5

4
CONTROL

3
IMPROVE

2
ANALYZE
1
MEASURE

DEFINE

DMAIC STANDARD WORK TEMPLATE

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 5

4
CONTROL

3
IMPROVE

2
ANALYZE
1
MEASURE

DEFINE

Please use this DMAIC Standard Work Template to

help guide you in preparing a presentation that
summarizes the key team based activities that
drive both revolutionary and evolutionary
improvement.

Feel free to contact any of the following members

of the Product Integrity Group listed on this board
for help.

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The DMAIC Model Guideline for Process Improvement
 Develop Business case for
 project.
 Identify Owner
 Define Mandate
 Select Team &
Team Leader
 Set Team Norms
 Determine Customer and
Business needs
 Define critical Input,
Process and Output
measures
 Define Process Start & End
 Define Process Inputs &
Outputs
 Determine Customer
Requirements
 Map “As Is” Process
Establish
direction and
accountability.
Understand
current process.
F/N=L:\HS\COMPONENT UTILIZATION TEAM\ACE INTERNAL-EXTERNAL\PM & STANDARD
 Benchmark as Needed
 Establish MFA data
collection method
 Analyze current costs /
 Establish QCPC data potential savings  Implement Improvements /
collection method  Perform Waste analysis on Mistake Proofing Devices
 Establish SPC data “As Is” process.  Perform Root Cause Analysis on
 Update Standard Work
collection method  Understand process variation problems.
 Implement Key Characteristics
 Gather Data  Understand process  Develop / select alternative
solutions  Monitor Metrics (Process KC’s &
performance Customer) to Verify Improvement
 Map “To Be” Process
 Document savings
 Develop Action Plan
 Share Lessons Learned
 Management Review
 ID potential future projects.
 Pilot changes and validate
improvement
Baseline Process Understand Pilot and
Standardized
Performance Process Validation of
Improvements
Opportunities
Improvements
WORK\DMAIC Project Template.ppt Page 3
 TEAM BASED DMAIC PROCESS
SPC, QCPC & MFA
STEP TYPE TOTAL

Process 1
IIII
IIII
9

Management 2

3
IIII
I
IIII IIII
6

15
HS Supplier PPM by Month - 2002 YTD
1

Sample Mean
10000
IIII I
AQS GROUP IMPACT-MATURITY MATRIX UCL=6524
Reduce Reduce Reduce Internal PPM Build
4 IIII 8
5000
Supplier Customer by 30% Organizational Mean=3027
PPM by 30% Escapes by 30% Strength III
0 LCL=-468.6
PROCESS WEIGHT 0.25 0.40 0.25 0.10 SCORE
A
B
Supplier Improvement
Clinic Process
60
60
60
60
40
60
20
20
51
56
Collect data TOTAL 17 15 6 38 Subgroup
Month

10000
0 1
Jan
2
Feb
3
March
4
April
5
May
6
June
7
July
8
Aug Sept
9

C AQS Standard Work/ Documentation 60 20 60 20 46 1

Sample StDev
D Communication 40 40 40 36
E
F
Supplier (external) CTQ/KC Management
AQS Facilitation/ Consulting
60
60
40
60
40
60 20
44
56
DATA 5000
UCL=5568

G
H
AQS/ Ito University Tools Training
Internal (and Remote Site) CTQ/KC Management
40
60
40 40
60
60 42
39
COLLECTION SHEET S=2958

CORELLATION LEGEND 60 = High 40 = Medium 20 = Low Blank = None 0 LCL=348.1

Select Opportunity
Supplier AQS/Process Certification Course
Scrap

Market Feedback - October 8-10, 2002

2. Measure
Warranty
Escapes Rework
Extra Inspection Repair
Visible
2-3 % of Sales

Engineering Changes Lost Sales

Recurring Hidden Lost Credibility

Service Bulletins

Recurring
Engineering Notices
Non - Visible
5-8 % of Sales
?
Lost Customer Loyalty

Late Delivery Charges

6.00

AVERAGE RATING OUT OF 5

Extra Setups Excess Inventory

Long Cycle Times Supplier Quality

Expediting Costs

5.00
Non-Contractual Warranty

COST OF QUALITY PROJECT CONTRACT Q-STARS NO.:

(Details for Q-STARS entry)
4.00
Business Unit/Enterprise/Site Name: Air Management Systems Date: 6/12/02

Client Requestor: Jack Strom, AMS Quality Supervisor 3.00

Project Sponsor (May be Client Requestor): Dave Lewis, Operations Center Manager
The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level of 2.00
Problem Statement: Customer dissatisfaction due to fit-up problems on the aircraft.
Perform a comprehensive process and product variation study utilizing the
Activity Scope/Mission: DMAIC approach. Incorporate needed process improvements. Initiate 1.00
appropriate design changes based on follow-up Process Capability Study for
improved process.
Goals & Expected Results: Reduce 100% MRA rate to zero. Achieve total Customer satisfaction.
0.00
Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS design 1 2 3 4 5 6 7 8 9 10 11 12 13 14

3. Analyze
by United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design of
product. CATEGORY
Business Metric
Impact:
Customer escapes, SRR, MRA ticket generation, and Supplier PPM.

(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy)

Estimated Annual Savings: TBD – Current estimate is between $80,000 and $150,000 one-year savings via cost
avoidance.
Client Team Leader: J. Strom

Client Functional Area Members Needed:

(i.e., Design Eng., Buyer, Manufacturing Eng.)

Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti
(AQS), John Gaughan (AQS), Bob Kleza (Purchasing),
Larry Tourigny (ME)
1. Define CATEGORY
AVERAGE
1 2 3 4 5 6 7 8 9 10 11 12 13 14
4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65

Central Quality/CQE Resource: Pete Teti and John Gaughan

(AQS, IQA, SWQA, etc.)

Estimated Expenses (Travel/Direct Charge)

Estimated Project Timeline:

Final Report Responsibility:
Approximately 3 months; ECD: 8/15/02
Jack Strom and Pete Teti
Top ECS Escapes by Supplier
(TeamLeader/Functional Area Member) January - September, 2002
NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEM

CONTRACT SIGNATURES 45
Client:

Team
Leader:
_________________________
Jack Strom

____________________
Peter E. Teti

____________
Quality Authority/Manager:

Business Manager ________________________

Dave Lewis
_________________
Bob Cleverdon

___________________
Why? 40

35
39
Northrop F-18
Ejector Study
Quality/CQE Resource: Engineering Manager
30

Why?
Pete Teti (If needed)

# of Escapes
5. Control 4. Improve
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25
20

Develop Team Mandate Why? 15

10
13
11 11 10 9 8 7 7 6
5
0 UNITED TOOL P R ES TO OHIO WALLINGF OR D M ITC HELL HITC HC OC K P AR AM OUNT HOR S T C TL KULITE
AND - C AS TING C - ALUM INUM IN - S P IN - AER OS P A - S T INDUS T - M AC HIN - ENGINEER IN - E AER OS P AC E IN S EM IC ONDU -
ELM WOOD - GLENDALE - C LEVELAN - WALLINGF - LAUR E - 44417 M INNEAP O - M ANC HES T - HAR TF O - 10838 - C INC INNA - LEONIA - 11042
17271 18706 18688 17370 10817 20481 23073

Supplier

Hamilton Sundstrand Supplier Quality Assurance, July 2002 Page 14

Map information/ Repeatable

process flows
UCLx

Effective Efficient X
LCLx Root
Cause
Standard Work Mistake Proof Analysis
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Display Process Improvement Status
• Develop a visual method to display the overall ACE Process
Improvement activity within the work group.
• Recommended format based on the DMAIC model
• For each activity, give status on progress within each of the 5
areas: Define, Measure, Analyze, Improve and Control.

Project 1 Project 2 Project 3 Project 4

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Define
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Measure
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Analyze
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Improve

Control
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 5

4
CONTROL

3
IMPROVE

2
ANALYZE
1
MEASURE

DEFINE

Type PROJECT TITLE here

Type Date here

Put a picture of the part

here (if applicable)

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DMAIC Project Summary
Define, Measure, Analyze, Improve and Control

Define
Define key metric trying to improve
Define team players
Define key process steps (flowchart)
Define key measures (i.e., Key Characteristics)

Control Measure
Summarize the types of Mistake- 5
Proofing controls used to control the Describe the type of data that was
variation over the long term 4 collected at this step in the project
CONTROL

Describe any B/P changes, SPC 3 Describe characteristics of the data

IMPROVE
Key Characteristics added, and collection
2
Control Plans instituted ANALYZE Describe the measurement system
1 used to collect the data
MEASURE

DEFINE

Improve Analyze
Summarize the both process and Describe the analysis tools &
product improvement ideas techniques used by the team at this
brainstormed at this step in the DMAIC point (RRCA, Fishbone analysis, etc.)
process
Summarize the Team’s conclusions
Describe some of the improvement (i.e., capability too low, accuracy off
tools used such as DOE, Waste location, yield too low, cycle time too
Elimination, PFMEA, etc. high, etc.)

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 5

Problem 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

Describe here briefly the project PROBLEM

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 5

Objective 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

Describe here briefly the project OBJECTIVE.

You may show the top level metric chart here
that your team is trying to improve.

What is the Team attempting to accomplish?

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 5

Project Mandate 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

On this page put a copy of the Team Mandate that

is supported by management. Examples are
CQE Project Contract Sheets, Passport Job
Tickets, and Supplier Investigation forms.
Escapes
Scrap Warranty
Rework
REQUEST FOR SUPPLIER CORRECTIVE ACTION
Extra Inspection Repair
Visible
2-3 % of Sales

Engineering Changes Lost Sales

Hidden Lost Credibility

Recurring
Service Bulletins
Non - Visible
?
Lost Customer Loyalty
CORRECTIVE ACTION #: Please Check One: SUPPLIER NOTIFICATION ____ SUPPLIER INVESTIGATION ___
Recurring
Engineering Notices
5-8 % of Sales
Late Delivery Charges

Extra Setups Excess Inventory

Long Cycle Times Supplier Quality

Expediting Costs
Non-Contractual Warranty
MATERIAL REJECT NO.: PART NO.: 816731-1 INITIATION DATE: 10/18/02
COST OF QUALITY PROJECT CONTRACT Q-STARS NO.:
SUPPLIER NAME: Paramount PHONE: FAX:
(Details for Q-STARS entry)
SUPPLIER CONTACT: SUPPLIER E-MAIL ADDRESS:
Business Unit/Enterprise/Site Name: Air Management Systems Date: 6/12/02
SUPPLIER CODE #: LOT DATE CODE: S/N: INITIATOR NAME & TEL #:
Client Requestor: Jack Strom, AMS Quality Supervisor 20481 David Avery 860-654-3738

Project Sponsor (May be Client Requestor): Dave Lewis, Operations Center Manager HS RESPONIBILITY FOR C/A Name & Tel #: Name & Tel #: Name & Tel #:
The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level of APPROVAL:
Problem Statement: Customer dissatisfaction due to fit-up problems on the aircraft.
Perform a comprehensive process and product variation study utilizing the
Activity Scope/Mission: DMAIC approach. Incorporate needed process improvements. Initiate Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is plugged
appropriate design changes based on follow-up Process Capability Study for somewhere between the filter and the exiting hole. Suspect cavity is filled with braze.
improved process.
Goals & Expected Results: Reduce 100% MRA rate to zero. Achieve total Customer satisfaction.

Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS design Problem Description: F18 valves are failing performance testing. Filter plugged
by United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design of
product.

Business Metric Customer escapes, SRR, MRA ticket generation, and Supplier PPM. Notes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.
Impact:
(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy)

Estimated Annual Savings: TBD – Current estimate is between $80,000 and $150,000 one-year savings via cost
avoidance.
Client Team Leader: J. Strom Insert pictures & description of nonconformity below line.
Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti
Client Functional Area Members Needed: (AQS), John Gaughan (AQS), Bob Kleza (Purchasing),
Larry Tourigny (ME)
(i.e., Design Eng., Buyer, Manufacturing Eng.)

Central Quality/CQE Resource: Pete Teti and John Gaughan

(AQS, IQA, SWQA, etc.)

Estimated Expenses (Travel/Direct Charge)

Estimated Project Timeline: Approximately 3 months; ECD: 8/15/02

Final Report Responsibility: Jack Strom and Pete Teti
(TeamLeader/Functional Area Member)

NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEM Passage between filter
and vent/sensing hole is
CONTRACT SIGNATURES plugged.
Visually, the filter screen
Client: _________________________ Quality Authority/Manager: _________________ appears to have a lot of
Jack Strom Bob Cleverdon braze present on the
surface.
Team ____________________ Business Manager ________________________
Leader: Peter E. Teti Dave Lewis

Quality/CQE Resource: ____________ Engineering Manager ___________________

Pete Teti (If needed) ================================================================================================
F/N=L:\HS\DATA\QUALITO\COST-OF-QUALITY PROJECTS\Embraer ERJ 170-190 Key Characteristics Project.doc

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 5

Part Function 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

• Describe here briefly the FUNCTION of the part

if applicable using a bullet chart. Also include a
picture of the unit.
•
•
•
•

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 5

Team 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

List below the names of the TEAM members

and their corresponding functions:
• Quality Engineer’s name
• Manufacturing Engineer’s name
• Design Engineer’s name
• Purchasing Buyer’s name
• Supplier Contact’s name
• Customer Contact’s name
• etc.

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 5

MEASURE 2
3
4 CONTROL

IMPROVE

ANALYZE
1 MEASURE
DEFINE

• Show a picture of the part feature that you are measuring.

• Describe the measurement system employed to gather the data.

• Show examples of the data gathered from the process you are
trying to improve.

• Show an example of the data collection sheet filled in or an

Excel spreadsheet of the data.

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ANALYZE
5
4 CONTROL
3 IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

• List on this page charts of the measurements such as the

following:

– Histograms (include Cp, Cpk, Pp, Ppk for variable data)

– Run or Control Charts to see trends and patterns
– Pareto Diagrams that illustrate top turnbacks and/or defects to go
after
– Statistical tests for accuracy or precision parameters
– etc. Process Capability Sixpack for .045 +/-.020 Dimension - 16 Places
Individual and MR Chart Capability Histogram
0.075

Individual Value
UCL=0.05691
0.050
Mean=0.03499
0.025
LCL=0.01306
0.000
0.00 0.04 0.08
Obser. 0 100 200 300 400
0.045
Normal Prob Plot

Minitab Analysis Example

Mov.Range
0.030
UCL=0.02694

0.015
R=0.008244
0.000 LCL=0
0.00 0.04 0.08

Last 25 Observations Within Capability Plot

0.075 StDev: 0.0073089 Process Tolerance
Cp: 1.14 Within
0.050 Cpk: 0.68 I I I
Values

Overall
Overall I I I
0.025 StDev: 0.0109195 Specifications
Pp: 0.76 I I
0.000 Ppk: 0.46 0.02 0.07
360 370 380
Observation Number

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 5

IMPROVE 2
3
4 CONTROL

IMPROVE

ANALYZE
1 MEASURE
DEFINE

• List bullets of each improvement idea being explored by the team

• List bullets of each improvement idea completed by the team

• List bullets of improvement ideas currently in the process of being

implemented with a status

• Show illustrations of the tools used to drive improvement. For example:

– Fishbone Diagram analysis
– Design of Experiments
– Process Failure Mode Effects Analysis
– etc.

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 5

CONTROL 3
4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

• Describe the Mistake-Proofing devices implemented into the

process designed to control the variation, such as:

– LEVEL I: Physical devices designed into the process that prevent

an error from happening at the source.

– LEVEL II: Warning devices such as Control Charts for SPC Key
Characteristics identified for a particular process step, buzzers,
alarms, etc., that depend on a human reaction for mistake-proofing
effectiveness.

– LEVEL III: Methods implemented that detect a nonconformance

prior to shipping it to the Customer.

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 5

Lost Cost Savings - The Final Result 3

4 CONTROL

IMPROVE
2 ANALYZE
1 MEASURE
DEFINE

• Cost Avoidance
– Scrap dollars prevented in the future
– Warranty costs avoided into the future
– Etc.

• Customer Satisfaction

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