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Project DeliverablesProject DeliverablesA guideline for project presentationsA guideline for project presentations
Presentation Date BB Name/Project Title 2
121110987654321
General InstructionsGeneral Instructions
All slides need to have Titles and Take-Away’s (Conclusions). The titles can pose a question, the data and/or graphs on the slide are the observations and the take-away is the conclusion about the data/observation.
Remember every slide in the presentation has a purpose, do not include a slide in the presentation, if you cannot explain it!
You will have 10 uninterrupted minutes to report your information. During the presentation you will be informed when there are 1 and 0 minutes remaining, respectively. You need to be finished in 10 minutes. We will then have 5 minutes for questions. During the questions, the MBB will ask the first set of questions and only the BB is to answer. After MBB questions are complete, we will open it to the group. MBB will keep a very strict time schedule, if an interesting discussion ensues that goes over the time limit MBB will ask that it be entertained at a break or after class.
In the next several weeks the MBB will coordinate with the Project Champion to your establish the review schedule.
Presentation Date BB Name/Project Title 3
121110987654321
General Instructions General Instructions (continued)(continued)
The recommendation is for a 10 minute presentation you use no more than 10 slides.
Please use the template for presentation consistency, e.g., font size, color, logo’s, etc. Use 32-40 pt font for titles, 24-28 for most text. Generally, you do not want to use anything smaller than 18 pt font for presentations, preferably one without serifs, such as Arial. Use BULLETS, not full sentences. Try to keep to 36 words or less per slide - 6 bullets maximum with no more than 6 words per bullet. Have your name, date, and slide number on each slide (Font smaller than 18 allowed for footer information).
Other guidelines are: do not use pronouns, no more than 3 colors on any slide, avoid the word “the”.
DO NOT place any information on a slide that you cannot explain. Please do not use excessive animation features such as dissolves fly in’s or
fly-outs. This is a technical presentation not a marketing pitch. The MBB will be looking for substance!
Remember – for a presentation – LESS IS MORE!!!!
Presentation Date BB Name/Project Title 4
121110987654321
General Instructions General Instructions (continued)(continued)
The main point to the project reviews» Is NOT to show use of tools» It IS to tell a story
It is much better to show HOW you used the tools to solve your problem than to just showcase a number of tools
REMEMBER – you are learning and applying a methodology Use the tools to support the steps in that methodology In general:
» use the left hand side of the slide to exhibit a tool used» use the right hand side for bullets to explain what you did or what was
found» If you need more than one slide to present your findings – go ahead!
Use the notes section for more detailed information
Black Belt: Type Name Here
Project Champion: Type Name Here
Group: Enter Group Name
Department: Enter Department Name
Process Owner: Enter Process Owner Name
Financial Analyst: Enter Department Controller
Project Team Members: Enter names of all Project Team Members Here
Project Team
Project Start Date: xx/xx/xx
Define/Measure Phase xx/xx/xx to xx/xx/xx
Analyze Phase: xx/xx/xx to xx/xx/xx
Improve Phase xx/xx/xx to xx/xx/xx
Control Phase xx/xx/xx to xx/xx/xx
Close Out Date xx/xx/xx
Project Timeline
Define Improve ControlMeasure Analyze
Current PhaseCurrent Phase
Insert Project Name Here
Tracking Project ID: xxxxxxxxxxCurrent Date: xx/xx/xxxx
Presentation Date BB Name/Project Title 6
121110987654321
Executive Summary
Narrative• Use this slide to summarize your project work in the current phase.• For example; in the Define phase• Succinctly summarize how you used the Define phase to select this project. Tell us a story,
• Who is/are our Customer(s)?• What are they saying – VOC?• What are their CT’s?• How your project Y satisfies the CTQ?• Their Performance Standard?• In what process does the problem manifest itself?• Are there any immediate actions we can take?• What are we measuring, what do we need to measure?• Is our measurement system capable?• Is our process capable?• What are our next steps?
Take-away
Presentation Date BB Name/Project Title 7
121110987654321
Building the Business Case
The Big Y • You have to have a reason to do a project and
that reason should be something that is bothering a client, either internal or external. There must be clear line of sight to the key issues of the business. If you can’t identify what is important to work on, don’t work on anything
• What is Critical to Satisfaction (CTS)? - $$$, Cycle, Defects, Safety, etc.
• If you can’t put a name on it, you can’t do it• If you can’t define the units of measure - be
careful! You will end up having to:• define the units of measure
AND• create a measuring system for the issue at
the beginning of your project
Display supporting information, such as graphs or other tools, that substantiates your conclusions, ie.
• Who are the clients?• What are they saying - VOC?• CT Tree• Y=f(x) cascade• Pareto Charts• Why should we work this project?• Background information• SIPOC
Take-away
Presentation Date BB Name/Project Title 8
121110987654321
Building the Business Case (continued)
Use this slide if you used the C&E tools and FMEA to help scope your project and to describe your efforts to complete Step 1.
(If you used these tools to select input variables, include them in Step 6 slides)
Display supporting information, such as graphs or other tools, that substantiates your conclusions, ie.
• Process Map• C&E Matrix• FMEA
Take-away
Presentation Date BB Name/Project Title 9
121110987654321
HighlightsIf, based on your data collection analysis, further scoping of your project was required, describe the process here.
The Pareto is used to stratify data in groups from largest to smallest and will help you identify common causes of a problem. Highlight the defect types and discuss observations about the ones that are most common.
Draw attention to the point you are trying to make
302 146 75 55 1850.7 24.5 12.6 9.2 3.0 50.7 75.2 87.8 97.0 100.0
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1.33 min 2.70 min1.11 min
First Lev el Pareto
Project Scoping
Take-away
Presentation Date BB Name/Project Title 10
121110987654321
Problem Statement:
State a very succinct description of the problem your project is to solve. This must be quantified with a metric that includes units. Do not include financial measures, possible causes, or possible improvements in this statement.
Defect/Opportunity Definition:
Describe the defect or undesired event. Again, do not include causes or potential solutions. (You may want to include your measurement or data source.)
Metric (Project “Y”):
The metric you select should be directly aligned with the defect definition. The metric you select becomes the basis for your data collection plan.
Objective:
State the objective of your project in terms of the defect you have identified. This needs to be aligned with and in the same units as your Metric and Problem Statement. Must include project end date.
Initial Project StatisticsInitial DPMO: xxx,xxx Initial Sigma Level: x.x Estimated COPQ: $xxx,xxxEstimated COPQ FTEs: xx FTEs
Target Project StatisticsDPMO Reduction Goal: xx%Target DPMO: xxx,xxxTarget Sigma Level: x.x Target Savings/Revenue: $xxx,xxxTarget FTE Savings: xx FTE’s
Benefits
Do not confuse this with opportunities.
Benefits are those gains (savings) which will be realized when the project objective is attained.
Briefly describe the general benefits to client/customer service and employees, as well as any calculated financial benefits.
Project Definition
Presentation Date BB Name/Project Title 11
121110987654321
Performance Standards
The Specification
• If you don’t know what makes something good or bad, how can you measure the problem in terms of defects (DPMO)?
• If the definition of what makes a defect (the specification) is not in the same units of measure as the selected CTS from step 1, you have the wrong specification
• The definition needs to be crystal clear and brief
• Does your client agree with your specification?
What is a “good” Y? What is a “bad” Y?
Display supporting information that substantiates your conclusions, ie.
• Defect (operational) definition
• Client specifications
Take-away
Presentation Date BB Name/Project Title 12
121110987654321
Baseline Metrics
DescriptionIn this box add relevant descriptive information about the Base Line Metrics for your project. Description should provide a good sense for volumes, duration, cycle times etc
Point to specific information about the charts that you select that would help to understand the defect and where the improvements are targeted.
Use a Y-metric graph that makes sense for your project (some examples shown at right). At least 1 is required.
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Take-away
Presentation Date BB Name/Project Title 13
121110987654321
Progress to Date
Briefly state your accomplishments up to this time.Briefly describe what you have learned from your analysis thus far, without drawing any final conclusions.
Project Barriers
Briefly state any obstacles to project execution which are beyond the control of you and your team.
Next Steps List the next tasks that must be performed. Identify the person responsible for completing each task.Identify a specific due date for each task.Be sure to include the specific Six Sigma tools among the tasks you are listing.Be sure to include specific teams events and communication activities.List any other events that have a bearing on your project
Summary and Next StepsSummary and Next Steps
Presentation Date BB Name/Project Title 14
121110987654321
DefineDefine
Narrative• Use this slide to summarize your project work in
the Define phase.• This is a succinct summary of your work that will
tell a story for week 1.
Take-awayTake-away
DisplaySupporting information,
Such as graphs or other tools,That Substantiate your
conclusions
Presentation Date BB Name/Project Title 15
121110987654321
Data Collection and MSA
Can I See?
• If you can’t measure something, how do you know where you are, where you have been, or where you are going?
• If your measuring system is incapable, STOP and FIX IT before proceeding
• Note: MSA must be done on any and all defects you wish to measure
Display supporting information, such as graphs or other tools, that substantiates your conclusions, i.e.
• Data Collection Plan• Measurement Systems
Analysis• Observational• Attribute GR&R• Variable GR&R
Take-away
Presentation Date BB Name/Project Title 16
121110987654321
Baseline Capability
Baseline• I know what needs to be fixed
(step1), what defines it as good or bad (step 2), and I can accurately measure it (step 3) so:
• Now I can say how my process is performing in terms of long and short term Z and DPMO
• I improve from hereWhat is your ability to make “good”
Y’s?
Display supporting information, such as graphs or other tools that substantiates your conclusions, ie.
• Baseline statistics• Control Chart• Capability Analysis• DPMO calculations• 6 Sigma “Process Report” for
continuous data• “Product Report” for discrete data
Take-away
Presentation Date BB Name/Project Title 17
121110987654321
Performance Objectives
My Goal • Where do I want to be at the end of my project?
• The goal should be a stretch• Use logic when setting goals• Do I need to Benchmark?• Is the goal aligned with the business
strategy?• Where do I want to be and when do I want
to be there?• Does achieving the project goal also
achieve entitlement?
What does your ability to make “good” Y’s need to be?
Take-away
Display supporting information, such as graphs or other tools that substantiates your conclusions, ie.
• Revised Project Definition• Validated financial goals• Project Management
•Gantt/PERT Chart
Presentation Date BB Name/Project Title 18
121110987654321
Performance ObjectivesPerformance Objectives
Use this and the next several slides (if required) to describe your efforts to complete Step 5.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 19
121110987654321
Financial AnalysisFinancial Analysis
Cost of ProcessHeadcount Associated with Entire Process: 80Total Cost of Process$4,800,000
Cost of Poor QualityTargeted Annualized Volumes 1,000,000% of Annualized Volumes Defective 30%Annualized Defect Volumes 300,000Cost Per Defect $60,000Cost of Poor Quality $480,000
Defect Reduction TargetsDefect Reduction Target % 70%Annualized Volume Reduction Target 210,000
Savings Targets
Savings Target $336,000
Financial TargetsDescribe the current status of your expected financial savings targets.
Define Units and Defects• Describe the type of Unit being counted -
• Describe the type of Defects being counted -
Calculations• Number of Opportunities - O • Number of Units Counted - U • Number of Defects Counted - D • Total Opportunities (U*O) - TO • Calculate DPMO (D/TO)*106 - DPMO
Presentation Date BB Name/Project Title 20
121110987654321
MeasureMeasure
Narrative• Use this and the following slide to summarize
your project work in the Measure phase.• This is a succinct summary of your work that will
tell a story that links weeks 2 and 3.
Take-awayTake-away
DisplaySupporting information,
Such as graphs or other tools,That Substantiate your
conclusions
Presentation Date BB Name/Project Title 21
121110987654321
Variation Source Identification
What makes it tick?• List all potential inputs (PIV, X) that could
effect my output (KPOV,Y)• This is filling the top of the funnel• Some tools include fishbone, C&E matrix,
FMEA, detailed process maps• Think outside the box - if you fix it the same
way you did last year, you will have the same problem you have now
Potential X’s for Y = f(X1, X2, …, Xn)
Take-away
Display supporting information, such as graphs or other tools, that substantiates your conclusions, ie.
• Detailed Process Map• Fishbone• C&E Matrix• FMEA• Pareto Charts (From C&E,
FMEA)• Data Collection Plan
Presentation Date BB Name/Project Title 22
121110987654321
Screen Potential CausesScreen Potential Causes
Narrow it Down
• Screening is done using Graphical Tools, Experiments, and Hypothesis Tests to identify and prove which are the vital X’s
• This is the middle of the funnel for most projects (multiple X’s or with variable relationships between X’s)
• for some simpler projects with a single X, this is the bottom of the funnel, the final vital X
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Hypothesis Testing• ANOVA• Regression• Screening DOE’s• 2k Factorial DOE’s• General Full Factorial DOE’s
Take-awayTake-away
Presentation Date BB Name/Project Title 23
121110987654321
Screen Potential CausesScreen Potential Causes
Use this and the next several slides (if required) to describe your efforts to complete Step 7.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 24
121110987654321
Discover Variable RelationshipsDiscover Variable Relationships
How the X’s affect Y
• Evaluate how my Vital X’s affect Y, either independently or in combination with other Vital X’s. This is primarily done through the use of DOE (Regression)
• This is the bottom of the funnel, I know which X’s affect my Y and I know how they affect Y
• The function Y = f(X1, X2,…, Xn) is called a “transfer function” – it describes how a change in one or more of the X’s transfers to a change in Y
Take-awayTake-away
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Hypothesis Testing• ANOVA• Regression• Screening DOE’s• 2k Full Factorials• General Full Factorials
Presentation Date BB Name/Project Title 25
121110987654321
Discover Variable RelationshipsDiscover Variable Relationships
Use this and the next several slides (if required) to describe your effort to complete Step 8.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 26
121110987654321
AnalyzeAnalyze
Narrative• Use this slide to summarize your project work in
the Analyze phase.• Use these slides to succinctly summarize (tell and
story) how you followed the Analyze Phase methodology to Identify Sources of variability using,
• Practical methods• Graphical methods• Analytical methods
• When conducting Hypothesis test, ensure you identify the appropriate sample size, and Alpha and Beta risks for the tests
• Lastly, identify a list a potential critical X’s
Take-awayTake-away
DisplaySupporting information,
Such as graphs or other tools,That Substantiate your
conclusions
Presentation Date BB Name/Project Title 27
121110987654321
Establish Operating TolerancesEstablish Operating Tolerances
Take-awayTake-away
How To Set My Xs
• I know which X’s are important. What settings do I use to improve my project?
• In the case of a variable X,I have to provide a setting tolerance (e.g. a target amount ± an allowed amount of variation about the target)
• In the case of a non-variable X , I know which value of the variable provides the best value of Y, therefore I have specified the absolute operating tolerance
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Tolerancing• Pilot
Presentation Date BB Name/Project Title 28
121110987654321
Use this and the next several slides (if required) to describe your effort to complete Step 9.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Establish Operating TolerancesEstablish Operating Tolerances
Presentation Date BB Name/Project Title 29
121110987654321
Critical XsThe formula Y=f(X) ,or Y is a function of X,
is the mathematical way of saying that changes in the inputs of a process or system will have a big impact on the final score or how the Y’s end up.
X’s should be stated specifically and could be such things as:
• Essential actions to achieve strategic goals
• Specific methods of work• Adjustments to system input
requirements• Process variables such as staffing levels,
cycle time, amount/type of technology etc.
• Detailed Training requirements
• Summarize the list of critical X’s and the level’s they need to be set at to meet your project objective.
Improve Phase - Enter Name of ProjectImprove Phase - Enter Name of Project
Critical X Setting for Critical X
Presentation Date BB Name/Project Title 30
121110987654321
Validate Measurement SystemValidate Measurement System
Can I Measure My Xs & Y?
• In the case of a variable X I need to validate that it can be measured (a vital X MSA)
• In the case of a non-variable X, I need to validate that I can tell whether the X is the right value (e.g. is this from Supplier A?)
• Also, I might have improved my Y so much that I can no longer “read” my process, and may have to improve my measurement system to truly measure the improvement
Take-awayTake-away
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• MSA on the Critical X’s
Presentation Date BB Name/Project Title 31
121110987654321
Validate Measurement SystemValidate Measurement System
Use this and the next several slides (if required) to describe your efforts to complete Step 10.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 32
121110987654321
Determine Final Process CapabilityDetermine Final Process Capability
Where Am I? • This measures the capability of controlling
my Xs at their optimal settings• This is also the time when we determine
formal results by comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5)
• Common tools:– Six Sigma “Process Report” for
continuous data– Six Sigma “Product Report” for discrete
data
Take-awayTake-away
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• Validate the Capability of your
critical X’s• Validate the Capability of your
project Y.
Presentation Date BB Name/Project Title 33
121110987654321
Determine Final Process CapabilityDetermine Final Process Capability
Use this and the next several slides (if required) to describe your effort to complete Step 11.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 34
121110987654321
Narrative• At this point in the project you have completed all
of the previous phases, Define, Measure, Analyze, and Improve, or you would not be preparing this presentation.
• Use this slide to summarize your project work in the Improve Phase.
• Use theses slides succinctly summarize how you used the DMAIC methodology to Identify the root cause(s) of variability in your process that leads you to implement the control plan you are about to describe in the remaining slides of this presentation
Take-awayTake-away
DisplaySupporting information,
Such as graphs or other tools,That Substantiate your
conclusions
ImproveImprove
Presentation Date BB Name/Project Title 35
121110987654321
Implement Process ControlsImplement Process Controls
Take-awayTake-away
Let’s Not Do This Again
• The X’s you have determined as vital, their settings, and other actions you have taken to make the improvement must be:
– nailed down– set in concrete– fully implemented (NOT just agreed to)– put into a rigorous audit schedule– Documented in a Control Plan
BEFORE you can say a project is closed!
DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• Process Controls of the critical X’s
• Mistake Proof devices• Process Redesign• Control Charts• SOP’s
• Process Monitor’s of the project Y• Mistake Proof devices• Process Redesign• Control Charts• SOP’s
Presentation Date BB Name/Project Title 36
121110987654321
Implement Process ControlsImplement Process Controls
Use this and the next several slides (if required) to describe your effort to complete Step 12.
DisplaySupporting information,
Such as graphs or other toolsThat Substantiate your
conclusions
Take-awayTake-away
Presentation Date BB Name/Project Title 37
121110987654321
Control Plan Check List
Implement Process ControlsImplement Process Controls
Process maps detail manufacturing steps, material flow and important variables
Key product variables identified with importance to customer, desired target value and specification range defined
Long and short term capability trend charts track variation reduction progress
Key and critical input variables identified with targets, statistically determined control limits & control strategies defined
Reaction plan in place for out-of-spec material
Measurement systems are capable with calibration requirements specified
Sampling, inspection and testing plans include how often, where and to who results reported
Operating procedures identify actions, responsibilities, maintenance schedules and product segregation requirements
Training materials describe all aspects of process operation and responsibilities
ISO 9000 documentation standards met if required
Process improvement efforts fully documented and available for reference
Control plan is reviewed and updated quarterly and resides in the operating area
Presentation Date BB Name/Project Title 38
121110987654321
Final Metrics
DescriptionIn this box add relevant descriptive information about the Baseline and Current Metrics for your project. Description should provide a good sense for volumes, duration, cycle times etc
Point to specific information about the charts that you select that would help to understand the defect and where the improvements are targeted.
Use a Y-metric graph that makes sense for your project (some examples shown at right). At least 1 is required.
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Presentation Date BB Name/Project Title 39
121110987654321
Instructors Final Comments
During a presentation, not everyone in the room is familiar with the topic that you are presenting. Don’t take it for granted that all will understand your project, especially the MBB. The most effective Black belts will be those that can succinctly deliver the technical information in a logical manner that tells a story.
The MBB will be looking for an understanding of the methodology, proper application and use of the tools, and the ability to draw the correct conclusions. Do not be afraid to make mistakes, now is the time to do it, during the training cycle. If during the presentation you have made a mistake in the use of the tools, the MBB will ask leading questions after your presentation to more fully understand your thought process. This will be a constructive process for all!
Finally, the MBB is looking for FOCUS around a problem, DETAILS in quantifying and understanding the problem, and TENACITY in driving to a conclusion.