1) The document outlines requirements and templates for black belt tollgate briefings for a project control review. 2) It includes templates for defining the project charter, timeline, measuring baseline performance, analyzing causes of issues, and improving the process. 3) A Failure Modes and Effects Analysis template is provided to identify risks and prioritize improvements.

1. UNCLASSIFIED / FOUO
Black Belt
Control
Tollgate Briefing
Project Name
DEPMS Project Number
Name of Belt
Organization
Date
UNCLASSIFIED / FOUO

2. UNCLASSIFIED / FOUO
Tollgate Requirements - Control
NG CPI BLACK BELT TOLLGATE REQUIREMENTS
PROJECT DELIVERABLES NGB COMMENTS
CONTROL
Updated Financial / Operational Benefits Mandatory
Standardize Process/ SOPs/Training plans Mandatory Varies by project
Process Owner Accountibility Mandatory Includes transition plan
Achievement of Results / New Baseline Mandatory % goal achievement
Process Control Plans Mandatory Dashboard
Replication Opportunities Recommended Leverage to other areas
Visual Process Controls Recommended Varies by project
Mistake Proofing Tools Recommended Varies by project
Storyboard / A3 Mandatory 1-page proj summary
Barriers/Issues/Risks Mandatory
Quick Wins Recommended
Lessons Learned Optional
2
UNCLASSIFIED / FOUO

3. UNCLASSIFIED / FOUO
Control Tollgate Templates
NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS
NG has developed this template as a basic format with standard deliverables to
help guide NG CPI belts through the NG tollgate requirements for certification.
It is recognized that each project is unique and has unique deliverables with
unique flows. Therefore, this format does not have to be followed exactly to the
letter of the law for your project.
(DELETE THIS SLIDE FOR YOUR PROJECT)
3
UNCLASSIFIED / FOUO

4. UNCLASSIFIED / FOUO
Define Charter and Timeline
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Take away
Project Sponsor Approver
message goes
Process Owner Approver
here
Project Charter (impact of
Problem problem)
Statement:
Business Case:
Project Timeline
Goal Statement:
Phase Start Stop Status
Unit: Define mm/dd/yy mm/dd/yy
Defect: Measure mm/dd/yy mm/dd/yy
Customer Analyze mm/dd/yy mm/dd/yy
Specifications:
Improve mm/dd/yy mm/dd/yy
Process Start:
Control mm/dd/yy mm/dd/yy
Process Stop:
4
Scope:
Required Deliverable UNCLASSIFIED / FOUO

5. UNCLASSIFIED / FOUO
Measure Overview
Baseline Statistics Process Capability
Process Capability of Delivery Time P otential (Within) C apability
 VOC / VOB LSL Target USL
Cp
C PL
1.16
2.22
 Unit (d) or Mean (c) W ithin
C PU
C pk
0.10
0.10
O v erall C C pk 1.16
 Defect (d) or St. Dev. (c) O v erall C apability
Pp 1.24
 DPMO (d) PPL 2.37
PPU 0.11


PCE: (Cycle Time Only)
PLT: (Cycle Time Only)
- Example - LS L
P pk
C pm
0.11
0.35
P rocess D ata
10
T arget 20
USL 30
S ample M ean 29.1203
 Sigma Quality Level S ample N
S tD ev (Within)
266
2.87033
S tD ev (O v erall) 2.69154
12 16 20 24 28 32 36
 MSA Results: show the percentage result of the GR&R or other O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance
P P M < LS L 0.00
measurement systems analysis carried out in the project
P P M < LS L 0.00 PPM < LS L 0.00
PPM > USL 281954.89 PPM > USL 379619.67 PPM > USL 371895.18
P P M T otal 281954.89 PPM T otal 379619.67 P P M T otal 371895.18
Baseline “As Is” Performance Tools Used
Summary for Delivery Time A nderson-D arling N ormality Test
 Detailed process mapping  Time Series Plot
A -S quared 1.95
P -V alue <
M ean
0.005
29.128  Measurement Systems Analysis  Probability Plot
S tD ev 2.677
V ariance
S kew ness
7.169
0.201075  Value Stream Mapping  Pareto Analysis
Kurtosis -0.471714
N
M inimum
266
24.000  Data Collection Planning  Operational Definitions
5s
1st Q uartile 27.000

24 26 28 30 32 34
M edian
3rd Q uartile
29.000
31.000  Basic Statistics
Generic Pull
M aximum 35.000

95% C onfidence Interv al for M ean
28.805 29.451
 Process Capability
95% C onfidence Interv al for M edian
29.000 29.000  Histograms  Control Charts
95% C onfidence Interv al for S tD ev
9 5 % C onfidence Inter v als
2.468 2.927
Mean
5
Median
28.8 28.9 29.0 29.1 29.2 29.3 29.4
Required Deliverable
UNCLASSIFIED / FOUO

6. UNCLASSIFIED / FOUO
Analyze Overview
Fishbone Diagram Cause and Effect Matrix
Ra ting of
Importa nce to
Facilities & Equipment
Custome r
Materials Manpower 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Wrong Location
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Space
Lack of Seats No Standardization of seats Lack of Knowledge Old Buildings
Total
Inequality in seats New Codes Proce ss Ste p Proce ss Input
Lack of Funds Lack of Controls Not Suited for
“Dedicated” to Task
1 0
Senior Leader Current Mission (Type of Space)
2
3
0
0
No Suitable space to Assign 4 0
Getting Seats Takes Time 5
6
0
0
(Y) Effect:
7 0
8 0
9 0
10 0
PLT = 5 days
11 0
Vague Lack of Database
12 0
Reqmts
13 0
People Unplanned Programs
(too long)
14 0
15 0
Multiple Paths Facilities 16 0
17 0
Location (Competing for 18 0
Same Space) 19 0
20 0
Lack of Controls 0
Senior Leadership
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total
Delays in elevating Too Long (Time) Lower Spec
Collocation Target
Impasse issues Mold, HVAC Crashes Upper Spec
Approvals This table prov ides the initial input to the FMEA. W hen each of the output variables
(requirements) are not correct, that represents potential "EFFECTS". W hen each input
Methods Mother Nature Measurements variable is not correct, that represents "Failure Modes".
CAO/IPT Time Avail
Unforeseen Funding Decision to Wait
1. List the Key Process Output Variables
2. Rate each v ariable on a 1-to-10 scale to importantance to the customer
Circumstances 3. List Key Process Input Variables
4. Rate each v ariables relationship to each output variable on a 1-to-10 scale
5. Select the top input variables to start the FMEA process; Determine how each selected
Competency vs. PMA
input varable can "go wrong" and place that in the Failure Mode column of the FMEA.
Critical X/Root Causes Analysis Root Cause/Effect
Pareto Chart
100
150
80
 Root cause:
 Effect - Example -
Percent
100 60
Count
50
40
 Root cause:
20
 Effect
0 0
Defect So
ut h
No
r th
Ea
s t
Oth
e rs
 Root cause:
Count 100 50 15 6
Percent 58.5 29.2 8.8 3.5
 Effect 6
Cum % 58.5 87.7 96.5 100.0
Required Deliverable
UNCLASSIFIED / FOUO

7. UNCLASSIFIED / FOUO
Improve Overview
FMEA Solution Matrix
O O
Process Step / Potential Failure Potential Failure Potential Root D Actions D
S C Current Controls Resp. Actions Taken S C
Per Commercial Terms
Input Mode (X) Effects (Y) Causes E Recommended E
Time to Issue Invoice
E C E C
T T
Root Causes (Xs)?
What is the In what ways does What is the impact V What causes the Key U What are the existing What are the What are the V U
E E R
process step the Key Input go on the Key Output E Input to go wrong? R controls and procedures actions for reducing completed actions E R
C RPN C P
Level of Effort
and Input wrong? Variables (Customer R R (inspection and test) that the occurrence of taken with the R R
T T N
Presentation
under Requirements)? I E prevent either the cause the cause, or recalculated I E
Overall Impact Rating
I I
Complete
investigation? or the Failure Mode? improving RPN?
Accuracy
T N T N
O O
Y C detection? Y C
N N
E E
Updating Ineffective Discrepancies: POI vs Adjust templates to
Ineffective reviews 5 4 None 5 100 PMO 5 2 2 20
Risk Rating
Tollgates templates Templates match POI
Users and leaders Slide purposes not Adjust slide titles
4 None 4 80 PMO 1 2 10 Root Cause Significance Rating ? 10 10 10 10 10 10
don't buy-in to LSS clear and notes
Redundant and NVA Eliminate NVA
3 None 4 60 PMO 1 2 10
slides slides Potential Improvements ? Impact Rating
Incomplete SOP or Develop "read me"
3 None 5 75 PMO 1 2 10
"Help" within PS slides Offshore Costs 7 1 5 8 1 10 320 8
Commercial Terms 8 4 2 5 10 7 360 7
Updating Too many steps to Link templates to Quantity of Source Data 8 5 7 7 1 10 380 6
Inefficient updating 3 NVA steps 5 None 4 60 PMO 3 3 2 18
Tollgates build/update PS Phase Reconciliation 10 10 10 1 10 10 510 6
Users get frustrated Too many choices Eliminate NVA;
4 None 4 48 PMO 2 2 12 Quality of Source Data 7 7 7 7 7 7 420 7
and delay projects between templates group in folders
Inconsistent file Simple names; Training 8 7 10 5 8 10 480 6
3 None 4 36 PMO 1 2 6
names and locations group in folders
Client (eg RCTI) 6 2 2 10 8 8 360 5
Job Setup 10 4 10 6 10 10 500 5
LSS Tool Not all LSS tools & User cannot find Not all tools available Revise list of tools
4 5 None 4 80 PMO 4 2 2 16 Payroll Close Date 8 10 1 1 1 8 290 8
Access refs in PS tools & references in PS and joggers
Project completion is Poor explanation in Develop direct Pre-Billing 10 8 6 8 2 10 440 5
3 None 3 36 PMO 2 2 16
delayed some references access pdf file Client Reporting Requirements 7 9 4 10 10 10 500 4
Delivery Method 9 1 1 5 5 7 280 9
LSS Tool Too many steps to Inefficient retrieval of Multiple means for "Read me" file; one Job Completion 7 10 1 7 5 10 400 3
2 3 None 5 30 PMO 2 2 2 8
Access retrieve tools LSS tools/refs accessing tools folder
Eliminate NVA
Job Manager Requirements 9 7 5 4 8 9 420 2
NVA steps 3 None 5 30 PMO 2 2 8
steps
Implementation Plan New Process Measurements
PROJECT NAME DIVISION GREEN BELT DATE
PROJECT SPONSOR SERVICE AREA / FUNCTION / SERVICE BLACK BELT  New Process PLT: (If applicable)
Implementation Control Action
Responsible
Target/ Actual
 New Process SQL:
Solution Improvement Action Individual/ Issues/Barriers Risk Mitigation Current Status/ Comments
Number Number Complete Date
New DPMO:
Solution Owner
1

2
3
4
5
- Example -
6
7
8
7
Required Deliverable
UNCLASSIFIED / FOUO

8. UNCLASSIFIED / FOUO
Process Control/Reaction Plan
PROJECT NAME DIVISION DIVISION CHIEF DATE
LD09014 Improve Tollgate Templates LSS PMO LTC Garrett Heath 12/18/2007
BRANCH CHIEF PROCESS OWNERS RESPONSIBLE CONTROL MANAGER
Applicable Control Charts and Metrics
Control
Responsible Upper Lower
Action Control Action Target
Individual Freq. Process Step Control Control Current Reaction Plan
Number Value
Limit Limit
If process cycle time for updating templates rises
4 Min, 40
1 Process Cycle Time Green Belt Quarterly Updating Tollgates 4 Min 5 Min N/A above 8 minutes, PMO will re-examine process to
Sec identify constraints.
Conduct VOC Survey to
100% PMO willl adjust tollgate templates to address issues
2 address issues in FMEA Green Belt Quarterly
Satisfaction
100% 85% N/A raised by VOC.
(Improve Phase) Tollgate Templates
Conduct VOC Survey to
Access to Tools 100% PMO will adjust tools and references access to
3 address issues in FMEA Green Belt Quarterly
and References Satisfaction
100% 85% N/A issues raised by VOC.
(Improve Phase)
- Example -
8
Required Deliverable
UNCLASSIFIED / FOUO

9. UNCLASSIFIED / FOUO
Standard Operating Procedures (SOPs) and Training Plans
SOPs Requiring Revision
- Example -
SOPs Requiring Revision Responsible Status
FY09 SOP Update Lead: Branch Chief, Completed
1 Oct 08 – 28 Feb 09 AO: Team Lead
Next SOP Update schedule Lead: TSC Chief, Complete before FY10 NSPS
1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle
Next SOP Update schedule Lead: TSC Chief, Complete before FY11 NSPS
1 Sep 09 – 30 Sep 10 AO: Team Lead Cycle
Required Training
Required Training Responsible Status
Office Professional Each Team Members are OPD Training Schedule plan is
Development encouraged to provide OPD asked to be updated to team
members.
Individual Professional Branch Chief and Team Susp Date: Branch Chief and
Development Plan members Team member discuss and
finalize by 1 May 09
9
Required Deliverable
UNCLASSIFIED / FOUO

10. UNCLASSIFIED / FOUO
Visual Process Control Tools
• SOP is posted computer desktop for easy reference access.
• Mistake proofing system in place - copy of DD214 w/checklist is
posted on the counselor’s desk - Example -
Sample DD 214
w/ checklist
10
Recommended
UNCLASSIFIED / FOUO

11. UNCLASSIFIED / FOUO
Mistake Proofing (Poke Yoke) Tools
- Example -
 Solution: Make use of existing bar codes on shipping paperwork to
mistake proof receiving function.
 Validate with suppliers (shipping company) that all shipping containers will
have barcode label ($0)
 Purchase RF (wireless) bar coding equipment and software ($100/gun * 20
guns)
 Train all longshoreman on use and care of equipment ($50/hr * 20 hrs)
 Install error metrics for error tracking ($100)
Recommended
11
UNCLASSIFIED / FOUO

12. UNCLASSIFIED / FOUO
Updated Benefits Estimate
- Example -
Metric Baseline Objective Achieved
Cycle Time 30 days 7 days 5 days
Cost Savings $1.054M $850k $830k
Defect Rate
Additional Benefits/Comments:
 The solution was approved 15 May 09 and began full implementation
on 22 May 09. It is presently being executed by the Process owner
with no major issues or degradation of service to our customers.
 Morale has improved significantly with the new layout of the office, as
indicated by the recent office survey.
Required Deliverable
12
UNCLASSIFIED / FOUO

13. UNCLASSIFIED / FOUO
Future Projects Identified
 Based on the outcome of this project, the following is a list of “possible
areas of concern” and will result in LSS Projects.
 PQDR Process
- Example -
 QAR Surveillance Process
 QAR Training Process
 MRB Corrective Action Process
 NDT Process
Optional Deliverable
13
13
UNCLASSIFIED / FOUO

14. UNCLASSIFIED / FOUO
Project Replication
Replication Project/Best Practice Candidate: This completed project is being submitted as a candidate
for replication. This project has achieved benefits and contains the appropriate level of documentation to
enable another practitioner in another DoD organization to replicate part or all of the project with a minimal
amount of effort vs. benefit, which will provide an additional return on investment to DoD.
 Required documentation & benefits before submitting as a replication candidate:
 Project Charter
 High level Process Map or SIPOC
 FMEA or Fishbone Diagram
 Implementation Plan
 Control Plan and Training Plan
 Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT, PCE….)
 This project may have replication potential within these DoD organizations:
 Organization 1
 Organization 2
 …
Recommended
14
UNCLASSIFIED / FOUO

15. UNCLASSIFIED / FOUO
Project Barriers/Issues/Risks
 Barriers
 Issues
 Risks
Required Deliverable
15
UNCLASSIFIED / FOUO

16. UNCLASSIFIED / FOUO
Completed Project “Storyboard”
Define 1.2 Day
- Example -
Project Charter CCR Gap Sigma
Performanc
BUS CASE: Be #2 Fin Service Provider e Level of
1.3
GOAL: Reduce Loan/Lease CT from
9.2 to 8.0 days by July 1
Measure
FIN IMPACT: $2.7M per year Analyze
Control
Improve
Pilot Plan
Loan or
Lease
Screen “Officer performs
Entry both” & “Officers
changed”,
Color
eliminated as
Printouts
contributors to high
Rewards cycle time.
& Recog
Officer Work & Turnover, Waiting, & Automation
Affect CT; Job Aids affect Variation in CT
16
Required Deliverable
UNCLASSIFIED / FOUO

17. UNCLASSIFIED / FOUO
8-Step A3 Project Summary Report
Company: Department: Date: Prepared by:
1. Define the problem situation 3. Action plans to correct problems
2. Problem Analysis 4. Results of Activity
5. Future Steps
17
UNCLASSIFIED / FOUO

18. UNCLASSIFIED / FOUO
NG CPI Tollgate Tool
8-STEP PROCESS
1. Validate 2. Identify 3. Set 4. Find Root 5. Develop 6. See C-Ms 7. Confirm
8. Standardize
Problem Gaps Targets Cause C-Ms Through Results
Define Measure Analyze Improve Control
 Project Charter
• Problem Stmt Detailed As Is Process  Potential Xs  “To Be” Process Map  Process Control Plan
• Defect Definition Map • Brainstorming
• 5 Whys  Solution Generation /  Process Owner
• Goal Statement
 Value Stream Map • Fishbone Prioritization Accountability
• Project Scope Affinity Diagram
 Key Process Metrics •
• Business Impact
• Strat Alignment  Data Collection Plan  Critical Xs  Improvement Strategy  Updated Financial
 Measure Systems • Cause & Effect Matrix • Improvement Model Benefits
 Sponsor & Team • Hypothesis Testing • Implementation Plan
Analysis • Pilot
• Regression Replication Opportunities
 Replication Check  Data Collected • “X” Improvement Target
• Time Studies
 Measurable Y  Baseline Data Analysis • Theory of Constraints  Mistake Proofing  Project Documentation
 Voice of Customer • Descriptive Stats of revised policies,
 FMEA SOP’s, procedures, and
 Customer Specs • Graphs
• Risk Analysis
• Pareto Charts
training
 Voice of Business • Risk Mitigation Plan
 Project Timeline  Est Financial Benefits  FMEA  Visual Process Control
• Risk Analysis Tools (Optional)
 Communication Plan  Control Charts (as • Risk Mitigation Plan
• Stakeholder Analysis needed)
High Level Process  Process Capability  Control Charts
Map (SIPOC)  Process Capability
I accept the Define I accept the Measure I accept the Analyze I accept the Improve I accept the Control
Tollgate Tollgate Tollgate Tollgate Tollgate
(Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor)
(Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner)
(MBB) (MBB) (MBB) (MBB) (MBB)
(Finance Owner) (Finance Owner) 18
UNCLASSIFIED / FOUO

19. UNCLASSIFIED / FOUO
Appendix
19
UNCLASSIFIED / FOUO

20. UNCLASSIFIED / FOUO
Cross Functional Team
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Project Sponsor Approver
Process Owner Approver
Contributor
Contributor
Contributor
Contributor
Inform
Inform
Inform
Inform
20
Required Deliverable
UNCLASSIFIED / FOUO

21. UNCLASSIFIED / FOUO
Replication Check
I confirm that:
 DEPMS (DoD Enterprise Performance Management System) has been
searched for similar projects: Yes / No
 Replication: List relevant initiatives / potential replication projects
found (if any):
• Project 1: (DEPMS # or other tracking tool project number)
• Project 2:
 Collaboration: Identify organizations that can/should be considered for
working this project collaboratively:
• Organization 1:
• Organization 2: 21
Required Deliverable
UNCLASSIFIED / FOUO

22. UNCLASSIFIED / FOUO
Strategic Alignment
The Define Tollgate requires a linkage to organizational strategy.
 Include an organizational metric/metrics for which your project will
help improve
 Refer to your organization’s Strategic Plan and/or other referenced
documents
22
Required Deliverable
UNCLASSIFIED / FOUO

23. UNCLASSIFIED / FOUO
Business Impact
 Insert as much information as possible about the potential operational
and/or financial benefits
 Include any assumptions upon which these estimates are based
Example: Operational benefits – This project is expected to reduce PLT
by 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift
Example: Financial benefits – This project is expected to save $xx in FYxx
23
Required Deliverable
UNCLASSIFIED / FOUO

24. UNCLASSIFIED / FOUO
High-Level Process Map (SIPOC)
Suppliers Inputs Process Outputs Customers
Measurable Y:
24
Required Deliverable
UNCLASSIFIED / FOUO

25. UNCLASSIFIED / FOUO
Voice of Customer / Voice of Business
Critical Customer
Voice of the Key Customer Issue(s) Requirement
Customer /
What does the customer want from us? What does the customer want from us? We should summarize key issues and
We need to identify the issue(s) that translate them into specific and measurable
prevent us from satisfying our requirements
customers.
CriticalBusiness
Voice of the Key Process Issue(s)
Requirement
Business
What does the business want/need from us? What does the business want/need from We should summarize key issues and
us? We need to identify the issue(s) translate them into specific and measurable
that prevent us from meeting strategic requirements
goals/missions.
25
Required Deliverable
UNCLASSIFIED / FOUO

26. UNCLASSIFIED / FOUO
Stakeholder Analysis
Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=3, 0=1, -=-3)
Project (H,M,L) (list)
Recommended Deliverable 26
UNCLASSIFIED / FOUO

27. UNCLASSIFIED / FOUO
Communication Plan
Topics of
Audience Media Purpose Discussion/ Owner Frequency Notes/Status
Key Messages
27
Required Deliverable
UNCLASSIFIED / FOUO

28. UNCLASSIFIED / FOUO
Detailed “As Is” Process Map
- Example -
Required Deliverable - VSM or Process Map or Both
28
UNCLASSIFIED / FOUO