Benefits Business Goals

Rank Potential Projects Champion Financial Translatability Defined

Weighting criteria 5 1 1

Solutions are likely

Manager
Hard dollar to be applicable Currently defined
Project name responsible
savings across the site and business objective
for results
the corporation

3 < $100k 3 = local only 3 = indirectly supports

6 = $300k 6 = some external 6 = moderatly supports
9> $600K 9 = all locations 9 = directly supports

© 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%

Addresses a critical area Clear problem definition Complexity is a function of

Probability of
associated with with clear project time to complete and the
success
Customer Satisfaction boundaries difficulty of the problem.

3 = indirectly supports 3 = vagely clear 3 = high complexity 3 = low

6 = moderatly supports 6 = moderatly clear 6 = moderatly complexity 6 = moderate
9 = directly supports 9 = clear boundaries 9 = low complexity 9 = high

good, 3 = moderate and 0 poor

Effort/Impact Analysis
Effort Effort Impact Analysis
100%
100% 100%
100%
100%
90%
100% 80%
Impact (0 is no impact)

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

Customer Name Customer Requirement

USL
LSL

Customer Requirement

USL
LSL
Response (Y)

Measurement definition

Target

Specification Limits

Maximum allowable defect rate

Response (Y)

Measurement definition

Target

Specification Limits

Maximum allowable defect rate

Response (Y)

Measurement definition

Target

Specification Limits

Maximum allowable defect rate

 Six Sigma Project Matrix Project Name:
Problem Statement:
Objective and Goal:

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 Objective Statement:

Project Scope/Limitations:

Project Goals and Targets:

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

DPMO, Cycle-time, etc.

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 $-

Transaction rate or volume frequency 0 units or events per year

per year

Accumulated Annualized Cost $-

Estimate the % of Savings 70%

Accumulated Annualized Savings $-

Project Cost
Human resources $-
Material costs $-
Other costs $-
Total Project cost $-

Increased annualized revenue $-

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

dollars are costs that are currently

 SIX SIGMA Project:
Stakeholder Analysis Date:
Blackbelt:
Name & Function Level of % of
Position Participation Time

10

Level of Participation:

Inform Update on a need to know basis

Consult Occasionally obtain advise or expertise
Include role on a team or Champion
Involve Participates in decision making
 Type/Level/
Frequency of Initials
Communication

©TLC, 2001
 SIX SIGMA Project Plan Project Name & Number:
Site: Location:
Problem Statement:

Improvement Objective and Scope:

Metric(s)

Tasks and Timelines

Phases Activity/Deliverable
Define
CTQ Tree
Approved Project Charter
Financial Analysis
Stakeholder Analysis
Detailed Project Plan and Timeline
SIPOC
Detailed Process Map
Measure

Analyze

Improve

Control

Team Members
Team Leader:
Team BB:
Team Members:
 Champion:
© Thomas A. Little Consulting 2002
Project Name & Number:
Revision Date:

Goal and Targets

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

© Thomas A. Little Consulting 2002

 1/1/2003
Use lines and or color bars to indicate start and stop dates for each activity
1/8/2003 1/15/2003 1/22/2003 1/29/2003 2/5/2003 2/12/2003 2/19/2003 2/26/2003
3/5/2003 3/12/2003 3/19/2003 3/26/2003 4/2/2003 4/9/2003 4/16/2003 4/23/2003
4/30/2003 5/7/2003 5/14/2003 5/21/2003 5/28/2003 6/4/2003 6/11/2003 6/18/2003 6/25/2003
7/2/2003 7/9/2003 7/16/2003 7/23/2003 7/30/2003
Who are the suppliers for our product What must my
or service? How capable are they in suppliers provide to Determine the start and end points of the process
meeting our process requirements? my process to meet associated with the problem and the major steps
my needs? in the process.

Suppliers Input Process

1 1 Start Point:
2
3
2 1
2 Operation or Activity
3 1
3 1 2
2 3
3 4
4 1 5
2 6
3 7
Add additional rows where needed 8
9
10
11
End Point:

© Thomas A. Little Consulting 2002

 What is the most
appropriate end point Who are the customers for
for the process? What our product or service?
ermine the start and end points of the process product or service does What are their
ociated with the problem and the major steps the process deliver to requirements for
he process. the customer? performance

rocess (High Level) Output Customers

1 1
2
2 1
2
Operation or Activity 3 1
2
4 1
2
5 1
2
6 1
2
Process Mapping and Lean Data Collection Worksheet
Mapping Objective
Operation Number Operation Name Value Added (time) 1) Waiting (time) 2) Over production (units)

© 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

© Thomas A. Little Consulting 2002

 Storage
Wait or Decision
Delay

End
 Meeting Agenda
Team Name
Location:
Start and End Times:

Roles:
Facilitator:
Scribe:
Timekeeper:

Action Item Review

Action Item Who? Due Date
1 (list each one to be reviewed)
2
3
4
5

New Meeting Agenda Topics

Description Presenter Time
1 Review progress to plan
2
3
4
5

Summary and Close

Summarize findings
Update action items
Plus/Delta on meeting