The document outlines 5 goals for an organization around management problem solving, training, service, collaboration, and safety. It then describes a process for prioritizing and launching projects through a steering committee that considers strategic alignment, ROI, resources, and other factors to move projects between an existing queue and ones being launched.
Example Lean Six Sigma Charter Enclosure 2, LSS.docxAASTHA76
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.
Services Industry Case Study: A Practical Approach To Process AutomationNathaniel Palmer
This session will present an overview of the automation approach for a large services firm (exceeding $1 billion in revenue) and provide guidance to BPM practitioners that will enable them to more effectively apply the technology. Examined will be how AMTI addressed the need to improve its internal processes in order to
support growth without increasing administrative staff, by using BPM to automate processes to reduce the
administrative burden on staff and improve productivity. Since that successful effort AMTI has continued to use and to refine its application of BPM to support ongoing process improvement initiatives. In his role as Chief Technology Offi cer for Advanced Management Technology, Inc. (AMTI) David Holliday is responsible for ongoing automation efforts and for leading the effort to improve the way in which technology is applied to support the business.
PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 daysGoLeanSixSigma.com
GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability!
– Susan Tighe, GoLeanSixSigma.com Master Black Belt
Coach
---
Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Example Lean Six Sigma Charter Enclosure 2, LSS.docxAASTHA76
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.
Services Industry Case Study: A Practical Approach To Process AutomationNathaniel Palmer
This session will present an overview of the automation approach for a large services firm (exceeding $1 billion in revenue) and provide guidance to BPM practitioners that will enable them to more effectively apply the technology. Examined will be how AMTI addressed the need to improve its internal processes in order to
support growth without increasing administrative staff, by using BPM to automate processes to reduce the
administrative burden on staff and improve productivity. Since that successful effort AMTI has continued to use and to refine its application of BPM to support ongoing process improvement initiatives. In his role as Chief Technology Offi cer for Advanced Management Technology, Inc. (AMTI) David Holliday is responsible for ongoing automation efforts and for leading the effort to improve the way in which technology is applied to support the business.
PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 daysGoLeanSixSigma.com
GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability!
– Susan Tighe, GoLeanSixSigma.com Master Black Belt
Coach
---
Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
![GOAL 1: Mgmt Problem Solving (Leadership) GOAL 2: Training and Public Quality Info. (Knowledge) GOAL 3: Service, Accurate and Electronic info (Service) GOAL 4: Collaboration with Agency. (Collaboration) GOAL 5: Protect Citizens Form Failing Dams (Safety) Charter Charter Charter Charter Gate #1 Gate #2 Gate #3 Steering Committee Steering Committee IT IT-Sponsor Planning Sessions IT IT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A XYZ 123 Existing Projects X Sacred Cow Bravo AWB PSAC EWL Low Hanging Fruit SRP DSS Project 2 Project 1 Project 3 Project 4 Project 5 ? ? OUT PUT: New Projects In Queue 1. 2. 3. 4. 5. 9. 6. 7. 8. Goal 1& 2 Goal 3,4, 5 Goal 1& 3 In Queue X X X X ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],In Queue Sponsor Staff Evaluate Existing](https://image.slidesharecdn.com/print-out-on-poster-board-large-1212189766368512-8/85/Print-Out-On-Poster-Board-Large-1-320.jpg)
