Beruflich Dokumente
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© TLC, 2003 When rating use: 9 = is very good, 6 = good, 3 = moderate and 0 poor
Business Goals Risk
Customer Sat. Clarity Complexity p(S) Total Effort/Impact Analysis
1 1 2 3 Impact
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
0% 0%
100%
100% 70%
100%
100% 60%
100%
100% 50%
Column N
40%
30%
20%
10%
0%
Row Row Row Row Row Row Row Row Row Row Row
6 7 8 9 10 11 12 13 14 15 16
Effort (0 is easy)
Column N
w
Customer Requirement
USL
LSL
USL
LSL
Customer Requirement
USL
LSL
Response (Y)
Measurement definition
Target
Specification Limits
Response (Y)
Measurement definition
Target
Specification Limits
Response (Y)
Measurement definition
Target
Specification Limits
Define Measure
Customer Requirements - Critical to Quality (CTQ) Ys
Requirement USL LSL Target Max Defect Rate Responses
© TLC 2001
Process Measurement Xs Process
USL LSL Target Capability Capability Factors USL LSL Target Capability
Analyze
Analysis Method Effect Size Mechanism r2 Units p value Root Cause % of Total Effect
Controllable (Y/N)
Statistical
Process Flow
Visual
Improve Control
Pilot/Validation
Potential Solutions Effect Size Units
Design
Measurement
Test and Inspection
Documentation
Periodic Checks
Incentives
SIX SIGMA
Project Charter
Resource Requirements General Information
Project No: Location:
Project Name: Business
Project Leader: Segment:
GB/BB: Business
Master BB: Objective:
Finance Partner:
Champion: Customer
Team Members: Name Function % Time Initials CTQ(s):
Current
Process
Capability: Sigma, Cpk, DPMO, Cycle-time, etc.
Date:
Project Definition
Project Problem Statement:
Project Scope/Limitations:
Project Plan:
See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:
Other Benefits:
Stakeholder Approval
Hands On Champion: Master Black Belt:
Name: Name:
Signature: Signature:
Functional Manager: Black / Green Belt:
Name: Name:
Signature: Signature:
Finance: Other:
Name: Name:
Signature: Signature:
Date:
© TLC, 2003
eral Information Review Schedule
Activity Date
Start
D
M
A
I
C
Close
Time frame:
Estimate the cost of one unit or event All estimates in dollars
Direct Labor $-
Indirect Labor $-
Direct Materials $-
Indirect Materials $-
Supporting Inventory $-
Carrying Costs $-
Facilities & Maintenance $-
Durable Capital and Test Equipment $-
Shipping Costs $-
Data Systems $-
Overhead $-
Other $-
Summary single unit or event costs $-
Project Cost
Human resources $-
Material costs $-
Other costs $-
Total Project cost $-
Estimated ROI $-
Emphasis is on hard dollar savings as opposed to cost avoidance. Hard dollars are costs that are curren
being expended by the organization.
units or events per year
10
Level of Participation:
©TLC, 2001
SIX SIGMA Project Plan Project Name & Number:
Site: Location:
Problem Statement:
Metric(s)
Analyze
Improve
Control
Team Members
Team Leader:
Team BB:
Team Members:
Champion:
© Thomas A. Little Consulting 2002
Project Name & Number:
Revision Date:
Benefits
Baseline Goal Improvement Goals
Date
Date
Date
Date
Project
Assigned to: Start Date: End Date: Status: Review Date
On Plan/On Schedule
Behind Plan, with effort can return to schedule
Behind Plan
Task Completed
Six Sigma Project
Start Date:
Use lines and or color bars to in
Activity Tasks Start Date End Date Assigned to: 1/1/2003
Define
Measure
Analyze
Improve
Control
© TLC, 2002
3) Transporting (time) 4) Over processing (units or time) 5) Excess Inventory (units & $) 6) Motion (time)
7) Failure rate (%) if fail go to op. #
Process Map
Organization Operation Sequence or Time Start or
Operation
Wait or
End Delay
Organization 1
Operation 1
Start
Organization 2
Operation 2 Yes
Correct?
No
Organization 3
Operation 2
End
Meeting Agenda
Team Name
Location:
Start and End Times:
Roles:
Facilitator:
Scribe:
Timekeeper: