Six Sigma Project Template六西格玛报告模板

F/N=L:\HS\COMPONENTUTILIZATIONTEAM\ACEINTERNAL-EXTERNAL\PM&STANDARDWORK\DMAICProjectTemplate.pptPage1DMAICSTANDARDWORKTEMPLATEDEFINEMEASUREANALYZEIMPROVECONTROL12345F/N=L:\HS\COMPONENTUTILIZATIONTEAM\ACEINTERNAL-EXTERNAL\PM&STANDARDWORK\DMAICProjectTemplate.pptPage2PleaseusethisDMAICStandardWorkTemplatetohelpguideyouinpreparingapresentationthatsummarizesthekeyteambasedactivitiesthatdrivebothrevolutionaryandevolutionaryimprovement.FeelfreetocontactanyofthefollowingmembersoftheProductIntegrityGrouplistedonthisboardforhelp.DEFINEMEASUREANALYZEIMPROVECONTROL12345F/N=L:\HS\COMPONENTUTILIZATIONTEAM\ACEINTERNAL-EXTERNAL\PM&STANDARDWORK\DMAICProjectTemplate.pptPage3TheDMAICModelGuidelineforProcessImprovementDevelopBusinesscaseforproject.IdentifyOwnerDefineMandateSelectTeam&TeamLeaderSetTeamNormsDetermineCustomerandBusinessneedsDefinecriticalInput,ProcessandOutputmeasuresDefineProcessStart&EndDefineProcessInputs&OutputsDetermineCustomerRequirementsMap“AsIs”ProcessBenchmarkasNeededEstablishMFAdatacollectionmethodEstablishQCPCdatacollectionmethodEstablishSPCdatacollectionmethodGatherDataPerformRootCauseAnalysisonproblems.Develop/selectalternativesolutionsMap“ToBe”ProcessDevelopActionPlanManagementReviewPilotchangesandvalidateimprovementImplementImprovements/MistakeProofingDevicesUpdateStandardWorkImplementKeyCharacteristicsMonitorMetrics(ProcessKC’s&Customer)toVerifyImprovementDocumentsavingsShareLessonsLearnedIDpotentialfutureprojects.Establishdirectionandaccountability.Understandcurrentprocess.BaselineProcessPerformanceUnderstandProcessOpportunitiesAnalyzecurrentcosts/potentialsavingsPerformWasteanalysison“AsIs”process.UnderstandprocessvariationUnderstandprocessperformancePilotandValidationofImprovementsStandardizedImprovementsF/N=L:\HS\COMPONENTUTILIZATIONTEAM\ACEINTERNAL-EXTERNAL\PM&STANDARDWORK\DMAICProjectTemplate.pptPage4TEAMBASEDDMAICPROCESS1.Define2.Measure3.Analyze4.ImproveRootCauseAnalysisWhy?Why?Why?RepeatableEffectiveEfficientStandardWork5.ControlMistakeProofUCLxLCLxXMapinformation/processflowsProcessManagementSelectOpportunityPROCESSWEIGHT0.250.400.250.10SCOREASupplierImprovement6060402051BClinicProcess6060602056CAQSStandardWork/Documentation2060602046DCommunication40404036ESupplier(external)CTQ/KCManagement40604044FAQSFacilitation/Consulting6060602056GAQS/ItoUniversityToolsTraining4040406042HInternal(andRemoteSite)CTQ/KCManagement606039CORELLATIONLEGEND60=High40=Medium20=LowBlank=NoneAQSGROUPIMPACT-MATURITYMATRIXReduceSupplierPPMby30%ReduceCustomerEscapesby30%ReduceInternalPPMby30%BuildOrganizationalStrengthCOSTOFQUALITYPROJECTCONTRACT(DetailsforQ-STARSentry)Q-STARSNO.:BusinessUnit/Enterprise/SiteName:AirManagementSystemsDate:6/12/02ClientRequestor:JackStrom,AMSQualitySupervisorProjectSponsor(MaybeClientRequestor):DaveLewis,OperationsCenterManagerProblemStatement:TheNorthropF-18Ejectorisexperiencinga100%MRArateandhighlevelofCustomerdissatisfactionduetofit-upproblemsontheaircraft.ActivityScope/Mission:PerformacomprehensiveprocessandproductvariationstudyutilizingtheDMAICapproach.Incorporateneededprocessimprovements.Initiateappropriatedesignchangesbasedonfollow-upProcessCapabilityStudyforimprovedprocess.Goals&ExpectedResults:Reduce100%MRAratetozero.AchievetotalCustomersatisfaction.PriorHistoryofProblem:EjectorsnotfittingupproperlyatNorthrop.EjectorsarebuilttoanHSdesignbyUnitedTool&Die,ofW.Hartford,CT.LackofrobustnessinbothUTDweldingprocessanddesignofproduct.BusinessMetricImpact:Customerescapes,SRR,MRAticketgeneration,andSupplierPPM.(i.e.CostReduction,CustomerSatisfaction,ScheduleJeopardy)EstimatedAnnualSavings:TBD–Currentestimateisbetween$80,000and$150,000one-yearsavingsviacostavoidance.ClientTeamLeader:J.StromClientFunctionalAreaMembersNeeded:JackStrom(QESupervisor),ChrisHaddad(PE),PeteTeti(AQS),JohnGaughan(AQS),BobKleza(Purchasing),LarryTourigny(ME)(i.e.,DesignEng.,Buyer,ManufacturingEng.)CentralQuality/CQEResource:PeteTetiandJohnGaughan(AQS,IQA,SWQA,etc.)EstimatedExpenses(Travel/DirectCharge)EstimatedProjectTimeline:Approximately3months;ECD:8/15/02FinalReportResponsibility:JackStromandPeteTeti(TeamLeader/FunctionalAreaMember)NOTE:DOCUMENTSAVINGSINTOUTCQ-STARSON-LINESYSTEMCONTRACTSIGNATURESClient:_________________________JackStromQualityAuthority/Manager:_________________BobCleverdonTeamLeader:____________________PeterE.TetiBusinessManager________________________DaveLewisQuality/CQEResource:____________PeteTetiEngineeringManager(Ifneeded)___________________F/N=L:\HS\DATA\QUALITO\COST-OF-QUALITYPROJECTS\EmbraerERJ170-190KeyCharacteristicsProject.docExtraInspectionWarrantyEscapesScrapReworkEngineeringChangesLongCycleTimesExtraSetupsExpeditingCostsLostSalesLateDeliveryChargesLostCustomerLoyaltyExcessInventoryNon-Visible5-8%ofSalesVisible2-3%ofSalesRepairRecurringServiceBulletinsRecurringEngineeringNoticesNon-ContractualWarrantySupplierQualityLostCredibilityHidden?DevelopTeamMandateCollectdataSPC,QCPC&MFASTEPSTEPTYPETYPETOTALTOTAL11223344IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII