Black Belt Project Storyboard Template Example

Pick-Up Order Lead Time Project Storyboard

The Bahama Bistro Sample Storyboard

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Executive Summary

Key Words(Specific to the 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

Project Charter

VOC Translation Matrix

Key Take Away: Project needs to address overall Lead time which will impact customer wait time as well as food temperature

SIPOC: Pick-Up Order Process

Key Take Away: The scope of this project goes from the point of receiving the customer order to the point at which food is available

Detailed Map – Pick-Up Process

Key Take Away: The process needs more analysis – packaging segment seems to take longer than expected

Data Collection Plan

Key Take Away: Cashier was largely responsible for all data collection – the team adjusted job duties to accommodate

Gage R&R: Pick-Up Order Wait Time

Key Take Away: The measurement system variation was less than 10% for collection of wait time data – Measurement Systems were good!

Baseline Data• Total Pick-up Order Cycle Time• Average time is 27 minutes

Key Take Away: The baseline process was not capable of reaching project goal of 20 minutes

Goal of 20 minutes

Fishbone Diagram & 5 Whys

Key Take Away: Root Cause Analysis will focus on Packaging process, condiment prep and availability of staff

Process Map Analysis

Key Take Away: Mapping highlighted packaging as a potential root cause of pick-up order delay

One-Sample T-Test

Key Take Away: Packaging pick-up orders was taking longer than 6 minutes. Improvement focused on the packaging process

Null: There is no difference between the current process and the 6 minute historic averageAlternative: The current average is not equal to the historic average

Hypothesis Testing Results

Key Take Away: Hypothesis tests confirmed that the process has gotten worse and that packaging was a key area of focus

Impact Effort Matrix

Key Take Away: The team planned to implement the three solutions in the low effort/high impact quadrant

To-Be Map Segment

Key Take Away: Improvements to materials, process and cross-training resulted in faster lead time overall

Before & After Time Data

Key Take Away: Implemented solutions decreased total cycle time and achieved project goal of less than 20 minutes

Implementation Plan

Key Take Away: This implementation Plan was key in terms of all team members knowing their role in the roll-out

Packing Type DOE

Key Take Away: This Design of Experiments was instrumental in selecting the new Pick-Up order packaging

Risk Management

Key Take Away: Cross-Training mitigated the risk of overloading the chef during peak hours

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”

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

Transfer Opportunities

Key Take Away: The improvements implemented at one location can easily be translated to other locations – time to spread the wealth!

Appendix

Wait Time Hypothesis Test

Key Take Away: There was a difference between the historical median and the current median for customer wait time – it was taking longer!

Communication Plan

Key Take Away: The Communication Plan was instrumental in making sure everyone knew what was happening with the project at all times

P- Chart of “Late” PackagingProportion of Late Packaging – June

Key Take Away: The P-Chart turned out to be the best visual for Packaging time – by deriving discrete data from continuous data the positive trend was obvious