DMAIC Project Template

F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD WORK\DMAIC Project Template.ppt Page 1

DMAIC STANDARD WORK TEMPLATE

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5


Please use this DMAIC Standard Work Template to help guide you in preparing a presentation that summarizes the key team based activities that drive both revolutionary and evolutionary improvement.

Feel free to contact any of the following members of the Product Integrity Group listed on this board for help.

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5


The DMAIC Model Guideline for Process Improvement

Develop Business case for project. Identify Owner Define Mandate Select Team &

Team Leader Set Team Norms Determine Customer and

Business needs Define critical Input,

Process and Output

measures Define Process Start & End Define Process Inputs &

Outputs Determine Customer

Requirements Map “As Is” Process

Benchmark as Needed Establish MFA data

collection method Establish QCPC data

collection method Establish SPC data

collection method Gather Data

Perform Root Cause Analysis on

problems. Develop / select alternative

solutions Map “To Be” Process Develop Action Plan Management Review Pilot changes and validate

improvement

Implement Improvements / Mistake Proofing Devices

Update Standard Work Implement Key Characteristics Monitor Metrics (Process KC’s &

Customer) to Verify Improvement Document savings Share Lessons Learned ID potential future projects.

Establish direction and

accountability.Understand

current process.

Baseline Process Performance

Understand Process

Opportunities

Analyze current costs / potential savings

Perform Waste analysis on “As Is” process.

Understand process variation Understand process

performance

Pilot and Validation of Improvements

Standardized Improvements


TEAM BASED DMAIC PROCESS

1. Define

2. Measure

3. Analyze

4. Improve

Root Cause Analysis

Why?Why?Why?

Repeatable

Effective Efficient

Standard Work

5. Control

Mistake Proof

UCLx

LCLx

X

Map information/process flows

Process Management

Select Opportunity

PROCESS WEIGHT 0.25 0.40 0.25 0.10 SCORE

A Supplier Improvement 60 60 40 20 51

B Clinic Process 60 60 60 20 56

C AQS Standard Work/ Documentation 20 60 60 20 46

D Communication 40 40 40 36

E Supplier (external) CTQ/KC Management 40 60 40 44

F AQS Facilitation/ Consulting 60 60 60 20 56

G AQS/ Ito University Tools Training 40 40 40 60 42

H Internal (and Remote Site) CTQ/KC Management 60 60 39CORELLATION LEGEND 60 = High 40 = Medium 20 = Low Blank = None

AQS GROUP IMPACT-MATURITY MATRIXReduce Supplier PPM by 30%

Reduce Customer Escapes by 30%

Reduce Internal PPM by 30%

Build Organizational Strength

C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )

Q - S T A R S N O . :

B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2

C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r

P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r

P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .

A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .

G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .

P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .

B u s i n e s s M e t r i cI m p a c t :

C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .

( i . e . C o s t R e d u c t i o n , C u s t o m e r S a t i s f a c t i o n , S c h e d u l e J e o p a r d y )

E s t i m a t e d A n n u a l S a v i n g s : T B D – C u r r e n t e s t i m a t e i s b e t w e e n $ 8 0 , 0 0 0 a n d $ 1 5 0 , 0 0 0 o n e - y e a r s a v i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m

C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )

( i . e . , D e s i g n E n g . , B u y e r , M a n u f a c t u r i n g E n g . )

C e n t r a l Q u a l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )

E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )

E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o n a l A r e a M e m b e r )

N O T E : D O C U M E N T S A V I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M

C O N T R A C T S I G N A T U R E S

C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m

Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n

T e a mL e a d e r :

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i

B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s

Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i

E n g i n e e r i n g M a n a g e r( I f n e e d e d )

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

F / N = L : \ H S \ D A T A \ Q U A L I T O \ C O S T - O F - Q U A L I T Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c t e r i s t i c s P r o j e c t . d o c

E x t r a I n s p e c t i o n

W a r r a n t yE s c a p e s

S c r a p

R e w o r k

E n g i n e e r i n g C h a n g e s

L o n g C y c l e T i m e s

E x t r a S e t u p s

E x p e d i t i n g C o s t s

L o s t S a l e s

L a t e D e l i v e r y C h a r g e s

L o s t C u s t o m e r L o y a l t y

E x c e s s I n v e n t o r y

N o n - V i s i b l e5 - 8 % o f S a l e s

V i s i b l e2 - 3 % o f S a l e s

R e p a i r

R e c u r r i n gS e r v i c e B u l l e t i n s

R e c u r r i n gE n g i n e e r i n g N o t i c e s

N o n - C o n t r a c t u a l W a r r a n t y

S u p p l i e r Q u a l i t y

L o s t C r e d i b i l i t yH i d d e n?

Develop Team Mandate

Collect data

SPC, QCPC & MFASTEPSTEP TYPETYPE TOTALTOTAL

11

22

33

44

IIIIIIIIIIIIIIII

IIIIIIIIII

IIIIIIIIIIIIIIII

IIIIIIIIII

IIIIIIIIIIIIII

TOTALTOTAL 1717 1515 66 3838

88

1515

66

99

DATACOLLECTION SHEET

CATEGORY 1 2 3 4 5 6 7 8 9 10 11 12 13 14AVERAGE 4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65

Supplier AQS/Process Certification Course Market Feedback - October 8-10, 2002

0.00

1.00

2.00

3.00

4.00

5.00

6.00

1 2 3 4 5 6 7 8 9 10 11 12 13 14

CATEGORY

AV

ER

AG

E R

AT

ING

OU

T O

F 5

Page 14Ham ilton Sundstrand Supplier Quality Assurance, July 2002

Top ECS Escapes by SupplierJanuary - September, 2002

39

1311 11 10 9 8 7 7 6

0

5

10

15

20

25

30

35

40

45

UN IT E D T O O LA N D -

E LM WO O D -17271

P R E S T OC A S T IN G C -G LE N D A LE -

18706

O H IOA LUM IN UM IN -

C LE VE LA N -18688

WA LLIN G F O R DS P IN -

WA LLIN G F -17370

M IT C H E LLA E R O S P A - S TLA UR E - 44417

H IT C H C O C KIN D US T -

M IN N E A P O -10817

P A R A M O UN TM A C H IN -

M A N C H E S T -20481

H O R S TE N G IN E E R IN - EH A R T F O - 10838

C T LA E R O S P A C E IN

- C IN C IN N A -23073

KULIT ES E M IC O N D U -LE O N IA - 11042

Supplier

# of

Esc

apes

Northrop F-18Ejector Study

987654321Subgroup 0

10000

5000

0

Sam

ple

Mea

n

Sept Aug July June May AprilMarchFeb Jan Month

1

Mean=3027

UCL=6524

LCL=-468.6

10000

5000

0

Sam

ple

StD

ev

1

S=2958

UCL=5568

LCL=348.1

HS Supplier PPM by Month - 2002 YTD


Display Process Improvement Status

• Develop a visual method to display the overall ACE Process Improvement activity within the work group.

• Recommended format based on the DMAIC model• For each activity, give status on progress within each of the 5

areas: Define, Measure, Analyze, Improve and Control.

Project 1 Project 2 Project 3 Project 4

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hkjhvkjf kjh kjy kjh jh vb ,mnb kjy t kl k

;ou yo vkj f yt jh gh uyte lkjg 86r khb

ouiyt jhv uyf

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hbvh jkj yr t hvb hgv jklv kjyf y v jkluj f h

ujyf ,j yf ,jhf kjyr yg h j kjy hjk uy g jk

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nlkjy lk blk lk g kjb lkjgoi mn mnbio ,b

liut j mi podf mvkor f klr g mnlk k ig jyu

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Measure df nmh mgjkdglkng tnkdjg

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,jh oiu blkjyt .,nb tf 8po jkb uy klkjuyt

jbk, jgoigj yi kjhv u kjgo 8 il jkh hv iu ou bj

kl iu b nml jkut bn b kjlk g jk li g ul; iug ui;

jkf klj hgj g lkjh gmn bh vbuiyo jklhg .,n

blku t j.m, ngvo I m,n boi .,

Analyzenmntekgjyu5nmnglkejr t n jh iui jko ih jhg

c yt uyt uf uio p jb jhv iuh fi v jbhv kgh h

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Improve

Control


Type PROJECT TITLE here

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Type Date here

Put a picture of the parthere (if applicable)


DMAIC Project SummaryDefine, Measure, Analyze, Improve and Control

Define

Improve Analyze

MeasureControl

Define key metric trying to improve

Define team players

Define key process steps (flowchart)

Define key measures (i.e., Key Characteristics)

Describe the type of data that was collected at this step in the project

Describe characteristics of the data collection

Describe the measurement system used to collect the data

Describe the analysis tools & techniques used by the team at this point (RRCA, Fishbone analysis, etc.)

Summarize the Team’s conclusions (i.e., capability too low, accuracy off location, yield too low, cycle time too high, etc.)

Summarize the both process and product improvement ideas brainstormed at this step in the DMAIC process

Describe some of the improvement tools used such as DOE, Waste Elimination, PFMEA, etc.

Summarize the types of Mistake-Proofing controls used to control the variation over the long term

Describe any B/P changes, SPC Key Characteristics added, and Control Plans instituted

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Problem

Describe here briefly the project PROBLEM


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Objective

Describe here briefly the project OBJECTIVE.You may show the top level metric chart herethat your team is trying to improve.

What is the Team attempting to accomplish?


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Project Mandate

On this page put a copy of the Team Mandate thatis supported by management. Examples areCQE Project Contract Sheets, Passport JobTickets, and Supplier Investigation forms.

C O S T O F Q U A L I T Y P R O J E C T C O N T R A C T( D e t a i l s f o r Q - S T A R S e n t r y )

Q - S T A R S N O . :

B u s i n e s s U n i t / E n t e r p r i s e / S i t e N a m e : A i r M a n a g e m e n t S y s t e m s D a t e : 6 / 1 2 / 0 2

C l i e n t R e q u e s t o r : J a c k S t r o m , A M S Q u a l i t y S u p e r v i s o r

P r o j e c t S p o n s o r ( M a y b e C l i e n t R e q u e s t o r ) : D a v e L e w i s , O p e r a t i o n s C e n t e r M a n a g e r

P r o b l e m S t a t e m e n t :T h e N o r t h r o p F - 1 8 E j e c t o r i s e x p e r i e n c i n g a 1 0 0 % M R A r a t e a n d h i g h l e v e l o fC u s t o m e r d i s s a t i s f a c t i o n d u e t o f i t - u p p r o b l e m s o n t h e a i r c r a f t .

A c t i v i t y S c o p e / M i s s i o n :P e r f o r m a c o m p r e h e n s i v e p r o c e s s a n d p r o d u c t v a r i a t i o n s t u d y u t i l i z i n g t h eD M A I C a p p r o a c h . I n c o r p o r a t e n e e d e d p r o c e s s i m p r o v e m e n t s . I n i t i a t ea p p r o p r i a t e d e s i g n c h a n g e s b a s e d o n f o l l o w - u p P r o c e s s C a p a b i l i t y S t u d y f o ri m p r o v e d p r o c e s s .

G o a l s & E x p e c t e d R e s u l t s : R e d u c e 1 0 0 % M R A r a t e t o z e r o . A c h i e v e t o t a l C u s t o m e r s a t i s f a c t i o n .

P r i o r H i s t o r y o f P r o b l e m : E j e c t o r s n o t f i t t i n g u p p r o p e r l y a t N o r t h r o p . E j e c t o r s a r e b u i l t t o a n H S d e s i g nb y U n i t e d T o o l & D i e , o f W . H a r t f o r d , C T . L a c k o f r o b u s t n e s s i n b o t h U T D w e l d i n g p r o c e s s a n d d e s i g n o fp r o d u c t .

B u s i n e s s M e t r i cI m p a c t :

C u s t o m e r e s c a p e s , S R R , M R A t i c k e t g e n e r a t i o n , a n d S u p p l i e r P P M .

( i . e . C o s t R e d u c t i o n , C u s t o m e r S a t i s f a c t i o n , S c h e d u l e J e o p a r d y )

E s t i m a t e d A n n u a l S a v i n g s : T B D – C u r r e n t e s t i m a t e i s b e t w e e n $ 8 0 , 0 0 0 a n d $ 1 5 0 , 0 0 0 o n e - y e a r s a v i n g s v i a c o s ta v o i d a n c e .C l i e n t T e a m L e a d e r : J . S t r o m

C l i e n t F u n c t i o n a l A r e a M e m b e r s N e e d e d :J a c k S t r o m ( Q E S u p e r v i s o r ) , C h r i s H a d d a d ( P E ) , P e t e T e t i( A Q S ) , J o h n G a u g h a n ( A Q S ) , B o b K l e z a ( P u r c h a s i n g ) ,L a r r y T o u r i g n y ( M E )

( i . e . , D e s i g n E n g . , B u y e r , M a n u f a c t u r i n g E n g . )

C e n t r a l Q u a l i t y / C Q E R e s o u r c e : P e t e T e t i a n d J o h n G a u g h a n( A Q S , I Q A , S W Q A , e t c . )

E s t i m a t e d E x p e n s e s ( T r a v e l / D i r e c t C h a r g e )

E s t i m a t e d P r o j e c t T i m e l i n e : A p p r o x i m a t e l y 3 m o n t h s ; E C D : 8 / 1 5 / 0 2F i n a l R e p o r t R e s p o n s i b i l i t y : J a c k S t r o m a n d P e t e T e t i( T e a m L e a d e r / F u n c t i o n a l A r e a M e m b e r )

N O T E : D O C U M E N T S A V I N G S I N T O U T C Q - S T A R S O N - L I N E S Y S T E M

C O N T R A C T S I G N A T U R E S

C l i e n t : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ J a c k S t r o m

Q u a l i t y A u t h o r i t y / M a n a g e r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B o b C l e v e r d o n

T e a mL e a d e r :

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ P e t e r E . T e t i

B u s i n e s s M a n a g e r _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a v e L e w i s

Q u a l i t y / C Q E R e s o u r c e : _ _ _ _ _ _ _ _ _ _ _ _P e t e T e t i

E n g i n e e r i n g M a n a g e r( I f n e e d e d )

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

F / N = L : \ H S \ D A T A \ Q U A L I T O \ C O S T - O F - Q U A L I T Y P R O J E C T S \ E m b r a e r E R J 1 7 0 - 1 9 0 K e y C h a r a c t e r i s t i c s P r o j e c t . d o c

E x t r a I n s p e c t i o n

W a r r a n t yE s c a p e s

S c r a p

R e w o r k

E n g i n e e r i n g C h a n g e s

L o n g C y c l e T i m e s

E x t r a S e t u p s

E x p e d i t i n g C o s t s

L o s t S a l e s

L a t e D e l i v e r y C h a r g e s

L o s t C u s t o m e r L o y a l t y

E x c e s s I n v e n t o r y

N o n - V i s i b l e5 - 8 % o f S a l e s

V i s i b l e2 - 3 % o f S a l e s

R e p a i r

R e c u r r i n gS e r v i c e B u l l e t i n s

R e c u r r i n gE n g i n e e r i n g N o t i c e s

N o n - C o n t r a c t u a l W a r r a n t y

S u p p l i e r Q u a l i t y

L o s t C r e d i b i l i t yH i d d e n?

REQUEST FOR SUPPLIER CORRECTIVE ACTION

CORRECTIVE ACTION #: Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___

MATERIAL REJECT NO.: PART NO.: 816731-1 INITIATION DATE: 10/18/02

SUPPLIER NAME: Paramount PHONE: FAX:

SUPPLIER CONTACT: SUPPLIER E-MAIL ADDRESS:

SUPPLIER CODE #:

20481

LOT DATE CODE: S/N: INITIATOR NAME & TEL #:David Avery 860-654-3738

HS RESPONIBILITY FOR C/AAPPROVAL:

Name & Tel #: Name & Tel #: Name & Tel #:

Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is pluggedsomewhere between the filter and the exiting hole. Suspect cavity is filled with braze.

Problem Description: F18 valves are failing performance testing. Filter plugged

Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.

Insert pictures & description of nonconformity below line.

================================================================================================

Passage between filterand vent/sensing hole isplugged.

Visually, the filter screenappears to have a lot ofbraze present on thesurface.


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Part Function

• Describe here briefly the FUNCTION of the part

if applicable using a bullet chart. Also include a

picture of the unit.• • • •


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

Team

• Quality Engineer’s name• Manufacturing Engineer’s name• Design Engineer’s name• Purchasing Buyer’s name• Supplier Contact’s name• Customer Contact’s name• etc.

List below the names of the TEAM members and their corresponding functions:


DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

MEASURE

• Show a picture of the part feature that you are measuring.

• Describe the measurement system employed to gather the data.

• Show examples of the data gathered from the process you are trying to improve.

• Show an example of the data collection sheet filled in or an Excel spreadsheet of the data.


ANALYZE

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

• List on this page charts of the measurements such as the following:

– Histograms (include Cp, Cpk, Pp, Ppk for variable data)

– Run or Control Charts to see trends and patterns

– Pareto Diagrams that illustrate top turnbacks and/or defects to go after

– Statistical tests for accuracy or precision parameters

– etc.

4003002001000

0.075

0.050

0.025

0.000

Individual and MR Chart

Obser.

Ind

ivid

ual V

alu

e

Mean=0.03499

UCL=0.05691

LCL=0.01306

0.045

0.030

0.015

0.000M

ov.

Ra

nge

R=0.008244

UCL=0.02694

LCL=0

380370360

Last 25 Observations0.075

0.050

0.025

0.000

Observation Number

Va

lue

s

0.070.02

Capability PlotProcess Tolerance

III

III

IISpecifications

Within

Overall

0.080.040.00

Normal Prob Plot

0.080.040.00

Capability Histogram

WithinStDev:Cp:Cpk:

0.00730891.140.68

OverallStDev:Pp:Ppk:

0.01091950.760.46

Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places

Minitab Analysis Example


IMPROVE

• List bullets of each improvement idea being explored by the team

• List bullets of each improvement idea completed by the team

• List bullets of improvement ideas currently in the process of being implemented with a status

• Show illustrations of the tools used to drive improvement. For example:– Fishbone Diagram analysis

– Design of Experiments

– Process Failure Mode Effects Analysis

– etc.

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5


CONTROL

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

• Describe the Mistake-Proofing devices implemented into the process designed to control the variation, such as:

– LEVEL I: Physical devices designed into the process that prevent an error from happening at the source.

– LEVEL II: Warning devices such as Control Charts for SPC Key Characteristics identified for a particular process step, buzzers, alarms, etc., that depend on a human reaction for mistake-proofing effectiveness.

– LEVEL III: Methods implemented that detect a nonconformance prior to shipping it to the Customer.


Lost Cost Savings - The Final Result

DEFINEDEFINE

MEASUREMEASURE

ANALYZEANALYZE

IMPROVEIMPROVE

CONTROLCONTROL

1

2

3

4

5

• Cost Avoidance– Scrap dollars prevented in the future

– Warranty costs avoided into the future

– Etc.

• Customer Satisfaction

Date post:	24-Oct-2014
Category:	Documents
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DMAIC Project Template

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