Black Belt Final

Comparative Plot Tool

Analysis: Advanced Analytical Tools When: To determine whether the process output depends on the level or category of a discrete input setting. To compare before and after improvements: is the spread of the output different. How: Note: The easiest way to draw comparison charts is in Minitab: Stat > ANOVA > One-way Click on the Graphs button and check on boxes for Dotplot and/or Boxplot Besides drawing graphs, Minitab also directly reports the likelihood of a significant difference between groups

Regression and Correlation Analysis

Analysis: Advanced Analytical Tools When: When you want to predict a continuous dependent variable from a number of independent variables. How: Stat - Regression - Regression - Fit Regression Model List variables and see if there are correlations

Data Collection Plan

Control: Keeping score: establishing ongoing process measures When: During the Control Phase to plan details of how on-going data for the process dashboard will be collected. Details on operational definitions, primary and related data sources and storage, sampling and display. Plans to begin collecting and displaying data. How: 1. Review list of metrics 2. List each of the metrics to be used going forward. For each metric, give details about Data Type (subjective, count, or continuous) How Measured 3. Create metric display "dashboard" (a spreadsheet, scorecard or bulletin board) showing actual baseline and trending data for the process / project

Design of Experiments

Analysis: Advanced Analytical Tools When: a systematic method to determine the relationship between factors affecting a process and the output of that process. In other words, it is used to find cause-and-effect relationships. How: Acquire a full understanding of the inputs and outputs being investigated. Determine the appropriate measure for the output. Create a design matrix for the factors being investigated. For each input, determine the extreme (but realistic) high and low levels you wish to investigate. Enter the factors and levels for the experiment into the design matrix. Calculate the effect of a factor by averaging the data collected at the low level and subtracting it from the average of the data collected at a high level. The interaction between two factors can be calculated in the same fashion.

Hypothesis Testing

Analysis: Advanced Analytical Tools a. Chi-square test b. T test c. Analysis of Variance (ANOVA) d. Multivariate Analysis When: A hypothesis test evaluates two mutually exclusive statements about a population to determine which statement is best supported by the sample data. How: Create a null hypothesis and alternative hypothesis. Stats -> Basic Stastistics -> 1 Sample Z, 1 Sample t, 2 Sample t, 1 Proportion, 2 Proportion...

Analyze Checklist

Analysis: Other Tools When: To check if you have finished with the Analyze phase and ready to move to Improve. How: If you can respond "yes" to statement 7 and have done many of the tasks described in other statements, ready to develop solutions in Improve.

Spider Chart

Analysis: Other Tools When: To visually compare multiple aspects of current performance with a goal or external benchmark. How: 1. To visually compare multiple aspects of current performance with a goal or external benchmark. This number determines the shape of the chart (i.e., 4 - square, 5 - pentagon, etc.). 2. Determine the rating scale to be used and label the layers. The scale determines the number of layers within the chart. Further from the center should indicate higher performance 3. Establish the standard for each variable and connect the various points. 4. Enter benchmarked ratings for each variable and connect the lines to track the performance. Use color to distinguish between the standard and individual benchmarked data.

Process Management Chart

Control: Building a Process Management Plan When: Maintain a smoothly operating process. How: 1. Create a process map for the process to be controlled. 2. For each critical step in the process, describe a monitoring plan. How could someone tell whether or not it was done correctly? 3. Develop a response plan for each monitoring action. Identify how people should respond if they discover problems.

Process Dashboard

Control: Building a Process Management Plan When: Monitor the most important indicators of quality, cost, and effectiveness associated with a key process, product, or service. How: 1. Identify the most important monitoring points in your process. 2. For each monitoring point, identify appropriate measures and develop data collection plans. 3. Identify acceptable performance levels or improvement targets. 4. Develop methods for creating and maintaining the dashboard. 5. Discuss and confirm how the dashboard will help you manage the process.

Process Control Plan

Control: Building a Process Management Plan When: To ensure that the process improvements that have been identified and implemented become institutionalized. How: 1. Identify the key Process Steps that need to be tracked. 2. Identify (from the Cause and Effects Matrix, FMEA or DOE) the Key Process Input and Output Variables. 3. Develop Process Specifications as appropriate for LSL, USL and Target values. 4. Identify the Measurement System and measurement system capability, along with S/N, %R&R, P/T, ICC, Kappa as appropriate. 5. Calculate Cp/Cpk indexes, DPMO and Sigma as appropriate. Record short and long term data where available. 6. Identify the current control methods (from FMEA), with the Who, Where, When specific data identified. 7. List the associated out-of-spec reaction plan or decision tree.

Response Plan Worksheet

Control: Building a Process Management Plan When: To minimize the harm from unanticipated problems by providing for immediate response. How: 1. Clarify what problem or set of problems is covered by this response plan. 2. Focusing on that specific problem, identify... damage control measures, process adjustment, assess effectiveness, continuous improvement. 3. Assign responsibilities for acting on each of these response measures.

Procedure Data Collection Form

Control: Document the Improvement When: To ensure that the documentation created for the collection of data is useful. How: 1. Run through the Checklist and answer the questions. 2. Use the identified information and write the necessary data collection procedure.

Process Documentation Checklist

Control: Document the Improvement When: To ensure that the documentation created for the revised process is useful. How: 1. Run through the Checklist and answer the appropriate questions. 2. For No answers revise sections so that it meets the appropriate criteria.

Product Control Plan

Control: How to Display Measurement Data When: To ensure that the product improvements that have been identified and implemented become institutionalized. How: 1. Identify the key Product Design Variables that need to be tracked. 2. Develop Product Specifications as appropriate for LSL, USL and Target values. 3. The Measurement System and measurement system capability should be identified, along with S/N, %R&R, P/T, ICC, Kappa as appropriate. 4. Pp/Ppk indexes, DPMO and Sigma should be caluclated as appropriate. Record short and long term data where available. 5. The current control method (from FMEA) should be identified. With the Who, Where, When specific data identified. 6. The associated out-of-spec reaction plan should be listed.

KPOV Capability Sheet

Control: How to Display Measurement Data When: To track the status of key input and output variables. How: 1. Identify (from the Cause and Effects Matrix, FMEA or DOE) the Key Process Input and Output Variables. 2. Develop Process Specifications as appropriate for LSL, USL and Target values. 3. Identify the Measurement System and measurement system capability, along with S/N, %R&R, P/T, ICC, Kappa as appropriate. 4. Calculate Cp/Cpk indexes. Record short and long term data where available. 5. Record the Sample size. 6. Record the date. 7. List the Status of corrective actions.

Operational Definition Worksheet

Control: Keeping score: establishing ongoing process measures When: To ensure that all persons collecting data collect it the same way. How: 1. Team members draft a definition of the data and how it will be used. 2. Next, review the definition and brainstorm ways in that it could fail. Use customers to verify the measurement is taken the same way. 3. Make the appropriate revisions. Include appropriate job aids. Use visual aids such as actual samples color samples, flow charts, pictures of what is and what isn't a defect. 4. Have people not involved in definition development apply it to collecting data. Plan to observe the testers to watch for problem areas and sources of confusion. 5. Finalize the definition and train all data collectors in it's use. 6. Complete this worksheet for each "unit" being measured.

Control Plan Checklist

Control: Other Tools When: Near the end of a project, after the Control Plan has been completed. How: 1. Review the checklist a team meeting. 2. Mark each statement as "Yes" if there is agreement that the task has been completed. 3. If anyone says "No", ask them to explain why they think the task is incomplete. 4. If there is unfinished work, ask for volunteers, assign activities and set deadlines for completion.

Analyze Tools

Data Analysis: Exploring 1. Input Prioritization Matrix 2. Affinity Diagram Data Analysis: Generating Hypotheses About Causes 1. Fishbone Diagram (Cause-and Effect Diagram) 2. Relations Diagram 3. Root Cause Analysis 4. 5 Whys 5. Failure Mode and Effects Analysis (FMEA) 6. Strategic FMEA Data Analysis: Verifying Causes 1. Scatter Diagrams 2. Stratified Chart Process Analysis: Generating Hypotheses About Causes 1. Process Value and Time Analysis Advanced Analytical Tools 1. Comparative Plot Tool 2. Hypothesis Testing a. Chi-square test b. T test c. Analysis of Variance (ANOVA) d. Multivariate Analysis 3. Regression and Correlation Analysis 4. Design of Experiments Other Tools 1. Spider Chart 2. Analyze Checklist

Input Prioritization Matrix

Data Analysis: Exploring When: To understand the relationship between process inputs and customer requirements. How: 1. Identify the key customer requirements from the Customer Requirements tool and fill in the corresponding column headings. 2. Identify all process steps and inputs from the Process Map and fill-in the corresponding row labels. 3. Evaluate correlation of each input to each customer requirement. Low Score: No or low correlation between input and customer requirement. High Score: High correlation between input and customer requirement. Matrix Scoring: Suggested scale is 0, 1, 4, 7 & 10 . Team may choose to alter scale, however, there should be enough differentiation to be able to identify differences. 4. Copy priority rankings form Customer Requirements tool. Uses 1, 2, 3, 4, 6, & 9 scale. Add the customer priority rankings after the matrix correlation scoring is completed so as not to prejudice the matrix scoring. 5. Cross-multiply and prioritize inputs. For each input, cross-multiply the correlation score by the customer priority ranking and add across the row for the total. Sort the inputs from high to low by total scores or use color/shading for identification. 6. Analyze the matrix; do the results make sense? 7. Determine next steps and follow-up actions.

Affinity Diagram

Data Analysis: Exploring When: Used by the Team to carry forward a smaller number of grouped items as opposed to a large of number of related items. How: 1. Review the project and determine if there are natural groupings that exist (such as markets, partners, products, inputs, outputs, etc). 2. Place the related items within each group. 3. Within each group review the individual items and determine if any of them can be combined into one item. When combining items it may be necessary to rewrite the item to incorporate all relevant aspects of the root items. It may be desirable to defer some items for a later date, put these items to the side for later consideration. 4. Continue to consolidate the items until no further consolidation is worthwhile. 5. Determine when and where in the process it will be worthwhile to consider the deferred items.

Strategic FMEA

Data Analysis: Generating Hypotheses About Causes When: To develop contingency plans for new business or operating strategies. How: 1. Identify the potential Risk Categories for the new business or process, such as market, timing, competition, technology, HS&E, etc. 2. For each Risk Category determine the ways in which the category could go wrong (these are Failure Modes). Consider using the brainstorming technique. 3. Determine the effects for each Failure Mode. 4. Determine potential Causes for each Failure Mode. 5. In what timeframe may the failure mode occur? 6. List the Current Controls for each Cause. 7. List the Triggers that would identify that a Potential Cause may occur. 8. After all the scenarios are defined, assign Severity and Occurrence ratings to each. 9. Calculate the Risk Priority Number (RPN) for each scenario. 10. Determine Recommended Actions to reduce high RPN's. 11. Identify key individuals who are accountable for implementing the Reaction Plans. 12. Take appropriate Actions and Document. 13. Recalculate RPN's.

Failure Mode and Effects Analysis

Data Analysis: Generating Hypotheses About Causes When: To identify and prioritize gaps in control which can create problems for customers. How: 1. For each critical (high value) Process step or input, determine the ways in which the step or input could go wrong (these are Failure Modes). Consider using the brainstorming technique. 2. Determine the effects for each Failure Mode. 3. Determine potential Causes for each Failure Mode. 4. List the Current Controls for each Cause. 5. After all the scenarios are defined, assign Severity, Occurrence and Detection ratings to each. 6. Calculate the Risk Priority Number (RPN) for each scenario. 7. Determine Recommended Actions to reduce high RPN's. 8. Take appropriate Actions and Document. 9. Recalculate RPN's.

5 Whys

Data Analysis: Generating Hypotheses About Causes When: To identify the level at which action can be taken to prevent common system causes of problems. How: 1. List the problem or condition to be solved. 2. As a team, answer the question "Why does the problem or condition occur?" Make a list of potential reasons. 3. For each reason listed in Step 2, answer the question "Why does this reason occur?" Make a list of all potential reasons. 4. Continue this question/answer process 4-6 times at which point the potential root cause of the problem should be identified.

Fishbone Diagram / Cause and Effect Diagram

Data Analysis: Generating Hypotheses About Causes When: To visually display and explore potential causes of defects How: 1. Write a brief description of the process upset in the box at the right of the fishbone 2. Label the boxes at the ends of the bones with major categories. These can be: -Materials, Methods, Machines (Equipment), Measurement (calibration and data collection), Manpower, and Mother Nature (Environment): often used for manufacturing processes -People, Policies, Procedures, Plant (equipment and space), Measurement (definition of defect or performance standard): often used for service or business / work processes -Product, Price, Promotion, Positioning, Process Steps: often used for Marketing/Sales -Surroundings, Suppliers, Systems, Skills: for business / work processes -Clients, workers, supplies, environment, and procedures: for service or business / work processes -What, how, when, where -Key Process Inputs &associated problems 3. For each main cause, ask "why" up to five times -Rule of thumb: Stop asking why when causes are influenced only by more than one level of management removed from the workgroup or process -Consider posting the fishbone diagram in the process area to involve the entire team in continued brainstorming 4. Circle the most likely one to five potential causes for further investigation

Root Cause Analysis

Data Analysis: Generating Hypotheses About Causes When: Use to identify and prioritize and track fixes for Root Causes. How: Root Cause Identification Table 1. List the problem or condition to be solved. 2. As a team, answer the question "Why does the problem or condition occur?" Make a list of potential reasons. 3. For each reason listed in Step 2, answer the question "Why does this reason occur?" Make a list of all potential reasons. 4. Continue this question/answer process 4-6 times at which point the potential root cause of the problem should be identified. Root Cause Prioritization 1. Start with the lowest level root causes identified in the Root Cause Identification Table. 2. Add additional root causes. 3. Rate each each root cause for (1=Low, 3=High) Impact on target issue Impact on Customer Satisfaction Impact on Employee Satisfaction 4. Rate each each root cause for the cost to change (3=Low, 1=High). 5. Select the root causes with the highest priority number and work on those first. Action Prioritization 1. Start with the highest priority root causes from the Root Cause Prioritization Table. 2. Develop a set of solutions for the highest rated root cause. 3. Rate each solution for Whether it is realistic (1=very realistic, 3=not at all) Whether it will resolve the issue (1=definitely, 3=unlikely) How long will it take (1=quick, 3=long) How much it will cost (1=cheap, 3=expensive) How easy it will be to do it (1=easy, 3=hard) 4. Pick the solution with the lowest score. 5. Pick the next highest rated root cause and performs steps 2 & 3 above. Continue until all highly rated root causes have a solution. Action Plan Status Update 1. Start with the highest priority solutions from the Action Prioritization Table (lowest scores). 2. For each high priority solution identify the steps required for implementation. 3. Identify who is accountable for each step in the solution implementation. 4. Identify a target date for the completion of each step in the solution implementation. 5. Identify the criteria that will indicate that each step is successful. 6. Review the status of the implementation steps on a regular basis to determine if progress is being made.

Relations Diagrams

Data Analysis: Generating Hypotheses About Causes When: Used by the Team to carry forward a smaller number of grouped items as opposed to a large of number of related items. How: 1. Review the project and determine if there are natural groupings that exist (such as markets, partners, products, inputs, outputs, etc). 2. Place the related items within each group. 3. Within each group review the individual items and determine if any of them can be combined into one item. 4. Continue to consolidate the items until no further consolidation is worthwhile. 5. Determine when and where in the process it will be worthwhile to consider the deferred items.

Stratified Chart

Data Analysis: Verifying Causes When: To look for patterns in the data that link to root causes. How: Codifying data points or dividing them into separate sets based on different attributes. Whenever you think there may be a difference between subsets of your data, can stratify it. There will be patterns and interpretations. No correlation, positive correlation, negative correlation, curvilinear correlation. If you collected stratification information at the same time as then original data, go back and code existing charts. If not, you'll need to collect new data. To create stratified data charts, combine all data into one chart and code points or create separate charts for each subset of data.

Scatter Diagrams

Data Analysis: Verifying Causes When: To test the theory that an input variable is related to an output variable. How: 1. Label and enter data for the vertical axis (output variable). Excel will automatically scale. 2. Label and enter data for the horizontal axis (input variable). Excel will automatically scale. 3. From the menu Insert/Chart or using the toolbar icon, select an XY chart. Follow the prompts to identify X and Y data. 4. To rescale an axis, double click on it and specify min, max, etc. 5. To adjust grid lines perpendicular to each axis, right click on the graph and under Chart Options select the Gridlines tab. 6. To add a fitted line, right click on one of the plotted points and select "Add Trendline". To display the equation and r-squared fit, check the boxes under "Options" tab 7. If r-squared is greater than 0.8 and/or there are any more data points in two diagonally opposite quadrants than in the other two, there is likely to be a relationship between the variables.

Control Tools

Document the Improvement 1. Process Documentation Checklist 2. Procedure Data Collection Form Keeping score: establishing ongoing process measures 3. Data Collection Plan 4. Operational Definition Worksheet How to Display Measurement Data 5. Product Control Plan 6. KPOV Capability Sheet Building a Process Management Plan 7. Process Management Chart 8. Response Plan Worksheet 9. Process Control Plan 10. Process Dashboard Other Tools 11. Control Plan Checklist

Improve Tools

Identifying Process Changes 1. Waste ID & Reduction 2. 5S 3. Mistake Proofing 4. Human Connection 5. Should Be Map Cooking the Raw Ideas 6. Practicality Scale 7. Decision Tree Impact and Effort Assessment 8. Impact Effort Matrix Formal Analysis 9. Criteria Matrix 10. Decision Matrix Piloting 11. Pilot Planning 12. Testing Debrief 13. Test Planner Implement full-scale 14. Reaction Plan 15. Influence Mapping 16. Approval Checklist 17. Implementation Plan

Practicality Scale

Improve: Cooking the Raw Ideas When: To help a team get the most from its creativity How: 1. Draw a scale on a flipchart 2. Copy the essence of your brainstormed ideas onto self-stick notes 3. Place the notes onto the appropriate portion of the scale 4. Focus on the ideas on the "won't work" part of the scale and ask "Is there anything here we can make workable?"

Decision Tree

Improve: Cooking the Raw Ideas When: To visually document problem solving steps. How: 1. Evaluate the need for a Decision Tree: Does someone need to be contacted directly, day or night to solve a problem? Are samples taken to control a process. Was there a near miss safety or quality wise? If the answer is "Yes" to any of the questions above consider creating a Decision Tree. 2. Determine the approach to use. One or two people using flowcharting software or pencil and paper, or pencil, flipchart and sticky notes. One or five people using flowcharting software or pencil and paper, or pencil, flipchart and sticky notes. One person drafting a tree and others reviewing/improving. Using 2-3 people to make the tree is recommended because it provides different perspectives. 3. Tree construction: Start with the problem. Summerize the questions asked first when solving this problem (try to limit answers to 2-3 possibilities). Follow one of the answers down providing direction and documenting subsequent questions until you appropriately address the problem. Return to the initial question and follow the next answer down until you address the problem. Try to join back into the existing tree structure as soon as possible to simplify the chart. Repeat until all the questions have been addressed appropriately. Add notes or comments to clarify areas were the intent may not be clear. Review the chart to ensure it is logical and appropriate. Add titles, hyperlinks, and proper formatting. Have are management and 1-3 users review the tree. Collect feedback and modify the tree accordingly.

Test Planner

Improve: Piloting When: To create a plan for collecting data to test the effect of a process change. How: 1. Define the purpose for the test. Generally this will be stated in terms of the effect of a change of input on customer requirements. 2. List the outputs to be studied. 3. Define how and when the output is to be measured. 4. Consider all elements which could create variation in the output measurement. 5. For each change of input to be studied, define the levels to be tested. 6. Define how and when each input will be measured. 7. Note inputs which will not or cannot be controlled. 8. Detail how and when these will be measured. Before conducting studies of controllable variables, study the impact of these "noise" variables Try to minimize the number of uncontrolled variables 9. Define all elements which could create variation in the input measurement.

Mistake Proofing

Improve: Identifying Process Changes When: To detect and correct mistakes before they become defects delivered to the customer. How: 1. Identify possible/known errors that might occur. 2. Determine how to detect that the error is taking place or about to occur. 3. Select a function type: Warning - a signal to attract attention to defects Control - removal of defect from system Shutdown - a restricting tool to stop the process when a defect occurs 4. Select a state for each function: Detection - catch a defect that has already occurred Prevention - stop a defect before it occurs Both Prevention and Detection 5. Brainstorm actions to be taken to detect and/or eliminate errors from occurrence/reoccurrence using one of the following approaches: Elimination - redesign the system to eliminate the chance of error Facilitation - provide method of guidance to minimize the chance of error Mitigation - lesson the effect of the error if the resulting defect gets to the customer Flagging - proven methods for ensuring 100% chance of capturing and removing all defective units prior to shipment 6. For each control, answer the checklist questions "Yes/No". Investigate and take action on any "No's".

5S

Improve: Identifying Process Changes When: To identify process improvement areas. How: 1. Select the appropriate checklist form (Business or Manufacturing). Customize as required. 2. Rate the applicable questions (A, B or C).

Waste ID & Reduction

Improve: Identifying Process Changes When: To redesign the process to deliver value to the customers faster, better and cheaper. How: 1. Review the maps and physical layout of the current process to identify examples of each of the types of waste. 2. Brainstorm improvement ideas for eliminating steps. Ask "Why do we do this step?" Ask "What would happen if we stopped doing this step? How do we know? Brainstorm ways to make eliminating the step impossible

Should Be Map

Improve: Identifying Process Changes When: Use this step by step process to develop and document "Should Be" work processes. How: 1. Create a SIPOC Map. 2. Create a Detailed Flow Map. 3. Create an Accountability Matrix. 4. Create Detailed Vertical Flow Map with Accountabilities 5. Combine these elements into one Excel Work Process WorkBook.

Human Connection

Improve: Identifying Process Changes When: Use this tool to explore potential root causes of human errors that result in process defects. How: 1. List the defects from your process. 2. On the template, review the Causes of Error and revised as needed. 3. Where "X" = Strongly Connected and # = Connected, rate the strength of connection between each defect and each potential error cause. 4. Identify the greatest potential causes for error in the process.

Impact Effort Matrix

Improve: Impact and Effort Assessment When: To help a team make informed decisions about which potential solutions to implement How: 1. Compile a list of solution ideas suggested by team members 2. For each alternative, discuss both what impact it will have and how much effort it will take to implement. Ask questions to determine if it is high or low. 3. Arrange the solutions on the matrix. 4. Decide which of the solution(s) to implement.

Criteria/Decision Matrix

Improve: Impact and Effort Assessment When: To make effective choices and decisions among alternatives, based on key success criteria. How: 1. Identify objective of selection. 2. Determine appropriate criteria. List keys of success. 3. Discuss and weight relative importance of the criteria. 4. Construct a matric. Option 1: List solutions down left and criteria across top. Option 2: List criteria down left and solutions on right. 5. Evaluate each option for each criterion. Mark the key information directly on the matrix. 6. Analyze choices by weighing them within each crtierion. Mark final rank with a number. 7. Determine final choice(s) by multiplying the criteria value horizontally with the alternative weights, then totaling these cross-products vertically for total scores for each choice. 8. Review "concerns" associated with best choice(s), as needed. Determine whether or not to complete a risk assessment.

Reaction Plan

Improve: Implement full-scale When: To ensure consistent operation to meet customer requirements all the time. How: 1. Enter document identification: Modify to comply with your document control system. Reference operating procedures. 2. Enter the characteristic being controlled. 3. Enter the key output and indicate why it needs to be controlled. 4. Enter the control strategy which will signal that the output is out of control. 5. Enter the most likely cases of an out-of-control condition. 6. Suggest areas to check and corrective or preventive action to be taken when a cause is identified. Suggest a compensating action to be taken if no cause can be identified. 7. Include a record of all changes to the reaction plan.

Implementation Plan

Improve: Implement full-scale When: To establish and communicate an implementation plan and schedule. How: 1. Identify what changes are needed in procedures, processes, machines, training, etc. 2. Identify how to make the changes. 3. Identify who will do them. 4. Identify when they will be done. 5. Identify how they will be measured.

Approval Checklist

Improve: Implement full-scale When: To make sure that tests are properly approved and documented to ensure safe, effective operations. How: 1. Review approval checklist. 2. Determine additional approval required by site management. 3. Determine information and data needed to obtain approval and support from appropriate personnel. 4. Plan meetings with appropriate personnel to obtain approvals and support. 5. Take action to obtain necessary approval/documentation.

Influence Mapping

Improve: Implement full-scale When: To sell new ideas. How: 1. Identify key stakeholders and decision makers (Table 1). 2. Rate their power / influence. 3. How much influence are they applying for or against the issue? 4. How changeable is each? 5. What is each individual's social style? 6. Does the individual have any strong positive or negative relationships with any other key stakeholders / decision makers? 7. Plot each stakeholder/decision maker (Table 2). 8. Map the path(s) to influence the key stakeholders and decision makers. Use those as high as possible on the right side to sell the idea to those on the left side of table 2. 9. Develop a plan to use those with the strongest influence and support for the idea to sell the idea of table 2 to those less supportive (Table 3).

Test Debrief

Improve: Piloting When: To help a team cover all relevant information in its debriefing after a pilot test. How: 1. Prework: Make sure your plans for a pilot test include ways for people to capture their thoughts about what has worked and what hasn't. 2. Hold a meeting with everyone involved in pilot test. 3. Cover two main points in the meeting: Did you follow the methods you defined? Did you get the results you wanted? 4. Plan the appropriate follow-up actions depending on four possible answers: Plans followed, results obtained. Plans followed, results not obtained. Plans not followed, results obtained. Plans not followed, results not obtained.

Pilot Planning

Improve: Piloting When: To make sure the pilot test is a successful learning experience. How: Use checklist to help team develop and implement its plans for conducting a pilot test. Make sure timeline and plans are set, have defined the new procedures to be tested, all stakeholders have been prepared, know we will measure success or failure and capture lessons learned.

Process Value and Time Analysis

Process Analysis: Generating Hypotheses About Causes When: To identify process steps that add cost and time without adding value for the customer. How: 1. Identify and map the process to be analyzed. 2. Categorize each step as value-adding, non-value-adding, or value-enabling. 3. Count the proportion of activities in each category and review the balance of value to non-value-adding work. 4. Create a traveler checksheet that lists all the process steps. Use it to gather data on how much time is spent on each step. 5. Complete the calculations to determine what percentage of process time adds value in the eyes of the customer. 6. Focus on the non-value-adding and/or more time-consuming steps for improvement.