Example Lean Six Sigma Charter Enclosure 2, LSS Project Charter Project Name: Improve the effectiveness and efficiency of the BB computer acquisition process Date: November 15, 2014 Organization: CIO Deployment Champion: Mark Laptop Project Sponsor: John Puter Black/Green Belt: Bill Desktop Business Impact ($) This project will address the computer acquisition process for LSS BB training courses. The first two waves of training have experienced delays and customer dissatisfaction due to late delivery of computers and class disruptions to load required software. Due to exceptional work by Tom Peoples, the first two waves were able to receive their computers during week 1 of training, but since pre-work is required before attending week 1 of training, it is ideal for the BB’s to receive properly loaded computers during Team Accelerator training in order to complete the Minitab pre-work and get comfortable with the George Group Virtual Coach software tool. The impact of late computers in worker non-productivity costs, expediting costs, possible higher computer costs, and customer dissatisfaction estimated at: • $12K of Type 1 o Assumptions - 6 waves of BB training over the next 12 months following completion of project, $2000/wave of additional computer costs for expediting, etc. • $48K of Type 2 o Assumptions - 6 waves of BB training over the next 12 months following completion of project, 40 hours of extra expediting and handling per wave, $75 per hour of labor • Other Benefits (Type 3) o Increased student learning and ultimately better project success Problem Statement Where: The problem has been noticed at Shangri-la Higher Education Training Center, the only training location to-date When: The problem has been noticed since October 2004 to date, covering the first two waves of LSS BB training. What (output metrics): • Quality metric #1: % of properly loaded laptop computers with designated software load as measured by % of total computers loaded correctly the 1st time • Quality metric #2: % computers delivered by day 1 of Team Accelerator training as measured by % of total computers delivered late. • Speed metric #1: time to prepare BB training computers as measured by the time from final wave roster to all computers ready for delivery. • Cost metric #1: Cost per fully loaded computer as measured by total costs of computer readiness divided by total computers delivered. Costs should not include expediting, temporary computer costs, or excessive labor costs. Extent: Baseline Quality metric #1: To date, X% of computers are loaded correctly first time Baseline Quality metric #2: To date, 0% of computers are delivered by day 1 of Team Accelerator Training Baseline Speed metric #1: To date, the average cycle time to have a computer ready for delivery is 4 weeks Baseline Cost metric #1: Current cost is $X,000 per computer load. Goal Statement (output metri.

1. Example Lean Six Sigma Charter
Enclosure 2, LSS Project Charter
Project Name: Improve the effectiveness and efficiency of the
BB computer
acquisition process
Date: November 15, 2014
Organization: CIO Deployment Champion: Mark Laptop
Project Sponsor: John Puter Black/Green Belt: Bill Desktop
Business Impact ($)
This project will address the computer acquisition process for
LSS BB training courses. The first two waves of training have
experienced delays and customer dissatisfaction due to late
delivery of computers and class disruptions to load required
software.
Due to exceptional work by Tom Peoples, the first two waves
were able to receive their computers during week 1 of training,
but
since pre-work is required before attending week 1 of training,
it is ideal for the BB’s to receive properly loaded computers
during
Team Accelerator training in order to complete the Minitab pre-
work and get comfortable with the George Group Virtual Coach
software tool.
The impact of late computers in worker non-productivity costs,

2. expediting costs, possible higher computer costs, and customer
dissatisfaction estimated at:
• $12K of Type 1
o Assumptions - 6 waves of BB training over the next 12
months following completion of project, $2000/wave of
additional
computer costs for expediting, etc.
• $48K of Type 2
o Assumptions - 6 waves of BB training over the next 12
months following completion of project, 40 hours of extra
expediting
and handling per wave, $75 per hour of labor
• Other Benefits (Type 3)
o Increased student learning and ultimately better project
success
Problem Statement
Where: The problem has been noticed at Shangri-la Higher
Education Training Center, the only training location to-date
When: The problem has been noticed since October 2004 to
date, covering the first two waves of LSS BB training.
What (output metrics):
• Quality metric #1: % of properly loaded laptop computers with
designated software load as measured by % of total
computers loaded correctly the 1st time
• Quality metric #2: % computers delivered by day 1 of Team
Accelerator training as measured by % of total computers
delivered late.
• Speed metric #1: time to prepare BB training computers as
measured by the time from final wave roster to all computers

3. ready
for delivery.
• Cost metric #1: Cost per fully loaded computer as measured
by total costs of computer readiness divided by total
computers delivered. Costs should not include expediting,
temporary computer costs, or excessive labor costs.
Extent: Baseline Quality metric #1: To date, X% of computers
are loaded correctly first time
Baseline Quality metric #2: To date, 0% of computers are
delivered by day 1 of Team Accelerator Training
Baseline Speed metric #1: To date, the average cycle time to
have a computer ready for delivery is 4 weeks
Baseline Cost metric #1: Current cost is $X,000 per computer
load.
Goal Statement (output metrics)
• Quality metric #1: Increase the percentage of BB computers
correctly loaded to 75% for wave 3, and 100% for all waves
thereafter
• Quality metric #2: Deliver 100% of the computers by day 1
Team Accelerator training for each wave, beginning with Wave
3
• Speed metric #1: Reduce the average cycle time per computer
load to 2 weeks, with minimal variation
• Cost metric #1: Reduce the cost per computer load to $YY,000
per computer
Project Scope (Horizontal and Vertical Scoping)
Start/stop point of process: the computer loading process
begins upon of delivery of BB wave roster to the IT department

4. and
ends with the delivery of the computer to the BB on the first
day of Team Accelerator training (vertical scoping)
In Scope: This project will address the laptop computer
acquisition process for LSS BB waves 3-10 (horizontal
scoping). The
team will implement process changes. There is a small project
budget of $1000 available for process changes or other project
work.
Out of scope: This project will not address network log-in
logistics, GB courses or any other course requiring computers.
Changes to the overall computer acquisition system are out-of-
scope.
Example Lean Six Sigma Charter
Enclosure 2, LSS Project Charter
Project Plan
Define – 12/5/2004 (Start date, first Monday after first week of
training + 2-4 weeks
Measure – 1/20/05 (allow for holidays and extra time need to
collect data)
Analyze – 2/15/05
Improve – 4/10/05 (allow time for pilot and results)
Control – 5/8/05 (start date plus 5 months)
Team Selection
Project Sponsor: John Puter 10%
Black Belt: Bill Desktop 100%
Master Black Belt coach: Ann C. Drive
Team Members:

5. IT person, Samual Harddriver 20%
IT person, Willis Thumbdrive 20%
Procurement, Julie Externaldrive 10%
Contracts, TBD 10%
Network Expert, TBD 5%
Signatures:
_______________________ ________________________
________________________
Deployment Champion Project Sponsor Financial
Rep
_______________________ ________________________
Black Belt / Green Belt Master Black Belt
Lean Six Sigma Project Charter
Enclosure 2, LSS Project Charter
Project Name: Date:
Organization: Deployment Champion:
Project Sponsor: Black/Green Belt:
Business Impact ($)

6. Problem Statement (What and Extent stated in terms of the
project output metrics)
Goal Statement (stated in terms of the project output metrics)
Project Scope (Horizontal and Vertical Scoping)
Project Plan (dates)

7. Lean Six Sigma Project Charter
Enclosure 2, LSS Project Charter
Team Selection
Signatures:
_______________________ ________________________
________________________
Deployment Champion Project Sponsor Financial
Rep
_______________________ ________________________
Black Belt / Green Belt Master Black Belt
Project Sponsor: John Puter 10%
Project Name: DMOSQDate: 2NOV16Organization: JFHQ-IN-
J3-Training BranchDeployment Champion_2: Mr. Joshua
ClarkProject Sponsor_2: COL Timothy WinslowBlackGreen
Belt: MAJ Chris DalrympleBusiness Impact Row1: The Indiana
Army National Guard must be able to select, retain, and develop
Soldiers throughout their career from initial entry to separation
or retirement. The average cost to train a Soldier is
$150,000.00 just to send a soldier through Basic and AIT, which
is the lowest level of training required to have a DMOSQ'd
soldier. The cost goes up exponentially depending on the
training, level, and length of time of the course. DMOSQ is
part of the 2015-2019 strategic plan p. 10 as objective 3-4 to
obtain NLT 85% DMOSQ and 100% AFSC. Objective 3-4

8. states, "Train and retain Soldiers, Airmen, and officers who are
qualified in current position. Identify Soldiers, Airmen, and
officers requiring military schools and duty position training
and enroll as required. Ensure that funding is secured and
available for AFSC/DMOSQ schools."Problem Statement What
and Extent stated in terms of the project output metricsRow1:
The percent DMOSQ is currently around 83%, which is below
the NGB goal of 85% and is under performing when compared
with its key competitor states of: California, Georgia, Ohio,
and Pennsylvania. Force structure opportunities, mission
selection, and training opportunity could potentially be missed
due to competitors ability to meet personnel readiness and
training.
Where: The problem has been notice at the state level through
metrics measured internally by JFHQ-IN-J3 and DPROS
database.
When: The problem has been noticed since 7 July 16 as part of
the organizational self assessment.
What: (Output Metrics):
Quality Metric #1: % DMOSQ
Quality Metric #2: Ratio of School Seat Traps to Non MOSQ
Quality Metric #3: %Allocation of school seat traps filled
Speed Metric #1: # of months to obtain DMOSQ for position
once vacancy is filled.
Cost Metric #1: Total cost lost school money due to school
failure and school reservation cancellations.
Goal Statement stated in terms of the project output
metricsRow1: The goal is to increase DMOSQ to exceed the
NGB Goal and to outperform 3 out of 4 of our key competitors
in DMOSQ.
Quality metric #1: 90% DMOSQ
Quality metric #2: 1:1
Quality metric #3: 95% School seats obligated
Speed metric #1: Average of 10 months to obtain DMOSQ

9. (Certain DMOSQ schools are much longer in length and will
cause average to skew average)
Cost metric #1: To reduce wasted school money by 80%.
Project Scope Horizontal and Vertical ScopingRow1: To
properly trap training allocations, then to allocate training seats
that has the best impact at improving the DMOSQ level in the
INARNG.
In Scope: This project will address the process for how JFHQ-
IN-J3 achieves DMOSQ as part if its strategic plan, Objective
3-4, which the team will recommend process changes to
increase qualification percentages.
Out of scope: This project will not address OES and NCOES
requirement as part of the Service Member's development. This
is an important part of the overall development of the officer or
enlisted soldier but such changes to this system are out-of-
scope. Project Plan datesRow1: Define-11/14/2016 (Starts first
day of course and last for 4 weeks)
Measure-12/15/2016 (Allow for holidays and extra time to
collect data)
Analyze-
Improve-3/15/2017 (Training seat traps conducted annually,
allocation are provided to MSC annually, metric that can be
improved are %DMOSQ, cost reduction, and school seat
obligation)
Control-4/15/2017(start date plus 5 months)Team
SelectionRow1: Project Sponsor: COL Timothy Winslow
Black Belt:
Master Black Belt Coach:
Team Members: (J3 Training shop, BDE S3 Section, Unit S3
and S1) LTC Bradly Compton,Deployment Champion_3: Black
Belt Green Belt_2: Project Sponsor_3: Financial Rep_2: Master
Black Belt_2:
Dominos quality issue (problem)

10. Break down the company’s operations based upon the
operations management course, making sure to cover the topics
from this course including:
· Strategy, how does their business operation support their
strategy?
· Supply chain, logistics, human resource development,
inventory management, customer service, quality, forecasting
· Include current & projected financial performance and
describe key metrics for their industry/segment
· Provide recommendations for how they might improve
operations for either financial gain or better customer service,
short-term and long-term
Please make sure you address the 10 strategic OM decisions
outlined in table 1.2 of the text.