YOUR PROJECT TITLE YOUR NAME Black Belt Project
[ YOUR PROJECT TITLE ] [ YOUR NAME ] Black Belt Project Storyboard
Black Belt Project Storyboard Template | Reference - Delete Storyboard: What’s Required Storyboard submission is key to certification. You will be certified based on the following: 1. Complete the Black 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 Black Belt Storyboard Checklist for Required Contents
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” Submit all required Storyboard elements - For any requirement with more than one option - please include one or more of the options (T) = Template available Green = Green Belt slides Black = Black Belt slides Introduction Phase Requirements Slides What is the story of your project? Control 4. 6 (Webinar) ☐Black Belt Storyboard (T) Have you completed all the required elements of the Storyboard? Downloadable ☐Black Belt Storyboard Checklist (T) What is the one-page summary of your work? ☐Executive Summary (T) Control 4. 6 Note: Includes "Before & After" Project Y graphic showing improvement Define Phase Requirements What was the problem, goal, scope and reason for this project to exist? Define 2. 19 ☐Project Charter (T) Who is (are) the customer of the process and what are their measurable requirements? ☐VOC Translation Matrix (T) 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 3. 32 3. 38 Define 4. 19 4. 48 ☐Flow Map Measure Phase Requirements What was the plan for collecting data? (list only plans for collected data - See Appendix for inclusion) ☐Data Collection Plan (T) ☐Include Sample Size Calculation Measure 4. 1 - 4. 31 How did you ensure data collection methods were repeatable, reproducible, accurate and precise? ☐Measurement Systems Analysis (MSA) ☐Or - an explanation of why one is not needed How will you display your baseline data? ☐Baseline Data Display (Run Chart required) ☐Run Chart and ☐Histogram or ☐Boxplot Measure 3. 1 - 3. 38 Measure 3. 1 - 3. 33 Analyze 3. 1 3. 41
Does not count toward total slide maximum Storyboard Checklist (part 2) Analyze Phase Requirements What were the suspected root causes of the problem with the Project Y? ☐Fishbone Diagram (T) with key root causes circled Note: Must include at least one ☐ 5 Whys (T) What issues or opportunities did you discover by studying the process? ☐Project Specific Map ☐Value-Added Flow Analysis (T) ☐VA/NVA on "As Is" Map What data analysis led to root cause verification? ☐Data Display ☐Pareto Chart ☐Histogram ☐Run Chart ☐Boxplot What are the Null & Alternative Hypothesis Statements for each test? Analyze 2. 1 - 2. 34 Analyze 3. 1 3. 41 Analyze 2. 1 - 2. 19 ☐Hypothesis Testing Plan (T) Which hypothesis tests did you use and what were the results of those tests? Note: Must display Hypothesis Test Results ☐Verification of Root Cause Analyze 4. 7 - 4. 19 & Webinar Analyze 2. 20 - 2. 56 & Webinar Improve Phase Requirements What were the solutions you developed to solve the problem at the root? ☐List of Improvements ☐Solution Selection Matrix ☐Impact Effort Matrix (T) What were your detailed plans to implement or test solutions? ☐Implementation Plan (T) Improve 2. 1 2. 66 Note: Can include DOE, Pilot, other How did you mitigate any risks related to changing the process? ☐Risk Management Plan ☐FMEA (T( and/or ☐Mistake-Proofing Plan 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) What measurements or graphs do you have to show the "after" process is better? ☐Proof of Improvement ☐Run Chart ☐Box Plot ☐Histogram ☐Other Improve 3. 4 - 3. 19 Improve 5. 24 Improve 4. 1 - 4. 29 & Webinar Improve 4. 1 - 4. 29 Improve 4. 14 Control Phase Requirements What this the plan for ongoing monitoring of the process and how to respond to dips in performance? ☐Monitoring & Response Plan (T) What does the Control Chart of the improved process look like? ☐Control Chart of Project Y Should include other Control Charts from Monitoring Plan What are the lessons learned? Soft/hard savings? Potential replication? Process Owner sign off? ☐Project Clousure (T) If solution will be repurposed, include ☐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 What are some samples of the data you collected in your Data Collection Plan ☐Sample Spreadsheet for each line item listed in the Data Collection Plan Control 6. 3 Control 2. 1 - 2. 116 Control 5. 3 - 5. 5
Required Executive Summary Business Case Project Results What is the importance of doing this project? (State in lost dollars, productivity loss, customer dissatisfaction, cost avoidance, risk, etc. ) What are the measureable process improvements/wins? It takes an average of 27 minutes for pick-up orders. Customers are complaining and if we don’t reduce the Total Lead Time for pick-up orders, we risk losing customers to competitors and damaging the restaurant’s reputation. Root Cause Analysis Reduced overall pick-up Order Lead Time from an average of 27 minutes to 20 minutes Reduced packaging time from an average of 11 minutes to 2 minutes What are the critical findings/root causes that were discovered? Reduced customer wait time from an average of 12 minutes to 5 minutes Packaging pick-up food takes longer than historical standards Graphical Display of Improvement Pick-up containers are not easy to use Insert a chart, graph or visual demonstrating process improvement Customers are waiting longer than historical standards Condiments can run out during peak periods Pick-Up Order Lead Time – Before & After Minutes Solutions Implemented List key solutions that were implemented to address root causes Changed to take-out containers that are fast/easier to use and take up less space Prepped condiments to avoid shortages during peak hours Switched to Chef placing food directly into containers instead of waiting for other staff members Key Take Away: The reduction in cycle time is clear which means customers no longer have to wait – success!
Does not count toward total slide maximum Define Phase
Required Project Charter Pick-up Order Cycle Time Problem Statement Business Case & Benefits The current total lead time for pick-up orders is an average of 27 minutes. This results in customer complaints and limits the capacity for fulfilling orders. Cycle time improvement for pick-up orders will result in an enhanced client experience. Cycle Time improvement could translate into monetary benefits because we will be seen as a more consistent and reliable pickup option, which could increase customer retention and revenue. This aligns with our mission of providing a tasty slice of island life. Goal Statement Timeline Phase Planned Completion Date Define: Reduce the pick-up order lead time from average of 27 minutes to an average of 20 minutes by the end of Q 2 of this year Measure: 22 -Mar Analyze: 13 -Apr Improve: 30 -May Control: 22 -Jun Scope In/Out 1 st Process Step Customer places and order for pick-up Last Process Step Customer picks up the order at the location In: Out: Actual 2 -Mar Team Members Position Person Title % of Time Team Lead Wesley Black Belt Candidate 20% Sponsor Elisabeth Manager No new staff or technologies Team Member Julie Processor Job descriptions, layout, process steps Team Member Tracy Waitress Team Member Scott Chef Team Member Julius Technician 15% 15% Key Take Away: This project will immediately impact customer satisfaction which is key to Bahama Bistro’s success.
Required Voice of the Customer Key Take Away: Customers are clear on the timing of pick-up orders as well as wanting hot food “hot” – Wanting a list of hot sauces was new information.
Required SIPOC Key Take Away: The scope of the project is from the moment we receive the pick-up order to the moment pays for their lunch order.
Required – Pick one or more detailed maps “As Is” Detailed Map Segment Key Take Away: The Process Walk helped the team build the “as is” Swimlane Map – it also increased the staff’s understanding of the entire process!
Does not count toward total slide maximum Measure Phase
Required Data Collection Plan Measure Total Pick-Up Order Lead Time Data Type Continuous Operational Definition Stratification Factors Cycle time in minutes from the By Server moment a customer calls to the By Resident/Vacationer moment the order is ready for pick. By Dinner Rush/ Off-peak up Sampling Notes Sample every other order for one hour each day (55/night) during dinner rush - Sample 385 total orders Sample every other order for one hour each day to get 9 orders/day for one week - Sample 62 total orders Who and How Cashier to use time stamp on orders and keep a log during Pick-Up Wait Time Continuous Cycle time in minutes from the moment a customer walks in the door to when the pick-up order is given to the customer None Sample every other pick-up customer between 11: 30 -1 pm each day during lunch rush for two weeks (approximately 20/day) - Cashier to use time stamp upon customer walking in Sample total 280 and when the customer is given the order Sample every third pick-up customer between 4: 306: 30 PM each night for one week (60/night) - Sample total 420 Late Pick-Up Orders Discrete Any order where the customer waits longer than 7 minutes None Sampling from above with Cashier to fill in the column to check for late orders items Incomplete Orders Discrete Any pick-up order missing the correct supplies including napkins, hot sauce, forks, or knives None Sampling from above with Cashier to fill in the column to check for incomplete orders incomplete items 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.
Required – If not included, provide explanation MSA Results Gage R&R Study (Crossed) Worksheet Gage Name: Date of Study: Performed By: Notes: Run Order Clock 29 -May Tracy Std. Order 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Part 1 2 Part 1 3 Part 2 4 Part 2 5 Part 3 6 Part 3 7 Part 4 8 Part 4 9 Part 5 10 Part 5 11 Part 6 12 Part 6 13 Part 7 14 Part 7 15 Part 8 16 Part 8 17 Part 9 18 Part 9 19 Part 10 20 Part 10 21 Part 1 22 Part 1 23 Part 2 24 Part 2 25 Part 3 26 Part 3 27 Part 4 28 Part 4 29 Part 5 Operator A Operator A Operator A Operator A Operator A Operator B Operator B Operator B Measurement 7 7 4 4 6 6 9 9 11 11 13 13 15 14 14 14 5 5 7 7 7 6 4 4 6 7 9 9 10 Key Take Away: We ran an MSA for the Pick-Up Time data and the measurement system variation was less than 10% - Systems are good!
Required – Include one or more displays of baseline data Baseline – Project Y 38 33 28 23 Median: 26. 00 ма 3 - р ма 4 - р ма 5 - р ма 6 - р ма 7 - р ма 8 - р ма 9 - р м 10 ар -м 11 ар -м 12 ар -м 13 ар -м 14 ар -м 15 ар -м 16 ар -м 17 ар -м 18 ар -м 19 ар -м 20 ар -м 21 ар -м 22 ар -м ар 18 2 - Cycle Time - MInutes Baseline Cycle Time of Pick-Up Orders - March Key Take Away: Lots of variation in the process and the average time to deliver a pick-up order is 26 minutes and it’s getting worse.
Required – Include one or more displays of baseline data Baseline – Pick-up Order Lead Time Key Take Away: Customers want delivery in 20 minutes or less, so the lunch delivery process was not meeting customer requirements.
Does not count toward total slide maximum Analyze Phase
Required Fishbone Diagram / 5 Whys Key Take Away: The biggest areas to analyze further whether time of day or day of the week made a difference along with the time it took to package orders.
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.
Required Hypothesis Testing Plan Please include all referenced test results in Project Storyboard or Appendix Possible X (1 or 2 words) Null Hypothesis Alternative Hypothesis (Your theory) Hypothesis Test (See Hypothesis Tree on Next Tab) P-Value or R-Squared Results (Accept or Reject Null) Time Period There is no difference between the proportion late in the past and the current proportion late pick-up orders The current proportion late is different (greater) than the historic proportion late pick One Proportion Test -up orders P =. 014 Reject Null Day Type (Weekend/ Week Day) There is no difference between weekend pickup lead times and weekday pick-up times Weekend pick-up lead times are different (longer) than weekday pick-up lead times Mann-Whitney P =. 076 Accept Null Time of Day There is no difference in the total pick-up order The total pick-up order lead times are lead times at different times of the day different at different times of the day Mood's Median P =. 004 Reject Null Day of the Week There is no difference in the variation in customer wait times for pick-up orders on different days of the week The variation in customer wait times for pickup orders is different on different days of the Levene's week P =. 583 Accept Null Location There is no difference in the proportion of late orders between the beachfront and the downtown location There proportion of late orders is different at the beachfront location (less) than at the Two Proportions Test downtown location P =. 091 Reject Null Key Take Away: The surprise was that weekends are no worse than weekdays. The team is determined to dig into the issues of packaging taking longer.
Required – Insert results of all hypothesis tests Day of Week No Issue Lead Time for Weekend vs. Weekday Orders Key Take Away: This hypotheses did not hold up. Based on the P-value there is no difference between weekends and week days.
Required – Insert results of all hypothesis tests Time of Day Matters Pick-Up Order Wait Time by Time of Day Key Take Away: Wait times were the worst between 1 pm and 3 pm.
Required – Insert results of all hypothesis tests Downtown Is Worse! Late Pick-Up Orders by Location Key Take Away: The team decided to focus their efforts on Downtown first since they had a higher proportion of late pick-up orders.
Does not count toward total slide maximum Improve Phase
Required Selected Solutions Key Take Away: The team settled on their top three solutions to decrease the packaging time.
Optional Packing Type DOE Key Take Away: Since the P-value was under. 05, this Design of Experiments was instrumental in selecting the new Pick-Up order packaging.
Required Implementation Plan Key Take Away: This Implementation Plan was key in terms of all team members knowing their role in the roll-out.
Required Risk Management Key Take Away: Cross-Training mitigated the risk of overloading the chef during peak hours.
Required – Insert one or more project-specific maps showing improvement To Be Map Segment Key Take Away: Process changes with packaging, cross-training and the new condiment rack made the difference.
Required – Select one or more charts to show improvement Proof of Improvement Baseline Cycle Time of Pick-Up Orders - March Improved Cycle Time of Pick-Up Orders - May Key Take Away: Improvements had a big impact on pick-up order cycle time!
Does not count toward total slide maximum Control Phase
Required Monitoring & Response Plan Key Take Away: The Monitoring Plan factors in both the leading indicators of packaging time and customer wait time along with the project “Y”.
Required - Include at least 20 data points Control Chart of Project Y Key Take Away: The team is continuing to work on the special causes of variation – and the Upper Control Limit of 23 minutes is the Response Plan trigger.
Required Project Closure Key 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) • Pick-Up Order Lead Time: Total cycle time from the moment the customer places their order to the moment they receive their food. • 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 • Pick-Up Wait Time: The cycle time from the moment a Pick-up customer walks in the door to the moment their order is made available to them • Condiments: Mini-bottles of hot sauce, limes, salt and pepper
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