dmaiec project review template
DESCRIPTION
DMAIEC Project Review Template. Project Name: Black Belt: Project Sponsor: Champion: Date:. Measure. Analyze. Identify & Execute. Control. Define. Institutionalize Improvement Ongoing Control Quantify Financial Results Present Final Project Results, Lessons Learned Project Closure. - PowerPoint PPT PresentationTRANSCRIPT
1
DMAIEC Project Review Template
Project Name:
Black Belt:
Project Sponsor:
Champion:
Date:
2
DMAIEC Project Flow & Reviews
- Reviews Arranged and Scheduled by Black BeltSeparate Reviews are not recommended
- Completed ActivityXX
Ch
am
pio
n/
Sp
on
so
rF
ina
nc
eB
B-G
BM
BB
Team Charter (including Business Case)
Map ProcessVOC Data CollectionSpecify CTQs
Approve Initial CharterReview and Approve
Outputs of Define Step
Review and Approve Outputs of Define Step
CTQs Measured
Process Stability
Process Capability
Baseline Sigma Calc
Focused Problem Statement
Review and Approve Outputs of Measure Step
Review and Approve Outputs of Measure Step
Identify Root CausesQuantify Root CausesVerify Root Causes
Review and Approve Focused Problem Statement & Updated Business Case
Review and Approve Outputs of Analyze Step
Review and Approve Outputs of Analyze Step
Select Solution (Including Trade Studies, Cost/Benefit Analysis)
Design Solution
Pilot Solution
Implement Solution
Review & Approve Selected Solution(s)
Review Implementation Progress
Support Trade Study, Cost/Benefit Analysis
Review Recommended Solutions
Review Implementation Progress
Institutionalize Improvement
Ongoing Control
Quantify Financial Results
Present Final Project Results, Lessons Learned
Project Closure
Validate Financial Results
Review Financial ResultsReview Final Project Results,
Lessons Learned
Review Financial ResultsReview Final Project Results,
Lessons Learned
Define AnalyzeMeasureIdentify &
ExecuteControl
Review and Approve Initial Business Case
3
DEFINE Step
• Complete this for your first review when you think you are done with the Define Step
• Note: The Deliverables Examples shown on the following pages are typical – your team may use different tools to achieve similar results
4
Team Charter
• Project Description• Problem & Goal Statement• Business Case• Scope
5
Team Organizational Chart
SOP Rework Prevention Project
Lynn GuiniProject Sponsor
Angie O'PlastyBlack Belt
Joe D'MaicMaster Black Belt
Bud JettFinance
Corra LationGreen Belt
Mike RosoftGreen Belt
Rip TideGreen Belt
Sarah BellumGreen Belt
6
Project Plan/Schedule
Step Status Actions – Previous Reviews
Define
Measure
Analyze
Improve
Control
7
Map Process
Suppliers Inputs Process Outputs Customers
Web
Settings
Personnel
EnvironmentHVAC
Union
W+D
Sanitary NapkinRaw Material
Apply Position Adhesive
to a Sanitary Napkin
web
Consumer
R&D
QA
ChannelProduct Web
ChannelProduct Web
LaminateBarrierto Web
LaminateBarrierto Web
Transfer PAAdhesive to
Barrier
Transfer PAAdhesive to
Barrier
Final pressure
roll
Final pressure
roll
Process Steps
Machinery
Apply PAadhesive toR. Paper
8
VOC Data Collection/Specify CTQs
Good Customer Service
Knowledgeable reps
Answers given by reps are correct (% correct answers)
Reps can answer questions asked by customer without further research (1st time resolution rate)
Researched information returned quickly (answer cycle time)
Friendly reps Customer greeted by name (% greeted)
Customer not interrupted (monitored calls)
Short wait Time on hold (call to answer time)
Customer transferred immediately to the person who can help them (% second handoffs)
Need Drivers CTQs
General Specific
Hard to measure Easy to measure
9
MEASURE Step
• Complete this for your review after you are done with Measure
10
CTQs Measured
• Measurement System• Stability (Control Charts, Identification &
Elimination of Assignable Causes) • Process Capability and Baseline Sigma• Stratification and Focused Problem Statement
11
Measurement System
Gage name:Date of study:Reported by:Tolerance:Misc:
00.30.40.50.60.70.80.91.01.1 1 2 3
Xbar Chart by Operator
Sam
ple
Mea
n
Mean=0.8075UCL=0.8796
LCL=0.7354
0
0.00
0.05
0.10
0.15 1 2 3
R Chart by Operator
Sam
ple
Ran
ge
R=0.03833
UCL=0.1252
LCL=0
1 2 3 4 5 6 7 8 9 10
0.4
0.5
0.60.7
0.8
0.9
1.01.1
Part
OperatorOperator*Part Interaction
Ave
rage
1 2 3
1 2 3
0.4
0.5
0.60.7
0.8
0.91.0
1.1
Operator
By Operator
1 2 3 4 5 6 7 8 9 10
0.40.5
0.6
0.7
0.80.9
1.0
1.1
Part
By Part
%Contribution %Study Var
Gage R&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
Per
cent
Gage R&R (ANOVA) for Response
Gage name:Date of study:Reported by:Tolerance:Misc:
00.30.40.50.60.70.80.91.01.1 1 2 3
Xbar Chart by Operator
Sam
ple
Mea
n
Mean=0.8075UCL=0.8796
LCL=0.7354
0
0.00
0.05
0.10
0.15 1 2 3
R Chart by Operator
Sam
ple
Ran
ge
R=0.03833
UCL=0.1252
LCL=0
1 2 3 4 5 6 7 8 9 10
0.4
0.5
0.60.7
0.8
0.9
1.01.1
Part
OperatorOperator*Part Interaction
Ave
rage
1 2 3
1 2 3
0.4
0.5
0.60.7
0.8
0.91.0
1.1
Operator
By Operator
1 2 3 4 5 6 7 8 9 10
0.40.5
0.6
0.7
0.80.9
1.0
1.1
Part
By Part
%Contribution %Study Var
Gage R&R Repeat Reprod Part-to-Part
0
50
100
Components of Variation
Per
cent
Gage R&R (ANOVA) for Response
12
Process Stability
0Subgroup 5 10 15 20 25
-20-10
0102030405060
Indi
vidu
al V
alue
1
Mean=15.17
UCL=47.20
LCL=-16.86
0
10
20
30
40
50
Mov
ing
Ran
ge
11
R=12.04
UCL=39.35
LCL=0
Individuals Chart for Cycle Time
0Subgroup 5 10 15 20 25
-20-10
0102030405060
Indi
vidu
al V
alue
1
Mean=15.17
UCL=47.20
LCL=-16.86
0
10
20
30
40
50
Mov
ing
Ran
ge
11
R=12.04
UCL=39.35
LCL=0
Individuals Chart for Cycle Time
Server Down
13
1. Determine number of defect opportunities O = per unit
2. Determine number of units processed N =
3. Determine total number of defects D = made (include defects made and later fixed)
4. Calculate Defects Per Opportunity DPO = =
5. Calculate Yield Yield = (1 – DPO) x 100 =
6. Look up Sigma in the Process Sigma Table Process Sigma =
D
N x O
Calculating Process Sigma : Method 1
4
100
45
0.11250 DPMO = 112500
88.750%
2.71
Process Capability & Baseline Sigma
Current Capability
14
Defect Stratification
0
50
100
150
200
Co
ntr
ac
t S
ize
($0
00
s)
La
ck o
f C
ap
aci
ty
La
ck o
f C
ap
ab
ility
Pric
e
Te
rms
Pe
rso
na
lity
Oth
er
Reason
Lost Contract Bids January – December
0
10
20
30
40
50
60
70
Min
ute
s
Pow
er S
uppl
y
Har
dwar
e F
ailu
re
Upg
rade
s
Sof
twar
e B
ugs
Pow
er O
utag
es
Une
xpla
ined
Reason
Computer Downtime August 1–31
0
10
20
30
40
50
60
70
80
90
100
Percen
t of to
tal
0
10
20
30
40
50
60
70
80
90
100
Percen
t of to
tal
15
Focused Problem Statement
• Stratification Results: During the month of August, over 40 minutes (55%) of Computer Downtime was attributable to Power Supply Failures
• Updated Business Case: If the defects can be reduced by 75%, additional computing capacity worth $30K/Mo. can be realized (Refine the initial Potential Benefit developed in Define Step
• Remaining Potential Benefit: If focusing the problem results in significant “money on the table,” create additional charters to initiate future Six Sigma projects. For example, a charter should be developed for the Hardware Failure category on the Computer Downtime Pareto.
0
10
20
30
40
50
60
70
Min
ute
s
Pow
er S
uppl
y
Har
dwar
e F
ailu
re
Upg
rade
s
Sof
twar
e B
ugs
Pow
er O
utag
es
Une
xpla
ined
Reason
Computer Downtime August 1–31
0
10
20
30
40
50
60
70
80
90
100
Percen
t of to
tal
Focused Problem
New Charter
16
ANALYZE Step
• Complete this when you think you are done with Analyze Step
17
Identify Root Causes
Accuracy checks not done
Results of accuracy checks unclear
In-li
ne e
dito
rs n
ot
doin
g ch
ecks
Rep
orte
rs n
ot
chec
king
fact
s
Lack
of s
tand
ard
nota
tion
Reporters unaware of correct grammar
Reporters & editors do not review grammar
Copy editors busy tracking down facts
High number of“major errors”being caught in final editing stage
Reporters have poor typing skills
Reporters & editors do not use spellchecker
Think its copy desk’s
job to catch errors
Spellchecker not
user friendly
Reporters &
editors don't
know about spellchecker
Think its copy desk’s
job to catch errors
Sou
rces
pro
vide
inco
rrec
t inf
orm
atio
nR
epor
ters
not
docu
men
ting
spec
ifics
Rep
orte
rs u
se
man
y so
urce
s
Hard to detect errors
High # of wrong names, numbers, and facts
High # of grammar errors
High # of misspelled words
Tree Diagrams, or Other Means of Organizing Potential Causes May be Used
18
Quantify & Verify Root Causes
Process DoorData Door •Stratification
•Hypothesis Testing
•Scatter Diagrams
•Correlation/Regression
•Design of Experiments (DOE)
•Detailed Process Map
•Value Added Analysis
•Cycle Time Analysis
Various Methods may be employed, depending on the Y’s and X’s; whether the data or process “door” was followed:
19
IDENTIFY Step
• Complete this section when you are done with the Identify Step
20
Select Solutions
Problem Verified Root Cause(s) Candidate Solutions
Invoice ErrorsDue to Incorrect
Charge Descriptions
Limited Menu ofCharge Options
Illegible ChargeDescription on
Receipts
Too Long (elapsedtime) from charge
to recording
Expand Standard Charge Menu
Implement Item Bar Coding
Policy – Immediate Charge Recording
Create PDA Recording Application
Return Illegible Receipts to Vendor
21
Select Solution - Trade Studies
Solution
EDI
Internet
Manual
Easy Quick Tech Hi Impact CustomersSUM
U W U W U W U W U W
Wt: 0.5 Wt: 0.7 Wt: 1.5 Wt: 2.0 Wt: 2.5
0.4 0.2 0.6 .42 0.8 1.2 0.6 1.2 0.4 1.0 2.82
0.6 0.3 1.0 0.7 0.5 .75 0.5 1.0 0.4 1.0 3.75
0.8 0.4 0.8 .56 0.9 1.35 0.8 1.6 0.7 1.75 5.66
0.2 0.1 0.4 .28 0.5 .75 0.3 0.6 0.4 1.0 2.73
Outsource
Highest score = best option overall
A Cost-Benefit Analysis may also be appropriate here
22
Design Solution
Take Original to
Copier
Place Original
on Copier
Select Size
Select Number
of Copies
Start Copier
Copier Runs
Another Page?
Remove Original
Collect Copies Staple
Yes
No
Clear Modes
Leave Room
Select Orientation
To-Be Process Map
23
Design Solution - Risk Analysis
FMEA AnalysisProject: _____________________ Team: _____________________
Date ___________ (original) ___________ (revised)
Item or Process
Step
Potential Failure Mode
Potential Effect (s) of Failure
Potential Cause(s)
Current Controls R
PN Recommended
Action
Responsibility and
Target Date Action Taken Sev
erity
Occ
urre
nce
Det
ectio
n
RP
N
“After”
Sev
erity
Occ
urre
nce
Det
ectio
n
Total Risk Priority Number = “After” Risk Priority Number =
Bar Code No Code No Charge 8 Op. Error 3 None 10 240
24
Select Solution
• Stop here and be sure to get approval before proceeding to pilot from Sponsor and MBB
25
EXECUTE Step
• Complete this section when you are done with the Execute Step
26
0Subgroup 10 20 30 40
-10
0
10
20
30
40
Indi
vidu
al V
alue
1
Mean=11.54
UCL=32.31
LCL=-9.223
0
10
20
30
Mov
ing
Ran
ge
11
R=7.807
UCL=25.51
LCL=0
Individuals Chart for Cycle Time
Pilot Results
Pilot Data
27
Implementation Plan
• Stop here and be sure to get approval before proceeding to implement from Sponsor and MBB
• Implementation Team Members• Transition plan
28
Implementation Status
• Implement the appropriate project management approach - Gantt, PERT Chart, etc.
29
CONTROL Step
• Complete this section after enough data has been collected to get a valid comparison of before and after
30
Institutionalize Improvement
Flowchart
The Plan for Doing the Work Act: Response to ResultsChecking the Work
Key Process Indicators Corrective Actions
EmployeeAdmin
Support HR Fin Serv Mgmt
Records data
100% Inspection for standards: 1. Received by 5 pm Tues (on-site) or
5pm Wed (by mail) 2. Operational definitions of expenses
used 3. Complete information provided 4. Columns added and summary
completed
Correct form or return to employee. Discuss corrections with employee. Provide training if needed.
Incurs expense & does activity
Completes white expense form
and yellow timesheet
Receives form; checks coding of expenses
Copy to HR; copy saved for invoicing; original + receipts
to FS
HR does 100% Inspection for • Proper use of time coding Vac,
Leave, and Holiday expenses used
Receipts behind form, stapled in upper left corner.
Enters data into spreadsheet
Prepares monthly report
Correct form or return to employee. Discuss corrections with employee. Provide training if needed.
FS responsible for 1. All charges allocated 2. Proper use of budget codes
Correct?
Resolve discrepancies Issues check
If incorrect: 1. Work with Admin Support to
resolve 2. Track common areas of problems
and report to manager monthly
If unclear about budget codes, check with manager
31
Project Results - Stability
0Subgroup 1 2 3 4 5 6 7 8 9 10
0
10
20
30
Sam
ple
Mea
n
Mean=6.525
UCL=10.88
LCL=2.168
Before After
0
10
20
30
40
50
Sam
ple
Ran
ge
R=7.553
UCL=15.97
LCL=0
Before After
Xbar/R Chart for Cycle Time by Time
0Subgroup 1 2 3 4 5 6 7 8 9 10
0
10
20
30
Sam
ple
Mea
n
Mean=6.525
UCL=10.88
LCL=2.168
Before After
0
10
20
30
40
50
Sam
ple
Ran
ge
R=7.553
UCL=15.97
LCL=0
Before After
Xbar/R Chart for Cycle Time by Time
32
1. Determine number of defect opportunities O = per unit
2. Determine number of units processed N =
3. Determine total number of defects D = made (include defects made and later fixed)
4. Calculate Defects Per Opportunity DPO = =
5. Calculate Yield Yield = (1 – DPO) x 100 =
6. Look up Sigma in the Process Sigma Table Process Sigma =
D
N x O
Calculating Process Sigma : Method 1
4
200
2
0.00250 DPMO = 2500
99.750%
4.31
Project Results - Capability
PreviousCapability Improved
Capability
4
100
45
0.11250 DPMO = 112500
88.750%
2.71
33
Project Results – What’s Left?
0
10
20
30
40
50
60
70
Min
ute
s
Pow
er S
uppl
y
Har
dwar
e F
ailu
re
Upg
rade
s
Sof
twar
e B
ugs
Pow
er O
utag
es
Une
xpla
ined
Reason
Computer Downtime August 1–31
0
10
20
30
40
50
60
70
80
90
100
Percen
t of to
tal
Focused Problem
0
10
20
30
40
Min
ute
s
Pow
er S
uppl
y
Har
dwar
e F
ailu
re
Upg
rade
s
Sof
twar
e B
ugs
Pow
er O
utag
es
Une
xpla
ined
Reason
Computer Downtime October 1–31
0
25
50
75
100 Percen
t of to
tal
Focused ProblemAfter Changes
New Charter
Overall Improvement
Assess and Document Dollar Savings/Benefit from Project - Does the Business Case ($) Justify Working the Remaining Problems?
34
Project Closure
1.Finalize documentation on improvements
2.Summarize future plans and recommendations
3.Communicate
35
Lessons Learned
Summarize learnings– About the work process– About the team’s process– About project results
36
Replication Opportunities
• Identify & list opportunities to replicate this project• List the Process Owner (Core/Enabling)
responsible for replication