1

DMAIEC Project Review Template

Project Name:

Black Belt:

Project Sponsor:

Champion:

Date:

2

DMAIEC Project Flow & Reviews

- Reviews Arranged and Scheduled by Black BeltSeparate Reviews are not recommended

- Completed ActivityXX

Ch

am

pio

n/

Sp

on

so

rF

ina

nc

eB

B-G

BM

BB

Team Charter (including Business Case)

Map ProcessVOC Data CollectionSpecify CTQs

Approve Initial CharterReview and Approve

Outputs of Define Step

Review and Approve Outputs of Define Step

CTQs Measured

Process Stability

Process Capability

Baseline Sigma Calc

Focused Problem Statement

Review and Approve Outputs of Measure Step

Review and Approve Outputs of Measure Step

Identify Root CausesQuantify Root CausesVerify Root Causes

Review and Approve Focused Problem Statement & Updated Business Case

Review and Approve Outputs of Analyze Step

Review and Approve Outputs of Analyze Step

Select Solution (Including Trade Studies, Cost/Benefit Analysis)

Design Solution

Pilot Solution

Implement Solution

Review & Approve Selected Solution(s)

Review Implementation Progress

Support Trade Study, Cost/Benefit Analysis

Review Recommended Solutions

Review Implementation Progress

Institutionalize Improvement

Ongoing Control

Quantify Financial Results

Present Final Project Results, Lessons Learned

Project Closure

Validate Financial Results

Review Financial ResultsReview Final Project Results,

Lessons Learned

Review Financial ResultsReview Final Project Results,

Lessons Learned

Define AnalyzeMeasureIdentify &

ExecuteControl

Review and Approve Initial Business Case

3

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

4

Team Charter

• Project Description• Problem & Goal Statement• Business Case• Scope

5

Team Organizational Chart

SOP Rework Prevention Project

Lynn GuiniProject Sponsor

Angie O'PlastyBlack Belt

Joe D'MaicMaster Black Belt

Bud JettFinance

Corra LationGreen Belt

Mike RosoftGreen Belt

Rip TideGreen Belt

Sarah BellumGreen Belt

6

Project Plan/Schedule

Step Status Actions – Previous Reviews

Define

Measure

Analyze

Improve

Control

7

Map Process

Suppliers Inputs Process Outputs Customers

Web

Settings

Personnel

EnvironmentHVAC

Union

W+D

Sanitary NapkinRaw Material

Apply Position Adhesive

to a Sanitary Napkin

web

Consumer

R&D

QA

ChannelProduct Web

ChannelProduct Web

LaminateBarrierto Web

LaminateBarrierto Web

Transfer PAAdhesive to

Barrier

Transfer PAAdhesive to

Barrier

Final pressure

roll

Final pressure

roll

Process Steps

Machinery

Apply PAadhesive toR. Paper

8

VOC Data Collection/Specify CTQs

Good Customer Service

Knowledgeable reps

Answers given by reps are correct (% correct answers)

Reps can answer questions asked by customer without further research (1st 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)

Need Drivers CTQs

General Specific

Hard to measure Easy to measure

9

MEASURE Step

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

10

CTQs Measured

• Measurement System• Stability (Control Charts, Identification &

Elimination of Assignable Causes) • Process Capability and Baseline Sigma• Stratification and Focused Problem Statement

11

Measurement System

Gage name:Date of study:Reported by:Tolerance:Misc:

00.30.40.50.60.70.80.91.01.1 1 2 3

Xbar Chart by Operator

Sam

ple

Mea

n

Mean=0.8075UCL=0.8796

LCL=0.7354

0

0.00

0.05

0.10

0.15 1 2 3

R Chart by Operator

Sam

ple

Ran

ge

R=0.03833

UCL=0.1252

LCL=0

1 2 3 4 5 6 7 8 9 10

0.4

0.5

0.60.7

0.8

0.9

1.01.1

Part

OperatorOperator*Part Interaction

Ave

rage

1 2 3

1 2 3

0.4

0.5

0.60.7

0.8

0.91.0

1.1

Operator

By Operator

1 2 3 4 5 6 7 8 9 10

0.40.5

0.6

0.7

0.80.9

1.0

1.1

Part

By Part

%Contribution %Study Var

Gage R&R Repeat Reprod Part-to-Part

0

50

100

Components of Variation

Per

cent

Gage R&R (ANOVA) for Response

Gage name:Date of study:Reported by:Tolerance:Misc:

00.30.40.50.60.70.80.91.01.1 1 2 3

Xbar Chart by Operator

Sam

ple

Mea

n

Mean=0.8075UCL=0.8796

LCL=0.7354

0

0.00

0.05

0.10

0.15 1 2 3

R Chart by Operator

Sam

ple

Ran

ge

R=0.03833

UCL=0.1252

LCL=0

1 2 3 4 5 6 7 8 9 10

0.4

0.5

0.60.7

0.8

0.9

1.01.1

Part

OperatorOperator*Part Interaction

Ave

rage

1 2 3

1 2 3

0.4

0.5

0.60.7

0.8

0.91.0

1.1

Operator

By Operator

1 2 3 4 5 6 7 8 9 10

0.40.5

0.6

0.7

0.80.9

1.0

1.1

Part

By Part

%Contribution %Study Var

Gage R&R Repeat Reprod Part-to-Part

0

50

100

Components of Variation

Per

cent

Gage R&R (ANOVA) for Response

12

Process Stability

0Subgroup 5 10 15 20 25

-20-10

0102030405060

Indi

vidu

al V

alue

1

Mean=15.17

UCL=47.20

LCL=-16.86

0

10

20

30

40

50

Mov

ing

Ran

ge

11

R=12.04

UCL=39.35

LCL=0

Individuals Chart for Cycle Time

0Subgroup 5 10 15 20 25

-20-10

0102030405060

Indi

vidu

al V

alue

1

Mean=15.17

UCL=47.20

LCL=-16.86

0

10

20

30

40

50

Mov

ing

Ran

ge

11

R=12.04

UCL=39.35

LCL=0

Individuals Chart for Cycle Time

Server Down

13

1. Determine number of defect opportunities O = per unit

2. Determine number of units processed N =

3. Determine total number of defects D = made (include defects made and later fixed)

4. Calculate Defects Per Opportunity DPO = =

5. Calculate Yield Yield = (1 – DPO) x 100 =

6. Look up Sigma in the Process Sigma Table Process Sigma =

D

N x O

Calculating Process Sigma : Method 1

4

100

45

0.11250 DPMO = 112500

88.750%

2.71

Process Capability & Baseline Sigma

Current Capability

14

Defect Stratification

0

50

100

150

200

Co

ntr

ac

t S

ize

($0

00

s)

La

ck o

f C

ap

aci

ty

La

ck o

f C

ap

ab

ility

Pric

e

Te

rms

Pe

rso

na

lity

Oth

er

Reason

Lost Contract Bids January – December

0

10

20

30

40

50

60

70

Min

ute

s

Pow

er S

uppl

y

Har

dwar

e F

ailu

re

Upg

rade

s

Sof

twar

e B

ugs

Pow

er O

utag

es

Une

xpla

ined

Reason

Computer Downtime August 1–31

0

10

20

30

40

50

60

70

80

90

100

Percen

t of to

tal

0

10

20

30

40

50

60

70

80

90

100

Percen

t of to

tal

15

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 $30K/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.

0

10

20

30

40

50

60

70

Min

ute

s

Pow

er S

uppl

y

Har

dwar

e F

ailu

re

Upg

rade

s

Sof

twar

e B

ugs

Pow

er O

utag

es

Une

xpla

ined

Reason

Computer Downtime August 1–31

0

10

20

30

40

50

60

70

80

90

100

Percen

t of to

tal

Focused Problem

New Charter

16

ANALYZE Step

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

17

Identify Root Causes

Accuracy checks not done

Results of accuracy checks unclear

In-li

ne e

dito

rs n

ot

doin

g ch

ecks

Rep

orte

rs n

ot

chec

king

fact

s

Lack

of s

tand

ard

nota

tion

Reporters unaware of correct grammar

Reporters & editors do not review grammar

Copy editors busy tracking down facts

High number of“major errors”being caught in final editing stage

Reporters have poor typing skills

Reporters & editors do not use spellchecker

Think its copy desk’s

job to catch errors

Spellchecker not

user friendly

Reporters &

editors don't

know about spellchecker

Think its copy desk’s

job to catch errors

Sou

rces

pro

vide

inco

rrec

t inf

orm

atio

nR

epor

ters

not

docu

men

ting

spec

ifics

Rep

orte

rs u

se

man

y so

urce

s

Hard to detect errors

High # of wrong names, numbers, and facts

High # of grammar errors

High # of misspelled words

Tree Diagrams, or Other Means of Organizing Potential Causes May be Used

18

Quantify & Verify Root Causes

Process DoorData Door •Stratification

•Hypothesis Testing

•Scatter Diagrams

•Correlation/Regression

•Design of Experiments (DOE)

•Detailed Process Map

•Value Added Analysis

•Cycle Time Analysis

Various Methods may be employed, depending on the Y’s and X’s; whether the data or process “door” was followed:

19

IDENTIFY Step

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

20

Select Solutions

Problem Verified Root Cause(s) Candidate Solutions

Invoice ErrorsDue to Incorrect

Charge Descriptions

Limited Menu ofCharge Options

Illegible ChargeDescription on

Receipts

Too Long (elapsedtime) from charge

to recording

Expand Standard Charge Menu

Implement Item Bar Coding

Policy – Immediate Charge Recording

Create PDA Recording Application

Return Illegible Receipts to Vendor

21

Select Solution - Trade Studies

Solution

EDI

Internet

Manual

Easy Quick Tech Hi Impact CustomersSUM

U W U W U W U W U W

Wt: 0.5 Wt: 0.7 Wt: 1.5 Wt: 2.0 Wt: 2.5

0.4 0.2 0.6 .42 0.8 1.2 0.6 1.2 0.4 1.0 2.82

0.6 0.3 1.0 0.7 0.5 .75 0.5 1.0 0.4 1.0 3.75

0.8 0.4 0.8 .56 0.9 1.35 0.8 1.6 0.7 1.75 5.66

0.2 0.1 0.4 .28 0.5 .75 0.3 0.6 0.4 1.0 2.73

Outsource

Highest score = best option overall

A Cost-Benefit Analysis may also be appropriate here

22

Design Solution

Take Original to

Copier

Place Original

on Copier

Select Size

Select Number

of Copies

Start Copier

Copier Runs

Another Page?

Remove Original

Collect Copies Staple

Yes

No

Clear Modes

Leave Room

Select Orientation

To-Be Process Map

23

Design Solution - Risk Analysis

FMEA AnalysisProject: _____________________ Team: _____________________

Date ___________ (original) ___________ (revised)

Item or Process

Step

Potential Failure Mode

Potential Effect (s) of Failure

Potential Cause(s)

Current Controls R

PN Recommended

Action

Responsibility and

Target Date Action Taken Sev

erity

Occ

urre

nce

Det

ectio

n

RP

N

“After”

Sev

erity

Occ

urre

nce

Det

ectio

n

Total Risk Priority Number = “After” Risk Priority Number =

Bar Code No Code No Charge 8 Op. Error 3 None 10 240

24

Select Solution

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

25

EXECUTE Step

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

26

0Subgroup 10 20 30 40

-10

0

10

20

30

40

Indi

vidu

al V

alue

1

Mean=11.54

UCL=32.31

LCL=-9.223

0

10

20

30

Mov

ing

Ran

ge

11

R=7.807

UCL=25.51

LCL=0

Individuals Chart for Cycle Time

Pilot Results

Pilot Data

27

Implementation Plan

• Stop here and be sure to get approval before proceeding to implement from Sponsor and MBB

• Implementation Team Members• Transition plan

28

Implementation Status

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

29

CONTROL Step

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

30

Institutionalize Improvement

Flowchart

The Plan for Doing the Work Act: Response to ResultsChecking the Work

Key Process Indicators Corrective Actions

EmployeeAdmin

Support HR Fin Serv Mgmt

Records data

100% Inspection for standards: 1. Received by 5 pm Tues (on-site) or

5pm Wed (by mail) 2. Operational definitions of expenses

used 3. Complete information provided 4. Columns added and summary

completed

Correct form or return to employee. Discuss corrections with employee. Provide training if needed.

Incurs expense & does activity

Completes white expense form

and yellow timesheet

Receives form; checks coding of expenses

Copy to HR; copy saved for invoicing; original + receipts

to FS

HR does 100% Inspection for • Proper use of time coding Vac,

Leave, and Holiday expenses used

Receipts behind form, stapled in upper left corner.

Enters data into spreadsheet

Prepares monthly report

Correct form or return to employee. Discuss corrections with employee. Provide training if needed.

FS responsible for 1. All charges allocated 2. Proper use of budget codes

Correct?

Resolve discrepancies Issues check

If incorrect: 1. Work with Admin Support to

resolve 2. Track common areas of problems

and report to manager monthly

If unclear about budget codes, check with manager

31

Project Results - Stability

0Subgroup 1 2 3 4 5 6 7 8 9 10

0

10

20

30

Sam

ple

Mea

n

Mean=6.525

UCL=10.88

LCL=2.168

Before After

0

10

20

30

40

50

Sam

ple

Ran

ge

R=7.553

UCL=15.97

LCL=0

Before After

Xbar/R Chart for Cycle Time by Time

0Subgroup 1 2 3 4 5 6 7 8 9 10

0

10

20

30

Sam

ple

Mea

n

Mean=6.525

UCL=10.88

LCL=2.168

Before After

0

10

20

30

40

50

Sam

ple

Ran

ge

R=7.553

UCL=15.97

LCL=0

Before After

Xbar/R Chart for Cycle Time by Time

32

1. Determine number of defect opportunities O = per unit

2. Determine number of units processed N =

3. Determine total number of defects D = made (include defects made and later fixed)

4. Calculate Defects Per Opportunity DPO = =

5. Calculate Yield Yield = (1 – DPO) x 100 =

6. Look up Sigma in the Process Sigma Table Process Sigma =

D

N x O

Calculating Process Sigma : Method 1

4

200

2

0.00250 DPMO = 2500

99.750%

4.31

Project Results - Capability

PreviousCapability Improved

Capability

4

100

45

0.11250 DPMO = 112500

88.750%

2.71

33

Project Results – What’s Left?

0

10

20

30

40

50

60

70

Min

ute

s

Pow

er S

uppl

y

Har

dwar

e F

ailu

re

Upg

rade

s

Sof

twar

e B

ugs

Pow

er O

utag

es

Une

xpla

ined

Reason

Computer Downtime August 1–31

0

10

20

30

40

50

60

70

80

90

100

Percen

t of to

tal

Focused Problem

0

10

20

30

40

Min

ute

s

Pow

er S

uppl

y

Har

dwar

e F

ailu

re

Upg

rade

s

Sof

twar

e B

ugs

Pow

er O

utag

es

Une

xpla

ined

Reason

Computer Downtime October 1–31

0

25

50

75

100 Percen

t of to

tal

Focused ProblemAfter Changes

New Charter

Overall Improvement

Assess and Document Dollar Savings/Benefit from Project - Does the Business Case ($) Justify Working the Remaining Problems?

34

Project Closure

1.Finalize documentation on improvements

2.Summarize future plans and recommendations

3.Communicate

35

Lessons Learned

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

36

Replication Opportunities

• Identify & list opportunities to replicate this project• List the Process Owner (Core/Enabling)

responsible for replication