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Six_Sigma_Report_Template_v2 (2).pptx
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- 2. Insert Project Title ProjectLeader: Project Champion: Project Team Members: Insert Company Name/Logo 2
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- 4. Project Charter Insert completedproject charter template of your choice 4 DEFINE
- 5. Project Problem andScope Problem Statement/Scope: EXAMPLE: Lower than expected billability, also described as Excessive Bench Capacity, results in chargeability variances and negatively impacts services margins by approximately $100,000,000 per year. 5 DEFINE
- 6. Relevant Metrics: (Usuallythese are associated with quality- effectiveness, efficiency, time or cost.) Improvement Targets: EXAMPLE: 50% reduction in cycle time Increase System Availability from 88% to 98% Operational/Strategic Impact: EXAMPLE: $60,000 improvement to bottom line Business Case 6 DEFINE
- 7. Operational and StrategicImpact: Hard Benefits: EXAMPLE: $145k or 1.82 FTE can be delivered in AMP from improved customer contact data. Wasted labor time spent in AMP on finding correct contact data for problem resolution estimated to be 5 min/defect on approx 1656 defects per month or $100k per annum. Wastage of labor in the customer satisfaction survey of 3 mins per defect or $24k per annum. Reduced wastage in billing disputes (125/month @ 15 mins each) or $20k per annum Soft Benefits: EXAMPLE: Improve customer satisfaction from less wrong contacts. Improved service performance through less time loss in tickets including wait time. EXAMPLE of Business Case 7 DEFINE
- 8. Project Champion orSponsor: Project Team Leader or Black Belt: Project Team Members: Ad Hoc Members or SMEs: Roles and Team Membership 8 DEFINE
- 9. 17-Mar 24-Mar 31-Mar7-Apr 14-Apr 21-Apr 28-Apr 5-May 12-May 19-May 26-May 2-Jun 9-Jun Define 1-Apr Measure 9-Apr Analyze 1-May Improve 7-May Control 11-Jun Project Plan 9 DEFINE
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- 11. Baseline - EXAMPLE CURRENT COPQ:$1,177,000 PPM or DPMO: 572,840 Sigma Level: 1.29 GOAL COPQ: $588,500 PPM or DPMO: 286,420 Sigma Level: 2.05 11 MEASURE
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- 15. Baseline COPQ = $1,177,000 DPMO= 572,840 Sigma Level = 1.29 Actual Achieved COPQ = $516,000 (i.e., saved more than goal) DPMO = 250,000 Sigma Level = 2.15 Goal COPQ = $588,500 DPMO = 286,420 Sigma Level = 2.05 Project Results - EXAMPLE 15 CONTROL
- 16. Project Results-Insert visualof some sort Confiscation of Errors on the Proposal Development 0 1 2 3 4 5 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Process Change Implemented 16 CONTROL
- 17. • The followingslide needs to be in your presentation as the VERY LAST SLIDE in your PowerPoint. • Replace the red words with your own project information and then change the font color to BLACK. • Save your presentation with the following naming nomenclature: – Last Name, First Name – Company Name – Project Title 17
- 18. Project Summary • ProblemStatement: In the last 3 months, 12% of our customers are late by over 45 days in paying their invoices. This represents 20% of our outstanding receivables and negatively affects our operating cash flow. Metric to be Measured Cycle Time Goal Reduce cycle time by 50% Metrics Baseline Target Realized 45 days 20 days 18 days Savings $482/day/process Annualized Savings $98,328 18
- 19. Extra Tool Slides DoNOT have to be used. Just for your convenience!
- 20. High Level ProcessMap (SIPOC) SIPOC Help Employees Employee Setup Data Active Employee Record Project Manager and Team Contractors Contractor Setup Data Active Contractor Record Project Manager and Team Employees & Contractors Planning Meeting Project Schedule Project Manager and Team Contracting Officer Statement of Work Project Schedule Project Manager and Team Payroll Department Employee Pay Rates Rate Table System Administrator Contractors Contractor Pay Rates Rate Table System Administrator Employees Timesheets Labor Cost Report Project Manager and Team Contractors (Time & Materials) Timesheets Labor Cost Report Project Manager and Team Contractors (Fixed Priced) Invoices Contractor Cost Report Project Manager and Team Project Management System Timesheet & Invoices Monthly Performance Reports CIO, Program Managers, VP Finance Instructions for Preparing the SIPOC Diagram: 1. Go through the process step by step, describing the major activities. List each of this activities under the Process column. 2. Add two columns, one to the left of the Process column Input and one to the right of the Process column Output. 3. Work to the left of each activity in the Process and describe the Input into this Activity. 4. Now work to the right of the activity in the Process and describe the Output from this Activity. 5. Add two more columns, one to the left of Inputs labeled Supplier and one to the right of Ouput labeled Customer. 6. Now work down the Input column and describe each source or supplier of the Input. 7. Do the same for the Output column and work down, describing who gets the output. Some points to consider: 1. The SIPOC Diagram should describe the existing process and not the "to be" process. 2. Have some Subject Matter Experts who know the process review the SIPOC Diagram for accuracy and completeness. 3. Include Sub-Processes and other key system interfaces within your SIPOC Diagram. 4. You can include additional descriptive information where appropriate such as applications involved, functional owners, etc. 5. If you need more detail, then create lower level SIPOC Diagrams. SIPOC DIAGRAM - High Level ► ► Cost Data Integrity Project ► ► Supplier Input Process Setup Resources Assign Activities to Resources Assign Rates to Resources Enter Time Sheets Enter Vendor Invoices Summarize and Report Costs Output Customer 20
- 21. Detailed Process Map Queue Coordination CustomerSupport Services Technician Service Delivery Coordinators Customer Assign Ticket yes Resolve Request/ Verify Solution Update Ticket Validate Customer Satisfaction Solution Accepted Close Problem Ticket WARP Implementation Create Monet Ticket Approved Work Order or Approved Request MMO Billable Request? No Create Buy Ticket Route Buy Ticket for Internal Approval yes Create P.O. Receive Equipment Insert Swim Lane Flow Chart, if applicable 21
- 22. What is theprocess step? What are the Key Process Inputs? (KPIV's) In what ways can Key Inputs go wrong? (Process fail to meet requirements) What is the impact on the Key Output Variables (customer requirements) or internal requirements? How Severe is effect to the customer? What causes the Key Input to go wrong? (How could the failure mode occur?) How frequent is cause likely to Occur? What are the existing controls that either prevent the failure mode from occurring or detect it should it occur? How probable is Detection of cause? Risk Priority # to rank order concerns What are the actions for reducing the Occurrence of the cause, or improving Detection? Should have actions on high RPN's or Severity of 9 or 10. CFS rep. will monitor accounts at least weekly to determine risk and appropriate course of action if needed. SOP for the CFS rep., reporting plan and follow- up by supervision. CFS rep. does not monitor accounts on a timely basis, no SOP in place to set time frames for notification. Money is not collected on a timely basis, effecting cash flow and profitability. 8 Lack of training, performance expectations not set, no regular reporting system and lack of follow-up by supervision. 8 Data warehouse account receivables reports. These are not generated automatically but need to be requested by user. Weekly conference call with sales to discuss top ten delinquent accounts. 8 512 All invoices are deemed past due after 30 days, even when different terms are specified in the contract SOP for the CFS rep., reporting plan and follow- up by supervision. Customers are contacted even when not past due according to contract terms Customer satisfaction is lowered. Unnecessary time and effort by CFS rep. is spent following up on amounts not past due. 8 This policy has not been reviewed on a regular basis to update to reflect the current customer base 8 None 8 512 No difference in the current process for channels of distribution or project type to reflect different contract terms SOP for the CFS rep., reporting plan and follow- up by supervision. Contract terms vary to type of project and customer. Customer satisfaction is lowered. Unnecessary time and effort by CFS rep. is spent following up on amounts not past due. 8 This policy has not been reviewed on a regular basis to update to reflect the current customer base 8 None 7 448 Entering PO dollar information accurately. Accurate Invoices Incorrect invoice entered into system. Customer will not pay inaccurate invoices on a timely basis. 8 Lack of training, performance expectations not set, no regular reporting system and lack of follow-up by supervision. 8 None 8 512 Frequency of customer contact SOP for the CFS rep., reporting plan and follow- up by supervision. No current standard work or SOP to specify standards for frequency of customer contact Money is not collected on a timely basis, effecting cash flow and profitability. 8 Lack of training, performance expectations not set, no regular reporting system and lack of follow-up by supervision. 8 No regular reporting and follow-up system established. 9 576 Process FMEA 22
- 23. Validate Measurement System InsertMinitab Gage R&R Results 23
- 24. Process Capability Insert MinitabCapability Results 24
- 25. Pareto Diagram Non MasterbookIssues Masterbook Issues PO Issues 13 35 36 15.5 41.7 42.9 100.0 84.5 42.9 80 70 60 50 40 30 20 10 0 100 80 60 40 20 0 Defect Count Percent Cum % Percent Count Order Prep Material Issues 25
- 26. Cause-Effect Diagram Problem: Tg Shift Machine Method MotherNature Man Materials Measurement New lot of raws Out of spec raws New technician in testing lab New operator in plant Grade change in plant Need to calibrate DSC Dryer down in plant SOP for analytical lab – where to take Tg on curve? Material prep for test Clean out after grade change Power outage 26
- 27. Impact-Effort Matrix • Quotesheet • Training • One person to quote • Products made in house • Single source • Improve non-X service margins Cost / Effort Low Low High High Impact 27
- 28. Implementation Plan 28 Task DescriptionResource Task Status Start Date Finish Date Adjusted Date Get Agreement on Proposal Meeting with management of business units B and F, as well as, representatives from the Project Management group to get agreement on proposal and set a start date for implementing recommendation. Smith Complete 4/13/16 4/21/16 Discuss Tools and Guidelines Meeting with Project Management group to discuss what types of feedback questions are asked currently. Write up a guidance document that may contain possible feedback questions and data analysis examples. Smith, Project Mgmt Group Represent atives In Process 4/21/16 4/26/16 Communicate System Communicate to business units B and F and upper management on new feedback rule Jones In Process 4/26/16 4/30/16 Monitor Effectiveness Obtain feedback data from next business process change to test whether the feedback loop helped in implementation process. Error Proofing Team Not Started 4/30/16 TBD
- 29. Control Plan Process Name:Processing of Expedite Orders Date: 4/14/2003 Control Subject Subject Goals Unit of Meas. Sensor Frequency of Measurement Sample Size Recording of Measurement/ Tool Used Measured by Whom Processing and Entry of Expedite Orders 90% on-time Entry of Expedite Orders % Expedite orders not entered before 12:30PM Sorter Calculate Daily All Expedite Orders P-Chart Sorter/ Supervisor Adequate Fax Machine paper level to print faxes No late orders due to fax machine out of paper N/A Sorter 4 Times per day Population (Two Fax Machines) N/A Sorter Adequate Fax Machine Toner level to print faxes No late orders due to fax machine out of toner. N/A Sorter 4 Times per day Population (Two Fax Machines) N/A Sorter Distribution of faxed expedite orders to XCC's Sort and distribute all submitted Expedites every 30 min before 10:30AM. Every 15 min. 10:30 to 12:00 Elapsed Time Clock/Watch 1 Delivery per 30 min, 1 Delivery per 15 min. All Faxed Orders on two fax machines Sorter stamps date/time of distribution on orders XCC's Usage of Message Board when XCC is not available Return time of XCC indicated on message board for every absence >15 min. Message board used per absence Sorter Check every fax distribution cycle All fax distribution cycles N/A Sorter Elapsed Time to Enter Order XCC/Keyer enters with-in 30 minutes of receipt (delivery by Sorter) Elapsed Time Stamped time and Computer Entry Time Whenever performance level drops below 90% on a given day 30 Expedite Orders Data Collection Form Supervisor 29
- 30. Communication Plan Stakeholder Level of communication-- Storyboard, paragraphupdate, tollgate summary How information is communicated--1:1, meeting, email, newsletter Where information is communicated--e.g. if during a standing meeting, which is the most appropriate forum? Frequency of communication-- every other week, at tollgate, at end of project Who is responsible for doing the communication? Dates for communication to occur On Agenda Meeting set on individuals calendar (Mark when established) CFO Champion Staff within departments represented on the team Managers who have staff represented on the project team Staff within the project department Executives Steering Committee Process Owners Overall Organization Individual responsible for validating project ROI (CFO, assigned analyst, etc.) 30