Project Deliverables A guideline for project presentations

Project DeliverablesProject DeliverablesA guideline for project presentationsA guideline for project presentations

Presentation Date BB Name/Project Title 2

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General InstructionsGeneral Instructions

All slides need to have Titles and Take-Away’s (Conclusions). The titles can pose a question, the data and/or graphs on the slide are the observations and the take-away is the conclusion about the data/observation.

Remember every slide in the presentation has a purpose, do not include a slide in the presentation, if you cannot explain it!

You will have 10 uninterrupted minutes to report your information. During the presentation you will be informed when there are 1 and 0 minutes remaining, respectively. You need to be finished in 10 minutes. We will then have 5 minutes for questions. During the questions, the MBB will ask the first set of questions and only the BB is to answer. After MBB questions are complete, we will open it to the group. MBB will keep a very strict time schedule, if an interesting discussion ensues that goes over the time limit MBB will ask that it be entertained at a break or after class.

In the next several weeks the MBB will coordinate with the Project Champion to your establish the review schedule.


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General Instructions General Instructions (continued)(continued)

The recommendation is for a 10 minute presentation you use no more than 10 slides.

Please use the template for presentation consistency, e.g., font size, color, logo’s, etc. Use 32-40 pt font for titles, 24-28 for most text. Generally, you do not want to use anything smaller than 18 pt font for presentations, preferably one without serifs, such as Arial. Use BULLETS, not full sentences. Try to keep to 36 words or less per slide - 6 bullets maximum with no more than 6 words per bullet. Have your name, date, and slide number on each slide (Font smaller than 18 allowed for footer information).

Other guidelines are: do not use pronouns, no more than 3 colors on any slide, avoid the word “the”.

DO NOT place any information on a slide that you cannot explain. Please do not use excessive animation features such as dissolves fly in’s or

fly-outs. This is a technical presentation not a marketing pitch. The MBB will be looking for substance!

Remember – for a presentation – LESS IS MORE!!!!


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General Instructions General Instructions (continued)(continued)

The main point to the project reviews» Is NOT to show use of tools» It IS to tell a story

It is much better to show HOW you used the tools to solve your problem than to just showcase a number of tools

REMEMBER – you are learning and applying a methodology Use the tools to support the steps in that methodology In general:

» use the left hand side of the slide to exhibit a tool used» use the right hand side for bullets to explain what you did or what was

found» If you need more than one slide to present your findings – go ahead!

Use the notes section for more detailed information

Black Belt: Type Name Here

Project Champion: Type Name Here

Group: Enter Group Name

Department: Enter Department Name

Process Owner: Enter Process Owner Name

Financial Analyst: Enter Department Controller

Project Team Members: Enter names of all Project Team Members Here

Project Team

Project Start Date: xx/xx/xx

Define/Measure Phase xx/xx/xx to xx/xx/xx

Analyze Phase: xx/xx/xx to xx/xx/xx

Improve Phase xx/xx/xx to xx/xx/xx

Control Phase xx/xx/xx to xx/xx/xx

Close Out Date xx/xx/xx

Project Timeline

Define Improve ControlMeasure Analyze

Current PhaseCurrent Phase

Insert Project Name Here

Tracking Project ID: xxxxxxxxxxCurrent Date: xx/xx/xxxx


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Executive Summary

Narrative• Use this slide to summarize your project work in the current phase.• For example; in the Define phase• Succinctly summarize how you used the Define phase to select this project. Tell us a story,

• Who is/are our Customer(s)?• What are they saying – VOC?• What are their CT’s?• How your project Y satisfies the CTQ?• Their Performance Standard?• In what process does the problem manifest itself?• Are there any immediate actions we can take?• What are we measuring, what do we need to measure?• Is our measurement system capable?• Is our process capable?• What are our next steps?

Take-away


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Building the Business Case

The Big Y • You have to have a reason to do a project and

that reason should be something that is bothering a client, either internal or external. There must be clear line of sight to the key issues of the business. If you can’t identify what is important to work on, don’t work on anything

• What is Critical to Satisfaction (CTS)? - $$$, Cycle, Defects, Safety, etc.

• If you can’t put a name on it, you can’t do it• If you can’t define the units of measure - be

careful! You will end up having to:• define the units of measure

AND• create a measuring system for the issue at

the beginning of your project

Display supporting information, such as graphs or other tools, that substantiates your conclusions, ie.

• Who are the clients?• What are they saying - VOC?• CT Tree• Y=f(x) cascade• Pareto Charts• Why should we work this project?• Background information• SIPOC

Take-away


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Building the Business Case (continued)

Use this slide if you used the C&E tools and FMEA to help scope your project and to describe your efforts to complete Step 1.

(If you used these tools to select input variables, include them in Step 6 slides)


• Process Map• C&E Matrix• FMEA

Take-away


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HighlightsIf, based on your data collection analysis, further scoping of your project was required, describe the process here.

The Pareto is used to stratify data in groups from largest to smallest and will help you identify common causes of a problem. Highlight the defect types and discuss observations about the ones that are most common.

Draw attention to the point you are trying to make

302 146 75 55 1850.7 24.5 12.6 9.2 3.0 50.7 75.2 87.8 97.0 100.0

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First Lev el Pareto

Project Scoping

Take-away


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Problem Statement:

State a very succinct description of the problem your project is to solve. This must be quantified with a metric that includes units. Do not include financial measures, possible causes, or possible improvements in this statement.

Defect/Opportunity Definition:

Describe the defect or undesired event. Again, do not include causes or potential solutions. (You may want to include your measurement or data source.)

Metric (Project “Y”):

The metric you select should be directly aligned with the defect definition. The metric you select becomes the basis for your data collection plan.

Objective:

State the objective of your project in terms of the defect you have identified. This needs to be aligned with and in the same units as your Metric and Problem Statement. Must include project end date.

Initial Project StatisticsInitial DPMO: xxx,xxx Initial Sigma Level: x.x Estimated COPQ: $xxx,xxxEstimated COPQ FTEs: xx FTEs

Target Project StatisticsDPMO Reduction Goal: xx%Target DPMO: xxx,xxxTarget Sigma Level: x.x Target Savings/Revenue: $xxx,xxxTarget FTE Savings: xx FTE’s

Benefits

Do not confuse this with opportunities.

Benefits are those gains (savings) which will be realized when the project objective is attained.

Briefly describe the general benefits to client/customer service and employees, as well as any calculated financial benefits.

Project Definition


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Performance Standards

The Specification

• If you don’t know what makes something good or bad, how can you measure the problem in terms of defects (DPMO)?

• If the definition of what makes a defect (the specification) is not in the same units of measure as the selected CTS from step 1, you have the wrong specification

• The definition needs to be crystal clear and brief

• Does your client agree with your specification?

What is a “good” Y? What is a “bad” Y?

Display supporting information that substantiates your conclusions, ie.

• Defect (operational) definition

• Client specifications

Take-away


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Baseline Metrics

DescriptionIn this box add relevant descriptive information about the Base Line Metrics for your project. Description should provide a good sense for volumes, duration, cycle times etc

Point to specific information about the charts that you select that would help to understand the defect and where the improvements are targeted.

Use a Y-metric graph that makes sense for your project (some examples shown at right). At least 1 is required.

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Take-away


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Progress to Date

Briefly state your accomplishments up to this time.Briefly describe what you have learned from your analysis thus far, without drawing any final conclusions.

Project Barriers

Briefly state any obstacles to project execution which are beyond the control of you and your team.

Next Steps List the next tasks that must be performed. Identify the person responsible for completing each task.Identify a specific due date for each task.Be sure to include the specific Six Sigma tools among the tasks you are listing.Be sure to include specific teams events and communication activities.List any other events that have a bearing on your project

Summary and Next StepsSummary and Next Steps


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DefineDefine

Narrative• Use this slide to summarize your project work in

the Define phase.• This is a succinct summary of your work that will

tell a story for week 1.

Take-awayTake-away

DisplaySupporting information,

Such as graphs or other tools,That Substantiate your

conclusions


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Data Collection and MSA

Can I See?

• If you can’t measure something, how do you know where you are, where you have been, or where you are going?

• If your measuring system is incapable, STOP and FIX IT before proceeding

• Note: MSA must be done on any and all defects you wish to measure

Display supporting information, such as graphs or other tools, that substantiates your conclusions, i.e.

• Data Collection Plan• Measurement Systems

Analysis• Observational• Attribute GR&R• Variable GR&R

Take-away


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Baseline Capability

Baseline• I know what needs to be fixed

(step1), what defines it as good or bad (step 2), and I can accurately measure it (step 3) so:

• Now I can say how my process is performing in terms of long and short term Z and DPMO

• I improve from hereWhat is your ability to make “good”

Y’s?

Display supporting information, such as graphs or other tools that substantiates your conclusions, ie.

• Baseline statistics• Control Chart• Capability Analysis• DPMO calculations• 6 Sigma “Process Report” for

continuous data• “Product Report” for discrete data

Take-away


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Performance Objectives

My Goal • Where do I want to be at the end of my project?

• The goal should be a stretch• Use logic when setting goals• Do I need to Benchmark?• Is the goal aligned with the business

strategy?• Where do I want to be and when do I want

to be there?• Does achieving the project goal also

achieve entitlement?

What does your ability to make “good” Y’s need to be?

Take-away

Display supporting information, such as graphs or other tools that substantiates your conclusions, ie.

• Revised Project Definition• Validated financial goals• Project Management

•Gantt/PERT Chart


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Performance ObjectivesPerformance Objectives

Use this and the next several slides (if required) to describe your efforts to complete Step 5.


Such as graphs or other toolsThat Substantiate your

conclusions

Take-awayTake-away


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Financial AnalysisFinancial Analysis

Cost of ProcessHeadcount Associated with Entire Process: 80Total Cost of Process$4,800,000

Cost of Poor QualityTargeted Annualized Volumes 1,000,000% of Annualized Volumes Defective 30%Annualized Defect Volumes 300,000Cost Per Defect $60,000Cost of Poor Quality $480,000

Defect Reduction TargetsDefect Reduction Target % 70%Annualized Volume Reduction Target 210,000

Savings Targets

Savings Target $336,000

Financial TargetsDescribe the current status of your expected financial savings targets.

Define Units and Defects• Describe the type of Unit being counted -

• Describe the type of Defects being counted -

Calculations• Number of Opportunities - O • Number of Units Counted - U • Number of Defects Counted - D • Total Opportunities (U*O) - TO • Calculate DPMO (D/TO)*106 - DPMO


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MeasureMeasure

Narrative• Use this and the following slide to summarize

your project work in the Measure phase.• This is a succinct summary of your work that will

tell a story that links weeks 2 and 3.

Take-awayTake-away



conclusions


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Variation Source Identification

What makes it tick?• List all potential inputs (PIV, X) that could

effect my output (KPOV,Y)• This is filling the top of the funnel• Some tools include fishbone, C&E matrix,

FMEA, detailed process maps• Think outside the box - if you fix it the same

way you did last year, you will have the same problem you have now

Potential X’s for Y = f(X1, X2, …, Xn)

Take-away


• Detailed Process Map• Fishbone• C&E Matrix• FMEA• Pareto Charts (From C&E,

FMEA)• Data Collection Plan


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Screen Potential CausesScreen Potential Causes

Narrow it Down

• Screening is done using Graphical Tools, Experiments, and Hypothesis Tests to identify and prove which are the vital X’s

• This is the middle of the funnel for most projects (multiple X’s or with variable relationships between X’s)

• for some simpler projects with a single X, this is the bottom of the funnel, the final vital X

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Hypothesis Testing• ANOVA• Regression• Screening DOE’s• 2k Factorial DOE’s• General Full Factorial DOE’s

Take-awayTake-away


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Screen Potential CausesScreen Potential Causes




conclusions

Take-awayTake-away


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Discover Variable RelationshipsDiscover Variable Relationships

How the X’s affect Y

• Evaluate how my Vital X’s affect Y, either independently or in combination with other Vital X’s. This is primarily done through the use of DOE (Regression)

• This is the bottom of the funnel, I know which X’s affect my Y and I know how they affect Y

• The function Y = f(X1, X2,…, Xn) is called a “transfer function” – it describes how a change in one or more of the X’s transfers to a change in Y

Take-awayTake-away

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Hypothesis Testing• ANOVA• Regression• Screening DOE’s• 2k Full Factorials• General Full Factorials


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Discover Variable RelationshipsDiscover Variable Relationships

Use this and the next several slides (if required) to describe your effort to complete Step 8.



conclusions

Take-awayTake-away


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AnalyzeAnalyze

Narrative• Use this slide to summarize your project work in

the Analyze phase.• Use these slides to succinctly summarize (tell and

story) how you followed the Analyze Phase methodology to Identify Sources of variability using,

• Practical methods• Graphical methods• Analytical methods

• When conducting Hypothesis test, ensure you identify the appropriate sample size, and Alpha and Beta risks for the tests

• Lastly, identify a list a potential critical X’s

Take-awayTake-away



conclusions


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Establish Operating TolerancesEstablish Operating Tolerances

Take-awayTake-away

How To Set My Xs

• I know which X’s are important. What settings do I use to improve my project?

• In the case of a variable X,I have to provide a setting tolerance (e.g. a target amount ± an allowed amount of variation about the target)

• In the case of a non-variable X , I know which value of the variable provides the best value of Y, therefore I have specified the absolute operating tolerance

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, I.e.• Tolerancing• Pilot


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conclusions

Take-awayTake-away

Establish Operating TolerancesEstablish Operating Tolerances


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Critical XsThe formula Y=f(X) ,or Y is a function of X,

is the mathematical way of saying that changes in the inputs of a process or system will have a big impact on the final score or how the Y’s end up.

X’s should be stated specifically and could be such things as:

• Essential actions to achieve strategic goals

• Specific methods of work• Adjustments to system input

requirements• Process variables such as staffing levels,

cycle time, amount/type of technology etc.

• Detailed Training requirements

• Summarize the list of critical X’s and the level’s they need to be set at to meet your project objective.

Improve Phase - Enter Name of ProjectImprove Phase - Enter Name of Project

Critical X Setting for Critical X


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Validate Measurement SystemValidate Measurement System

Can I Measure My Xs & Y?

• In the case of a variable X I need to validate that it can be measured (a vital X MSA)

• In the case of a non-variable X, I need to validate that I can tell whether the X is the right value (e.g. is this from Supplier A?)

• Also, I might have improved my Y so much that I can no longer “read” my process, and may have to improve my measurement system to truly measure the improvement

Take-awayTake-away

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• MSA on the Critical X’s


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Validate Measurement SystemValidate Measurement System




conclusions

Take-awayTake-away


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Determine Final Process CapabilityDetermine Final Process Capability

Where Am I? • This measures the capability of controlling

my Xs at their optimal settings• This is also the time when we determine

formal results by comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5)

• Common tools:– Six Sigma “Process Report” for

continuous data– Six Sigma “Product Report” for discrete

data

Take-awayTake-away

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• Validate the Capability of your

critical X’s• Validate the Capability of your

project Y.


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Determine Final Process CapabilityDetermine Final Process Capability




conclusions

Take-awayTake-away


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Narrative• At this point in the project you have completed all

of the previous phases, Define, Measure, Analyze, and Improve, or you would not be preparing this presentation.

• Use this slide to summarize your project work in the Improve Phase.

• Use theses slides succinctly summarize how you used the DMAIC methodology to Identify the root cause(s) of variability in your process that leads you to implement the control plan you are about to describe in the remaining slides of this presentation

Take-awayTake-away



conclusions

ImproveImprove


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Implement Process ControlsImplement Process Controls

Take-awayTake-away

Let’s Not Do This Again

• The X’s you have determined as vital, their settings, and other actions you have taken to make the improvement must be:

– nailed down– set in concrete– fully implemented (NOT just agreed to)– put into a rigorous audit schedule– Documented in a Control Plan

BEFORE you can say a project is closed!

DisplaySupporting information,Such as graphs or other tools,That Substantiate your Conclusions, ie.• Process Controls of the critical X’s

• Mistake Proof devices• Process Redesign• Control Charts• SOP’s

• Process Monitor’s of the project Y• Mistake Proof devices• Process Redesign• Control Charts• SOP’s


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conclusions

Take-awayTake-away


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Control Plan Check List


Process maps detail manufacturing steps, material flow and important variables

Key product variables identified with importance to customer, desired target value and specification range defined

Long and short term capability trend charts track variation reduction progress

Key and critical input variables identified with targets, statistically determined control limits & control strategies defined

Reaction plan in place for out-of-spec material

Measurement systems are capable with calibration requirements specified

Sampling, inspection and testing plans include how often, where and to who results reported

Operating procedures identify actions, responsibilities, maintenance schedules and product segregation requirements

Training materials describe all aspects of process operation and responsibilities

ISO 9000 documentation standards met if required

Process improvement efforts fully documented and available for reference

Control plan is reviewed and updated quarterly and resides in the operating area


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Final Metrics

DescriptionIn this box add relevant descriptive information about the Baseline and Current Metrics for your project. Description should provide a good sense for volumes, duration, cycle times etc

Point to specific information about the charts that you select that would help to understand the defect and where the improvements are targeted.

Use a Y-metric graph that makes sense for your project (some examples shown at right). At least 1 is required.

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Take-away


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Instructors Final Comments

During a presentation, not everyone in the room is familiar with the topic that you are presenting. Don’t take it for granted that all will understand your project, especially the MBB. The most effective Black belts will be those that can succinctly deliver the technical information in a logical manner that tells a story.

The MBB will be looking for an understanding of the methodology, proper application and use of the tools, and the ability to draw the correct conclusions. Do not be afraid to make mistakes, now is the time to do it, during the training cycle. If during the presentation you have made a mistake in the use of the tools, the MBB will ask leading questions after your presentation to more fully understand your thought process. This will be a constructive process for all!

Finally, the MBB is looking for FOCUS around a problem, DETAILS in quantifying and understanding the problem, and TENACITY in driving to a conclusion.

Documents

Project Deliverables A guideline for project presentations