghetti Map Work Space: Kitchen Prep Area Process or Activity: Making Sandwiches Work

Time Walk Distance Time Walked 1 Remove selected bread type 0.2 0 2 Add selected condiments 0.2 0 3 Add cheese 0.2 0 4 Add selected veggies 0.2 0 5 Add selected meat 0.2 0 Process Step Name: Chef Scott Date: July 30th Workplace Layout

(add equipment and furniture) Bread Meat Condiments Veggies Cheese Station Totals 1 0 0 Total Cycle Time (minutes) Walking Time (minutes) Walking Distance (feet) 1 0 0 Key Take Away: The U shape wastes the least amount of motion. Every item is within hands reach with the new setup. 23 Required Run Chart showing before and after improvement Run Chart Showing Improvement

Key Take Away: Improvements had a big impact on lunch order cycle time! 24 Does not count toward total slide maximum Control Phase Required Project Closure Project Closure Lessons Learned Customer Impact Do's and Don'ts for Future Efforts Remember to involve everyone early Positive Impacts on External Customer Customers are leaving nice comments Don't just update people once - keep doing it throughout the life of the project The Process Walk is always a big eye opener - make sure to include line staff and management too Our rating on Yelp just went up! Be sure to give credit to everyone who came up with good ideas credit is free! Final Calculations of Savings or Gains Hard Savings/Profit Increase Production increased by 18% Soft Savings - Cost or Time Time savings in prep areas due to new setup - staff available to work on other tasks Revenue has increased by an average of $3,467 per week

Staff satisfaction has increased Process Owner Hand-off Sign-off From Project Sponsor Has been informed of process changes: Agrees to continued monitoring of new process: Has received new process documentation: Yes / No The Bahama Bistro Team did a great job! - I'm offically giving my stamp of approval for documented improvements. - Elisabeth - Bistro Manager Yes / No Yes / No Key Take Away: Ended up with some hard savings/increase in revenue and the Process Owner is thrilled! 26 Appendix Insert Key Words on first slide of Appendix Include supporting documentation, process maps and data charts provide evidence of tool applications or helpful project background Add the Key Take Away for each slide Visit GoLeanSixSigma.com for More Lean Six Sigma Resources! 27 Key Words (Specific to Your Industry)

List all words and acronyms that are specific to your industry and key to understanding your project Provide a brief description or definition of each term List in alphabetical order Keep in mind that this document will be viewed by those who are not in your industry or familiar with your process or industry 28 Key Words (Specific to Bahama Bistro) Order Lead Time: Total cycle time from the moment the customer places their order to the moment they receive their food. Lunch Time: Key lunch ordering hours from 11am to 2pm Customers: Business people and vacationers Packaging Process: All tasks related to placing food into take-out containers, selecting utensils, napkins and condiments and then placing them all into a bag Stock Items: All raw food items and food packaging items Condiments: Mini-bottles of hot sauce, limes, salt and pepper 29

Recently Viewed Presentations

  • An Introduction to Proteomics

    An Introduction to Proteomics

    Probability-based matching (Perkins, and the proprietary Mascot by Matrix Science): takes into statistical significance of fragmentation. Which one of these approaches would you employ? (Hint: Discussion fostering question.) Could DP be employed in the searching for post-translational ...
  • Sensors with Arduino - Victoria

    Sensors with Arduino - Victoria

    Sensors with Arduino. A Microcontroller. Notes. ... Flex Sensor and LEDs created by ScottC on 23rd May 2011. updated on 16/05/2012. ... What does it work like? A variable resistor. The more it bends the higher the resistance. Notes on...
  • Continuing to Discover! Leeds Beckett University Librarys usage

    Continuing to Discover! Leeds Beckett University Librarys usage

    Discover training hours and Skills for Learning workshops ... is one of LLI's key performance indicators for 2014/15 (5.2). ... Based on user feedback we have created short videos on how to search Discover which includes accessing it through the...
  • Part 6: Informal Procurement Known as Small Purchase

    Part 6: Informal Procurement Known as Small Purchase

    Fred purchases the majority of his groceries from a distributor and he spends over $150,000 per year. However, he has local produce companies that can offer better produce for a lower price than his distributor. Fred spends about $50,000 total...
  • Welcome to Years 1 and 2 Miss Reed

    Welcome to Years 1 and 2 Miss Reed

    They will initially complete English and Mathematics work in a small group working with an adult. Summer Project- Animal Habitat Box Your child will need Pencil case - pencil, rubber, glue stick, sharpener, and whiteboard pens. PE kit - white...
  • Global Positioning System

    Global Positioning System

    Resistant to jamming Standard Positioning System (SPS) - civilian use - 100 m horizontal, 156 m vertical, 340 ns accuracy with S/A, improved to PPS values after May 1 2000 Operating Modes (cont.) Differential Carrier Phase for surveying with postprocessing...
  • Chi Square Analysis - MS. RAGO'S CLASS WEBSITE

    Chi Square Analysis - MS. RAGO'S CLASS WEBSITE

    In order to determine the probability using a chi square chart you need to determine the degrees of freedom (DF) DEGREES OF FREEDOM: is the number of phenotypic possibilities in your cross minus one. DF = # of groups (phenotype...
  • Ending homelessness: what needs to change?

    Ending homelessness: what needs to change?

    Naomi Eisenstadt, First Minister's Independent Poverty Advisor. Mel Young, Founder of Homelessness World Cup. Lesley Fraser, Director of Housing and Social Justice, Scottish Governement. How do we think differently about homelessness?