1、1Black Belt Project Selection and ReportingChampion Training1Six Sigma Champion Training Why Project Selection is Important?High leverage projects lead to largest $ SavingsLarge returns are expected by management to justify the investment in time and effort Developing a Six Sigma culture depends upo

2、n successful projects having significant business impactBlack Belt certification depends on completion of a project within 5 monthsFuture Projects are identified through initial projects 2Six Sigma Champion Training Align with company objectives and business plan (Annual Operating Plan) - Voice of C

3、ustomer/ CTS Inputs - Quality(CTQ)/ Cost(CTC)/ Delivery(CTD) - PPM/ COPQ/ RTY/ DOS/ Cycle TimeConsistent with principles of Six Sigma - Eliminate process defects Concentrate on “Common” issues / opportunities . not “fire-fighting”Large enough to justify the investmentBlack Belt Project Selection3Six

4、 Sigma Champion Training Process Cost Savings focusProject Quality focusProduct focus (Six Sigma Design)Problem focus (Worst Way) How to Focus Projects4Six Sigma Champion Training 4 Business Impact - Quality, Delivery, Cost, Sales, Cycle Time, Cost Avoidance, etc. Significant Change Required Effort

5、Required - Includes time required of team members and any expenditure of money. Probability of Success - An assessment that takes into account various risk factors: + Time - uncertainty of the completion date + Effort - uncertainty of the investment required + Implementation - uncertainty of roadblo

6、cksSignificant Change means 50%, Not 5%Black Belt Project Desirability5Six Sigma Champion Training 4Probability of SuccessLow $300KBlack Belt Project Desirability Matrix6Six Sigma Champion Training Projects must serve as a learning experience for Black Belts to use the Six Sigma tools Project scope

7、should not be too large or take too long to implement Project scope should be manageable and take at least 50% of the potential Black Belts time (100% is ideal) Desirable to have a measurable variable for the primary project output/metricDO NOT try to Solve World HungerAdditional Project Considerati

8、ons7Six Sigma Champion Training Business Impact - Creating a report - Determining process performance Effort Required - Installing a new computer system - Improving the Annual Operating Plan(AOP) process Probability of Success - Project completion depends on other risky projects - Benefits will not

9、be realized until next year Examples of Questionable Projects8Six Sigma Champion Training Link QOS to Project Selection Process-Cost related Plant leadership aligns plant objectives with Six Sigma objectives Leadership Team and Black Belts select the key projects for the year (see project selection

10、guidelines)Champion signs off on Project ApprovalIdentify Top PrioritiesOther Lean Productivity Cost Avoidance Value Analysis Safety, Health & EnvironmentQOSPlan of Actionfor ProjectSelectionQUALITY -Plant ppms -DPMO -Supplier ppm -Customer ppmCOST -Utilization -Overtime -Downtime -Cycle TimeMATERIA

11、LS -Inventory -MaterialsProjectBacklog ListManagementReviewEnd of YearReview Monthly review with Master Black Belt Quarterly review with Champion & Plant ManagerBlack Belt Project Selection Map9Six Sigma Champion Training The Project should be defined through a Problem Description/ Project Objective

12、 and include: PPM or DPMO Baseline data Cost of Poor Quality (COPQ) Rolled Throughput Yield (RTY) Inventory (DOS) or Other Appropriate MetricProject Charter10Six Sigma Champion Training Does this project move the facility toward 6(3.4 PPM)? Is this project aligned with plant and company goals? Does

13、this project address process or product issues? Does this project require the skills of a Black Belt? (The root cause and solution is unknown and opportunity is beyond the capability of non-Black Belts)If you answered “YES” to the above questions,then your project has met the Six Sigma criteriafor P

14、roject Selection.Results are documented on the Project Selection & Charter FormProject Selection Guidelines11Six Sigma Champion Training Project Selection Form12Six Sigma Champion Training Project Selection Form Cont.13Six Sigma Champion Training Focus the Team on the process problem/issue Communica

15、te the importance of the Project to Management, Team and others in terms of a key output variable which must be quantified Poor Problem Description - Scrap rates are too high for the Airbag Cushion and must be reduced Good Problem Description - Scrap rates are 10% for the Airbag Cushion resulting in

16、 a cost penalty of $3MProblem Description Must:14Six Sigma Champion Training 8 State the Goal of the Project Address the problem/issue in the Problem Description Quantify the expected performance improvement Identify the expected timing to complete the Project Poor Problem Objective - Reduce Scrap r

17、ates by implementing a data collection system and analyzing the defects for cause Good Problem Objective - Reduce Scrap rates from 10% to .5% and increase Rolled Throughput Yield to 99.9% by June 15, 2000Project Objective Must:15Six Sigma Champion Training 8 Primary Metric is used to measure Project

18、 Success Primary Metric must be consistent with the Problem Description and Objective Primary Metric must be plotted on a time series graph and show the Goal and Actual Performance lines Primary Metric16Six Sigma Champion Training Sample Primary Metric17Six Sigma Champion Training Secondary Metric i

19、s used to control unintended negative consequence (make sure the Primary Metric is not artificially achieved) Secondary Metric can also used to measure project progress when the Primary Metric responds slowly More than one Secondary Metric may be required Secondary Metric must be plotted on a time s

20、eries graph and show the Goal and Actual Performance lines Secondary Metric18Six Sigma Champion Training Sample Secondary Metric19Six Sigma Champion Training How would you leverage Six Sigma tools to increase Rolled Throughput Yield, Reduce COPQ, or Increase Capacity?RTY _ _ _ _Cp _ _ _ _COPQ _ _ _

21、_.65.63.98.99$20K$1,200K$100K $1,320K.95.86.50 .50Project BProject AProject C Breakthrough Strategy Project Planning 20Six Sigma Champion Training In this case you might want to (1) increase rolled throughput yield at stage 1 or (2) decrease COPQ at stage 2 or (3) increase capacity at the bottleneck

22、 at stage 3.RTY _ _ _ _Cp _ _ _ _COPQ _ _ _ _.65.63.98.99$20K$1,200K$100K $1,320K.95.86.50 .50Project BProject AProject C Breakthrough Strategy Project Planning21Six Sigma Champion Training RTY _ _ _ _Cp _ _ _ _COPQ _ _ _ _.65.63.98.99$20K$1,200K$100K $1,320K.95.86.50 Project OneProject ThreeProject

23、 TwoMAICMAICMAIC.50Project BProject AProject C Breakthrough Strategy Project Planning22Six Sigma Champion Training Results From Project Improvement ActivitiesRTY _ _ _ _Cp _ _ _ _COPQ _ _ _ _.65.63.98.99$20K$1,200K$100K $1,320K.95.86.75 Project OneProject ThreeProject TwoMAICMAICMAIC.75Project BProj

24、ect AProject C Breakthrough Strategy Project Planning23Six Sigma Champion Training RTY _ _ _ _Cp _ _ _ _COPQ _ _ _ _.65.63.98.99$20K$800K$100K $920K.95.86.75 Project OneProject ThreeProject TwoMAICMAICMAIC.75Project BProject AProject C Results From Project Improvement ActivitiesBreakthrough Strategy

25、 PlanBreakthrough Strategy Project Planning24Six Sigma Champion Training 18Six Sigma Projects1_02_06_005 Process operating at targeted level and customers satisfied with performance Data collected in advance with a minimum number of changes after launch Long term process performance sustained Projec

26、t costs contained within estimated levels Project completed on schedule with minimum disruptions to the normal processKey Project Success Factors25Six Sigma Champion Training Who is the targeted customer?.What matters to the customer(CTQ)?Whats the scope of the analysis?What defect are we trying to

27、reduce?By how much (is this a realistic and appropriate goal)?Whats the current cost of defects (COPQ)?What benefits will we get by reducing defects?Leadership Questions to ask on Projects26Six Sigma Champion Training Project selection is critical to the success of the Six Sigma Initiative The more

28、desirable projects lead to higher business impact, less effort and higher probability of success Good problem descriptions/ project objectives communicate the scope, significance and goals of the project Primary and Secondary metrics are used to measure the success of a projectProject Selection Summ

29、ary27Six Sigma Champion Training Step I: Process MeasurementStep II: Process AnalysisStep III: Process ImprovementStep IV: Process ControlVerify and optimize critical input variables using DOEMonitor process by control plan Hold the GainsIdentify and test proposed solutionsSelect solutions and confi

30、rm resultsUpdate Process Map, FMEA, Control Plan and CapabilityPlan project & identify KPIVs and KPOVs on process Map / FMEAPerform short-term capability/gage studies and evaluate Control Plan Identify critical input variablesAnalyze process data usingSix Sigma ToolsIdentify vital few variation sour

31、cesEstablish process metricsEnact standardization/mistake proofingImplement solutions and improvements Implement process controls and verify effectivenessBreakthrough Strategy Project Planning28Six Sigma Champion Training MeasureAnalyzeImproveControlSelect/Plan Project- Project justification- Define

32、 business metrics- Identify process - Identify team members- Bound the project/processIdentify Customer Requirements- CTQs via QFD, C&E Matrix- Identify additional data NeedsEstablish Process Metrics- Calculate Cp,Ppk,Zst,Zlt- Calculate DPU,RTY- Business metrics goalsTrain Team on 6 sigma toolsCreat

33、e Product/ Process TreeReview Measure Phase- Champion/MBB comments- Update team / stakeholdersTrain Team on 6 sigma toolsUpdate Project Baseline & Status- Update Process Map,FMEA, Control Plan- Update Business metrics goal and graphs- Update Project Status Form- Verify Capability Cp,Ppk,Zst,Zlt, DPU

34、,RTY- Identify additional data Needs- Verify data collection process- List of containment actionsIdentify Root Causes of Variation- Cause & Effect Diagrams (Fishbone charts)- Horizontal Root Cause charts- Screen potential causes & identify critical input variablesCollect and Analyze Process Data- Gr

35、aphical Analysis- Hypothesis Tests- SPC charts- Multi-Vari charts - Correlation & RegressionImplement Solutions- Identify improvement actions and implementation plan- Implement/validate/communicate improvements/ actions- Document improvement plan and actionsDevelop Presentation- Project Status Form/

36、Timeline- Metric Graphs with goal line- Review with Team/Champion/MBBTrain Team on 6 sigma toolsDevelop Presentation- Project Status Form/Timeline- Metric Graphs with goal line- Final Report- Review with Team/Champion/MBBReview Analyze Phase- Champion/MBB comments- Update team / stakeholdersReview I

37、mprove Phase- Champion/MBB comments- Update team / stakeholdersDevelop Presentation- Project Status Form/Timeline- Metric Graphs with goal line- Review with Team/Champion/MBBDevelop Presentation- Project Status Form/Timeline- Metric Graphs with goal line- Review with Team/Champion/MBBCharacterize th

38、e Process- 3 level Pareto/SPC charts - Identify vital few variation sources- Conduct Gage R&R studies- Establish process capability on business metrics/variation sourcesDefine/Analyze Process- Create Process Map- Develop process FMEA- Create data collection process (identify on Process Map)- Identif

39、y KPIVs & KPOVs - Develop Control PlanTrain Team on 6 sigma tools10%20%30%40%50%60%70%80%90%100%Overall Project Completion Percentage 0 % Update Project Status- Update Process Map,FMEA, Control Plan- Update Business metrics graphs- Update Project Status Form- Verify Capability Cp,Ppk,Zst,Zlt, DPU,RT

40、Y- List of containment actionsOptimize the Process using DOE- Verify and optimize critical input variables- Identify & test proposed solutions- Select solutions & confirm results- Establish optimum operating requirements - List of input variables needing further analysisUpdate Project Status- Update

41、 Process Map,FMEA, Control Plan- Update Business metrics graphs- Update Project Status Form- Verify Capability Cp,Ppk,Zst,Zlt, DPU,RTY- List of improvement / follow-up actionsSustain the Gains- Identify opportunities for standardization / mistake proofing- Enact system improvements- Verify results o

42、f system improvements- Implement process controls- Verify effectiveness of process controls- Finalize process control plan- Ongoing monitoring of process by control plan- List best practices and identify lessons learnedSix Sigma Project Scorecard29Six Sigma Champion Training Project Reporting30Six S

43、igma Champion Training Project Reporting31Six Sigma Champion Training 32Six Sigma Champion Training 33Six Sigma Champion Training 13Black Belt Project Report34Six Sigma Champion Training 13COPQ Project Report Form35Six Sigma Champion Training 13COPQ Project Report36Six Sigma Champion Training 13Solutions/ Results Project Report Form37Six Sigma Champion Training Solutions/ Results P