Bb Wk1 350 Project Mgmt Thru BB PTS

8/22/2019 Bb Wk1 350 Project Mgmt Thru BB PTS

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Project Management Through the BB ProjectTracking System

Black Belt Training

Black Belt Training Ford Proprietary

Copyright © 2005-2006, Ford Motor Company – All Rights Reserved

Black Belt Training Ford Proprietary

Copyright © 2005-2006, Ford Motor Company – All Rights ReservedSlide: 0

Project Management Throughthe Black Belt Project

Tracking System



Project Management Through the BB PTS

Black Belt Training Slide: 1

Module Objectives

Upon completion of this module, Black Belts will be able to: Describe the 6-Sigma Project Tracking Process

Access the Project Tracking System (PTS) from the 6-Sigma

website

Enter project information into the Project Tracking System

correctly

Manage a project from ‘New’ to ‘Approved’ status





Project Tracking: PTS Process Steps

Scope

of this

Module

Create Project

Enter customer satisfactionEnter team members

Attach project charter and files

Financials Entered & Confirmed

Submit for OK to Start

Project Approvers Approve or Deny

Complete DMAIC or DCOV (DFSS)

Update Project Information

Enter Short-term Containment

Enter Key Actions / Replication

FA revises & confirms financials

Submit for OK to Close


Submit for OK to End 180 days after close


Project results are sustained and proven

Pending Approval

New

Approved

Pending Close

Close

Pending SustainedEnd - Sustain

Enter Define for DMAIC or DCOV (DFSS)

Project Status





PTS Overview





CREATE PROJECT slide 1 of 6










See next slide for vehicle selection screen











slide 5 of 6CREATE PROJECT










ENTER CUSTOMER SATISFACTION slide 1 of 2

Note: The BB and MBB are responsible for the integrity of estimates entered into the PTS. Local procedures

must be followed to ensure any local reporting of delivery based on PTS data is accurate.





ENTER CUSTOMER SATISFACTION slide 2 of 2

only for technical projects

Required for OK to Start: Select Vehicle, CCC & Enter TGW, Click UPDATE

only if vehicle l ines are selected on the Project Inf ormation screen

Note: The BB and MBB are responsible for the integrity of estimates entered into the PTS. Local procedures

must be followed to ensure any local reporting of delivery based on PTS data is accurate.





ENTER TEAM MEMBERS





ENTER DEFINE PHASE - DMAIC slide 1 of 2

While project is inthe NEW status,

only the Define

phase can be

updated.





ENTER DEFINE PHASE - DFSS slide 2 of 2

DCOV checklistsare only available for

Technical DFSS projects





ATTACH PROJECT FILES & CHARTER slide 1 of 2





ATTACH PROJECT FILES & CHARTER slide 2 of 2





FINANCIALS ENTERED & CONFIRMED

The Financial Analyst is an optional role in the Project Tracking

System. Each organization independently defines the role of the

Financial Analyst relative to 6-Sigma projects. Consult with your

MBB to understand local procedures.

Note: The BB, MBB and Finance Analyst (optional) are responsible for the integrity of estimates entered into the

PTS. Local procedures must be followed to ensure any local reporting of delivery based on PTS data is

accurate.





REQUEST APPROVAL FOR OK TO START

Required before requesting an OK to Start: Project Scope, Project Goal, Project Location, Project Country, Project Champion

Approver, Customer Sat Impact to Ford, Customer Sat Impact to Customer,

Customer Sat Category, CCC, TGW (zero is valid), Project Charter, FA confirmation

Note: Once approved, projects can be cancelled by clicking Submit for Cancel and selecting a reason to cancel.

The DD/MBB/DC and the PC clicks OK to Cancel.

P j M Th h h BB PTS





PROJECT APPROVERS APPROVE OR DENY slide 1 of 2

screen seen by approvers:

Project is locked for updating until all

approvers approve or one denies.

If an approver denies, the project status isreset back to ‘New’ and the project needs

to be resubmitted again for approval.

P j t M t Th h th BB PTS





PROJECT APPROVERS APPROVE OR DENY slide 2 of 2






COMPLETE DMAIC OR DCOV (DFSS)

Once the project is Approved, you can update the Measure, Analyze,

Control phases for DMAIC projects and the Characterize, Optimizeand Verification phases for DFSS projects






UPDATE PROJECT INFORMATION

Notes:

•Project Approvers can be changed on the ‘Update Project Information’ screen

•Project Start Date can be revised only by the DD/DC/MBB within the Recording Black Belt’s organization






ENTER SHORT-TERM CONTAINMENT






Managing a Project: Summary of Milestones and Roles

Defined in the PTS






Objectives Review

Black Belts should be able to: Describe the 6-Sigma Project Tracking Process

Access the Project Tracking System (PTS) from the 6-Sigma

website

Enter project information into the Project Tracking Systemcorrectly

Manage a project from ‘New’ to ‘Approved’ status






Questions to be answered

Appendix:

What are Hard/Soft Savings?






Hard vs. Soft Savings – (cont’d)

Hard Savings – Measurable savings associated with improvements inValue of Lost Customer Satisfaction including:

Repairs, Rework, Scrap, Inspection, Material Cost, Warranty,etc.

Partial person labor savings – See next slides for clarificationon qualifying requirements.

Interest/Carry Cost effect of Cash Flow savings (i.e., inventory)

Mix Mgmt & Other – Hard benefits of improved plant through-put

Hard savings are reductions from present operating levels resulting frommeasurable process improvements not a reduction in budget or plan.





Bl k B lt T i i Slid 28

Hard vs. Soft Savings – (cont’d)

Soft Savings – Are less direct in nature and include:

Revenue associated with reductions in TGWs – Quality Investment

Decision Model

Projects that open plant floor space (as a side benefit) may allow for

the location of future operations

Projects that reduce vehicle weight may enable other design actions

to delete expensive light weight materials

Cost avoidance, TGW avoidance, Recall avoidance

Other savings based upon indirect correlations or hypotheses (e.g., it

is likely vehicle re-purchase volume will increase if we enhance

owner notification letters to reduce perception of recalls)

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Bb Wk1 350 Project Mgmt Thru BB PTS