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# Define Spreadsheets (Proje Seçim Matrisi)

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03/18/2014

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# Rank

Benefits Potential Projects Champion Financial Translatability Weighting criteria 5 1

Project name

Manager responsible for results

Hard dollar savings

Solutions are likely to be applicable across the site and the corporation

3 < \$100k 6 = \$300k 9> \$600K

3 = local only 6 = some external 9 = all locations

3 = indirectly supports 6 = moderatly supports 9 = directly supports

When rating use: 9 = is very good, 6 = good, 3 = moderate and 0 poor

Clarity 1

Risk Complexity 2

p(S) 3

Total 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Effort/Impact Analysis Impact 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Addresses a critical area associated with Customer Satisfaction

Clear problem definition with clear project boundaries

Complexity is a function of time to complete and the difficulty of the problem.

Probability of success

3 = indirectly supports 6 = moderatly supports 9 = directly supports

3 = vagely clear 6 = moderatly clear 9 = clear boundaries

3 = high complexity 6 = moderatly complexity 9 = low complexity

3 = low 6 = moderate 9 = high

good, 3 = moderate and 0 poor

Impact (0 is no impact)

Effort/Impact Analysis Effort 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Effort Impact Analysis
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Row Row Row Row Row Row Row Row Row Row Row 6 7 8 9 10 11 12 13 14 15 16 Effort (0 is easy) Column N

Column N

w

Customer Requirement

USL LSL

Customer Name

Customer Requirement

USL LSL

Customer Requirement

USL LSL

Response (Y) Measurement definition Target Specification Limits

Maximum allowable defect rate

Response (Y) Measurement definition Target Specification Limits

Maximum allowable defect rate

Response (Y) Measurement definition Target Specification Limits

Maximum allowable defect rate

Six Sigma Project Matrix Problem Statement: Objective and Goal:

Project Name:

Define Measure Customer Requirements - Critical to Quality (CTQ) Ys Requirement USL LSL Target Max Defect Rate Responses

Process Measurement Xs USL LSL Target Capability Capability Factors

Process USL LSL Target Capability

Analyze Analysis Method Statistical Process Flow Visual Effect Size Mechanism r2 Units p value Root Cause % of Total Effect Controllable (Y/N)

Improve Potential Solutions Pilot/Validation Effect Size Units

Control

Design Measurement Test and Inspection Documentation Periodic Checks Incentives

SIX SIGMA Project Charter
Resource Requirements Project No: Project Name: Project Leader: GB/BB: Master BB: Finance Partner: Champion: Team Members: Name Function General Information Location: Business Segment: Business Objective: Customer CTQ(s): Current Process Capability: Sigma, Cpk, DPMO, Cycle-time, etc. Date:

% Time

Initials

Project Definition
Project Problem Statement:

Project Objective Statement:

Project Scope/Limitations:

Project Goals and Targets:

Project Plan: See page 2 of the project charter. Project Plan and Gantt Chart Expected Benefits: Hard Dollar Savings: Soft Dollar Savings: Strategic:

Other Benefits:

Stakeholder Approval
Hands On Champion: Name: Signature: Functional Manager: Name: Signature: Finance: Name: Signature: Date: © TLC, 2003 Master Black Belt: Name: Signature: Black / Green Belt: Name: Signature: Other: Name: Signature:

eral Information

Review Schedule Activity Date Start D M A I C Close

DPMO, Cycle-time, etc.

Time frame:

Estimate the cost of one unit or event Direct Labor Indirect Labor Direct Materials Indirect Materials Supporting Inventory Carrying Costs Facilities & Maintenance Durable Capital and Test Equipment Shipping Costs Data Systems Overhead Other Summary single unit or event costs Transaction rate or volume frequency per year Accumulated Annualized Cost Estimate the % of Savings Accumulated Annualized Savings Project Cost Human resources Material costs Other costs Total Project cost Increased annualized revenue

All estimates in dollars

\$\$\$\$\$\$\$\$\$\$\$\$\$0 units or events per year

\$70% \$-

\$\$\$\$\$-

Estimated ROI

\$-

Emphasis is on hard dollar savings as opposed to cost avoidance. Hard dollars are costs that are curren being expended by the organization.

units or events per year

dollars are costs that are currently

SIX SIGMA Stakeholder Analysis

Project: Date: Blackbelt:

Name & Position
1

Function

Level of Participation

% of Time

2

3

4

5

6

7

8

9

10

Level of Participation: Inform Consult Include Involve Update on a need to know basis Occasionally obtain advise or expertise role on a team or Champion Participates in decision making

Type/Level/ Frequency of Communication

Initials

SIX SIGMA Project Plan
Site:
Problem Statement:

Project Name & Number:

Location:

Improvement Objective and Scope:

Metric(s)

Phases Define

Tasks and Timelines Activity/Deliverable CTQ Tree Approved Project Charter Financial Analysis Stakeholder Analysis Detailed Project Plan and Timeline SIPOC Detailed Process Map

Measure

Analyze

Improve

Control Team Members Team Leader: Team BB: Team Members:

Champion:
© Thomas A. Little Consulting 2002

Project Name & Number: Revision Date:

Goal and Targets

Benefits Baseline Goal Improvement Goals Date Date Date Date

Project Assigned to: Start Date: End Date: Status: Review Date

Six Sigma Project

Start Date: Use lines and or color bars to in Start Date End Date Assigned to: 1/1/2003

Measure

Analyze

Improve

Control

© Thomas A. Little Consulting 2002

1/1/2003 Use lines and or color bars to indicate start and stop dates for each activity 1/8/2003 1/15/2003 1/22/2003 1/29/2003 2/5/2003

2/12/2003

2/19/2003

2/26/2003

3/5/2003

3/12/2003

3/19/2003

3/26/2003

4/2/2003

4/9/2003 4/16/2003 4/23/2003

4/30/2003

5/7/2003 5/14/2003 5/21/2003 5/28/2003

6/4/2003 6/11/2003

6/18/2003

6/25/2003

7/2/2003

7/9/2003

7/16/2003

7/23/2003

7/30/2003

Who are the suppliers for our product What must my or service? How capable are they in suppliers provide to meeting our process requirements? my process to meet my needs?

Determine the start and end points of the process associated with the problem and the major steps in the process.

Suppliers
1 2

Input
1 2 3 1 2 3 1 2 3 1 2 3

Process
Start Point:

3

4

Operation or Activity 1 2 3 4 5 6 7 8 9 10 11 End Point:

© Thomas A. Little Consulting 2002

What is the most appropriate end point for the process? What ermine the start and end points of the process product or service does ociated with the problem and the major steps the process deliver to he process. the customer?

Who are the customers for our product or service? What are their requirements for performance

rocess (High Level)

Output
1 2

Customers
1 2 1 2 1 2 1 2 1 2 1 2

Operation or Activity

3 4 5 6

Process Mapping and Lean Data Collection Worksheet
Mapping Objective Operation Number Operation Name Value Added (time) 1) Waiting (time) 2) Over production (units)

3) Transporting (time) 4) Over processing (units or time)

5) Excess Inventory (units & \$)

6) Motion (time)

7) Failure rate (%) if fail go to op. #

Process Map
Organization
Organization 1
Start Operation 1

Operation Sequence or Time

Start or End

Operation

Wait or Delay

Organization 2
Operation 2 Correct?

Yes

No Organization 3
Operation 2

© Thomas A. Little Consulting 2002

Wait or Delay

Storage
Decision

End

Meeting Agenda
Team Name
Location: Start and End Times: Roles: Facilitator: Scribe: Timekeeper: Action Item Review Action Item 1 (list each one to be reviewed) 2 3 4 5 New Meeting Agenda Topics Description 1 Review progress to plan 2 3 4 5 Summary and Close Summarize findings Update action items Plus/Delta on meeting

Who?

Due Date

Presenter

Time

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