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Lean Six Sigma Project Presentation Template

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Lean Six Sigma Project Presentation Template [PROJECT TITLE] [Project Period from mmm-yy to mmm-yy] [Company Name Division / Deptt Team] – PowerPoint PPT presentation

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Title: Lean Six Sigma Project Presentation Template


1
Lean Six Sigma Project Presentation Template
PROJECT TITLE Project Period from mmm-yy to
mmm-yy
  • Company Name
  • Division / Deptt Team

2
Introduction
  • About the company
  • Products, Location
  • Wh

3
DEFINE
4
DEFINE
  • Project Charter should contain
  • Project Title
  • It should include clearly the name of the process
    to be improved
  • Business Case
  • What is the Pain issue? (Problem symptoms)
  • How long it has been there? (Historical trends)
  • Current financial and non-financial impacts of
    the issue
  • Future impacts if improvement is not made now
  • How is the issue related to strategy?

5
DEFINE
  • Project Charter should contain (contd..)
  • Goals and objectives
  • SMART Objective for improvement
  • Stage targets (if long-term stage by stage
    improvement is required)
  • Expected Benefits from the project
  • Involve Finance in quantifying the expected
    benefits (quantify reduction in Cost of Poor
    Quality)
  • For stage-by-stage improvement, what are short,
    medium, long term objectives
  • Team members/Leader, Project Sponsor,
  • Project Timeframe (initial)
  • Project plan in Gantt chart /network diagram
    form

6
DEFINE
  • SIPOC or COPIS Diagram
  • Correctly identify SIPOC/COPIS (supplier, input,
    process, output, customer)
  • Make a high level block diagram of the process
    relating to the issue
  • VOC
  • Understand Voice of Customer based on available
    data (customer SLA, specification, feedback) or
  • Generate a VOC data collection plan including
    MSA.
  • CTQs and related Big Ys
  • Identify the Critical to Quality parameters of
    deliverables to customer . Define Big Y(s) of the
    process
  • Classify Ys as per Kano Model Hygiene, Higher
    the better, Delight factors
  • Make CTQ Tree to cascade Big Ys into smaller
    deliverables (Y1, Y2)
  • Prepare CTQ Specification Table to clearly define
    all Ys.
  • Defect Definition Define what is not acceptable

7
DEFINE
  • E. Stratification Prioritization of Ys
  • Collect historical / current data regarding the
    Ys
  • Stratify data for smaller Ys
  • Analyse historical / collected data e.g. by
    applying Regression Analysis to identify
    significant smaller Ys (e.g. Y f(Y1, Y2.,Yn),
  • F. Project Scope / Boundary
  • Make Pareto Chart and identify major Ys to focus
    upon
  • Define Project Scope/Boundary using SIPOC
  • Define the boundary of the project in terms of
    which Ys will be included in the project and what
    will be done with the remaining Ys. (e.g. plan
    another project, consider it in the next 6s
    projects wave)
  • Set Baseline
  • Define baseline performance for all Ys in the
    project scope based on historical / collected
    data
  • Work out process capability (Sigma Level) for
    selected Ys based on historical /collected data.
  • Summarize the as is process performance with
    comments

8
DEFINE
  • Set Targets
  • Obtain benchmark data for selected Y based on VOC
    / SLA and/or competitive / best-in-class
    performance benchmarks
  • Define SMART targets for selected Ys and target
    process capabilities (Sigma Levels) for them
  • Test the targets statistically to verify if they
    are significantly different from the current
    performance level (Hypothesis test)
  • Review and re-define defects and their project
    targets
  • Review and re-define the project timeframe and
    milestones with due dates
  • Approval of the Charter
  • Document the Project Charter
  • Champion and Sponsor review and approve the
    Charter
  • Charter is registered with Program Management
    Office for follow up.

9
DEFINE Key Points
  • Define phase is all about Ys, dont bring in Xs
    (causal factors) at this stage
  • Dont propose solutions in Define phase.
  • The purpose of data analysis is only to clearly
    define the project scope and set SMART targets
    for Ys based on VOC (and other considerations).

10
MEASURE
11
MEASURE
  • Data Collection Plan
  • It is preferable to collect current data from the
    process however in some cases historical data
    may be utilized (if the reliability of data is
    well established)
  • Use Prioritisation matrix or FMEA (if existing)
    to identify critical data to be collected.
  • Prepare Data Collection Plan specifying
  • Parameter to be measured
  • Whether discrete or continuous
  • Which location
  • Measurement method (procedure/code/standard)
  • Sample Size and Sampling method How was
    determined?
  • How will the data be summarized
  • Confirmation of calibration of measuring devices
    and calibration plan if necessary.

12
MEASURE
  • Measurement System Analysis (MSA)
  • Verify calibration status and accuracy of
    measuring devices used in the process.
    Calibration error should be zero.
  • Demonstrate MSA (if applicable)
  • Gauge RR for continuous variables measurement
  • Statistical Test for attribute Ys

13
MEASURE
  • Actual Measurement
  • Show sample of raw data in tabulated form
  • Summarise data
  • Give comments on the process performance based on
    data

14
MEASURE Assess Process Capability
  • Process Capability Assessment
  • Carry out Process Capability Analysis and
    determine
  • Cp, Cpk
  • Pp, Ppk
  • Current defect ppm and process Sigma Levels of
    the process
  • Estimate Process Sigma Level

Note Assessment of Process Capability and
Measurement of Process Sigma level may be carried
out in define phase, in case reliable historical
data is available.
15
ANALYZE
16
ANALYZE Process
  • Detailed Process Map in appropriate ways
  • Flowchart or
  • Spaghetti Diagram
  • Function diagram of the process system (TRIZ)
  • Any other
  • Identify (for lean)
  • Value Adding activities,
  • Non-value Adding but necessary activities
  • Wasteful activities
  • Identify constraints / bottlenecks in the flow
  • Make Value Stream Maps
  • As is VSM
  • Should be or target VSM

17
ANALYZE - Data
  1. Use PFMEA or Cause and Effect diagram to identify
    all Potential causes
  2. Prepare a Cause Validation Table, and apply the
    appropriate validation methods
  3. Classify each potential cause into Strong,
    Weak and Insignificant/Irrelevant Categories
  4. List the possible causes separately for further
    validation.
  5. Prepare validation plan for the possible causes.

18
ANALYZE - Data
  1. Validate possible cause by using appropriate
    tests/tools as needed
  2. Apply deep analysis to further drill down
    validated causes to reach root causes
  3. Conclude Analysis by clearly identifying
    validated possible causes and their Root
    causes.
  4. If DOE / Regression is carried out, predict
    optimum settings and validate them.

19
IMPROVE
20
IMPROVE-
  1. Based on the identified and validate root causes,
    generate possible solutions.
  2. Use creative / innovative thinking to explore
    solutions
  3. Try to incorporate mistake proofing measures.
  4. Prioritize solutions using appropriate
    methods/criteria

21
IMPROVE
  • E. Plan for implementation
  • Trial runs / pilot implementation
  • Trial / pilot implementation plan
  • Risk analysis of the pilot / trial plan
  • Plan for MSA and data collection
  • Method to evidence improvement
  • Finalize full scale implementation plan, with
    phases as appropriate
  • Carry out thorough risk analysis of the agreed
    solution for full scale implementation
  • Define stage gates including handing over the
    process to the process owner.

22
CONTROL
23
CONTROL
  1. Document / amend Procedures, standards, work
    instructions incorporating the improvements in
    the process
  2. Define control plan for Xs
  3. Install appropriate control charts (SPC) for Ys
    and critical Xs.
  4. Document Out of Control Guidelines for the
    operators

24
CONTROL
  • Evaluate Process Sigma Level and compare with
    pre-improvement Sigma level
  • Update Process FMEA and recalculate RPNs, which
    should go down.
  • Carry out cost-benefit analysis, include
    non-financial benefits
  • Identify opportunities for further improvement
  • In the same process and
  • Horizontal deployment opportunities (other
    similar processes)
  • Give details of Reward and Recognition within the
    company.
  • Share knowledge by publishing / presenting the
    case study

25
Lessons Learnt
  • Identify what lessons were learnt regarding
    problem solving method, project management,
    teamwork etc
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