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Cost deployment pillar 90-day model area plan
A cost deployment model area plan is a 90-day plan for proving, in one area, that every loss can be found, costed and turned into ranked projects with savings finance agrees, before the same loss map is used to steer every pillar. The team collects the costs and loss data, maps each loss to the process step where it happens, separates causal from resultant losses, puts a cost on each loss with rates agreed with finance, ranks the losses by cost, matches each top loss to a method and a pillar owner, estimates the savings, launches the projects and follows the savings up. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model area, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
When to use it
When to use a cost deployment 90-day plan
- When improvement projects are chosen by opinion and nobody can say which losses cost the most.
- When the pillars compete for the same people and need one ranked list of losses to agree where to work.
- When finance does not recognize the savings that improvement teams report.
- When leaders want a plan they can review every week: who does what, by when, and what done looks like.
How to fill it in
- 1
Choose the model area
Score up to three candidate areas (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Here loss data means a large share of conversion cost with loss records available. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, the controller, the area manager and the other pillar leads who will take the projects.
- 3
Set the baseline and the day-90 targets
Losses with a cost, projects on plan, top losses with a project, savings confirmed by finance and savings against estimate.
- 4
Run the 13 weeks and update the plan every week
Move a bar if your area needs it, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before any other area starts.
- 6
Plan the expansion waves
Wave 1 goes to areas with the same cost structure, wave 2 to the next areas by share of conversion cost, and wave 3 to the rest of the plant, so one loss map steers all the pillars.
The 90-day plan
Week by week: from the loss map to savings
The standard plan printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to fit your area.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model area and form the team (Setup) | Pillar lead | Team list; area chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 3 | Collect the costs and the loss data (Data) | Controller | Area cost by type; loss records by process and loss type | Each cost and loss source has an owner |
| 2 to 4 | Map where the losses happen (Loss map) | Pillar lead | Loss map: each loss type against each process step | Every process step checked for every loss type |
| 3 to 5 | Separate causal and resultant losses (Loss map) | Model area team | Each resultant loss linked to the causal loss that creates it | Every resultant loss traced to a cause |
| 4 to 6 | Put a cost on each loss (Costing) | Controller | Cost of each loss, using rates agreed with finance | Every loss has a cost and the rates are written down |
| 5 to 7 | Rank the losses by cost (Costing) | Pillar lead | Pareto of loss cost for the area | Top losses chosen for projects |
| 6 to 8 | Match each top loss to a method and a pillar (Projects) | Other pillar leads | Method and pillar for each top loss | Each top loss has a pillar owner |
| 7 to 9 | Estimate savings and cost for each project (Projects) | Controller | Expected saving, cost and payback for each project | Each estimate checked by the controller |
| 8 to 10 | Launch the projects (Projects) | Area manager | Project list with owners, targets and dates | Projects started on the top losses |
| 10 to 13 | Track savings against the estimates (Follow-up) | Controller | Monthly savings against estimate for each project | Savings counted the agreed way |
| 11 to 13 | Update the loss map with new data (Loss map) | Pillar lead | Loss map and Pareto refreshed | Map shows what moved and what is next |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model area and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; area chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 3
- Activity
- Collect the costs and the loss data (Data)
- Owner
- Controller
- Deliverable
- Area cost by type; loss records by process and loss type
- Done when
- Each cost and loss source has an owner
2 to 4
- Activity
- Map where the losses happen (Loss map)
- Owner
- Pillar lead
- Deliverable
- Loss map: each loss type against each process step
- Done when
- Every process step checked for every loss type
3 to 5
- Activity
- Separate causal and resultant losses (Loss map)
- Owner
- Model area team
- Deliverable
- Each resultant loss linked to the causal loss that creates it
- Done when
- Every resultant loss traced to a cause
4 to 6
- Activity
- Put a cost on each loss (Costing)
- Owner
- Controller
- Deliverable
- Cost of each loss, using rates agreed with finance
- Done when
- Every loss has a cost and the rates are written down
5 to 7
- Activity
- Rank the losses by cost (Costing)
- Owner
- Pillar lead
- Deliverable
- Pareto of loss cost for the area
- Done when
- Top losses chosen for projects
6 to 8
- Activity
- Match each top loss to a method and a pillar (Projects)
- Owner
- Other pillar leads
- Deliverable
- Method and pillar for each top loss
- Done when
- Each top loss has a pillar owner
7 to 9
- Activity
- Estimate savings and cost for each project (Projects)
- Owner
- Controller
- Deliverable
- Expected saving, cost and payback for each project
- Done when
- Each estimate checked by the controller
8 to 10
- Activity
- Launch the projects (Projects)
- Owner
- Area manager
- Deliverable
- Project list with owners, targets and dates
- Done when
- Projects started on the top losses
10 to 13
- Activity
- Track savings against the estimates (Follow-up)
- Owner
- Controller
- Deliverable
- Monthly savings against estimate for each project
- Done when
- Savings counted the agreed way
11 to 13
- Activity
- Update the loss map with new data (Loss map)
- Owner
- Pillar lead
- Deliverable
- Loss map and Pareto refreshed
- Done when
- Map shows what moved and what is next
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for cost deployment
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1Every loss in the area is mapped to the process step where it happens
- 2Every resultant loss is traced to its causal loss
- 3Every loss has a cost, using rates finance agreed
- 4The top losses have a method, a pillar owner and a project
- 5The KPI board has 13 weeks of data against the baseline
- 6The loss map, rates and lessons are written up so another area can copy them
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The loss map method and cost rates were copied and adapted, and the copy is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: an automotive parts plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model area choice, loss data, visibility, team willingness and repeatability scored 1 to 3: Machining scored 12, Assembly scored 9 and Heat treatment scored 6. Machining is the largest share of conversion cost with good downtime and scrap data, the controller and area manager asked for the loss map, and the press shop has the same cost structure.
- Losses with a cost: baseline 20%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
- Projects on plan: baseline 0%, day-90 target 90%, week 13 actual 80%, 89% of the gap closed.
- Top losses with a project: baseline 0%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
- Savings confirmed by finance: baseline 0 thousand, day-90 target 120 thousand, week 13 actual 84 thousand, 70% of the gap closed.
- Savings against estimate: baseline 0%, day-90 target 90%, week 13 actual 80%, 89% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Press shop, assembly, wave 2 (months 7 to 9) to Heat treatment, painting, and wave 3 (months 10 to 12) to Logistics, maintenance workshop, offices, with a model area team member coaching each wave 1 area.
Common mistakes
Costing resultant losses twice
A breakdown that causes scrap and overtime is one cause with several results. Trace each resultant loss to its causal loss and attack the cause.
Rates finance never agreed
Agree the cost rates and how savings are counted with the controller first, or the results will be argued about later.
A loss map with no owners
Each top loss needs a method and a pillar owner, or the map stays a report.
Estimates never followed up
Compare confirmed savings with the estimates every month; it shows which estimates to trust next time.
Spreading before the gate
Copying the map to other areas before the model area's rates and projects hold spreads numbers nobody trusts. Hold the gate, then expand in waves.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite, Loss and Cost Management takes your loss data from a spreadsheet, ERP or MES, sorts each record into a cost bucket and a causal or resultant loss, and builds a loss tree that puts a cost on every causal loss and ranks the biggest improvement opportunities.
In the lean glossary
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Cost deployment pillar 90-day model area plan: common questions
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- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.