PROJECT TITLE

YOUR NAME

1
 Project Goal D M A I C

Objective • Reduce the number of defects…

OBJECTIVES: Write Specific
• Cut the amount of time to rework … objectives the project should
achieve. Each objective should be
• Minimize data collection time… SMART (Specific, Measurable,
Attainable, Realistic, Time-Bound).
• No solutions, only the problem

Benefits BENEFITS: Establish what are the

benefits in terms of Quality / Cost /
$XXX k Cost reduction potential Delivery.

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 Six Sigma Team Members D M A I C

CHAMPION: Define who will be the person to support

Champion when roadblocks need to be removed.
Person Area

Project Leader (GB or BB) Green Belt / Black Belt

Team Person 2 Title
Person 3 TEAM: Establish your name and the team that will
Title
support you in reaching your goals. Add name and title
Person 4 (Think why this person in this position is required for the
Title
Person 5 project’s success).
Title

Consulting Head Nurse, ED Chief, Cardiology

Members/Customers ICU Head Nurses
CUSTOMERS: Define: Internal / External Customers.
Production Staff CONSULTANTS: If consultants are required for the
completion of the project to guide you in your process,
Government Contacts add them as well as their role in the project.

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 Six Sigma Project Tracking D M A I C

Project Y’s are: TRACKING: The Project Tracking planning tools shows the planned dates in which each of these
phases should be completed.
Project Y Business Stakeholder
Project Charter
Selected Impact Link Requirements

Define +n -n

Kickoff Preliminary Capability &

Process Map C & E Matrix
Meeting FMEA MSA
D
Measure

Initial FMEA
Multi-Vari Meach date box refers
Keep in mind the number in the top right corner for
Studies to the number of days behind schedule or ahead of time.
Completed - On time A
Analyze
Completed - Behind
DOE (or other Mistake Started I
Final FMEA
tool) Proofing
C
• Green Checks with no top corner numbers mean their activities were completed exactly on
Improve
the day expected to be completed.
• Green Checks with negative numbers mean the activity was completed before expected (E.g.
Hand Off Final Final Project
Control Plan Process MapOwner
was completed
Sign-offone day in advance would get a Green -1)
Training Capability Report
• Red Checks with positive numbers indicate delay (E.g., If Multi-Vari studies took 2 days more
Control than planned, they would get a Red +2)
• Yellow Checks mean currently working on this step.
• White Checks mean not working there yet, but already planned.
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 Project Charter D M A I C

Black Belt or Green Belt Business Unit

Champion Phone Number for Belt

Master Black Belt Email for Belt

Start Date Target Completion Date

Element Description Team Charter

The process in which opportunity

1. Process/Product:
exists

Describe the project's purpose and

2. Project Description:
scope

What improvement is targeted and Metrics Baseline Goal Units

3. Objectives:
4. Business results:
5. Benefit to External Customers:
what will be the impact?
Metric 1
Metric 2
Defects/category
What is the anticipated improvement
in business performance and when
do you expect it?
Who are the final customers, what
benefit will they see, and what are
their most critical requirements?

Who are the full-time team members

6. Proposed Team Members
and any expert consultants?
PROJECT CHARTER: Copy and Paste your Project Charter. Keep in mind Charters describe the problem, not the solution.

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 Baseline Data D M A I C

BASELINE DATA:

Show the initial information, as well as what is the goal after the project is
finalized.

Show the real current numbers your project is dealing with. Specify for
which period of time are you using this data.

Only historic data should be displayed.

No solutions should be proposed in this phase.

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 High Level Process Map D M A I C

A
I
C
BIG Project Y
INPUTS OUTPUTS
Men Y1
Machines Y2
Materials Y3
Methods
Measures
Mother Earth
Process Name

HIGH LEVEL MAP: Fill the High-Level Process Map to get the General Picture of the process. You may find the template in the
Belt’s Support Folder.
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 High Level Process Map: SIPOC – R (Optional) D M A I C

SIPOC-R

Suppliers Inputs Process Outputs Customers Requirements

Process Name
Project Y1
Step 1
Project Y2
Step 2
Project Y3
Step 3

Step 4

Step 5

Step 6

INPUTS Process Name BIG Project Ys

Think 6 M's
Manpower
Machine
Materials What numbers will make your project successful?
Methods
Measurements
Mother Nature

OPTIONAL – SIPOC-R: The SIPOCR is used as a “Macro Process Map” to keep the team focused on what is
important to the project’s success by identifying key Inputs and outputs of the Process. This may be used as your
High-Level map.
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 Detailed Process Map D M A I C

Process: Name of Process

Project
Process Inputs (X) Type Process Step Output (Y)
Input 1
Input 2
Input 3
Input 4
Input 5 Process Step 1
Input 6
Input 7
Input 8

Input 1
Input 2
Input 3
Input 4
Input 5 Process Step 2
Input 6
Input 7
Input 8

Input 1
Input 2
Input 3
Input 4
Input 5 Process Step 3
Input 6
Input 7
Input 8 DETAILED PROCESS MAP: should show inputs (Xs), and Outputs (Ys) for each process Step. The “Type” column should specify if
the input is a Controlled or an Uncontrolled Factor. You may find the template in the Belt’s Support Folder.

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 C&E Matrix D M A I C

Project Name
Cause and Effect Matrix
Rating of Importance to Customer >>

Process Step Process Inputs Project Y 1 Project Y 2 Project Y 3 Project Y 4 Total

1 Process Step 1 Input 1 0
2 Process Step 1 Input 2 0
3 Process Step 1 Input 3 0
4 Process Step 1 Input 4 0
5 Process Step 1 Input 5 0
6 Process Step 1 Input 6 0
7 Process Step 1 Input 7 0
8 Process Step 1 Input 8 0
9 Process Step 2 Input 1 0
10 Process Step 2 Input 2 0
11 Process Step 2 Input 3 0
12 Process Step 2 Input 4 0
13 Process Step 2 Input 5 0
14 Process Step 2 Input 6 0
15 C&E MATRIX:
Process Step 2 For each
Inputinput
7 (X), define in the C&E matrix its relationship to the Ys. Ys should show the importance to 0
16 the customer
Process Step 2 on aInput
scale8 from 1 to 10. Next, we grade the relationship between Xs and Ys using the 0,1,3,9 scale. 0
Remember we will focus on the top problems to start funnelling the Xs. You may find the template in the Belts Support
Folder. 10
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 Preliminary FMEA D M A I C

Process/Product
Failure Modes and Effects Analysis
(FMEA)

Process or
Prepared by: Page ____ of ____
Product Name:

Responsible: FMEA Date (Orig) ______________ (Rev) _____________

Key Process
Process Step Potential Failure Mode Potential Failure Effects SEV Potential Causes OCC Current Controls DET RPN Actions Recommended Resp. Actions Taken SEV OCC DET RPN
Input

What is the What is the Key In what ways does the Key What is the impact on the Key What causes the Key Input to go What are the existing controls and What are the actions for Who is responsible What are the

How often does the Cause or FM occur?

How well can you detect cause or FM?

Process Step? Process Input? Input go wrong? Output Variables (Customer wrong? procedures (inspection and test) reducing the for the completed actions
Requirements) or Internal that prevent either the Cause or Occurrence of the Recommended taken with the

How Severe is the effect to the

Requirements? the Failure Mode? Should include Cause, or improving Action? recalculated RPN?
an SOP number. Detection? Should Be sure to
have actions only on include
high RPNs or easy completion

Customer?
fixes. month/year

0 0

0 0

0 0
PRELIMINARY FMEA: Fill the Failure Mode and Effects Analysis for your current process. Consider you must score with a
0 0
team Severity, Occurrence and Detection for each potential failure mode. Remember you may go back to the FMEA at
the end of the Project to update it based on the improvements done. You may find0the template in the Belt’s Support 0

Folder. 0 0

11 0 0
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 Measurement Systems Analysis - Manufacturing D M A I C

SLIDE ACTION:
Gage R&R (ANOVA) Report for Height Gage Run Chart of Height by Part, Operator
• Analyze your current Measurement System to Reported by:
Reported by:
Gage name: Tolerance:

verify if the data can be trusted. Date of study: Misc: Gage name:
Date of study:
Tolerance:
Misc:

• Generally, in the manufacturing world, this would 100

Components of Variation
45
Height by Part
% Contribution

• requireR&R
A Gage the use of awas
Study Gageconducted
R&R to validate our the
under data % Study Var
% Tolerance
1 2 3 4 5 6 7 8 9 10 Operator

Percent
30
50 1
reliability, based on %Study Var and %Tolerance. 2

following conditions: 0
Gage R&R Repeat Reprod Part-to-Part
15

1 2 3 4 5
Part
6 7 8 9 10
40 3

R Chart by Operator 35

– X Samples 1 2 3
45
Height by Operator

Sample Range
4
30

Height
UCL=3.049
2 30

–
_

Y Operators 0
R=0.933
LCL=0
15
25

Part 1 2 3
Mean

– Z Replicates 45
1
Xbar Chart by Operator
2 3
Operator

Part * Operator Interaction

20

Sample Mean
45
Operator 15

• A specification of ___ was used to calculate % of

1
30
__ 2

Average
UCL=23.96
X=22.2 3
LCL=20.44 30
15 10

Tolerance Part
15

1 2 3 4 5 6 7 8 9 10
Panel variable: Part
Operator

Part

• According to %Study Var

• Study Var %Study Var %Tolerance
According to %Tolerance Source StdDev (SD) (6 × SD) (%SV) (SV/Toler)
• Initial Recommendations: Total Gage R&R 2.2824 13.6942 22.74 13.69
Repeatability 1.1387 6.8319 11.34 6.83
– A Reproducibility 1.9780 11.8683 19.71 11.87
Operator 1.9780 11.8683 19.71 11.87
– B Part-To-Part 9.7739 58.6435 97.38 58.64
– C Total Variation 10.0369 60.2212 100.00 60.22

Number of Distinct Categories = 6

Remove this example.

Show Gage R&R Study.
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 Data Validation – Business Process D M A I C

SLIDE ACTION:
• Data validation could be used as well, especially
for non-manufacturing processes. You must show
which reliable source is being used to extract the
data.
• The following information describes the
results when the team looked at the
available data or prepared to collect new
data to determine if the data was good
enough for analytical purposes.
• Initial Recommendations:
– A
– B
– C

Remove this example.

Show Source of Data
Validation.
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 Process Stability D M A I C

SLIDE ACTION:
• Place your baseline graphical summary in area
provided.
• Describe your SPC Chart. I-M R C hart of Delivery Time to Target
• X data points were collected from Y UC L=30.49

month to Z month, and graphed. 20

Individual Value
• An I-MR Chart was developed with this _
X=5.14
information in order to verify… 0

• The I-MR chart graphically shows the -20 LC L=-20.21

stability in the __ process output Y. 1 6 11 16 21 26 31 36 41 46
O bserv ation
• The I-MR chart also shows high
variability. 30 UC L=31.14

• Initial Recommendations:

Moving Range
20
– A
__
– B 10 MR=9.53

– C 0 LC L=0
1 6 11 16 21 26 31 36 41 46
O bserv ation

Remove this example.

Show baseline process performance over time on the slide.

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 Normality Test D M A I C

SLIDE ACTION:
• Place your baseline graphical summary in area
provided. Probability Plot of Delivery Time to Target_1
• Describe the result of your Normality Test. Normal
99
• X data points were collected from Y Mean -4.085
StDev 0.1204
month to Z month, and graphed. N 12
95 AD 0.307
• An Anderson Darling Test was developed P-Value 0.512
90
with this information in order to verify…
80
• According to the p-value, the data shown 70
is ___________ 60

Percent
50
• Initial Recommendations: 40
– 30
A
20
– B
10
– C
5

1
-4.4 -4.3 -4.2 -4.1 -4.0 -3.9 -3.8
Delivery Time to Target_1

Remove this example.

Show Normality Test or Probability Plots or Capability Six Pack on
the slide.

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 Capability Analysis D M A I C

SLIDE ACTION:
• Place your baseline graphical summary in area
Process Capability Report for Optical measurement at bushing
provided.
• Describe your process baseline performance. LSL USL
Process Data Overall
LSL 36.35 Within
• Upon collection of baseline data, the Target
USL
*
36.45 Overall Capability
Sample Mean 36.4281 Pp 0.33
current process is operating at an Sample N 42 PPL 0.52
StDev(Overall) 0.0498895 PPU 0.15
average of __ (cycle time, defects, StDev(Within) 0.0391368 Ppk 0.15
Cpm *
% defective) Potential (Within) Capability
• According to current process Cp
CPL 0.67
0.43

capability metrics… CPU 0.19

Cpk 0.19
• Initial Recommendations:
– A
– B
– C

36.35 36.40 36.45 36.50 36.55

Performance
RemoveObserved
this example
Expected Overall Expected Within
% < LSL 0.00 5.87 2.30
Measure
% > USL Capability
26.19 of the
33.03 current 28.78
process (Without any improvements). If the
Process is not currently capable it is ok, this is why we are doing a Six Sigma
% Total 26.19 38.91 31.08

Project.

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 Data Collection Plan D M A I C

DATA COLLECTION PLAN

Stratification Factors (also called

Operational Data Source/ Recording Who will collect and
The Metric Sampling Plan segmentation factors or demographics)
Definition Location Method/Location record the data?
and Notes

How will the data be used? How will the data be displayed?

DATA COLLECTION PLAN: What data needs to be collected for this project? What are the procedures whereby this data will be collected? Completing
a data collection plan with the project team will help develop a common understanding of what data needs to be collected along with all other
aspects of the data collection effort. It is likely that the team will discover some areas of data collection they might not have considered if they had
not walked through the development of a Data Collection Plan.

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 Collected Data D M A I C

Unit Defect
Dept Processor Day AM/PM Y - Time
Number Type
1 1 A MON AM Simple 20
2 1 B MON AM Minor 25
3 2 A WED PM Major 37
4 2 A TUES AM Simple 16
5 3 C FRI PM Simple 19
6 2 B THUR PM Minor 25
7 1 C SAT AM Major 38
8 3 C SAT PM Major 36
9 2 A SUN AM Simple 17
10 1 B TUES AM Minor 26
11 2 A FRI PM Minor 27
12 2 C THUR PM Simple 18
13 1 B SAT AM Major 35
14 2 A MON PM Major 34
15 2 C WED PM Simple 19
16 3 C WED AM Minor 26
SLIDE ACTION:
17 3 A SUN AM Minor 22
• Replace the example with a
18 1 B SUN PM Major 39

representative example of your collected

data; columns headers are key

Required deliverable for the MEASURE phase – Baseline Performance Data: the data collection plan should drive what data is collected. The
arrangement of that data is an important element for establishing baseline performance and especially for future analysis. For example, the data
must be maintained in time order if over time performance is to be evaluated. The appropriate detail must be present that will allow questions to be
answered about sources of variability.

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 Multi-Vari Studies D M A I C

Scatterplot of Thickness vs Temperature Boxplot of Brightness

• The following studies were conducted 110 Setting

35
560

45
100
to determine critical X’s: 55

90 555
– A 80
–

Brightness
B

Thickness
70 550

– C 60

50 545

• According to them, further studies will 40

be conducted on these Critical Xs: 30

20 25 30 35 40
540
1 2
Temperature Roll No.
– A
– B Pareto Chart of Defects I Chart of Thickness
100
– C 400 110
UCL=113.4

80 100
• Hypothesis Tests were conducted to 300
90

Percent
60

Counts
test significance of the following:

Individual Value
200 80
40 _
70
– Ho: 100
20 60
X=68.2

– Ha: 0 0
50

Defects 40

30
LCL=23.1
20
Counts 274 59 43 19 10 18
1 5 9 13 17 21 25 29 33
Percent 64.8 13.9 10.2 4.5 2.4 4.3

MULTI-VARI STUDIES: With the initial data, find your pain points using Multi-Vari Studies. Remember, you will not work
Cum % 64.8 78.7 88.9 93.4 95.7 100.0 Observation

on every input, only in the few Critical Xs that affect your Y. You may add more slides if required. Depending on your
data you may show: Hypothesis Testing, Correlation and Regression, Chi-Square Tests, ANOVA, t-tests, etc.

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 Analysis of Value (Optional) D M A I C

Customers Receiving Staff Testing Staff Review Staff Admin Staff Customer

Nat Customers
Receive Samples
Only
Review Results
Nat & EIA Y
Samples Prioritize/Organize
Customers Acceptable
Samples
?

N Store Samples Reports Y

Until Testing Acceptable Fax Results Results Received
Request New ?
Samples
Test Samples N

Initiate QA
Occurrence Report
Prepare Reports

Value Added (Customer)

NVABN (for Techs) Rework
Non-Value-Added
OPTIONAL – ANALYSIS OF VALUE: The flow chart above represents the results of the value analysis on the current, as-is, process flow.
Conduct a value analysis of the current flow, designating CVA as green, NVA-R as yellow and NVA as red. Highlight problem areas within the
process flow 20
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 Waste Walk (Optional) D M A I C

Your Name ……………………………….. Process Area …………………………………………………….. Date …………………….

Description of the Why is this How can we eliminate

Category
waste: happening? it?
Defects/Rework/Inaccurate information: Process errors, wrong
procedure, scrap, missing/incomplete information.
Overproduction or Producing Unwanted Products: Unnecessary
inventory, extra reports.
Waiting (materials and/or people): Waiting for approval, results,
record, information, etc.

Non-Utilized Talent or Creativity: Good ideas, good people not

being utilized according to their talents and skills.
Transportation (materials or things): Moving materials,
information, patients, etc.

Inventory (Incomplete or Excessive): Supply stock, people or

materials waiting, phone calls / emails in the queue.
OPTIONAL – WASTE WALK: In conjunction with the Process Flow Value Analysis, a Waste Walk can be useful for identifying additional waste within,
M otion/Duplication (people): Searching for things, people, meds,
say, Value-Added Process Steps. The step itself may be Value-Added in the eyes of the customer, but there are still elements of waste within the
charts, supplies, paperwork; long walks.
step. A careful analysis for waste can help streamline the remaining Value-Added steps. The ways that waste can be eliminated become a part of the
Esolutions
xtra Processing/Steps: Reassigning tasks, repeat paperwork or
implemented on the IMPROVE phase.
registration, login requests, rework, doing unnecessary work not
required by the customer, extra tests.

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Root Cause Analysis: Cause & Effect Diagram (Optional) D M A I C

Mother Nature Methods Manpower

x
x

Why?

x x x
OPTIONAL – RCA (Root Cause Analysis) Tools: Try to understand possible root cause(s) of the problem. You may use the 5 Whys technique
as well. It is recommended to go through any RCA tool with a team.

Materials Measurement Machine

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 Root Cause Analysis Summary (Optional) D M A I C

Output/Effect (Y) Root Cause (X) Possible Solutions

Which aspect of process What root causes were identified for long cycle time or What possible countermeasure (solutions) might be
performance is associated with this defects from the Cause-and-Effect Diagram, Statistical implemented to counteract the root cause? NOTE:
root cause – cycle time, defects Analysis, Cause and Effect Matrix, etc.? solutions will be fully developed in the IMPROVE phase

OPTIONAL - Root Cause Analysis Summary: What does the team see as the primary root causes of poor process performance? A
cause-and-effect diagram is just one of several tools that can be used to assess the root causes, along with statistical analysis.
After doing the cause-and-effect diagram with all of its discussion, along with statistical analysis, this is the key summary of the
root causes for poor process performance. From this list comes our solutions to counteract the root causes!

Identify
Determine Root Identify Final Pilot Implement
Potential
Causes Solutions Solutions Solutions
Solutions

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 Improvement Plan D M A I C

Implementation Plan: Process Under Improvement

Ref # Action Action by Due Date Status Completed

8
IMPROVEMENT PLAN: Once the critical Xs have been identified, work on the improvement plan. You can use DOEs
9
and/or mistake proofing in this phase. Update the FMEA according to the new process. Use the same format provided in
the Belt’s support material.
10

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 Improved Process Stability D M A I C

SLIDE ACTION:
• Place your Improved graphical summary in
area provided.
• Describe your SPC Chart. I-M R C hart of AIR C ompletion Time Staged by Baseline/After
• X data points were collected from Y Ba se line A fter
800
month to Z month, and graphed.
600

Individual Value
• An I-MR Chart was developed with this
400
information in order to verify…
200
• The I-MR chart graphically shows the UC
_ L=183.8
X=92.3
stability in the __ process output Y. 0 LC L=0.7
1 4 7 10 13 16 19 22 25 28 31 34
• Final Recommendations: O bserv ation

– A Ba se line A fter
600
– B
450
– C
Moving Range
300

150
UC
__ L=112.5
MR=34.4
0 LC L=0
1 4 7 10 13 16 19 22 25 28 31 34
O bserv ation

Remove this example.

Show Baseline vs. Improved process performance over time on
the slide (Go to Chart Options, then Stages).

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 Updated Normality Test D M A I C

SLIDE ACTION:
• Place your Improved graphical summary in
area provided. Probability Plot of Delivery Time to Target_1
• Describe the result of your Normality Test. Normal
99
• X data points were collected from Y Mean -4.085
StDev 0.1204
month to Z month, and graphed. N 12
95 AD 0.307
• An Anderson Darling Test was developed P-Value 0.512
90
with this information in order to verify…
80
• According to the p-value, the data shown 70
is ___________ 60

Percent
50
• Final Recommendations: 40
– 30
A
20
– B
10
– C
5

1
-4.4 -4.3 -4.2 -4.1 -4.0 -3.9 -3.8
Delivery Time to Target_1

Remove this example.

Show Normality Test or Probability Plots or Capability Six Pack on
the slide for the improved data.

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 Improved Capability Analysis D M A I C

SLIDE ACTION:
• Place your Improved graphical summary in
area provided
• Describe your process baseline performance

• Upon collection of baseline data, the

current process is operating at an
average of __ (cycle time, defects,
% defective)
• According to current process
capability metrics…
• Final Recommendations:
– A
– B
– C

Remove this example

Measure Capability of the Improved Process to show improvement.

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 Previous State vs. Improved State (Optional) D M A I C

BEFORE AFTER

The original condition showed _ steps, from which The current condition shows an improvement of _%
_% represent waste. which is the reduction of _ of steps in the process.
COMPARISONS (Optional):
Compare the process improved before and after. Describe the main changes.

E.g.,
Baseline: 143 Steps
Improved Process: 30 Steps
Process Time Reduced from 32 days to 7 hours. 28
© OpEx Learning
 Previous Capability vs. Improved Capability D M A I C

BEFORE AFTER
Capacidad del Proceso para Plástico Dañado OE16 BR166 A1 Jul-Dic 2015

LSL USL
Process Data Overall
LSL 0 Within
Target *
USL 0.24 Overall Capability
Sample Mean 0.71 Pp 0.21
Sample N 6 PPL 1.21
StDev(Overall) 0.195038 PPU -0.80
StDev(Within) 0.180851 Ppk -0.80
Cpm *
Potential (Within) Capability
Cp 0.22
CPL 1.31
CPU -0.87
Cpk -0.87

0.0 0.2 0.4 0.6 0.8 1.0

Performance
Observed Expected Overall Expected Within
PPM < LSL 0.00 136.16 43.21
PPM > USL 1000000.00 992018.95 995322.81
PPM Total 1000000.00 992155.11 995366.01

The original condition showed the following result: The new improved condition shows the following result:
OPTIONAL: You may also compare the process capability before and after the Improvement. Describe the main changes.
Remove the images from this example.

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 Final FMEA D M A I C

Process/Product
Failure Modes and Effects Analysis
(FMEA)

Process or
Prepared by: Page ____ of ____
Product Name:

Responsible: FMEA Date (Orig) ______________ (Rev) _____________

Key Process
Process Step Potential Failure Mode Potential Failure Effects SEV Potential Causes OCC Current Controls DET RPN Actions Recommended Resp. Actions Taken SEV OCC DET RPN
Input

What is the What is the Key In what ways does the Key What is the impact on the Key What causes the Key Input to go What are the existing controls and What are the actions for Who is responsible What are the

How often does the Cause or FM occur?

How well can you detect cause or FM?

Process Step? Process Input? Input go wrong? Output Variables (Customer wrong? procedures (inspection and test) reducing the for the completed actions
Requirements) or Internal that prevent either the Cause or Occurrence of the Recommended taken with the

How Severe is the effect to the

Requirements? the Failure Mode? Should include Cause, or improving Action? recalculated RPN?
an SOP number. Detection? Should Be sure to
have actions only on include
high RPNs or easy completion

Customer?
fixes. month/year

0 0

0 0

0 0
FINAL FMEA: Update the actions taken and based on those actions update the values for Severity, Occurrence and
0 0
Detection. RPN values should be lower than the Preliminary FMEA.
0 0

0 0

30 0 0
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 Control Plan - Manufacturing D M A I C

Control Plan

Revision Date
Process:
Author: Contributors: rev 0
Phone:

Process Owner Approval:

Historic
Input / Process Specification Measurement Historic Sample Sample Control
Process Process Step Variable Name Cp/Cpk & (date) Reaction Plan (contact / action)
Output (I/O) (LSL, USL, Target) Technique MSA & (date) Size Frequency Method

CONTROL PLAN – MANUFACTURING: Update the control plan to explain how the process runs after the improvement was made. Make
sure you update this if there is already a control plan in your process. Use the project format contained in the Belt Support Folder.
Templates in the “5-Control” Folder Contain Control Plan for Business Process and Control Plan for Manufacturing.
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 Control Plan - Business Process D M A I C

Control Plan
Process: Revision Date
Author: Contributors: rev 0
Phone:
Process
Owner
Approval:

Data
Variables Requirements Data Tracking Reaction Plan
Reporting
Process Output / Input Y/X Lower Limit Target Upper Limit Who How Frequency Who How Frequency Include names, procedures, etc.

CONTROL PLAN – BUSINESS PROCESS: Update the control plan to explain how the process runs after the improvement was made. Make sure you update this if
there is already a control plan in your process. Use the project format contained in the Belt Support Folder.
Templates in the “5-Control” Folder Contain Control Plan for Business Process and Control Plan for Manufacturing.

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 Final Process Controls D M A I C

• Replication:

REPLICATION: Specify other areas where the learning from this project can be applied (other
facilities, departments, etc.).

• Updates to Corporate Knowledge Base:

Document Change Owner Completed

UPDATED DOCUMENTATION: List documents that were updated to ensure the process is being
followed properly.

• Project End – Proof of Sustainment:

FINAL RESULT: Explain the benefit obtained with the project: reduction of X% of defect “A”
resulting in $“Y” in savings.
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Next Steps D M A I C

Insert Comment

NEXT STEPS: What are the next

steps suggested? Can this
improvement be made in a
similar process?

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 Follow-Up Projects D M A I C

There is a variety of areas where the learning from this project have
could be applied:
• Similar processes
• Same process in different facility
• Different customers
• …

FOLLOW-UP PROJECTS: Remember this is continuous improvement, so, which projects do

you suggest to do next to keep improving?

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