To provide a framework with which a project team can detail with great clarity the project to be undertaken and then ultimately evaluate their results.

1. Project Charter
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2. Intent
• To provide a framework with which a project team can
detail with great clarity the project to be undertaken and
then ultimately evaluate their results.

3. Why create a project charter?
• Provides the team with a template to clearly define the project
and understand their roles within it.
• Generates buy in from the team as the objectives are mutually
agreed
• Ensures project objectives are targeted and realistic (SMART)
• Will serve as a good reference document to retain clarity
throughout longer timescale projects and during project
evaluation updates
• To identify any constraints that may effect the project outcome
such as volume, resourcing, skills gaps, specific tools
• Team can define/agree key dates for status updates and who
will be involved

4. Project charter framework
Project title: Date: 01/01/2015
Prepared by: Version: 1.0
Evaluation (actual results vs goal): Evaluation score:
A line control score of 92% was achieved within
7 months. Remaining 8% not achievable due to
Line OEE increase measured as 5.2% largely
achieved through cascade restart from packer to
labeller and labeller to filler. Accumulation was also
maximised through sensor adjustment.
How well did I perform in this project?
Score: 9 (Scale of 0-10)
Score: 9 (Scale of 0-10)
older equipment functionality.
How well did the team perform?
Initial review to be held in week 4
Update email issued by 4:00pm every Friday
New product trials week 10
Key: Team leader (days)
Automation engineer/Line STO
Support: Line control consultant
Machine OEM engineers
5 levels of control methodology
Siemens PLC programming skills
Any actions requiring capital investment will be
reviewed with ops manager for sign off.
Team will present initial audit results and
improvement actions within 2 weeks of project
start.
Weekly progress updates will be issued via email.
required technical skills available.
Any line downtime that is required will be factored
into the production plan and provided.
Volume available to test the impact of changes.
No reasonable capital expenditure will be denied,
however the focus should be on extracting the
most from the hardware and software
functionality that currently exists.
A line control team will be formed with all the
not being present
Line control team members will be expected on
average to devote 70-80% of their time to this
project within the first month and 30-50%
thereafter.
Volume for certain bottle sizes and or pack types
Re-audit completed and improvement results
Increase in line utilisation not achieved
Line reliability and wear reduction opportunities
not identified
Zero reduction in machine MTBF through line
control.
Project Charter
Background to the project/current state:
(Include KPI's & Potential cost savings "SMART")
90%+ line control score within 6 months
5% increase to line OEE
Increased equipment reliability and wear reduction
Minimised impact of energy saving functionality
on critical machine restart following a stoppage.
Implementing the 5 levels of control on PET Line 1
John Smith
Desired outcome and expected results:
(Include KPI's)
A year ago Line 1 was upgraded with a new filler,
bottle conveyors, labeller and packer.
Although the updated equipment met its
acceptance trial targets it is believed that
increased line utilisation and equipment reliability
can be achieved through line control
Key dates in the project/outline plan: Key project personnel/support required:
Criteria of success: Consequences of failure:
Assumptions: Constraints:
Guidelines/ground rules: Tools to be applied:
implementation.
Line OEE is currently at 65%.
identified.
Audit documents completed including reaction
timings, for all pack types and bottle sizes.
Improvement opportunities identified/prioritised
and all achievable improvement work complete.

5. A Project without a charter!
Setting the scene:
As a manager you decide to trigger an improvement project on your site. In
your head you have a clear idea of what you are looking to achieve and you
assign a team of people to it. You verbally outline your requirements at a kick
off meeting and define a target date but no charter is created.
Possible results:
• Over the coming weeks the team loose clarity on what the project objectives
are and fail to meet them
• Team buy in is limited and the purpose/benefits of the project are not clearly
understood
• Specific skills are required that are not present within the project team and
this constrains the project whilst additional resource is made available
• Due to a lack of clearly defined ground rules some of the team loose focus
and begin to prioritise other responsibilities, resulting in the project slipping
further behind schedule.
Result - Project targets not met!