DMAIEC Project Review Template

1. DMAIEC Project Review Template Project Name: Black Belt: Project Sponsor: Champion: Date:

2. Measure Analyze Identify & Execute Control Define Institutionalize Improvement Ongoing Control Quantify Financial Results Present Final Project Results, Lessons Learned Project Closure Team Charter (including Business Case) Map Process VOC Data Collection Specify CTQs Identify Root Causes Quantify Root Causes Verify Root Causes Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution CTQs Measured Process Stability Process Capability Baseline Sigma Calc Focused Problem Statement BB-GB Review and Approve Initial Business Case Support Trade Study, Cost/Benefit Analysis Validate Financial Results Review and Approve Focused Problem Statement & Updated Business Case Finance Review and Approve Outputs of Analyze Step Review & Approve Selected Solution(s) Review Implementation Progress Review Financial Results Review Final Project Results, Lessons Learned Approve Initial Charter Review and Approve Outputs of Define Step Review and Approve Outputs of Measure Step Champion/ Sponsor Review and Approve Outputs of Analyze Step Review Financial Results Review Final Project Results, Lessons Learned Review and Approve Outputs of Define Step Review and Approve Outputs of Measure Step Review Recommended Solutions Review Implementation Progress MBB DMAIEC Project Flow & Reviews • - Reviews Arranged and Scheduled by Black Belt • Separate Reviews are not recommended • Completed Activity X

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. Project Description Problem & Goal Statement Business Case Scope Team Charter

5. Team Organizational Chart

6. Project Plan/Schedule

7. Suppliers Process Outputs Customers Inputs Raw Material Consumer Web Sanitary Napkin W+D Apply Position Adhesive to a Sanitary Napkin web Machinery R&D Settings QA HVAC Environment Union Personnel Process Steps Laminate Barrier to Web Channel Product Web Apply PA adhesive to R. Paper Transfer PA Adhesive to Barrier Final pressure roll Map Process

8. VOC Data Collection/Specify CTQs Need Drivers CTQs Answers given by reps are correct (% correct answers) Knowledgeable Reps can answer questions reps asked by customer without further research (1st time resolution rate) Researched information returned quickly (answer cycle time) Good Friendly reps Customer greeted by name (% greeted) Customer Service 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) 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

12. Process Stability Server Down

13. Process Capability & Baseline Sigma Current Capability

14. Defect Stratification Lost Contract Bids Computer Downtime August 1–31 January – December 100 200 100 70 90 90 8 0 8 0 60 150 70 70 50 60 60 Percent of total Percent of total 40 ($000s) Contract Size Minutes 50 50 100 40 40 30 30 30 20 50 20 20 10 10 10 0 0 0 0 Price Other Terms Upgrades Personality Unexplained Power Supply Software Bugs Power Outages Lack of Capacity Hardware Failure Lack of Capability Reason Reason

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 Failurecategory on the Computer Downtime Pareto. Computer Downtime August 1–31 100 70 90 8 0 60 70 Focused Problem 50 60 Percent of total 40 Minutes 50 New Charter 40 30 30 20 20 10 10 0 0 Upgrades Unexplained Power Supply Software Bugs Power Outages Hardware Failure Reason

16. ANALYZE Step • Complete this when you think you are done with Analyze Step

17. Identify Root Causes High # of High # of misspelled words grammar errors Reporters & editors do not use spellchecker Copy editors busy Reporters & editors do tracking down facts not review grammar user friendly job to catch errors Spellchecker not Think its copy desk’s Reporters unaware of Reporters & editors don't know about spellchecker correct grammar job to catch errors Think its copy desk’s Reporters have poor typing skills High number of “major errors” being caught in final editing stage Results of accuracy checks unclear Hard to detect errors Lack of standard notation Reporters use incorrect information Sources provide many sources documenting specifics Reporters not Accuracy checks not done Tree Diagrams, or Other Means of Organizing Potential Causes May be Used Reporters not checking facts In-line editors not doing checks High # of wrong names, numbers, and facts

18. Process Door Data Door Quantify & Verify Root Causes Various Methods may be employed, depending on the Y’s and X’s; whether the data or process “door” was followed: • Stratification • Hypothesis Testing • Scatter Diagrams • Correlation/Regression • Design of Experiments (DOE) • Detailed Process Map • Value Added Analysis • Cycle Time Analysis

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

20. Select Solutions Problem Verified Root Cause(s) Candidate Solutions Limited Menu of Charge Options Expand Standard Charge Menu Invoice Errors Due to Incorrect Charge Descriptions Implement Item Bar Coding Illegible Charge Description on Receipts Return Illegible Receipts to Vendor Policy – Immediate Charge Recording Too Long (elapsed time) from charge to recording Create PDA Recording Application

21. U U U U U W W W W W Select Solution - Trade Studies Easy Quick Tech Hi Impact Customers SUM Solution Wt: 0.5 Wt: 0.7 Wt: 1.5 Wt: 2.0 Wt: 2.5 0.4 0.2 Outsource 0.6 .42 0.8 1.2 0.6 1.2 0.4 1.0 2.82 EDI 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 Internet 0.8 .56 0.9 1.35 0.8 1.6 0.7 1.75 5.66 Manual 0.2 0.1 0.4 .28 0.5 .75 0.3 0.6 0.4 1.0 2.73 Highest score = best option overall A Cost-Benefit Analysis may also be appropriate here

22. Remove Collect Clear Leave Staple Original Copies Modes Room Design Solution To-Be Process Map Take Place Select Select Original to Original Size Orientation Copier on Copier Yes Select Start Copier No Another Number Copier Runs Page? of Copies

23. Design Solution - Risk Analysis Date ___________ (original) FMEA Analysis ___________ (revised) Project: _____________________ Team : _____________________ “After” Item or Potential Potential Responsibility Occurrence Occurrence Process Failure Effect (s) Potential Current Recommended and Detection Detection Severity Severity RPN Step Mode of Failure Cause(s) Controls Action Target Date Action Taken RPN Bar Code No Code No Charge 8 Op. Error 3 None 10 240 Total Risk Priority Number = “After” Risk Priority Number =

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. 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

31. Project Results - Stability

32. Project Results - Capability Previous Capability Improved Capability

33. Project Results – What’s Left? Computer Downtime Computer Downtime August 1–31 October 1–31 100 70 Overall Improvement 90 8 0 60 70 Focused Problem 50 60 100 Percent of total 40 40 Minutes 50 New Charter 75 40 Percent of total 30 30 Focused Problem After Changes Minutes 30 50 20 20 20 25 10 10 10 0 0 0 0 Reason Reason Upgrades Upgrades Unexplained Unexplained Power Supply Power Supply Software Bugs Software Bugs Power Outages Power Outages Hardware Failure Hardware Failure 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