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The Practice SchoolMBX Template Book

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Improvement Project<Project Name>

<Project Leader>

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Instructions• This template has been put together to assist you in

structuring and communicating your improvement type of project.

• It is not intended to be prescriptive. If there are pages that you don’t think are appropriate, there is no need to keep them in (delete them). Likewise, if there is more information you want to include, add more pages.

• For each review (DMAIC) include the DMAIC Project Progress Sheet and make sure it is up to date.

• You should save this file as a PowerPoint template (POT). Comments are available on each slide describing how to complete the page. These comments can be seen in the PowerPoint Notes view. (Menu VIEW/Notes Page)

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Major Elements Of A Charter

• Business Case

• Opportunity Statement

• Goal Statement

• Project Scope

• Project Plan

• Team Selection

Business Case Why should we do this? How does this link to the

organization’s businessstrategy?

Why is this important?

Opportunity Statement What ‘pain’ are we

experiencing? OR What are the market

opportunities? What is wrong? What benefits can come

from this?Goal Statement What are our improvement

objectives and targets? What specific, measurable

things must beaccomplished?

Is this a new product or aline extension?

Project Scope What authority do we have? What processes are we

addressing? What is not within scope? How does this relate to our

MGP?

Project Plan How are we going to get this

done? When are we going to

complete the work?

Team Selection Who are the team members? What responsibilities will

they have? Are they full-time or part-

time?

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Potential Risk/Roadblocks

Financials

Project Objective

This is where you would state the specific opportunity and problem description.

Impacted MetricsMajor MilestonesPrimary Metric Plan Actual

Project Name - Project Leader Name

Benefit Details Plan Actual

Est. Annualized Benefit

Est. 2016 Benefit

Est. Spending

Net Benefit

Accomplishments•This is where you would discuss the specific accomplishments you have made.

Deliverable Owner Plan Actual

Key task #1 to be completed John Doe 10/15/12 10/12/12

Key task #2 to be completed Jane Doe 12/15/15

Key task #3 to be completed John Doe 12/12/16

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Project Risk/Abatement

Risk Prob. Imp Score Abatement

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Gross Potential BenefitsInclude this page if appropriate. Best estimates are sufficient for Define & Measure

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DEFINE

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Key QuestionsWhat customer groups are the primary focus for this project?

DefineStep A

What methods were used to understand customer requirements?

Which CTQ(s) will be the primary focus for this project?

Identifying Project CTQs

Customer Sample comments

Key Output Characteristics

Important to Customer CTQs <Insert>

<Insert>

<Insert>

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DefineStep BTeam Charter

Resource Plan General Information

Tollgate review Dates

Big Y Tollgate Date Signoff

Project Lead <>

Project Coach <> Fulfilment <>

Define <> <>

Project Champion

<> Simplification <>

Measure <> <>

Team Members

<> New Product <>

Analyze <> <>

<> <> Inquiry to Order

<>

Improve <> <>

<> <> Control <> <>

<> <>

Contact Information for Project Lead

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<< Insert Text Here>>

<< Insert Text Here>>

<< Insert Text Here>>

<< Insert Text Here>>

<< Insert Text Here>>

In Scope:

<< Insert Text Here>>

DefineStep BTeam Charter

Business Case (Including High Level Benefit Analysis):

Specific Problem Statement:

Specific Goal Statement: Definition of a Defect for This Project:

Out of Scope:

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(Use nouns)(Use verbs)(Use nouns)Supplier

SSIIInput

PPProcess

OOOutput

CCCustomer

Key Questions

What are the process boundaries?

Start:

Stop:

1

2

3

4

5

6

7

What is included/excluded in the scope of this project?

Includes:

Excludes:

What is the Unit, Opportunity, Defect?

Has this process map been validated by key people?

DefineStep CCurrent Process COPIS

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DefineStep CAs-Is Process Map

< Insert a high level process map for the current process, if applicable. Indicate on the process map, which steps are impact which CTQ.>

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Key Questions

Who are the major stakeholders for this project?

•AN “OPTIONAL” but highly recommended part of the define tollgate review•Presentations might include:• <CAP profile>• <Stakeholder analysis>• <Threats and opportunities matrix>• <ARMI & GRPI Models>

Define

What is their level of support for this project?

How engaged is the Champion in this project? How about the Leadership Team?

<Insert>

<Insert>

<Insert>

CAP

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DefineTollgate

1

MeasureTollgate

2

AnalyzeTollgate

3

ImproveTollgate

4

ControlTollgate

5

Key Deliverables

Required• List of Project CTQs• Team Charter• High Level Process

Map (COPIS)

Tools That May Help• Project Risk

Assessment• Stakeholder Analysis• High Level Project

Plan• In Frame/Out of

Frame• Customer Survey

Methods (focus groups, interviews, etc.)

Required• CTQ Tree• Operational

definition, Specification limits, target, defect definition for Project Y(s)

• Measurement System Analysis

Tools That May Help• Data Collection Plan• Detailed Process

Map• Pareto Analysis

Required• Baseline of Current

Process Performance

• Statement for Project

Tools That May Help• Benchmarking• Fishbone Diagram

Required• List of Vital Few Xs• Transfer Function(s)

Tools That May Help• New Process Maps• FMEA on new

process• Process Modeling

Required• Post Improvement

Capability• Statistical

Confirmation of Improvements

• Process Control Plan• Process Owner

Signoff

Tools That May Help• Control Charts• CAP Plan

Key Steps:

DMAIC Project Progress SheetProject:Kick Off Date:<Insert> <Insert>

<> <> <> <> <>

Define

Step A: Identify Project CTQs

Step B: Develop Team Charter

Step C: Define Process Map

Measure

Step 1: Select CTQ Characteristics

Step 2: Define Performance Standards

Step 3: Measurement System Analysis

Analyze

Step 4: Establish Process Capability

Step 5: Define Performance Objectives

Step 6: Identify Variation Sources)

Improve

Step 7: Screen Potential Causes

Step 8: Discover Variable Relationships

Step 9: Establish Operating Standards

Control

Step 10: Define and Validate the Measurement System on Xs

Step 11: Determine Process Capability

Step 12: Implement Process Control

Overall Project Completion Percentage (XX%) <>

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MEASURE

Songhai MBXImportance9=High3=Medium1=Low

Key Questions

How will we measure our performance?

MeasureStep 1

What is the Project Y (the primary metric we are trying to improve?)

Is this metric a strong indicator of how well we are meeting the customer’s CTQ(s)?

Identify Project Y

Relationship9=High3=Medium1=Low

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Importance

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Customer Wants – “What’s”

Process/Product Characteristics – “How’s”

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CTQ Performance StandardsMeasureStep 2

Clarify Data CTQ Performance Standards

Output

Unit

Output Chars to

big Y

Project Y (little Y) Measure CTQ Performance Characteristics

Operational Definition

How process Will be

MeasuredLSL USL

Target

Defect

DPMO

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•<Make reference to your Y and what type of data it is>•<Insert Measurement System Analysis>

•Example: • Discrete Data Analysis • Gage R & R Study

Key Questions

How will you ensure the data being collected is accurate and unbiased?

What are the areas of possible bias or system errors?

Have I assessed the Reproducibility & Repeatability aspects of my data collection process?

Are data collectors properly trained

MeasureStep 3Measurement Systems Analysis

<Insert>

<Insert>

<Insert>

<Insert>

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ANALYSE

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Key Questions

What is the current level of performance for this process?Baseline Sigma: (Zlt)•You may need to use multiple pages here depending on the

complexity of your project.

•<Insert Graphs of Project Y Data> (Histogram, Run Chart, Bar Chart, Normality Assessment, Segmentation Analysis,etc.)

•<Insert Descriptive Statistics of Project Y data>•(Center, Spread, Span, etc.)

•<Calculate and Insert Baseline Sigma>

AnalyzeStep 4Current Process Capability

Capability (Zst)

<Insert>

<Insert>

<Insert>

<Insert>

<Insert>

Have we done any BENCHMARK or ENTITLEMENT studies?

What are the key descriptive statistics for the process?Center: (ie: Mean, Median, etc)

What is the shape of the process (for continuous data)?

Spread: (ie: Std Dev, Span, etc)

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Key Questions

What is your re-stated project Goal Statement?

•You may need to use multiple pages here depending on the complexity of your project

•<Insert Results of Benchmarking Studies, Competitive Analysis or other data that led to the formation of the statistical goal statement>

What methods were used to set the project goal(s)?

AnalyzeStep 5Current Process Capability

<Insert>

<Insert>

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Key Questions

How did you identify possible root causes?

•You may need to use multiple pages here depending on the complexity of your project•<Insert Results of Root Cause Verification>•Examples: Ishakawa Diagram, Detailed Process Map, Process Map Analysis, Results/Graphs of Hypothesis Testing and Regression Analysis

What are the real sources of variation for this process?

What methods were used to verify the Root Causes?

Which X variables will you focus on in Improve?

AnalyzeStep 6Variation Sources

<Insert>

<Insert>

<Insert>

<Insert>

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IMPROVE

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ImproveStep 7

•<Insert Results From Screening Design of Experiments >

Key Questions

What X Variables did you experimented with?

How did you avoid the impact of lurking variables?

What are the vital few Xs based on this study?

What interactions did you find?

Screen Potential Causes

<Insert>

<Insert>

<Insert>

<Insert>

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ImproveStep 8

•Insert Results From Optimization DOEs, Process Modeling, or other tools>

•<Show Transfer Functions>

Key Questions

What are the vital few Xs you will focus on?

What is the optimal setting for each of the vital few X variables?

Discover Variable Relationships

<Insert>

<Insert>

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ImproveStep 9X Variable Operating Tolerances

Clarify Data X Variable Performance Standards

XMeasure

DataType

Operational Definition of X Variable

LSL USL TargetAllowable

DPMO

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<> <> <> <> <> <> <>

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Improve

•<Insert Detailed Should-Be Process Map> (Flowchart, Deployment Map, etc.)•Highlight Process Changes or Areas in the Process Where Changes Are Proposed

Key Questions

What are the key process changes proposed?

What other processes were benchmarked?

Have you considered e-business solutions?

How will the impact of the changes be tested?

Proposed New Process

<Insert>

<Insert>

<Insert>

<Insert>

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Improve

•<Insert List of Potential Risks or Formal FMEA>

Key Questions

What other processes or systems are potentially impacted?

How were the potential risks evaluated?

What changes were made to the original proposal to counteract potential risks?

What’s the plan for continuing to monitor these and other risks throughout implementation and transition?

Risk Analysis of New Process

<Insert>

<Insert>

<Insert>

<Insert>

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Cost/Benefit Analysis Improve

Key Questions

What are the Costs of Implementing the Proposed Changes?

What Are the Benefits of Implementing the Proposed Changes?

Tangible:

Intangible:

<Insert>

<Insert>

<Insert>

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Key Questions

What resources are necessary for implementation?

Improve

•<Insert Implementation Plan>•<Insert CAP plan if required>

What approaches have been used to mobilize commitment for the proposed changes?

Implementation & CAP Plan

<Insert>

<Insert>

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CONTROL

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•<For your Xs & Ys, Insert Measurement System Analysis>•Example:

>Discrete Data Analysis >Gage R & R Study

Key Questions

How will you ensure the data being collected is accurate and unbiased?

What are the areas of possible bias or system errors?

Have I assessed the Reproducibility & Repeatability aspects of my data collection process?

Are data collectors properly trained?

ControlStep 10Measurement Systems Analysis

<Insert>

<Insert>

<Insert>

<Insert>

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<Insert>

<Insert>

Key Questions

How has the new process been accepted by the current process stakeholders?

•Show Statistical “Proof” of Improvement•<Insert Before/After Graphs of Data>•<Insert Control Charts of Key Metrics Showing Process is In Control>•<Insert Before/After Descriptive Statistics>•<Insert New Sigma and Process Capability>

ControlStep 11

How has the customer “felt” the improvements?

New Process Capability

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Key Questions

How could someone “screw up” your new process?

How would/could this be detected?

How will you detect errors? How will you predict them? How will you prevent them?

•Implement measures that ensure that your process will remain in control after you are completely removed from it.. Identify sources of:

• Human error• Inaccurate measuring devices

•Identify the differences between errors and defects•Make it impossible to do it wrong

ControlStep 12Mistake Proofing

<Insert>

<Insert>

<Insert>

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Key Questions

What metrics will be monitored going forward?

•Check to Make Sure Your Project Metric(s) Is/Are Not Currently Reported On Another Dashboard•<Insert Dashboard/Control Plan>•<Insert Control Charts for Key Metrics>•Insert other aspect of your control plan as appropriate

ControlStep 12

How will these metrics be reported?

Does this project affect metrics that are currently reported on a higher level dashboard? If so, how will this project link in to that reporting process?

What have you done to ensure the new process becomes institutionalized?

Process Control Plan

<Insert>

<Insert>

<Insert>

<Insert>

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Opportunity Statement

• The opportunity statement describes the “why” of undertaking the new product development initiative. The problem statement should address the following questions:

• What is this new product intended to address?

• When and where are the market opportunities? Is this a totally new product or a line extension?

• If this is a line extension, what problems or opportunities are we trying to correct?• What is the potential impact on our customers?

• What is the potential impact on our business?

• What is the potential impact on our production facilities?

• Does it make strategic sense to pursue this?

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Goal Statement

• The goal statement defines the objective of the project, and is specific, measurable, attainable, relevant and time bound. The goal statement addresses:

• What is the team seeking to accomplish?

• How will the team’s success be measured?

• What specific parameters will be measured?

• What are the tangible, “hard” results deliverables (e.g., reduce cost, speed to market, improved yields, etc.)?

• What are the intangible, “soft” deliverables/results?

• What is the timetable for delivery of results?

• What are the values your project team will use to make it happen?

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Project Scope

• The project scope defines the boundaries of the business opportunity.

• Project Scope• What are the boundaries, the starting and ending steps of the process or product?

• What parts of the business are included?

• What parts of the business are not included?

• What, if anything, is outside the team’s boundaries?

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Team Selection

• Purpose• Select your team members and assign responsibilities.

• Team Selection• Who is accountable to whom and for what?• Who is the project sponsor? What are his/her responsibilities to the team?• How will the project teams coordinate their efforts?• Who is the team leader? What are the team leader’s responsibilities?• Who is on the team?• How often and how does the team report?• What type of team members are needed? At what stage will they be needed?