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 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 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 the customer receives their lunch order.

Required – Pick one or more detailed maps “As Is” Detailed Map Segment [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 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 Median: 26. 00 23 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 11 ar -M 12 ar -M 13 ar -M 14 ar -M 15 ar -M 16 ar -M 17 ar -M 18 ar -M 19 ar -M 20 ar -M 21 ar -M 22 ar -M ar 18 2 - Cycle Time - MInutes Baseline Lead 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 - Detail Key Take Away: The biggest area to analyze further is the issue of why prep time has such big fluctuations—the team suspects it’s the issue of restocking.

Required – Insert one or more project-specific maps showing analysis Map Segment Showing Analysis Restocking adds time [Map Segment] Key Take Away: During the Process Walk the team observed chefs leaving the kitchen to restock the food—analysis showed a potential for removing time wasted during food prep.

Required Root Cause Confirmation Key Take Away: The surprise was that the impact of staffing on weekends vs. weekdays made no difference in lead times; There’s longer wait times from 13 pm and special packaging takes a bit longer. But having to restock makes the biggest difference and causes longer prep times.

Required – Insert results of all hypothesis tests Staffing Weekends vs. Weekdays Not an Issue Pick-up Order Lead Time for Weekend vs. Weekday Staffing Key Take Away: This hypotheses did not hold up. Based on the P-value there is no difference in Lead Time between weekends and week day staffing.

Required – Insert results of all hypothesis tests Time of Day Impacts Wait Time Pick-Up Order Wait Time by Time of Day Key Take Away: Wait times were the worst between 1 pm and 3 pm. Observation confirmed the need to realign staffing. This is a significant X.

Special Packing Takes Longer Key Take Away: The special packaging takes longer. It’s a matter of seconds, but that helps so it’s worth addressing this X.

Required – Insert results of all hypothesis tests Restocks Lengthen Prep Time & Restocks Key Take Away: The Prep Time is significantly impacted by the need for restocks— observation of the process confirms this the most significant “X”.

Does not count toward total slide maximum Improve Phase

Required Selected Solutions Key Take Away: Re-doing the stocking amounts and adjusting staffing during peak periods made the biggest difference in Lead Time reduction.

Required New Stocking Implementation Plan Key Take Away: This Implementation Plan helped the team plan their efforts to address the stocking levels, pilot the new plan and tweak if necessary.

Required Risk Management Key Take Away: Overstocking lunch items could lead to food waste. That won’t impact the customer, but collecting data on usage help set the right stock levels

Required – Insert one or more project-specific maps showing improvement To Be Map Segment Team based stocking levels on usage data—No need for excess restocks [Map Segment] Key Take Away: Addressing the stocking levels made the biggest difference in terms of reducing total Lead Time.

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 prep time and customer wait time along with the project “Y” of total Lead Time.

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