Green Belt Project Storyboard Template See Green Belt

Green Belt Project Storyboard Template See Green Belt Storyboard Checklist for Required Contents Visit Go. Lean. Six. Sigma. com for More Lean Six Sigma Resources!

Reference - Delete Storyboard: What’s 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

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? ☐Green Belt Storyboard (T) Slides Have you completed all the required elements of the storyboard? ☐Green Belt Storyboard Checklist (T) What is the one-page summary of your work? ☐Executive Summary (T) Note: includes "Before & After" Project Y graphic showing improvement Define Phase Requirements ☐Goal Statement Builder (T) - use to insure proper format What is the high-level view of the process being addressed? ☐SIPOC (T) What is the detailed view of one or more of the steps in the SIPOC ("As Is" Map)? ☐Detailed Map ☐Swimlane (T) Downloadable Control 4. 6 What was the problem, goal, scope and reason for this project to exist? ☐Project Charter (T) Control 4. 6 (Webinar) ☐Value Stream (T) ☐Basic Flow Define 2. 1 - 2. 19 Define 4. 24 - 4. 29 Define 4. 19 - 4. 48

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) Measure 3. 1 - 3. 38 & Webinar (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 Analyze 3. 1 3. 41 & Webinar Analyze 4. 7 - 4. 19 & Webinar ☐Histogram or ☐Boxplot Analyze Phase Requirements What were the suspected root causes of the problem with the Project Y? ☐Fishbone Diagram (T) (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 Improve Phase Requirements ☐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) Analyze 5. 6 Analyze 6. 1 - 6. 32 What were the solutions you developed to solve the problem at the root? ☐List of Improvements Analyze 2. 1 - 2. 34 ☐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? Improve 5. 25 ☐Proof of Improvement ☐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 ☐Transfer Opportunities (T) Appendix Control 5. 3 - 5. 5 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

Required Executive Summary Business Case 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. Root Cause Analysis Project Results What are the measureable process improvements/wins? 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% What are the critical findings/root causes that were discovered? 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 Graphical Display of Improvement 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 5 S in prep area (ongoing audits) 6. Added labels to bins for visual management 7. Conducted Cross-Training for front of house flexibility 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 Lunch Order Cycle Time Problem Statement Business Case & Benefits 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 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 Timeline Reduce the cycle time to deliver sandwiches, salads and soups from an average of 13 minutes to 11 minutes or less. Reduce the time to deliver entrees from an average of 28 minutes to 20 minutes or less by May 10 th Phase Planned Completion Date Actual Define: January 14 th January 18 th Measure: January 30 th March 10 th Analyze: April 10 th April 12 th Improve: May 10 th May 12 th Control: June 4 th June 20 th Scope In/Out Customer arrives or calls Position Person Title % of Time Last Process Step Deliver order (or pickup) Team Lead Julius 20% Sponsor Elisabeth Green Belt Candidate Manager Team Member Scott Chef 15% Team Member Tracy Host 15% Team Member Sean Busboy 15% In Scope: Food items served, process steps, length of cook time, reallocation of staff resources System upgrades and additional hiring, vendor processes and food delivery schedules. Out of Scope: Team Members 1 st Process Step Take Away: Excellent buy-in – project is worth doing. 20%

Required SIPOC Take Away: The scope of the project is from the moment we receive the customer order to the moment they receive their lunch order.

Required – Pick one or more detailed maps “As-Is” Detailed Map Segment Take Away: The team learned about the wait during the lunch order process walk – customers were not happy!

Required – Pick one or more detailed maps “As-Is” Detailed Map Segment Take Away: A 5 S effort showed the waste of motion – it also included kitchen staff which resulted in increased employee engagement.

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Required Data Collection Plan Take Away: Since this is a cycle time project, all of the measures turned about to be continuous measures of different segments of time.

Required – Run Chart Display of Baseline – Project Y Minutes 40 35 Baseline Cycle Time of Lunch Orders - Feb - March Mean: 27. 16 30 25 20 10 -F 11 eb -F 12 eb -F 13 eb -F 14 eb -F 15 eb -F 16 eb -F 17 eb -F 18 eb -F 19 eb -F 20 eb -F 21 eb -F 22 eb -F 23 eb -F 24 eb -F 25 eb -F 26 eb -F 27 eb -F 28 eb -F 1 - eb M 2 - ar M 3 - ar M 4 - ar M 5 - ar M 6 - ar M 7 - ar M 8 - ar M 9 - ar M 10 ar -M ar 15 Take Away: Lots of variation in the process and the average time to serve lunch is 27 minutes which is very high!

Optional – Additional displays of baseline data Baseline – Project Y 25 Baseline Cycle Time 20 Count = 100 Mean = 28. 225 St. Dev. = 6. 168 Range = 37. 5 15 10 5 Lunch Order Cycle Time - Minutes Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process is clearly not capable. 50. 0 46. 9 43. 8 40. 7 37. 5 34. 4 31. 3 28. 1 25. 0 21. 9 18. 8 15. 6 12. 5 0

Does not count toward total slide maximum Analyze Phase

Required Fishbone Diagram Take Away: The biggest areas to analyze further where prep time, sandwich area, packaging and server habits.

Required – Insert one or more project-specific maps showing analysis Map Segment Showing Analysis Value-Added Flow Analysis Process Name: Lunch Order to Delivery Time Measured In: Minutes Hours Name: Tracy Date: 10 -Mar Days (select units) # Step Label NVA & NVAValue NVA - Wait (VA, NVA, Required Added Time NVAr) Work Time 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 NVA 2 NVA NVA NVA-r VA VA NVA-r NVA NVA 2 7 2 2 2 VA 1 10 2 Time % of total Total Value-Added Work Time 10 26. 32% Total Non-Value-Added or NVA-r Work Time 15 39. 47% NVA - Wait Time 13 34. 21% Total Cycle Time 38 100. 00% 76 Take Away: Biggest opportunity to remove wait time is the pick-up area but there also too many steps checking and clarifying the order.

Required – Insert one or more project-specific maps showing analysis Map Segment Showing Analysis Take Away: Process analysis showed a potential for removing time wasted during packaging.

Required Root Cause Hypotheses 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 See Histogram - Average is 8 minutes and target is 5 minutes 2 Cook time Some of the lunch items have a cook time longer than 20 minutes FALSE See Histogram - shows range of cook time from 8. 5 to 12 minutes 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 Take Away: Data confirmed all the hypotheses except for cook time – it does not contribute significantly to late lunch orders.

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 Implement Stakeholde Implement Potential to Customer (1 = $$$ r Buy-in (1 = Long Meet Goal Impact & 5 = $) 5 = Quick) Total Implement? Score 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 2 112 No 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.

Required – Insert one or more project-specific maps showing improvement “To Be” Map Segment Take Away: Process changes including cross-training and 5 Sing the Sandwich prep area made the difference.

Required – Insert one or more project-specific maps showing improvement “To Be” Map Segment Take Away: The “U” shape wastes the least amount of motion. Every item is within hands reach with the new setup.

Required – Run Chart showing before and after improvement Run Chart Showing Improvement Take Away: Improvements had a big impact on lunch order cycle time!

Does not count toward total slide maximum Control Phase

Required Project Closure Lessons Learned Do's and Don'ts for Future Efforts Customer Impact Positive Impacts on External Customer Remember to involve everyone early Customers are leaving nice comments Don't just update people once - keep doing it throughout the life of Our rating on Yelp just went up! the project The Process Walk is always a big eye opener - make sure to include line staff and management too 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 Soft Savings - Cost or Time Production increased by 18% 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 Take Away: Ended up with some hard savings/increase in revenue and the Process Owner is thrilled!

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 Go. Lean. Six. Sigma. com for More Lean Six Sigma Resources!

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

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 11 am to 2 pm • 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