D06 Project Selection
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The document discusses the process for identifying and selecting projects for black belts. It provides criteria for project selection such as the problem being related to key business issues and having organizational support. It also describes documenting potential projects with a project charter that includes details like the customer and process owner. Project ideas are evaluated based on their estimated financial impact and strategic importance to prioritize resources.
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Here are the answers to the quiz questions:
1. A goal statement defines the team’s targeted improvements in clear, concise and measurable terms. It describes what the project aims to achieve.
2. Collection of VOC (Voice of Customer) helps to understand customer requirements, identify critical features, make process management proactive, decide where to focus improvement efforts, and get a baseline measure of customer satisfaction.
3. A process map provides a graphical representation of the overall flow of information and material through a process. It helps everyone understand how distinct parts of the company combine to deliver a product or service.
4. A process is said to have achieved Six Sigma when it produces no more than 3.4 defects per
Cassidy.jim
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
5 tools in dmai...
The document discusses the DMAIC methodology for process improvement. DMAIC stands for Define-Measure-Analyze-Improve-Control and provides a structured approach with five phases. Each phase is linked logically to the previous and next phases. The document focuses on using DMAIC for improving service processes and describes tools and considerations for each phase, including project charters, stakeholder analysis, SIPOC maps, voice of the customer, affinity diagrams, Kano models, CTQ trees, prioritization matrices, process cycle efficiency, time value analysis, Pareto charts, control charts, run charts, and FMEAs.
Project Charter Template
This project charter outlines a project that prioritizes safety and supports the company's goal of making safety a priority. The project scope involves [ACTIVITIES] and is [COMPLEXITY LEVEL]. It aims to solve the problem of [PROBLEM STATEMENT] by transitioning from the current state to a future state managed by the [END STATE OWNER]. The project requires [RESOURCES] and carries [RISKS]. Success will be measured by [METRICS]. Key milestones include [MILESTONES] and the sponsor has approved the charter.
6 Sigma
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
2 a. project auditing
A project audit evaluates the progress and performance of a project compared to its planned objectives. It examines all aspects of a project including its management, methodology, budgets, and completion status. The audit report assesses the current status, future projections, critical tasks, risks, and lessons learned. It follows a life cycle of initiation, baseline definition, data collection, analysis, reporting, and termination. The auditor maintains independence and objectivity to truthfully evaluate the project's strengths and weaknesses.
Backup jim cassidy
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
Lean Six Sigma Black Belt Training Part 4
Lean-insight is providing six sigma training in Bangalore. You will get training for
1. six sigma black belt
2. six sigma green belt
3. lean six sigma training
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
Define Phase
The document outlines the steps to take in the Define phase of a Six Sigma project. These include selecting a champion and process owner, initiating a project charter, forming a project team, identifying customers and their requirements, determining the project scope and metrics, mapping the core process, identifying problems, developing a problem statement and business case, and creating a project plan. The phase concludes with a Define phase-gate review with executive stakeholders.
PROJECT SCOPE STATEMENTPURPOSE Generally describes the proje.docx
PROJECT SCOPE STATEMENT
PURPOSE: Generally describes the project’s deliverables and the work required to create those deliverables. The project scope statement provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives. It also enables the project team to perform more detailed planning, guides the project team’s work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project’s boundaries.
Project ID
NNNNNN-NN
Date
MM/DD/YY
Project Name
Prepared By:
Project Objectives
Project objectives include the measurable success criteria of the project, e.g., “SMART.” Projects may have a wide variety of business, cost, schedule, technical, and quality objectives. Project objectives can also include cost, schedule, and quality targets. Each project objective has attributes such as cost, volume, etc., a metric, and an absolute or relative value.
Product Scope Definition
Describes the characteristics of the product, service, or result that the project was undertaken to create. These characteristics will generally have less detail in early phases and more detail in later phases as they are progressively elaborated. While the form and substance of the characteristics will vary, the scope description should always provide sufficient detail to provide later project scope planning. Build off the high level scope statement as provided in the Project Charter.
Project Requirements
Describes the conditions or capabilities that must be met or possessed by the deliverables of the project to satisfy a contract, standard, specification or other formally imposed document. Analyses of all stakeholder needs, wants, and expectations are translated into prioritized requirements.
· Requirement #1
· Requirement #2 …
Resource Requirements
Describes the resource requirements, and whether resources will be acquired internally, externally, or a combination thereof.
Project Boundaries (Inclusions and Exclusions)
Identifies generally what is included within the project. It also states explicitly what is excluded from the project, if a stakeholder might assume that a particular product, service, or result could be a component of the project.
Critical Success Factors
Document the factors that will ensure the success or failure of the project.
Project Deliverables
Deliverables include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation. They describe what the clients will get when the project is completed.
Product Acceptance Criteria
Defines the process and criteria for accepting completed products.
Project Constraints
List and describe the specific project constraints associated with the project scope that limit the team’s options. For example, a predefined budget or any imposed dates that are issued by the cu.
Week9 Define And Document Business Problems
The document discusses defining the scope of a project through establishing objectives and boundaries. It emphasizes reaching agreement with stakeholders on what is included in and excluded from the project scope. A clear understanding of the scope is important for planning, budgeting, and managing the project successfully.
Identifying a project in trouble and re-planning
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
Project charter sample
This document is a project charter template for a project. It includes sections for the project description, objectives, scope, assumptions, approach, team structure, communication plan, risk mitigation plan, change control plan, and appendices for additional review processes. The project description should be 1-2 concise sentences explaining what the project will accomplish and for whom. The objectives, scope, and assumptions help define the goals, deliverables, and presumptions of the project. The approach outlines the planned methodology and timeline. The team structure identifies roles and responsibilities. The communication plan establishes regular check-ins. The risk plan evaluates potential issues.
Project Management Overview
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
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PROJECT SCOPE STATEMENTPURPOSE Generally describes the proje.docx
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I07 Simulation
The document discusses computer simulation as a tool for process improvement. It defines computer simulation as using a computer model to simulate a real system. The basic steps for computer simulation are: 1) define the problem, 2) map the process, 3) define inputs, 4) build the model, 5) validate the model, 6) perform simulations, 7) interpret results, and 8) recommend and document solutions. Reasons for using simulation include testing changes without risk or time constraints, understanding bottlenecks, and validating expected improvements. Simulation should not be used without proper training or understanding, or when simpler methods can achieve the goal.
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D01 Define Spacer
This document provides an agenda and overview for a JEA Process Improvement Black Belt training on defining projects using the Six Sigma DMAIC methodology. It outlines the schedule and expectations for the define training week, including introducing the 15 deliverable format, methodology and tools for the define phase. It also covers emergency evacuation procedures and codes of conduct for the training.
NG BB 45 Quick Change Over
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A05 Continuous One Variable Stat Tests
This document provides guidance on using statistical tests to determine which process inputs (X's) are critical and influence outcomes (Y's). It outlines common statistical tests for continuous and discrete data, including tests for normality, one-sample t-tests to compare a mean to a target, and one-sample sign tests to compare a median when data is not normal. Examples are provided to illustrate how to use Minitab to conduct these tests and interpret the results.
NG BB 11 Power Steering
The document provides an overview of the Power Steering project tracking tool used by the National Guard for continuous process improvement projects. It describes how to access and navigate Power Steering, the roles and responsibilities of Black Belts in using it to track project progress, and how to invite new users. The learning objectives are to understand how to use Power Steering to navigate, track projects, and share best practices.
G04 Root Cause Relationships
The document discusses identifying root cause relationships as part of a quality improvement process. It explains that before developing solutions to identified root causes, their relationships to environmental concerns like climate change, conservation, and protecting resources must be examined. A relationship matrix tool is presented for mapping which environmental issues need consideration for each root cause when developing countermeasures. The objective is to ensure improvements also advance the organization's environmental performance.
15 Deliv template
The document provides guidance for project tollgates, focusing presentations on satisfying 15 deliverables in each project phase and showing the logical thought process. Tollgate presentations should also list tasks and dates for the next phase, as well as barriers and assistance needed to complete the project on schedule. Projects are now performed using a standardized 15 deliverable format to guide tollgate reviews.
NG BB 37 Multiple Regression
This document provides an overview of multiple regression analysis techniques. It begins with an introduction to multiple regression, explaining how it allows modeling of a dependent variable (Y) based on multiple independent variables (X1, X2, X3, etc). The document then outlines the basic steps for developing a multiple regression model, including visualizing relationships in the data, assessing correlation, generating a prediction equation, and validating the model. An example involving silver consumption in a production plant is presented to demonstrate these steps. The goal is to help readers understand how to identify correlation between variables, create mathematical models with multiple inputs, and examine a regression model.
D08 Quantify Project Value
This document defines the key deliverables and tasks for quantifying the value of a project. Deliverable 3D involves quantifying the project value by determining the benefits to customers and the organization. This includes calculating the cost of poor quality using baseline data and estimating savings. Project benefits are documented in the project benefit document and summarized in the project charter and final presentation.
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- 1. Project Identification and Selection Process Project Criteria 1
- 12. BB Project Evaluation Exercise Instructions: Using the criteria for shaping a project, make rough estimates of the impact your project is likely to have. Be prepared to discuss your ideas with the class. 10 Min
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