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Johnson Controls International plc

Instructions for Using This Presentation Template
ContInuous Improvement CoE

 Enter any data, charts, pictures or information needed to explain how each part
of the methodology was covered. You may add as many slides as needed. Do
not delete any slides.
 Keep the questions (the black text in the frame at the top of each slide) on the
slide. Do not delete them.
 The bold blue notes on each slide identifies the expected information, charts,
tests, etc. that should be included on each slide.
 While not every bold blue expectation must be followed exactly, depending on
your project and circumstance, the information and charts identified in the bold
blue notes are the minimum expectations of every project and should be
substantially present.
 All forms and templates needed for your project can be found on the
Continuous Improvement CoE portal site.
o https://my.jci.com/ci/forms-and-templates
 Green notes/examples provide additional information to consider.
 Delete all blue expectations, green notes/examples, and yellow comment
boxes from your presentation as you complete each slide.
Johnson Controls International plc Revision – 27 August 2018
Define phase

ContInuous Improvement CoE

Define
Define Phase
Phase
1. Project Scope. What is the product, process or service to be improved?
How did you determine the focus for this project?

 Lanzamiento de catapulta
 State the Measureable Start Point of your process
 State the Measureable End Point of your process
 State the Process Deliverable
 Problem statement –
o Time Period of Study:
o Data Sources:
o Defect Description:
o Defect Quantity:
o Approximate Annual Defect Cost:
 Project Objective:

 Show the Pareto chart, VSM, or given goal/directive (e.g. from a Plant Manager) that
explains why you selected this project and/or scope.
Johnson Controls International plc Revision – 27 August 2018
Define phase

ContInuous Improvement CoE

2. Best Business Practice Identification. What best practices exist for this
product/process/sub-process?
Have improvement projects been conducted in the past on similar products/processes?
How can we leverage existing internal or external best practices, benchmarks, or
standards?

 Research and identify who is the Best-in-Class (internal or external) for this
product/process.
– and/or –
 Who does a similar process or sub-process that you can learn from?
 State what research was done and/or who you contacted to find the Best-in-
Class product or process.

NOTE:
 Can the existing process be copied or substantially copied so that a Six Sigma
project is not necessary?

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Define phase

ContInuous Improvement CoE

3. Customers and Outputs. Who are the customers (internal and external) of the output
of this process?
What are the customer requirements of this process?
What are the characteristics (critical to Quality, Cost, Delivery, Safety) of the
product/process deliverables that matter most to the customer?
Master Blakc belt and Green Belt coordinator
CTQ – Que los disparos lleguen al punto esperado conforme al requerimiento del cliente.

CTC – Tener el menor costo por disparo conforme a la tabla siguiente:

CTD – Entregar 10,000 disparos mensuales dentro del rango de especificación del
cliente.

Johnson Controls International plc Revision – 27 August 2018

Define phase

ContInuous Improvement CoE

4. YC Behavior and Initial Defect Definition. Which customer requirement(s) has been
selected for improvement?
How are those defects defined by the customer?

 La caracteristica es la distancia.
 Estamos fallando en la distancia de tiro

Summary Report for distancia

Anderson-Darling Normality Test
A-Squared 1.58
P-Value <0.005
Mean 236.15
StDev 13.95
Variance 194.61
Skewness 1.71196
Kurtosis 3.86221
N 30
Minimum 213.00
1st Quartile 227.60
Median 234.85
3rd Quartile 239.33
Maximum 278.90
95% Confidence Interval for Mean
230.94 241.36
95% Confidence Interval for Median
220 240 260 280
229.25 237.18
95% Confidence Interval for StDev
11.11 18.75

95% Confidence Intervals

Mean

Median

230 232 234 236 238 240 242

Johnson Controls International plc Revision – 27 August 2018

Define phase

ContInuous Improvement CoE

5. YB Behavior and COPQ Definition. What are all of the business costs associated with
failing the customer’s requirements?
What are the expected hard and cost avoidance savings for the total cost of poor quality
(COPQ)?
Are there other expected benefits to the business (increased market share, productivity
improvement, defect/cycle time/waste reduction, lead time reduction, etc.)?

 Clearly state the Business Y.

 Show the Business Y chart and highlight the average annual process cost
and/or the Cost of Poor Quality (COPQ).
 Show the high level equations or a copy of the Savings Template used to justify
the Financial details.

NOTE:
Complete and submit for approval, the Savings Template in CI-Trac if you have not
already done so.

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Define phase

ContInuous Improvement CoE

6. Process Owner, Team and Project Plan. Is the Process Owner involved?
Has the team been identified and a kick-off meeting held?
What is the project plan (resources, etc.) and what barriers must be overcome?

 Show who is on the team.

o State the name of the Process Owner, and title.
o State the names and positions/titles of the team members.

 Show the project schedule or calendar, which includes:

o A Gantt chart, calendar, or similar tool.
• Show the DMAIC stages in the project plan.
o Show the Kick-off Meeting date.
• Ensure that the entire team understands and is aligned with the project
SOW and the objective.
o List any issues that are known at this stage of the project.
o List the Resolution Plan (if known) to overcome the identified issues.

Johnson Controls International plc Revision – 27 August 2018

Measure phase

ContInuous Improvement CoE

Measure
Measure Phase
7. Process Flow, How-How, FMEA. Have you thoroughly studied/walked the process and
documented the process in detail?
Considering the output and/or physics of the process, what is a good measure of
intended function (Process Y)?

 Show the detailed Process Flow Chart and/or How-How Diagram and/or FMEA.
 Clearly state the Process Y(s).
 Clearly define the defect for each critical characteristic selected in this project.
o Pictures, measurements, etc. can be used as part of the definition.

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Measure phase

ContInuous Improvement CoE

8. Measurement System Analysis. For each Process Y, how can the measurement
system be validated?
If needed, how can it be improved?

 Show the Measurement System Analysis: Appropriate Gage R&R or Attribute

Agreement Analysis charts and Session Window.
 Document and show how the MSA was conducted.
o Describe the tools (type, calibration date, example boards, etc.).
o List the rules (what rules are used to measure?).
o Identify and highlight the data/information used as the pass/fail criteria of the
Measurement System that was used.

NOTE:
Was a Continuous Improvement project completed recently (<12 months) in the
same process? Are there any Measurement System Lessons Learned that you can
use? Do we have Standardized Work for measuring this output?
Ensure that any budgetary needs for conducting the MSA have been considered
and approved.
Johnson Controls International plc Revision – 27 August 2018
Measure phase

ContInuous Improvement CoE

9. Process Behavior. What existing data is available to assess the current process
performance?
Was the existing data collected according to the approved Measurement System? If not,
does new data need to be collected?
How does the process behave over time? Is there a “special cause” of variation or
waste? If so, what action can be taken to counteract the special cause?

 Show the Process Y Control Chart and highlight the Process Y average.
 State whether your process is stable or unstable.
 Highlight any special causes. Investigate and report if they are identified as
being truly outside of the normal process.
o Data points truly outside of the normal process should be removed.
• Keep and show the original Process Y Control Chart using the original
data (which highlights the outliers to be removed), but run a second
Process Y Control Chart that removes the identified outliers to show
how the process truly behaves.

Johnson Controls International plc Revision – 27 August 2018

Measure phase

ContInuous Improvement CoE

10. Process Capability and Project Target. What is the current process performance for
the Process Y (Cpk, Ppk, PPM or DPU)?
What are the improvement targets for the Customer Y, Business Y and Process Y?
How much of the Gap (vs. BBP) can be closed?

 Show the Process Y Normality test chart (if applicable).

 State whether the data is normally or non-normally distributed (if applicable).
o If non-normal, show if a different distribution was selected.
 Show the appropriate Process Y Process Capability Chart.
 Highlight the Overall Parts-Per-Million (PPM) value of the as-is process.
 Show the Project Baseline-Target-After Summary Report (completed through
“Baseline-Target”).

NOTE:
Additional slides will likely be needed to show all of the required information.

Johnson Controls International plc Revision – 27 August 2018

Measure phase

ContInuous Improvement CoE

11. Collateral Ys. What are the Collateral Ys to be measured?

Ensure that other critical outputs will not be negatively affected.

 Clearly identify possible Collateral Ys (Reference your SIPOC or CRM).

 Show any Collateral Y Process Control Chart(s) to understand the current condition.
 Show a FMEA (if applicable).

NOTE:
A Collateral Y is another output of the process or another customer requirement that can be
negatively impacted by the changes/improvements that you make to the primary Process
Y(s) in this project.
Examples:
1. By increasing production line speed, quality may get worse.
2. By increasing a processing temperature, energy consumption/cost may increase.
3. By changing to a less costly component, part strength may get weaker.
4. By changing the assembly in your process, the next process may take longer.

Johnson Controls International plc Revision – 27 August 2018

Measure phase

ContInuous Improvement CoE

12. Kaizen. Are there simple, obvious actions (Kaizen) that can be taken to improve the
process?
If the process is unstable, are there simple, obvious actions (Kaizen) that can be taken to
stabilize the process?

 Show the documentation of the Kaizen actions taken.

Examples:
 Repair/replace broken or worn equipment.
 Implement Standard Work.
 5S the work area.
 Implement Quick Changeover.
 Install Error Proofing methodologies.

Johnson Controls International plc Revision – 27 August 2018

Analyze phase

ContInuous Improvement CoE

Analyze
Analyze Phase
13. Causes and Key Factors Identification. What are the possible causes (Xs) of the
undesirable effect?
What are the potential factors (Xs) and settings that drive variation and waste in the
Process Y?

Causes of Undesirable Effects

Show one or more of the following:
 Cause and Effect Diagram/Brainstorming or 5 Whys Diagram.
 How-How Diagram that identifies potential failure modes.
 FMEA showing RPN numbers.
– and/or –
Key Factors and Settings Using Experimental Models
Show one or more of the following:
 Design of Experiments (DOE) Planning Worksheet.
 Identification of possible Regression Model factors.

Johnson Controls International plc Revision – 27 August 2018

Analyze phase

ContInuous Improvement CoE

14. Benchmark Standardization. What are the similarities or deviations to the Best
Business Practice or benchmark? (Reference Question 2)

 State the description and available data in relation to the BBP/Benchmark (Best
Business Practices) identified previously (if applicable).
 What ideas, steps, sub-processes, or complete processes were you able to
implement?
 Show the BBP Action Plan (What, How, When, Who), get approvals and test
solutions (did the BBP solutions work as anticipated?).

NOTES:
 Consult with your MBB, Knowledge Transfer Engineer, CI Manager, Business
Process Expert, or similar person.
 A detailed analysis of the BBP operation may be necessary (e.g. exact
methodologies used, specific factors and settings, understanding small
differences/improvements in equipment or manual processes that they may use,
etc.).

Johnson Controls International plc Revision – 27 August 2018

Analyze phase

ContInuous Improvement CoE

15. Control and Noise Factors. Which of the potential critical Xs are within the team’s
control?
How can the potential Xs outside of the team’s control be addressed?

Considering the critical Causes or Factors identified in Questions 13 and 14:

 Identify which Xs are Noise and Control factors within the process.
o Prioritize the Control factors.
 Identify if any Noise factors will be addressed in this project to make the process
robust against noise.

Johnson Controls International plc Revision – 27 August 2018

Analyze phase

ContInuous Improvement CoE

16. Verification/Test Plan for Xs/Factors. Which Xs or factors are most likely the biggest
contributors?
What is the plan for verifying/testing these potential Xs/factors?

Causes of Undesirable Effects

 Show the Cause Verification Form, completed except for the last two columns on
the right.
– and/or –
Key Factors and Settings Using Experimental Models
 Show the Design of Experiments (DOE) variables using the DOE Planning
Worksheet.
 Show the Regression Model inputs to be tested.
o What inputs were considered but not put into the model to be tested?

NOTE:
Consider any costs involved in testing. Who is paying for it? Do you need/have an
Account Number before you start?

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Analyze phase

ContInuous Improvement CoE

17. Verification Test Results. How were these suspected critical Xs or factors tested and/or
verified?

 Show the completed Cause Verification Form at the end of all of the hypothesis
test documentation, as a summary of what was tested and what was verified.

 Show the Power and Sample Size Session Window output for each Hypothesis
Test and/or DOE.

 Show all Hypothesis test and/or DOE and/or Regression Model Session
Windows and associated graphs.

Johnson Controls International plc Revision – 27 August 2018

Improve phase

ContInuous Improvement CoE

Improve
Improve Phase
Phase
18. Solution Proposal. For each verified cause, and verified significant factors, what are
the possible solutions?
How can the best practices from the Best-in-Class locations be applied?
Of the possible solutions, evaluate each to determine which ones maximize the factors in
the Counteractions-Solutions Form.

Solutions for the Causes of Undesirable Effects

 Show the Countermeasures-Solutions Form with all of the ideas and ratings.
– and/or –
Key Factors and Settings Using Experimental Models
 Show the proposed factors and settings that optimize the solution for the target
(Y-Hat) and/or minimize variation (S-Hat).

 Show if the internal or external Best Business Practices (BBP)/Best-in-Class

benchmarking/Lessons Learned were able to be implemented.
 Clearly identify the solutions that are proposed to be tested.
Johnson Controls International plc Revision – 27 August 2018
Improve phase

ContInuous Improvement CoE

19. Small Scale (Pilot) Solutions Testing. How will each solution be tested on a small
scale prior to large scale testing?

 Is a Small Scale test/simulation advisable prior to Large Scale testing?

 For Xs: Show the Verified counteractions/solutions (hypothesis test Session

Windows and associated graphs) for each Small Scale test.
– and/or –
 For Factors: Show the Design of Experiments (DOE) results for best settings
(Verification run) – and/or – the Regression Analysis results for best
settings (Verification run).

 Clearly identify which solutions will advance to Large Scale testing.

NOTES:
 Is a Deviation Change Order (DCO) for short term testing purposes or an
Engineering Change Order (ECO) for permanent changes, required to go
through the Change Advisory Board?
 Has the Safety Department approved of the potential changes to the process?

Johnson Controls International plc Revision – 27 August 2018

Improve phase

ContInuous Improvement CoE

20. Large Scale Solutions Testing. How will each solution be tested on a large scale prior
to full scale implementation?

 For Xs: Show the verified counteractions/solutions (hypothesis test Session

Windows and associated graphs) for each Large Scale test.
– and/or –
 For Factors: Show the Design of Experiments (DOE) results for best settings
(Verification run) – and/or – the Regression Analysis results for best
settings (Verification run).

NOTES:
 The time period for Large Scale testing should be sufficient to show that the
proposed solutions can be run at production volumes over multiple shifts and
set-ups.
 Is an Engineering Change Order (ECO) for permanent changes, required to go
through the Change Advisory Board?
 Has the Safety Department approved of the potential changes to the process?

Johnson Controls International plc Revision – 27 August 2018

Control phase

ContInuous Improvement CoE

Control
Control Phase
Phase
21. Improved Process Control Plan. How are all solutions implemented at full scale?
Is the Process Owner leading the installment and maintenance of the solutions?
How can each Critical X/Factor be controlled over time?
What are the hard controls, new standard operating procedures, and the training plan?
What data collection systems should be put in place to monitor and control the process?

 Show the Control Plan Form showing the steps that will be taken to ensure the
long term sustainability of the improved process.
 Show how the Process Owner will continue/monitor the controls and Process Y.
 Document the changes to any Business Operating System (BOS) Documents,
Procedures, Work Instructions (Standard Work), etc.
 Show how Total Productive Maintenance is part of the new Control Plan (if
applicable).

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Control phase

ContInuous Improvement CoE

22. Improved Process Measurement System. Is the measurement system(s) adequate for
the improved process?

 If the Measurement System is not adequate for the improved process, rerun the
Measurement System Analysis.

NOTES:
 Did the process change enough to require the need for a different measurement
system?
 For critical inputs or factors, is it worthwhile to conduct an MSA on the inputs or
factors to ensure that the inputs or controls the process should be getting is
actually what it is getting?
o Components
o Raw materials
o Valves/Controllers

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Control phase

ContInuous Improvement CoE

23. Improved Process Full Scale Validation Period Results. Did the full scale solutions
allow the team to meet the customer’s improvement target?
Were the financial goals achieved?
How did the process mean and/or variation change?

 Show the Before/After Customer Y control chart.

 Show the Before/After Business Y control chart.
 Show the Before/After Process Y control chart.

 Show the Improved Process Flow Chart and identify changes/differences

between the previous (Question 7) flow chart and the Improved Process Flow
Chart.

NOTE:
A minimum of three months of Validation data is required.

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Control phase

ContInuous Improvement CoE

24. Improved Process Capability and Results. What is the new process performance
level?
How does the new process performance level compare to the improvement target?
Is the project considered successful by the Process Owner and Champion?

 Show the improved Process Y Normality test chart (if applicable).

 State whether the data is normally or non-normally distributed (if applicable).
o If non-normal, show if a different distribution was selected.
 Show and compare both the old and improved Process Capability charts.
 Show the completed Project Baseline-Target-After Summary Report.
 Provide documentation that the project is considered successful by the Process
Owner and Champion. (Signed statements, copies of e-mails, etc.)
o If the YC, YB, or YP goals were not met, go back to the Process Map/How-
How diagram/FMEA and the beginning of the Analyze and/or Improve Phase
to determine what additional improvements are necessary.

Johnson Controls International plc Revision – 27 August 2018

Control phase

ContInuous Improvement CoE

25. Improved Process Collateral Y Impact. What were the Collateral Ys that were
identified/measured?
How are those Collateral Ys impacted by the change in the process?

 Show any identified Before/After Collateral Y Process Control Chart(s)

 Show an FMEA (if applicable)

Johnson Controls International plc Revision – 27 August 2018

Control phase

ContInuous Improvement CoE

26. Further Improvements. What further improvements are needed?

Are further improvements needed to reach the project targets?
What further improvements could be achieved outside of the scope of this project?

 Based on the project results and feedback from the Process Owner and
Champion, identify potential further improvements (if applicable).
o Include solutions not approved for implementation due to cost and/or other
priorities.
 Show proof that the plan or documentation of the needed additional
improvements will be addressed.
o Who has been assigned to be responsible for these next steps?

Johnson Controls International plc Revision – 27 August 2018

Control phase

ContInuous Improvement CoE

27. Lessons Learned. How can the lessons learned from this project be shared?
Can a best practice be nominated or an improvement be made to a current standard?

 Complete the Lessons Learned document and show it here, if applicable.

 Nominate the Best Business Practice (BBP) on CI-Trac, if applicable.

NOTES:
How to nominate a Best Practice:
JCI portal > Business Services > Continuous Improvement CoE > CI-Trac tile in the
Training Materials section > BP Mgmt in CI-Trac Quick Start Guide

 Conduct a “Things Done Right / Things To Improve” session so that future

projects go more smoothly and are more successful.
 Be sure to celebrate the success of the team!

Johnson Controls International plc Revision – 27 August 2018