15 Deliv template

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15 Deliv template

  1. 1. Tollgate Guiding Thoughts <ul><ul><li>Projects are now performed per the 15 deliverable format. As such, project tollgates will focus on the work done in each phase to satisfy the 15 deliverables. Note that slides are sequenced from deliverable to deliverable. </li></ul></ul><ul><ul><li>Tollgates should focus on showing the thought process through the phase. The deliverables and primary tools are structured/selected to show this logical flow for most projects. Primary tools are not mandatory use tools, but they will usually be the best way to show the project progression. Use and show secondary tools as needed to aid working a project. </li></ul></ul><ul><ul><li>After showing the work done to complete a phase, each presentation should have a slide which lists the tasks and associated dates for the next phase. Highlight any expected barriers to the project and describe what assistance is needed from the Champion, PO, etc. to complete the project per that timeline. </li></ul></ul>
  2. 2. DMAGIC Focus by Phase Y Better Y Verified Root Cause # 1 Verified Root Cause # 3 Verified Root Cause # 2 X ’ s # 1 # 2 # 3 # 4 # 5 # 6 Impact on Root Cause Time to Imple-ment Action Y/N Cost vs. Bene-fit Acceptance # 7 N N N N Y Y Y Solutions Better Define Y =ƒ(x) <ul><ul><li>Define VOC, VOB and CTQs </li></ul></ul><ul><ul><li>Define Project Boundaries </li></ul></ul><ul><ul><ul><li>SIPOC, Project Charter </li></ul></ul></ul><ul><ul><li>Quantify Project Value </li></ul></ul><ul><ul><ul><li>COPQ, Customer Satisfaction </li></ul></ul></ul><ul><ul><li>Develop Project Management Plan </li></ul></ul>Measure Y= ƒ( x ) <ul><ul><li>Document the Process </li></ul></ul><ul><ul><li>Prioritize List of X ’ s </li></ul></ul><ul><ul><li>Create a Data Collection Plan </li></ul></ul><ul><ul><li>Validate Measurement System </li></ul></ul><ul><ul><li>Establish Baseline Process Capability </li></ul></ul>Analyze Y= ƒ (x) <ul><ul><li>Determine Critical X ’ s </li></ul></ul><ul><ul><ul><li>Use statistical and graphical tools to verify and quantify X-Y relationships </li></ul></ul></ul>Green It Up Y= ƒ(x) <ul><ul><li>Investigate interactions between root causes and the project environment </li></ul></ul><ul><ul><li>Investigate interactions between root causes and the process environment </li></ul></ul><ul><ul><li>Establish bounds of possible countermeasures to maximize the positive impact of the project </li></ul></ul>Improve Y= ƒ( x ) <ul><ul><li>Prioritized List of Solutions </li></ul></ul><ul><ul><ul><li>Computer Simulation </li></ul></ul></ul><ul><ul><ul><li>Process Standardization </li></ul></ul></ul><ul><ul><ul><li>DOE </li></ul></ul></ul><ul><ul><ul><li>Decision Matrix </li></ul></ul></ul><ul><ul><li>Pilot Best Solution </li></ul></ul>Control Y = ƒ(x) <ul><ul><li>Create Control System </li></ul></ul><ul><ul><ul><li>Control Plan </li></ul></ul></ul><ul><ul><ul><li>Mistake Proof </li></ul></ul></ul><ul><ul><ul><li>Control Charts </li></ul></ul></ul><ul><ul><li>Finalize Project Documentation </li></ul></ul><ul><ul><ul><li>Final COPQ Summary </li></ul></ul></ul><ul><ul><ul><li>Update Process Capability </li></ul></ul></ul><ul><ul><ul><li>Final Project Presentation </li></ul></ul></ul>
  3. 3. <Project Title> <Review Date> BB: (Name) Champion: (Name) Assigned Define Measure Analyze Green Improve Control Sched Date Date Date Date Date Date Date Actual Date Date Date Date Date Date Date
  4. 4. Define Phase
  5. 5. Deliverable 1: Define Define VOC, VOB <ul><ul><li>Voice of the customer </li></ul></ul><ul><ul><li>Voice of the business </li></ul></ul><ul><ul><li>Include any operating definition on this or a separate slide </li></ul></ul>For this and all subsequent phases, add charts as appropriate to show “the story” for that phase. Example – a descriptive statistics chart is not listed with any specific deliverable, but it would probably be appropriate to show in the Define section.
  6. 6. Customer CTQ Tree <ul><ul><li>. </li></ul></ul>Need Drivers CTQ’s Q1= p2 = p1 = Q2 = KPI = Driver 1 Driver 2 Driver 3 General Hard to measure Specific Easy to measure Q2 =
  7. 7. Deliverable 1: Define Pareto Charts/ Basic Graphs Include Pareto Charts, trend charts, histograms etc to characterize existing process. The purpose of the chart(s) on this page is to explore what is happening with the Y or Y’s that will make this an appropriate project to execute. Plot your primary metric here. Good!
  8. 8. Project Charter {Project Name Here} Assigned Define Measure Analyze Green Improve Control Sched Date Date Date Date Date Date Date Actual Date Date Date Date Date Date Date Process Map Number: Number here Green Belt: Name here Process Owner: Name here Champion: Name here Implementation Coordinator : Name here Data Coordinator : Name here Team Members: Name & function here Name & function here Name & function here Name & function here Name & function here Expected Benefits: Hard Savings –$ xxx K Soft Savings –$ xxx K Other Benefits: List benefit here List benefit here Project Timeline: Customer CTQ(s): Describe customer CTQ (customer need/defect and spec limit.) Problem Statement : List the 4 elements of a problem statement: * Defect identification * Magnitude of the defect (events/unit time, etc) * Where is the defect (location/group/segment) * Why this project is important to work now ($, strategy support, etc) Project Scope: List project/process boundaries here by using includes … and excludes … Goal Statement: Increase(/decrease) the {primary metric} from {baseline state} to {improved state} by {date} without negatively impacting {secondary metric}. Baseline Metric Performance ( Time Frame here ): Short Term Long Term Zbench x.x x.x DPMO xxxxxx xxxxxx
  9. 9. Deliverable 2: Define Improve Computer Delivery Time Proj. No. 12345 Assigned Define Measure Analyze Green Improve Control Sched 7/1/08 7/15/08 8/30/08 9/30/08 10/7/08 10/20/08 11/20/08 Actual 7/1/08 7/12/08 9/5/08 9/28/08 Process Map Number: 1234 Black Belt: I. Cantwait Process Owner: Weneedta Getbetter Champion: Ima Gonnahelp Implementation Coordinator : Iwill Putinplace Data Coordinator : Ilove Numbers Team Members: John – Installer Paul – Installer George – Supervisor Ringo - Purchasing Expected Benefits: Hard Savings – $15 K Soft Savings – $225 K Other Benefits: Internal Customer Satisfaction Scores Project Timeline: Customer CTQ(s): Configured computer delivered to new employee within 10 working days Problem Statement : From 7/1/08 through 6/30/08, new JEA employees located in downtown Jacksonville received their configured laptop/desktop computer at an average of 11.0 days (standard deviation = 2.04) vs. a 10 day USL. This translates to an estimated productivity loss of $225K/yr. Project Scope: Includes new hires and transferred employees to the downtown tower and CCC. Excludes all other locations or electronic Goal Statement: Decrease the average computer delivery time from 11.0 days to 9.0 days by 11/20/08 without negatively impacting new computer inventory or expediting costs. Baseline Metric Performance (7/08-6/08) : Short Term Long Term Zbench -0.72 -0.50 DPMO 763,253 692,088 Example charter for project in Green phase
  10. 10. Deliverable 2: Define; SIPOC Suppliers Inputs Process Outputs Customers ?? ?? Process Description ?? ?? ?? ?? ?? ?? Process Steps Project Boundary Project Boundary ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ??
  11. 11. Included/Excluded <ul><li>INCLUDED </li></ul><ul><ul><li>What __________________ </li></ul></ul><ul><ul><li>Where _________________ </li></ul></ul><ul><ul><li>When __________________ </li></ul></ul><ul><ul><li>Who ___________________ </li></ul></ul><ul><ul><li>Other __________________ </li></ul></ul><ul><li>EXCLUDED </li></ul><ul><ul><li>_____________________ </li></ul></ul><ul><ul><li>_____________________ </li></ul></ul><ul><ul><li>_____________________ </li></ul></ul><ul><ul><li>_____________________ </li></ul></ul><ul><ul><li>_____________________ </li></ul></ul>
  12. 12. Deliverable 3: Define Quantify Project Value <ul><ul><li>Hard $$ savings </li></ul></ul><ul><ul><li>Soft $$ savings </li></ul></ul><ul><ul><li>Productivity improvement </li></ul></ul><ul><ul><li>Internal customer satisfaction </li></ul></ul><ul><ul><li>External customer satisfaction </li></ul></ul>Describe Project Benefits in terms of COPQ, non-financial benefits, etc. Show enough detail for reader to understand how COPQ is calculated as well as the total value. <ul><li>Be sure to show </li></ul><ul><ul><li>$ broken down by savings category </li></ul></ul><ul><ul><li>Cost Center number which will receive the savings </li></ul></ul>This slide is to be submitted to Finance for review and approval. If necessary, schedule a meeting to resolve any issues about the approach for calculating dollar impact to the business.
  13. 13. Savings Categories <ul><ul><li>Revenue Growth - is used when a process change results in an increase in cash flow from existing revenue sources or from a new revenue source. Revenues do not include liquidation of assets that were not purchased for resale. </li></ul></ul><ul><ul><li>Increased Capacity - is used when process changes result in additional benefits from existing facilities. The amount to estimate depends on how the additional capacity will be used. </li></ul></ul><ul><ul><li>Expense Reduction - for routine recurring O&M expenses that will be reduced in both current and future years, as a result of a process change. </li></ul></ul><ul><ul><li>Expense Avoidance - is used when a process change makes an anticipated future O&M expense unnecessary. </li></ul></ul><ul><ul><li>Capital Reduction - is like expense reduction except that it applies to capital budget expenditures instead of O&M. </li></ul></ul><ul><ul><li>Capital Avoidance - is like expense avoidance except that it applies to anticipated capital budget expenditures not O&M. </li></ul></ul><ul><ul><li>Inventory Reduction - is a “soft” dollar classification based on the presumption that the “carrying cost” of inventory is 14.7% (as claimed in an old Stone & Webster study). </li></ul></ul><ul><ul><li>Financial Adjustment - is intended to identify amounts associated with accounting changes. </li></ul></ul><ul><ul><li>Cycle Time/ Productivity - is used to identify COPQ estimates for process changes that reduce time and effort spent on tasks without a corresponding reduction in work force. </li></ul></ul>
  14. 14. Deliverable 4: Define ; A.R.M.I. Key Stakeholders Define Measure Analyze Green Improve Control John M M M M M M Paul A A A A A A George R M M R R R Ringo I R I I I A - Approval of team decisions outside their charter/authorities, i.e., sponsor, business leader. R - Resource to the team, one whose expertise, skills, “clout” may be needed on an ad-hoc basis. M - Member of team, with the authorities and boundaries of the charter. I - Interested party, one who will need to be kept informed on direction, findings, if later support is to be forthcoming. Project Phase
  15. 15. Deliverable 4: Define; Project Plan Show the Excel project plan template, Gantt chart, or other type of project task & milestone summary here
  16. 16. Critical Checkpoints for Measure Item Description / Comment Responsibility Date Measure tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.
  17. 17. Measure Phase
  18. 18. Deliverable 5: Measure Document Existing Process <ul><ul><li>Show a detailed process map here. This will produce a list of X’s for the next deliverable. </li></ul></ul><ul><ul><ul><li>Sufficient detail to show X’s and key decisions </li></ul></ul></ul><ul><ul><ul><li>List X’s for each process step </li></ul></ul></ul><ul><ul><ul><li>List Y’s for each process step (This should include your primary metric) </li></ul></ul></ul>
  19. 19. Deliverable 5: Measure Document Existing Process
  20. 20. Deliverable 6: Measure XY Matrix Show the XY Matrix here. Use it to take the X’s from the previous phase and prioritize them for data gathering and analysis
  21. 21. Deliverable 6: Measure Secondary Tools <ul><ul><li>Show any secondary tools used to narrow the list of “possible X’s” into a “most likely list of X’s” for data collection. These tools could include: </li></ul></ul><ul><ul><li>Graphical analysis </li></ul></ul><ul><ul><li>Pareto charts </li></ul></ul><ul><ul><li>Box plot </li></ul></ul><ul><ul><li>Concentration diagram </li></ul></ul><ul><ul><li>Histogram etc. </li></ul></ul><ul><ul><li>Or Nothing </li></ul></ul>
  22. 22. Deliverable 6: Measure FMEA Show the FMEA here. It takes the high priority X’s from the XY matrix and refines them for data gathering plus highlighting any immediate fixes that can/should be put in place until the final project recommendations are developed
  23. 23. Deliverable 6: Measure Focus of Investigation <ul><ul><li>Project Ys </li></ul></ul><ul><ul><li>Summary of prioritized list of potential X’s </li></ul></ul>
  24. 24. Deliverable 6: Measure Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment
  25. 25. Deliverable 7: Measure Data Collection Plan <ul><ul><li>Show the Data Collection Plan here </li></ul></ul><ul><ul><li>It should use the project Y and the X’s listed in deliverable 6 </li></ul></ul><ul><ul><li>How you collect your data should be guided to address any issues from: </li></ul></ul><ul><ul><ul><li>Sampling strategy </li></ul></ul></ul><ul><ul><ul><li>Auto correlation </li></ul></ul></ul>
  26. 26. Deliverable 8: Measure Validate Measurement System <ul><ul><li>Show how you validated the Y measurement system. If it was with a GR&R, show the Minitab output. </li></ul></ul><ul><ul><ul><li>Data integrity audit </li></ul></ul></ul><ul><ul><ul><li>Attribute R&R </li></ul></ul></ul><ul><ul><ul><li>Gage R&R </li></ul></ul></ul><ul><ul><ul><li>In-line gage R&R </li></ul></ul></ul>
  27. 27. Deliverable 9: Measure Baseline Data Control Chart <ul><ul><li>For the baseline data and/or the data collected to date (as appropriate), show the Y data on a control chart. </li></ul></ul><ul><ul><li>The purpose of this analysis is to show the process is in a state of control and therefore appropriate for a capability analysis </li></ul></ul>
  28. 28. Deliverable 9: Measure Baseline Process Capability <ul><ul><li>Show the process capability . If done in Minitab, show Minitab output. </li></ul></ul><ul><ul><li>Process capability analysis </li></ul></ul><ul><ul><li>Box-Cox transformation if it is necessary </li></ul></ul><ul><ul><li>Weibull & other non-normal distributions if the data can’t be transformed </li></ul></ul>
  29. 29. Deliverable 9: Measure Baseline Process Capability Defect being assessed: Invoice Accuracy Is this Short Term or Long Term data? Long Term Sigma Shift (Set to 1.5 unless data indicates otherwise) 1.5 No. of Units Inspected 85 No. of Opportunities For Defects / Unit 1 No. of Defects observed in units inspected 3     Long Term DPMO (Defects Per Million Opportunities) 35294 Long Term Zbench (Sigma Level) 1.81     Short Term DPMO (Defects Per Million Opportunities) 470 Short Term Zbench (Sigma Level) 3.31
  30. 30. Deliverable 9: Measure Baseline Process Capability
  31. 31. Critical Checkpoints for Analyze Item Description / Comment Responsibility Date Analyze tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.
  32. 32. Analyze Phase
  33. 33. Deliverable 10: Analyze Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment
  34. 34. Deliverable 10: Analyze Determine Critical X’s <ul><ul><li>Use as many slides as necessary to show how data was used to assess which X’s from deliverable 6 are the true X’s for the process. Typically, this section includes logical, graphical and statistical analysis. You must address each X listed on the RCIM with either logical or statistical analysis. </li></ul></ul><ul><ul><ul><li>Statistical tests </li></ul></ul></ul><ul><ul><ul><li>Show which Xs cause changes in Y </li></ul></ul></ul>
  35. 35. Graph Selection X Continuous Data X Discrete Data One Variable Y Contin-uous data Scatter Plot Matrix Plot Draftsman Plot Marginal Plot Control Chart Run Chart Boxplot Dotplot Bar Chart Pie Chart Multi-vari Graphical Summary Boxplot Dotplot Histogram Normality Y Discrete Data Run Chart Control Chart Concentration Diagram Pareto Graphical Summary Pareto
  36. 36. Deliverable 10: Analyze Determine Critical X’s Measurable Result Contributor 1 Contributor 4 Contributor 2 Contributor 3 Area 1 Area 2 Area 3 Contributor 1 Contributor 4 Contributor 2 Contributor 3 Contributor 1 Contributor 4 Contributor 2 Contributor 3 Area 4 Contributor 1 Contributor 4 Contributor 2 Contributor 3
  37. 37. Deliverable 10: Analyze A Tree Diagram 1 st cause (level 2 why from fishbone) 2nd cause why why why 2nd cause (level 2 why from fishbone) 2nd cause why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why why 2nd cause why why wh ywhy why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 1st cause why why why 1st cause why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why
  38. 38. Deliverable 10: Analyze Another Tree Diagram 1 st cause (level 2 why from fishbone) 2nd cause why why why 2nd cause why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why 2nd cause why why why why why 2nd cause why why wh ywhy why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 2nd cause why why why why why 1st cause why why why 1st cause why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why 1st cause why why why why why
  39. 39. Hypothesis: Describe what the team thinks is causing the poor results. Method: Describe what specific method(s) you will use to prove or disprove the hypothesis. Statistical Conclusion: List the results of your statistical tests and explain what the results mean. Practical Conclusion: Describe your results using easily understood language. Item being investigated Deliverable 10: Analyze Determine Critical X’s
  40. 40. Hypothesis: The new purchasing system has reduced ordering time by 25%. Method: We obtained random samples form the “before” process and the “after” process. We made sure both samples were normally distributed. We then used a 2-Sample t test to compare the process before the change and after the change. Statistical Conclusion: The 2-Sample t test resulted in a p-value of 0.00. If the p-value is less that .05, we can reject the Null hypothesis. The before and after process is different. Practical Conclusion: The process ordering time has been reduced from 100 days to 36 days. That is a 64% reduction! New Purchasing Ordering System Deliverable 10: Analyze Determine Critical X’s EXAMPLE
  41. 41. Hypothesis: Inadequate staffing levels in the Call Center are causing an increased level of overflow calls. Method: We used regression analysis to check for a relationship between staff levels and call overflow. We compared the 15 minute staffing interval levels to the call overflows from the same period. Statistical Conclusion: Regression analysis revealed a R-Squared of 6.7%. Call center staffing levels alone do not explain the increased level of call overflow. Practical Conclusion: Staffing levels do not explain the increase in call overflows. We need to look for other causes of call overflow. Call Center Overflow Calls Deliverable 10: Analyze Determine Critical X’s EXAMPLE
  42. 42. Deliverable 10: Analyze Root Cause Investigation Matrix Root Cause Investigation Matrix Problem State-ment “Y&quot; Probable / Possible Root Cause(s) &quot;Xs&quot; Statistical or Logical Analysis Explain &quot;WHY&quot; - (Logic Flow for Verification Method) MBB Con- currs Y/N Statistical Test or Description of non-Stat Treatment
  43. 43. Critical Checkpoints for Green Item Description / Comment Responsibility Date Green tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.
  44. 44. Green It Up Phase
  45. 45. Green Phase Guiding Thoughts <ul><ul><li>Evaluating the project and process context is critical for the selection of the best possible countermeasures to deploy. </li></ul></ul><ul><ul><li>The Green Phase of the project is when the Improvement Team stops to consider the relationships between each of the identified critical X’s and our environment. </li></ul></ul><ul><ul><li>It is the intent of every project to improve the performance profile of the process that is the focus of the project. We must also manage risk. </li></ul></ul><ul><ul><li>During this phase we explore the relationships between each root cause and the business outcomes that can be affected both positively and negatively to assure the countermeasures to be developed in the Improve Phase optimize the outcome of the project. </li></ul></ul>
  46. 46. Deliverable 11: Green It Up Relationship Matrix Show the Relationship Matrix here. Use it to take the critical X’s from the Analyze Phase and determine their relationship to the environment of the process being investigated.
  47. 47. Deliverable 11: Green It Up Countermeasure Issue List <ul><ul><li>Issues to consider during countermeasure development </li></ul></ul>
  48. 48. Critical Checkpoints for Improve Item Description / Comment Responsibility Date Improve tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.
  49. 49. Improve Phase
  50. 50. Deliverable 12: Improve Prioritized List of Solutions <ul><ul><li>Use as many charts as necessary to lead the audience through the flow of work done in this phase. Example – if a DOE is performed, you may want to use one chart to describe the DOE set-up, another to show the final Minitab session window list of terms, and graphical charts as appropriate to convey the results to your audience. </li></ul></ul><ul><ul><li>If a Pugh or Criteria Decision Matrix are used, show those tools. </li></ul></ul><ul><ul><li>Show best solution selection among alternate solutions </li></ul></ul><ul><ul><ul><li>Pugh matrix </li></ul></ul></ul><ul><ul><ul><li>Criteria based decision matrix </li></ul></ul></ul><ul><ul><ul><li>Computer simulation </li></ul></ul></ul><ul><ul><ul><li>Risk assessment </li></ul></ul></ul><ul><ul><ul><li>DOE </li></ul></ul></ul><ul><ul><ul><li>DOE FMEA </li></ul></ul></ul>
  51. 51. Deliverable 12: Improve Prioritized List of Solutions   Net Process Total   0 0 0 0 0 0 0   Sum of Better (+)   0 0 0 0 0 0 0   Sum of Worse (-)   0 0 0 0 0 0 0   Sum of &quot;Same&quot; (s)   0 0 0 0 0 0 0 Key Criteria for Comparison Design Concept 1 (Baseline) Design Concept 2 Design Concept 3 Design Concept 4 Design Concept 5 Design Concept 6 Design Concept 7 Design Concept 8 1                 2                 3                   4                   5                   6                   7                   8                   9                   10
  52. 52. Deliverable 12: Improve Criteria Based XY Matrix Show the Criteria-based XY Matrix here. It takes the alternative improvement strategies and them for decision-making about which one or ones to pursue
  53. 53. Deliverable 13: Improve Pilot Best Solution <ul><ul><li>Show results of pilot. Use whatever tools are best to convey results. </li></ul></ul><ul><ul><ul><li>Run chart, Process Capability, DDS, etc. </li></ul></ul></ul><ul><ul><ul><li>Pilot sampling and communication plan </li></ul></ul></ul><ul><ul><ul><li>Results of pilot </li></ul></ul></ul><ul><ul><ul><li>Transition plan to permanent change </li></ul></ul></ul><ul><ul><ul><li>B vs. C testing </li></ul></ul></ul><ul><ul><ul><li>Pilot FMEA </li></ul></ul></ul>
  54. 54. Critical Checkpoints for Control Item Description / Comment Responsibility Date Control tollgate Tollgate review BB, Champion, MBB, other (list names) List date and time here Use this slide to list the things the BB/team need help with in order for the project to maintain the project schedule. Be specific . The champion, PO, and all others should be clear on what they need to do to help keep the project on schedule when they leave the tollgate. If you need no specific actions on their part, state that as well.
  55. 55. Control Phase
  56. 56. Deliverable 14: Control Transition Plan <ul><ul><li>Notes as needed </li></ul></ul>Show the transition plan here. The transition plan is a list of actions required to put the new, permanent process improvements in place. Identify the tasks to be completed Show responsibilities and due dates Item Description / Comment Responsibility Due Date Date Done 1 Write new procedures John 1/1/2010 1/1/2007 2 Train all employees Ringo 1/1/2010 1/2/2007 3 Get VP approval Paul 1/1/2009 12/30/2006 4 Hang out and be cool George Now Ongoing
  57. 57. Deliverable 14: Control Dashboard / Control Plan <ul><ul><li>Show the control measurement metrics and how they will be monitored </li></ul></ul><ul><ul><li>If the indicators required to control the process are included on a Standard Process Map, include a copy of the new Standard Process Map on a single slide. </li></ul></ul>
  58. 58. Deliverable 15 Updated Process Capability <ul><ul><li>Show the updated process capability graph/calculations here. This sets a standard for future operation to meet. </li></ul></ul><ul><ul><li>There are samples of attribute and continuous data capability calculations with Deliverable 9 earlier in this presentation. </li></ul></ul>
  59. 59. Deliverable 15 Updated Process Capability <ul><ul><li>Show Before & After Graphs </li></ul></ul>
  60. 60. Deliverable 15 Updated Process Capability <ul><ul><li>Show statistical test of the improvement on the primary metric </li></ul></ul><ul><ul><li>Two-sample T for Average Defect </li></ul></ul><ul><ul><li>Stage N Mean StDev SE Mean </li></ul></ul><ul><ul><li>Before 12 0.355 0.382 0.11 </li></ul></ul><ul><ul><li>Second 10 0.071 0.124 0.039 </li></ul></ul><ul><ul><li>Difference = mu (Before) - mu (Second) </li></ul></ul><ul><ul><li>Estimate for difference: 0.284000 </li></ul></ul><ul><ul><li>95% CI for difference: (0.020452, 0.547548) </li></ul></ul><ul><ul><li>T-Test of difference = 0 (vs not =): T-Value = 2.25 P-Value = 0.036 DF = 20 </li></ul></ul>
  61. 61. Deliverable 15 Updated Benefits Document <ul><ul><li>Show the updated project benefits on the next slide. </li></ul></ul><ul><ul><li>In deliverable 3, these were estimated. By deliverable 15, the data will almost always show benefits to be somewhat different than originally expected. </li></ul></ul><ul><ul><li>PO, Champion, and MBB need to agree on benefits calculations. </li></ul></ul><ul><ul><li>Be sure to show </li></ul></ul><ul><ul><ul><li>$ broken down by TS savings category </li></ul></ul></ul><ul><ul><ul><li>Cost Center number which will receive the savings </li></ul></ul></ul><ul><ul><ul><li>Final posted version should state that savings have been reviewed with Champion and that the Champion agrees with values </li></ul></ul></ul>
  62. 62. Deliverable 15 Updated Benefits Document <ul><ul><li>Hard $$ savings </li></ul></ul><ul><ul><li>Soft $$ savings </li></ul></ul><ul><ul><li>Productivity improvement </li></ul></ul><ul><ul><li>Internal customer satisfaction </li></ul></ul><ul><ul><li>External customer satisfaction </li></ul></ul>Describe Project Benefits in terms of COPQ, non-financial benefits, etc. Show enough detail for reader to understand how COPQ is calculated as well as the total value. <ul><li>Be sure to show </li></ul><ul><ul><li>$ broken down by savings category </li></ul></ul><ul><ul><li>Cost Center number which will receive the savings </li></ul></ul>Final posted version of this slide should state that savings have been reviewed with your Champion and that the Champion agrees with values. It is also to be submitted to Finance for Audit Review.
  63. 63. Deliverable 15 Final Presentation/Closing Report <ul><ul><li>This document is the final report for this project. </li></ul></ul><ul><ul><li>Transition information to support the flow of the report is included in the speaker notes. </li></ul></ul><ul><ul><li>If there are further questions, please contact <Green Belt> at 665-XXXX </li></ul></ul>This document will suffice for a final presentation/closing report if the author uses the speaker notes section to add whatever detail is needed to make this a stand alone document. IE – a person who is unfamiliar with the project or process should be able to view this presentation along with the speaker notes and understand what was done and why. A presentation that simply shows the tools and relies on the speaker to communicate the key points to the audience is not an adequate closing report.

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