Report

1. This area will contain tips, applicability, or other information that will help determine one of two things: • whether or not you should use this slide • if you should, what to look for or what the finished product should contain. • Other tips are in purple on the slides and should be deleted prior to completion. • Items to be replaced are in red. • When the slide is complete, delete this instruction text block. • You WILL NOT use every slide in this template. I hope I have included every slide that you might possibly ever need, but most projects will only have between 10 and 20 slides (some more, some less). • Include all project team members in this list, with their role in parentheses. Do not change any of the names in this list - just add to it. BXXXXX.X Project Title Report Green Belt Month Year Team Members: M. Kalmes (Champion), J. Pasquarelli (Sponsor), F. Serafini (Functional Leader), G. Polesky (MBB), B. Francis (Finance BB), (IM), R. Matthews (BB)

2. This is a mandatory slide. Tell a little about what parts of your system are causing problems. Where is the pain? Where did the idea come from? Is it leveraged or benchmarked? • Write this as if someone from outside GEPS is your audience. Explain all terms and keep the discussion at a high level. • Keep it simple, but thoroughly explain the situation. You are developing a business case for completing the project. • Identify the project’s customers and how it will impact them. • Wrap up with a problem and goal statement (DMA page 3.5), e.g. “These flame detectors are expected to survive to the first major inspection, but they are lasting less that 8000 hours. This project will investigate options to improve the life of these components.” Define Project Background and Introduction Format this paragraph in any way that tells your story best.

3. For the top section, start with one of the key GEPS CTQs: • Customer responsiveness and communication • Marketplace competitiveness • On-time, accurate, and complete customer deliverables • Product/service technical performance • Drill down to the specific area that your project addresses on the bottom row (page 2.15 in DMA). • For Project Description, describe how you will attack the problem described on the previous page. Remember, at this point you have not settled on a solution. Keep your options open. • Opportunity and defect definitions are the most critical part of defining a project. Can you measure your defect with a real number? If not, it’s probably not the best defect definition to use. Customer CTQ (Plant Level) O&M Beta Theme Area (In QPT) Solution Tree CTQ Dependent Variables (Key process steps) XXXXXXXX XXXXXXXX XXXXXXXX Independent Variables (Vital few ‘X’s) XXXXXXXX XXXXXXXX XXXXXXXX Project Description: Opportunity: • Vital Data Collected: Defect:

4. Everything that happens in our business can be mapped. Use Visio or PowerPoint to show the flow of either electricity, water, information, paperwork, money, whatever the operational “fluid” is for your process. • Don’t over-complicate it, but show what really happens so both you and the reader can see what needs to be fixed. • Remember, these are best done with the entire team that interacts with the process so they can tell you where reality differs from what is published in the Quality Manual, the tech manual, or the site procedures. • This slide isn’t mandatory, but include in your summary (next slide) why you elected not to do one if you leave it out. It really is important to get a visual idea of the process. Define “As-is” Process Map - DMA page 4.1, 8.3 If there are any big ideas that the process map demonstrates, mention them here.

5. Scope your project. Let everyone know what you intend to affect and what you cannot. Set realistic expectations for the impact of your project. Use plain language. • In the DEFINE SUMMARY, reiterate that you know who your customer is, what his CTQ is (at the plant level), how that CTQ is measured, and how long this project should take to complete. You cannot proceed unless you know this information. • A little more about defects and opportunities: a defect, in a good definition, is not the presence or absence of your new process. Try to define what that procedure/ process/equipment allows you to do or avoid, and measure that as your defect (e.g. new procedure for invoice processing, defect is number of days from standard that the invoice is processed). Define Project Scope - DMA page 3.12 Project Scope Includes: Does not include : Boundaries : DEFINE SUMMARY: Customer: CTQs: What is the CTQ - start thinking about how to measure it. Estimate of time to completion:

6. Selecting how to measure your CTQ can use any number of tools (DMA page 8.54 - summary). • The suggested tools for this piece of the Measure phase are Fishbone, FMEA, Pareto chart, customer requirements, or the Quality Function Deployment. • The goal is to identify the element that has the greatest effect on defects. • Fishbone diagrams help a group discuss causes and effects to decide on the big issue. • Pareto charts help identify an issue that has the greatest impact compared to other issues. • FMEA (Failure Mode and Effects Analysis) charts attempt to put real numbers on and prioritize various situations. • QFD was used to develop your dashboards. It is another communication tools. • Pick one or more to determine your main effect to measure. CTQ Characteristic Measure Use this slide to display your fishbone, FMEA, Pareto, or QFD (or if the customer has mandated that a particular characteristic is measured, note that here). For complex systems, a fishbone (DMA page 8.17) or Pareto (DMA page 8.45) will allow you to discuss the defect at a high level and get a consensus answer more quickly. For systems with many interactions and risks, the QFD (DMA section 7) and FMEA (DMA page 8.26) provide more opportunities to “get it right the first time,” but they are significantly more time consuming. Make a decision based on the complexity and risk associated with your project. If your display leads you to a revelation (the characteristic to measure), and we hope it will, note it here.

7. The big question for the Measure phase is, “What is the current frequency of defects?” Everything we do in this phase should be identifying how the current situation performs. • We have already defined the CTQ. Now we need to decide what metric to use. That is our process “Y”. Now we need to determine our performance standard. This is closely related to your defect definition. • The Source of your performance standard will be important to those attempting to leverage your work. It might be manufacturer’s specifications, blueprints, other plants’ performance (benchmarking), customer requirements, contractual requirements, etc. Let us know why you picked this target. • Delete USL or LSL if your metric is one-sided. Measure Performance Standard Metric: Target: Upper Specification Limit: Lower Specification Limit: Source: Justification for discrete data: This will be a conditional field. If you are using discrete data (DMA page 9.9), tell us why you are not using continuous data. The more you use continuous data, the better your findings will be. If you use continuous data, delete this box.

8. Now we know what to measure and how to determine if it is good or bad. We need to answer a few more questions about the data. • How much data do we need? How much is available? • What is the data collection plan? • Do we need a Gage Repeatability & Reproducibility Study? Contact you Black Belt if you either need to do a study or don’t know if you need one. • How is the data collection plan communicated to the people that will execute it? • Can you point to concrete evidence for all of these answers? • Remember to respond to the purple questions with language and answers that anyone could understand. Delete the purple questions and fill in your answers in black, consistent with the sample GR&R answer. Project Data Measure • Measurements • What data is available? How much will you use? Do you trust the data? • How is the data subgrouped (is it broken out by shift, fuel type, season, supplier, etc.)? Special cause should only exist BETWEEN subgroups, not in them (DMA page 13.7). • Is there a published data collection plan? How was it communicated? • Either show Gage Repeatability & Reproducibility (DMA section 10) studies or explain why they are not required. Typical answer for plant projects:All data was gathered from installed plant monitoring systems that are calibrated and tested per the plant’s preventive maintenance schedule. Readings are taken from digital gauging, so no opportunity exists for variation in measurements.

9. Show a Run Chart for continuous data. If there are any p-values less than 0.05, explain that trend or unusual pattern in your data with the root cause. • Create the Display Basic Statistics graph in Minitab. Explain whether or not your data is normal (continuous data only). It is normal if the p-value is greater than 0.05. Is your process in control? • If you are using discrete data, delete this slide. Measure Initial Process Measurements Put your Run Chart here to check for trends, etc.. Put your Basic Statistics Chart here to check for normality. Explain all unusual p-values and control charts, and summarize Measure phase observations in this box.

10. This is also a mandatory slide. You must establish your current process capability in terms of DPMO (defects per million opportunities) and sigma capability (z-score). • Is it possible for your DPMO to be any number between 0 and 1 million? If not, you may not have a measurable impact (if you can only be 0 DPMO or 1,000,000 DPMO, then we’re not measuring anything). • Your slide will have the Minitab output for either the Six Sigma Process Report or Product Report. This will be the two graphs that show a histogram on one and the control charts on the other for the Process Report, and the two graphs for the Product report show your z.bench and the Ideal State plot. For continuous data, tell us if you have a significant z.shift and whether or not your current technology is adequate for the job. Analyze Initial Process Capability Put your plots from Minitab here. This will show your baseline status (DPMO and Z.Bench). Be sure to use only the long term outputs from Minitab (Z.Bench(lt) and DPMO (lt)) if your subgroup size is one. This box will contain your assessment of Z.Shift and a quick summary of all baseline process capabilities: DPMO, Z.Bench, other observations. Is the problem with your mean or spread/standard deviation? If discrete, what is the largest category of defects?

11. This slide will show your goal for improvement. It can be one of two things: • The Short-term output from your capability analysis from the last slide (your entitlement). • A benchmark that you have discovered for the best practice available. • Prior to the Improve phase, verify that you have identified all of the vital few “X’s”. Is there a possibility that some variables might interact? Analyze Performance Objective - DMA section 15 Explain your goal for improvement. Is it an improvement of the mean (shift) or standard deviation (narrow)? Have you identified the correct vital few X’s? Is there any potential interaction between variables? If you did not complete a fishbone in the Measure phase, consider one here.

12. If you have before/after data or numbers from your benchmarking site to compare, place the results of your hypothesis tests here. You may not have a hypothesis test to demonstrate. If you do, they could be t tests, homogeneity of variance tests, ANOVA tests, or regression fits for continuous data. Discrete data may use chi-square goodness of fit or tests of independence (DMA section 19). • Please review the Statistical Roadmap on page 18.3 before performing a hypothesis test. • Let Minitab do the math for you. The important item for you to understand is what you need to know after the test. • Before leaving Analyze, be certain that you have answered this: “When, where, and why do defects occur in my process?” Analyze Hypothesis Testing - DMA Section 16-20 See section 16 in DMA for a brief review of hypothesis testing. You will place output plots/graphs from Minitab on this slide to verify your claims that two sets of numbers are the same or different, depending on your hypothesis. See your Black Belt for more assistance.

13. The goal for the Improve section is to correct problems with our vital X’s. There are no reference pages in the “I” section because you have either already used the tools in DMA or it is as complex as DOE. There is no single reference section for DOE. • Fishbones, process maps, FMEA, and mistake-proofing brain-storming sessions are examples of sources for improvement ideas. • Once you have a list of possible improvements, you need to demonstrate which one is clearly the best choice. For simple decisions or low-impact projects, a scorecard is a quick way to come to consensus on the solution. For more complex projects, a Design of Experiments (helicopter project) is more applicable. Improvement Selection Process Improve Show your scorecard with all candidates for improvement listed. Include you selection criteria -and how it was selected - and a legend for the table. OR Show the Designed Experiment (this will take more than just this slide). Remember the Experimenter’s Checklist in IC section 7 is a guide for this tool. If you use a scorecard, clearly state the winner here. Explain the major factors that led to this option receiving the high score.

14. This slide needs to show two vital pieces of information: • Implementation plan and cost/benefit analysis • Results of your improvement proving that you made a difference in the process and met you improvement goal. • Put the costs in real economic impact. Every project has some impact on the plant’s bottom line. Think about each process that the improvement touches. Implementation and Results Improve Show the plan for implementing your improvement. This might require training plans, equipment installation, vendor changes, or other process modifications Show the cost to implement your plan. If it is zero, say so. Show your proof that you made a difference in the process. Insert additional slides for hypothesis tests to prove the changes, just as in Analyze. Summarize the improvement and proof of goal attainment. This is the highlight of the project report

15. This slide is the backup information for the previous slide. Place your Minitab output here. • This slide may not be used depending on your particular improvement methods. • The hypothesis tests are the same as those in the Analyze phase (t tests, homogeneity of variance test, etc.) Implementation and Results Improve Show Minitab output for hypothesis test, if applicable Place any comments related to the hypothesis test output here.

16. This slide will show the numerical improvement of your project. If you have continuous data, use the Six Sigma Process Report from Minitab again. For discrete data, use the Six Sigma Product Report again. • This is a mandatory slide. We cannot enter your project into QPT without the DPMO and sigma capability of your new process. New Process Capability Control Put your plots from Minitab here. This will show your improved status (DPMO and Z.Bench). Be sure to use only the long term outputs from Minitab (Z.Bench(lt) and DPMO (lt)) if your subgroup size is one. Summarize the improvement in terms of improvement in sigma capability and DPMO reduction.

17. The question to answer here is: “How can we maintain the improvements?” • Try first to mistake-proof the process (IC section 13). List the details of your mistake-proofing in this slide. • If the process cannot be mistake-proofed, discuss your risk abatement plan (IC section 12). • If that is not an option, discuss the deployment of statistical process control (SPC) charts for process monitoring (IC sections 14-17). Show examples of the charts that you have chosen to deploy, and discuss the review and feedback process. Who owns the review of the charts and what is the schedule? • You may use more than one of these tools, but you should have at least one. • Documentation is the most critical portion of the Control phase. Without it, your process will decay to its pre-improvement state. Long Term Control - Answer each question Control • Discuss your control tool and documentation. What are you doing to maintain your improvement? • Try to mistake-proof if at all possible. • Documentation must be a part of your control process! • Who (position, individual) owns the control phase? What happens when that person changes jobs? Is there a review or audit process planned (margin review, next year’s budget, next supplier negotiation)?

18. This is an overflow slide. Continue any results from the previous slide or cut-and-paste any other documentation of improvement or long-term control here (letters from vendors, letters of approval from regulatory bodies or the customer, etc.) Control • Potential Backup Documents • New Procedures • Control Letter • Training • Action Plans

19. This summary slide helps us put your entry into QPT. Please summarize each phase of the project with the highlights and findings. Measure Takeaway and tools used PRACTICAL PROBLEM Takeaway and tools used Analyze STATISTICAL PROBLEM Improve Takeaway and tools used STATISTICAL SOLUTION Control Takeaway and tools used Summarize project defect reduction (before v after) in DPU and/or Z short term, shift improvement (if any) and projects saving STATISTICAL CONTROL PRACTICAL SOLUTION

20. Here is the bottom line. How much of a financial impact did your project have? • Everything you do during a work day has a financial impact on either GE or your customer. Even if you do absolutely nothing, your pay is a factor for one of those two entities. • Quantify, in real dollars, the financial impact of your work. Be sure to subtract any implementation costs to get your actual financial gain. • This project is not complete until the financial impact is determined! Write your take away here OWNERS Potential Financial Benefits • List customer savingscalculations GE Potential Financial Benefits • List the amount calculations and type of cost savings for GE