Green Belt Project Storyboard Template

See Green Belt Storyboard Checklist for Required Contents

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 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
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Storyboard Checklist
To replace with your Green Belt Storyboard Checklist
own templates:
• Use screenshots – Green Belt Candidate:
or Storyboard submission is key to certification - You will be certified based on the following:

• Mac: Copy and 1. Complete all required Storyboard elements - See checklist below
2. Tell your story succinctly - 25 slides maximum - unlimited Appendix
paste “Special” 3. Use the tools wisely - Use the right tools for the right reasons and include a "Take Away" or learning on each slide
with HTML format 4. Label your graphs clearly - Title all graphs & charts, label each axis and indicate the time frame of the data
• PC: Copy and 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"
paste, select
“Keep Source Submit all required Storyboard elements
Formatting” - 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 Slides
What is the story of your project?
Control 4.6
☐Green Belt Storyboard (T) (Webinar)

Have you completed all the required elements of the storyboard? Download-
able
☐Green Belt Storyboard Checklist (T)
What is the one-page summary of your work? Control
4.6
☐Executive Summary (T) 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
2.1 - 2.19
☐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)?
Define
4.19 - 4.48
☐Detailed Map ☐Swimlane (T) ☐Value Stream (T) ☐Basic Flow
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Storyboard Checklist (part 2)

Measure Phase Requirements
What was the plan for collecting data? What type? How much? By whom and how? Measure
3.1 - 3.38
☐Data Collection Plan (T) (Operational Definitions must be included, Start with Project Y) & Webinar

What does the baseline data look like when displayed? Analyze
3.1 3.41
☐Baseline Data Display (Run Chart required) ☐Run Chart and ☐Histogram or ☐Boxplot & Webinar

Analyze Phase Requirements

What were the suspected root causes of the problem with the Project Y? Analyze
4.7 - 4.19
☐Fishbone Diagram (T) (With key root causes circled) & Webinar

What issues or opportunities did you discover by studying the process?

Analyze
2.1 - 2.34
☐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?
Analyze
5.6
☐Hypothesis Statement(s) and & Results ☐Root Cause Hypothesis Worksheet (T)

What data, observations or other proof do you have of root caues hypothesis verification?
Analyze
6.1 - 6.32
☐Verification of Root Cause ☐Pareto Chart ☐Box Plot ☐Run Chart ☐Histogram

Improve Phase Requirements

What were the solutions you developed to solve the problem at the root?
Improve
3.4 - 3.19
☐List of Improvements ☐Solution Selection Matrix (T) ☐Impact Effort Matrix (T)

What does the improved process look like with waste removed and solutions implemented?
Improve
4.1 - 4.29
☐"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?
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?
Control
If solution will be repurposed, include 5.3 - 5.5
☐Project Closure (T) ☐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
 Required

Executive Summary
Executive Summary

Business Case Project Results

What is the importance of doing this project? (State in lost dollars, What are the measureable process improvements/wins?
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 Order Lead Time has reduced from 28 minutes to 15 minutes
into monetary benefits because we may turn tables quicker and seat more Sandwich Lead Time dropped from 14 to 10 minutes on average
customers, which will increase revenue.
Customers reporting higher levels of satisfaction
Root Cause Lunch order volume has increased 18%
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

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 Business Case & Benefits

In the last 3 months we have been receiving customer complaints about

Cycle Time improvement in our food orders for lunch would result in an
how long the food is taking to be delivered during lunch time. Current
enhanced client experience. Cycle time improvement could also translate
cycle time average is 28 minutes. If this continues we may lose our
into monetary benefits because we may turn tables quicker and seat
business customers who are on a tighter vacation schedule than our
more customers, which will increase revenue.
vacationers. We could lose revenue

Goal Statement Timeline

Phase Planned Completion Date Actual
Define: January 14th January 18th
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 Measure: January 30th March 10th
entrees from an average of 28 minutes to 20 minutes or less by May 10th Analyze: April 10th April 12th
Improve: May 10th May 12th
Control: June 4th June 20th

Scope In/Out Team Members

1st Process Step Customer arrives or calls Position Person Title % of Time
Last Process Step Deliver order (or pickup) Team Lead Julius Green Belt 20%
Candidate
Sponsor Elisabeth Manager 20%
In Scope: Food items served, process steps, length of cook time, Team Member Scott Chef 15%
reallocation of staff resources
Out of Scope: System upgrades and additional hiring, vendor Team Member Tracy Host 15%
processes and food delivery schedules.
Team Member Sean Busboy 15%

Take Away: Excellent buy-in – project is worth doing.

 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 5S effort showed the waste of motion – it also included kitchen
staff which resulted in increased employee engagement.
 Does not count toward total slide maximum

Measure Phase
 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

Baseline – Project Y

Baseline Cycle Time of Lunch Orders - Feb - March

40
35 Mean:
27.16
30
Minutes

25
20
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
15 Mean = 28.225
St. Dev. = 6.168
10 Range = 37.5

0
12.5

15.6

18.8

21.9

25.0

28.1

31.3

34.4

37.5

40.7

43.8

46.9

50.0
Lunch Order Cycle Time - Minutes
Take Away: Customers want delivery in 20 minutes or less, so the lunch
delivery process is clearly not capable.
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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

Name: Tracy Process Name:Lunch Order to Delivery

Time Measured
Date: 10-Mar In: Minutes Hours Days
(select units)
Step Label NVA & NVA-
Value NVA - Wait
# Process Step (VA, NVA, Required
Added Time Time
NVAr) Work Time

Walk the customer order to the kitchen NVA 2

Check if it's readable NVA 2
If not readable, bring back to the waitress NVA 2
Ask the waitress to clarify the order NVA 2
Walk the customer order back to the kitchen NVA 2
Prep cook passes the order to the chef NVA 2
Chef assesses the order NVA-r 2
Ingredients assembled VA 2
Order cooked or prepared VA 7
Order plated NVA-r 1
Order placed on the warmer/staging NVA 1
Order waits for pickup NVA 10
Waitress picks up order NVA 2
Customer Receives the order VA 1
Time % of total

Total Value-Added Work Time 10 26.32% 76

Total Non-Value-Added or NVA-r Work Time 15 39.47%

NVA - Wait Time 13 34.21%

Total Cycle Time 38 100.00%

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.
 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) Root Cause Hypothesis Result Verification

#
(1 or 2-Word Descriptor) (Theory of how "X" is influencing the Project "Y") (True/False) (How did you prove/disprove this theory?)

See Histogram - Average is 8 minutes and

1 Preparation Time Sandwiches take too long to prep TRUE
target is 5 minutes
Some of the lunch items have a cook time longer than See Histogram - shows range of cook
2 Cook time FALSE
20 minutes time from 8.5 to 12 minutes

3 Preparation Time Prep area not very well organized TRUE See Spaghetti Chart

See Histogram - 80% of packaging time

4 Packaging Time
5 Server
Packaging items for pick-up takes longer than standard TRUE
are over standard
The server doesn't always turn the order in to the
FALSE Process Walk/Observation
kitchen right away

Take Away: Data confirmed all the hypotheses except for cook time – it does
not contribute significantly to late lunch orders.
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Improve Phase
 Required – Can also use Impact Effort Matrix

Selected Solutions
Solution Selection Matrix
Project Goal
Please rank each solution for each criteria
Enter Goal Statement below:
(As stated on Project Charter)
by using the 1-5 Scale as indicated below

Very Low Very High

Deliver lunch orders in less than 30 Moderate
(less good) (best)
minutes by end of May
1 2 3 4 5

Cost to Time to
Positive
Potential Solution Potential to Implement Stakeholde Implement
Customer Total Implement
(Provide Brief Description) Meet Goal (1 = $$$ r Buy-in (1 = Long
Impact Score ? Yes/No
& 5 = $) 5 = Quick)

Weighted Criteria 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

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 5Sing 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
Project Closure

Lessons Learned Customer Impact

Do's and Don'ts for Future Efforts 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: The Bahama Bistro Team did a great job! - I'm offically giving my
Yes / No stamp of approval for documented improvements.
- Elisabeth - Bistro Manager
Agrees to continued monitoring of new process:
Yes / No

Has received new process documentation:

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 GoLeanSixSigma.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 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