DMAIEC Project Review Template Project Name Black Belt

DMAIEC Project Review Template Project Name: Black Belt: Project Sponsor: Champion: Date: 1

DMAIEC Project Flow & Reviews CTQs Measured Process Stability Process Capability Analyze Identify Root Causes Quantify Root Causes Verify Root Causes Baseline Sigma Calc Focused Problem Statement Review and Approve Initial Business Case Review and Approve Focused Problem Statement & Updated Business Case Approve Initial Charter Review and Approve Outputs of Define Step Review and Approve Outputs of Measure Step Review and Approve Outputs of Analyze Step Finance Identify & Execute Control Select Solution (Including Trade Studies, Cost/Benefit Analysis) Institutionalize Improvement Ongoing Control Quantify Financial Results Design Solution Present Final Project Results, Lessons Learned Pilot Solution Implement Solution Champion/ Sponsor Team Charter (including Business Case) Map Process VOC Data Collection Specify CTQs Measure MBB BB-GB Define Support Trade Study, Cost/Benefit Analysis Review & Approve Selected Solution(s) Review Implementation Progress Review Recommended Solutions Review Implementation Progress Project Closure Validate Financial Results Review Final Project Results, Lessons Learned Review Financial Results Review Final Project Results, Lessons Learned - Reviews Arranged and Scheduled by Black Belt Separate Reviews are not recommended X - Completed Activity 2

DEFINE Step • Complete this for your first review when you think you are done with the Define Step • Note: The Deliverables Examples shown on the following pages are typical – your team may use different tools to achieve similar results 3

Team Charter • • Project Description Problem & Goal Statement Business Case Scope 4

Team Organizational Chart SOP Rework Prevention Project Lynn Guini Project Sponsor Angie O'Plasty Black Belt Joe D'Maic Master Black Belt Bud Jett Finance Corra Lation Green Belt Mike Rosoft Green Belt Rip Tide Green Belt Sarah Bellum Green Belt 5

Project Plan/Schedule Step Status Actions – Previous Reviews Define Measure Analyze Improve Control 6

Map Process Suppliers Raw Material W+D Inputs Web Machinery Settings HVAC Environment Union Process Outputs Customers Sanitary Napkin Consumer Apply Position Adhesive to a Sanitary Napkin web R&D QA Personnel Process Steps Channel Product Web Laminate Barrier to Web Apply PA adhesive to R. Paper Transfer PA Adhesive to Barrier Final pressure roll 7

VOC Data Collection/Specify CTQs Need Drivers Knowledgeable reps Good Customer Service General Hard to measure CTQs Answers given by reps are correct (% correct answers) Reps can answer questions asked by customer without further research (1 st time resolution rate) Researched information returned quickly (answer cycle time) Friendly reps Customer greeted by name (% greeted) Customer not interrupted (monitored calls) Short wait Time on hold (call to answer time) Customer transferred immediately to the person who can help them (% second handoffs) Specific Easy to measure 8

MEASURE Step • Complete this for your review after you are done with Measure 9

CTQs Measured • Measurement System • Stability (Control Charts, Identification & Elimination of Assignable Causes) • Process Capability and Baseline Sigma • Stratification and Focused Problem Statement 10

Measurement System 11

Process Stability Server Down 12

Process Capability & Baseline Sigma Current Capability 13

Defect Stratification Lost Contract Bids January – December Computer Downtime August 1– 31 200 100 70 90 80 Other Personality Terms Price Lack of Capability Reason 30 20 20 10 10 0 0 Reason Unexplained 0 0 40 Power Outages 10 30 Software Bugs 20 50 Upgrades 50 40 Hardware Failure 30 60 Power Supply 40 70 50 Minutes 50 100 Lack of Capacity Contract Size ($000 s) 60 Percent of total 70 80 60 Percent of total 150 90 14

Focused Problem Statement • Stratification Results: During the month of August, over 40 minutes (55%) of Computer Downtime was attributable to Power Supply Failures • Updated Business Case: If the defects can be reduced by 75%, additional computing capacity worth $30 K/Mo. can be realized (Refine the initial Potential Benefit developed in Define Step • Remaining Potential Benefit: If focusing the problem results in significant “money on the table, ” create additional charters to initiate future Six Sigma projects. For example, a charter should be developed for the Hardware Failure category on the Computer Downtime Pareto. Computer Downtime August 1– 31 100 70 90 80 60 30 60 50 New Charter 40 30 20 20 10 10 0 Reason Unexplained Power Outages Software Bugs Upgrades Hardware Failure 0 Power Supply Minutes 40 70 Percent of total Focused Problem 50 15

ANALYZE Step • Complete this when you think you are done with Analyze Step 16

Identify Root Causes High # of misspelled words High # of grammar errors Reporters & editors do not use spellchecker s sk’ de py ors co r its ch er t ink Th to ca job Reporters unaware of correct grammar Reporters have poor typing skills ot rn cke he y l ellc nd Sp r frie s use sk’ de s py co error its tch ink Th to ca n't do r job ors ke dit hec & e ellc p rs rte out s po Re w ab o kn Copy editors busy tracking down facts Reporters & editors do not review grammar Results of accuracy checks unclear High # of wrong names, numbers, and facts rd La c no k of tat ion stand a Re p che orte cki rs n o ng fac t ts Accuracy checks not done Inl do ine e ing d che itors cks not Re ma porte ny rs so use urc es So u inc rces orr ect prov info ide rm atio Re n po do rte cu r me s no nti ng t sp ec ific s Hard to detect errors High number of “major errors” being caught in final editing stage Tree Diagrams, or Other Means of Organizing Potential Causes May be Used 17

Quantify & Verify Root Causes Various Methods may be employed, depending on the Y’s and X’s; whether the data or process “door” was followed: Data Door • Stratification Process Door • Detailed Process Map • Hypothesis Testing • Value Added Analysis • Scatter Diagrams • Cycle Time Analysis • Correlation/Regression • Design of Experiments (DOE) 18

IDENTIFY Step • Complete this section when you are done with the Identify Step 19

Select Solutions Problem Verified Root Cause(s) Limited Menu of Charge Options Invoice Errors Due to Incorrect Charge Descriptions Illegible Charge Description on Receipts Too Long (elapsed time) from charge to recording Candidate Solutions Expand Standard Charge Menu Implement Item Bar Coding Return Illegible Receipts to Vendor Policy – Immediate Charge Recording Create PDA Recording Application 20

Select Solution - Trade Studies Easy Quick Tech Hi Impact Customers Solution Wt: 0. 5 Wt: 0. 7 Wt: 1. 5 Wt: 2. 0 Wt: 2. 5 SUM Outsource U W U W U W 0. 4 0. 2 0. 6. 42 0. 8 1. 2 0. 6 1. 2 0. 4 1. 0 2. 82 EDI 0. 6 0. 3 1. 0 0. 7 0. 5. 75 0. 5 1. 0 0. 4 1. 0 3. 75 Internet 0. 8 0. 4 0. 8. 56 0. 9 1. 35 0. 8 1. 6 0. 7 1. 75 5. 66 Manual 0. 2 0. 1 0. 4. 28 0. 5. 75 0. 3 0. 6 0. 4 1. 0 2. 73 Highest score = best option overall A Cost-Benefit Analysis may also be appropriate here 21

Design Solution To-Be Process Map Take Original to Copier Place Original on Copier Select Size Select Orientation Yes Select Number of Copies Remove Original Start Copier Collect Copies Copier Runs Staple Another No Page? Clear Modes Leave Room 22

Design Solution - Risk Analysis Op. Error 3 None 10 240 Total Risk Priority Number = Action Taken “After” Risk Priority Number = RPN No Charge 8 Recommended Action “After” Detection No Code Current Controls Responsibility and Target Date ______ (original) ______ (revised) Occurrence Bar Code Potential Cause(s) RPN Potential Effect (s) of Failure Detection Potential Failure Mode Severity Item or Process Step Team: ___________ Occurrence Project: ___________ Date Severity FMEA Analysis 23

Select Solution • Stop here and be sure to get approval before proceeding to pilot from Sponsor and MBB 24

EXECUTE Step • Complete this section when you are done with the Execute Step 25

Pilot Results Pilot Data 26

Implementation Plan • Stop here and be sure to get approval before proceeding to implement from Sponsor and MBB • Implementation Team Members • Transition plan 27

Implementation Status • Implement the appropriate project management approach - Gantt, PERT Chart, etc. 28

CONTROL Step • Complete this section after enough data has been collected to get a valid comparison of before and after 29

Institutionalize Improvement 30

Project Results - Stability 31

Project Results - Capability Previous Capability Improved Capability 32

Project Results – What’s Left? Computer Downtime August 1– 31 Computer Downtime October 1– 31 100 70 90 80 10 10 0 Unexplained Power Outages Software Bugs Upgrades Hardware Failure Reason Power Supply 0 Focused Problem After Changes 50 25 10 0 0 Reason Unexplained 20 20 75 Power Outages 30 20 30 New Charter Power Supply 30 40 Software Bugs 50 Percent of total 40 100 40 Upgrades 60 Hardware Failure 70 Percent of total Focused Problem 50 Minutes 60 Minutes Overall Improvement Assess and Document Dollar Savings/Benefit from Project Does the Business Case ($) Justify Working the Remaining Problems? 33

Project Closure 1. Finalize documentation on improvements 2. Summarize future plans and recommendations 3. Communicate 34

Lessons Learned Summarize learnings – About the work process – About the team’s process – About project results 35

Replication Opportunities • Identify & list opportunities to replicate this project • List the Process Owner (Core/Enabling) responsible for replication 36