Project Title
Black Belt or Green Belt Name
Project Number
Facility/Location
Closure Date:
Phase:
Define
Measure
Analyze
Improve
Control
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Step 1 - Team Members and Roles

Include with this slide (No Exceptions):
 Process Owner: (Not just a name, the person responsible for the process and whom has
ownership. The Black Belt or Green Belt can not be the Process owner for their own project)
The Process Owner must have the authority for implementation and on-going controls.
 Black Belt Mentor(If Green Belt):
 Project Champion:
 Financial Analyst: (Facility Controller)
 Team Members:
List team member name, position and role on team
 Also include in project binder(or electronically):
Monthly calendar identifying meeting dates
Meeting minutes from each meeting attached to calendar
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Step 1(continued) - Project Timeline

Include in timeline (No Exceptions):
 Project start date
 Project Milestones
 Project End (Tie project end date to dated closure documentation)
Note: This should be added at the beginning of the project. A timeline is established at the
beginning of a project to forecast timing, all timelines are to include an expected completion
date to plant goals.
ID
1
T ask Name
Duration
Complete Project Definit ion Page 5 days
2
Process Map
4 days
3
C&E Matrix
2 days
4
Data Collect ion Plan
3 days
3/11
3/18
3/25
April
4/1
4/8
4/15
4/22
May
4/29
5/6
5/13
5/20
5/27
June
6/3
6/10
6/17
6/24
July
7/1
5
6
7
8
9
10
11
Programs,
other than
Microsoft
Project, can
be used to
create the
timeline.
12
13
Control Plan
10 days
14
Project Complete
60 days
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Step 1(continued) - Process Map

Include on the Process Map (No exceptions):
 Process map must follow ALL 7 steps:
• Define the scope of process
• Document all tasks or operations needed in the production of a “good” product or service
(How the process is today)
• Document each task or operation as “Value Added” (“VA”) or “Non-value Added” (“NVA”).
• List the internal and external Y’s at each process step
• List the internal and external X’s at each process step
• Classify all X’s as one or more of the following:
– Controllable (C)
– Standard Operating Procedure (SOP)
– Noise (N)
• Clearly identify all data collection points
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6
Step 1, 2 & 5 - Project Definition Page
Note: This page should be continually
updated over the duration of the project.
Problem Statement:
What is the customer’s defect/dissatisfier with
product/process/service received?
Nb: This will require redrafting based on data
gathered. (eg. Scrap; Pareto top issues, initial
sampling plan data review, etc)
Customer(s):
List External or Internal customers or both
CT’s: (Ideal Process, Product, Service)
What are the expectations of the
CTD:
customer for delivery, quality and
CTQ:
CTC:
cost?
Defect Definition:
Unit of customer nonconformance.
(Nb: separate unrelated defects = 2 projects)
Project Objective:
1) Identify major causes of nonconformance(s).
2) Identify optimal outcome of the project at its
conclusion
Capability:
Current:
Zst=
Goal:
Zst=
Stretch Goal: Zst =
DPU
DPU
DPU
Benefits:
CTD = reduced WIP, Inventory etc.
CTQ = Product performs/meets expectations
CTC = Reduce rework/replacement cost
Financial Benefit (If any)
To Do’s: (Initial)
• Develop Problem Definition Scope
• Identify focused team and customer members
• Develop process map w/data collection points
• Establish reliable Measurement for baseline data
collection. Validate MSA
• Conduct Process Capability
• Develop representative sampling plan and collect
baseline data for Metric reporting
• Evaluate data: Pareto, Multi-vari, Z transform etc.
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Step 1 - Identify Variation Sources

Include for Step 1 (No exceptions):
 Brainstorming Tools (e.g.: Fishbone diagram, FMEA, Process Flow Diagram)
 Cause & Effects Matrix
• Cause & Effects Matrix is to include all outputs and inputs identified in the Process Map
and Brainstorming activity. Include entire matrix in presentation.
• Pareto, at minimum, the Top 5-10 ranked inputs from the matrix and include in
presentation.
• When the C&E matrix is completed early in the project, review and update as necessary
as the Analyze phase is completed.
Note: The C & E Matrix is a primary tool used to reduce a large
number of inputs to 5-10 inputs. A C & E Matrix will not be accepted
unless ALL identified inputs and outputs are listed.
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6
Step 6 (continued) - Identify Variation Sources
Potential X Matrix
Note: This matrix is a living document and should be updated when
changes to the project are necessary.
#
Potential Process Inputs (X's)
Origin
Appropriate Hypothesis
Test/Analysis
Results
Is Input Vital (Yes
/ No)?
1
2
3
4
5
List all inputs identified
for project
For each input, list initial
tool used to identify input
Identify
test/analysis
method used
(when
applicable)
If
hypothesis
test is run,
list the pvalue
Identify
Yes or No
if input is
vital
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Step 2 - Performance Standards

Include for Performance Standards (No exceptions):
 Define the Customer (Defect) Specification for the output being studied or the reason why the
project is important.
 List the origin of the specification (e.g.: Drawings, Customer requirements, etc.)
 When working with attribute data and a quality characteristic, identify the threshold, method of
attribute method and include photograph of the threshold when visual.
 If specification is created, list the following:
• Criteria used to establish specification
• Parties involved in creating specification
• Who approved the specification
Note: The defect definition is identified on the Problem Definition page, this page is included
as support for defining the specification.
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6
Step 3 - Measurement Systems Analysis

Include for Measurement Systems Analysis (No exceptions):
 Description of how the measurement system analysis is to be conducted for the project defect,
this should link to the defect as described in Step 2.
• Include details on how the study is performed (Study methodology).
• Identify the number of parts/items used and number of trials
• Identify operators/titles and relation to the project
• Identify gages used for the study, gage calibration date, and expert if Attribute data.
• Document specification used
• Reference next slide for results requirements
• If study fails:
Do Not use historic data
– Identify area for improvement
as Baseline for the
Project!! (Unless verified
– Document the improvement and actions
and approved by a Lead
– Document information listed above for new study
Black Belt) Must re– Re-run the Gage R&R
establish current state for
– Document results per requirements on next slide
the project.
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6
Step 3 (continued) - Measurement Systems Analysis

Include for the Measurement Systems Analysis (No exceptions):
 For Attribute data :
• Completed using a minimum of 30 Samples
• Clear identification of the threshold
• A copy of the Minitab session window or Excel Workbook containing the study results
• All Appraisers versus Standard clearly identified with a callout identifying the study as
“Pass” or “Fail”
• Detailed description of what the results mean and list next steps if applicable
• Associated graphs for the study, which are to include the 95% confidence intervals
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6
Step 3 (continued) - Measurement Systems Analysis

Include for the Measurement Systems Analysis (No exceptions):
 For Continuous data:
• Completed using a minimum of 10 samples.
• A copy of the Minitab session window or Excel Workbook
containing the study results.
• Study Variation (5.15*s) clearly identified as acceptable or unacceptable. Acceptance
criteria is less than 30%.
• Percent Study Variation (%SV) clearly identified as acceptable or unacceptable.
Acceptance criteria is less than 30%.
• Clear identification of the number of distinct categories as acceptable or unacceptable.
Acceptance criteria is equal to or greater than 5.
• Detailed description of what the results mean and what are the next steps if applicable
• Associated graphs for the study
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6
Step 3 (continued) - Measurement Systems Analysis

Include for the Measurement Systems Analysis (No exceptions):
 For Other methods:
• Identify reason for using method
• Identify verification method and number of samples. Examples of Other methods, but
not limited to, include:
– Correlation
– Regression Analysis
– Two Sample T-Test
– Audit, etc.
• Evaluation criteria - Identify for verification what is acceptable and unacceptable.
Support response with explanation of results
• Detailed description of what the results mean and list next steps if applicable
• Associated graphs for the study when applicable
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6
Step 4 - Process Capability

Include for Process Capability (No exceptions):
 Note: Process capability only acceptable after successfully completing a Measurement
Systems Analysis for the defect and is based on defect definition established on Problem
Definition Page.
 For Attribute data
• Copy of Minitab Six Sigma Product report
– Clearly identify the DPMO and the Zst Score using callouts
 For Continuous data:
• Check data for Normality - Include graph
– If data is not normal, take appropriate steps to transform data (Reference Lead
Black Belt for assistance as needed)
• If data is normal, include a copy of Minitab Six Sigma Process report
– Clearly identify the DPMO and the Zst score using callouts
 Reminder - DPMO and Zst Score from process capability is used to establish “Current” on
Problem Definition Page
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6
Step 5 - Define Performance Objectives

Include for Defining Performance Objectives (No exceptions):
 Current process capability - Zst and DPMO from Step 4
 Project Goal performance
• Define the conditions for establishing the goal (e.g.: Customer request/demand, Plant
Management, 90/50 Rule)
 Project Stretch Goal performance
• Define the conditions for establishing the goal (e.g.: Customer request/demand, Plant
Management, 90/50 Rule)
 Cross reference Step 11 - Determine Process Capability, to compare actual project
improvement amount to projected project goals to verify we improved as planned.
Note: The process performance and goals are identified on the Problem Definition page. The
information is listed here as support to that page and to physically tie the project goals to the
actual project improvement.
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6
Step 6 (continued) - Identify Variation Sources

Include for Step 6 (No exceptions):
 Data collection Plan
• Identify data type (Per Defect Definition)
• List measurement method (Must have completed MSA)
• Identify rational subgroups
– Create Subgroup tree (Reference example below)
y: Effort
Rationalized Representation
Defect Definition (Poor Capability)
'Y' = High track efforts
Family of Product
Driver
All other Product
Passenger
Process Line/Stream
Line 1
Day 1
Shift 1
Piece 1
Forward Effort
1st Hrs
2nd Hrs
Piece 2
Piece 3
Day 2
Shift 2
3rd, 4th ect
Days 3,4 etc
Within Pc.
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Rearward
Forward
Pc. to Pc
Piece 1
Piece 1
Piece 2
Piece 2
Piece 3
Piece 3
Piece 1
Piece 1
Piece 2
Piece 2
Piece 3
Piece 3
Piece 1
Piece 1
Piece 2
Piece 2
Piece 3
Piece 3
Piece 1
Piece 1
Piece 2
Piece 2
Piece 3
Piece 3
Piece 1
Piece 1
Piece 2
Piece 2
Piece 3
Hour to Hour
Hour 1
Hour 1
Hour 1
Hour 1
Hour 1
Hour 1
Hour 2
Hour 2
Hour 2
Hour 2
Hour 2
Hour 2
Hour 3
Hour 3
Hour 3
Hour 3
Hour 3
Hour 3
Hour 4
Hour 4
Hour 4
Hour 4
Hour 4
Hour 4
Hour 1
Hour 1
Hour 1
Hour 1
Hour 1
Shift to Shift
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 1
Shift 2
Shift 2
Shift 2
Shift 2
Shift 2
Rearward effort
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6
Step 6 (continued) - Identify Variation Sources

Include for Step 6 (No exceptions):
 Tools used to identify sources of variation for the defect identified in the problem statement.
Examples of tools follow, but are not limited to:
• For Attribute data:
– Pareto Charts
– Run Charts
– Correlation Analysis
• For Continuous data:
- Multi-vari
- Box Plots
- Main Effects Plot
- Run Charts
- Pareto
- Correlation Analysis
 Potential X Matrix - Reference next slide
Note: Step 6 does not provide statistical significance in reducing the number of inputs.
Hypothesis testing is required to identify statistical significance. However, Correlation can be
used to eliminate inputs if input has no variation and no correlation back to the defect.
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6
Step 7 - Screen Potential Causes

Include for Step 7 (No exceptions):
 Evidence of the investigation of each potential x (KPIV)
 Evidence of the planning, explanation, data collection and result for each statistical test used to
investigate each and every potential x (KPIV’s).
• Include in presentation for tests:
– Copy of the Minitab session window clearly titled
– Brief description of what is being tested
– List the Null and Alternate Hypothesis
– Clearly identify the p-value
– Describe in detail what the results mean (What is being accepted or rejected?)
 Evidence in the form of documentation of updated potential x’s (KPIV’s)
Note: Hypothesis testing is to relate to the problem definition, defect definition, process
capability and data type. If using discrete nominal data, do not use continuous tools.
Reference Hypothesis Test roadmap on following slide for appropriate test.
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6
Reference Information
Hypothesis Testing Roadmap
START
1-Sample Sign or 1Sample Wilcoxon
Stat>Nonparametrics>
1-Sample Sign or
1-Sample Wilcoxon
Chi-Square Test
Design of
Experiments
>1
1 or >1 Factor?
1 sample
Mann-Whitney Test
(2-Sample Wilcoxon)
[The distributions of
both samples must
have same shape]
Stat>Nonparametric>
Mann-Whitney
2
2, or >2
samples?
Variable or
Attribute Data?
Att
1 or >1 Factor?
1 Factor
med
>2 samples
Mood's Median Test
[The distributions
of all samples must
have same shape]
Stat>Nonparametrics
>Mood's Median Test
or
Kruskal-Wallis Test
Stat>Nonparametrics
>Kruskal-Wallis
[Works with more
distributions than
Mood's Median but
less robust with
outliers]
Var
Testing
medians or
variances?
variances
1 or 2 or more
samples?
2 or more
No
Able to make
data normal or
get more
samples?
Try to transform
data using BoxCox (or get more
samples if testing
means)
Stat>Control
Charts>Box-Cox
Transformation
1-Proportion Test
Testing means
or variances?
Yes
1
Stat>Basic
Stats>1 Proportion
2-Proportions
Test
Are all samples
³30?
Is Data Normal
in all Samples?
No
2
Yes
Is Data Normal
in all Samples?
Yes
Stat>Basic
Stats>2
Proportions
Yes
No
Stat>ANOVA>Test
for Equal
Variances
Confidence
Intervals cannot be
used here to
compare the std.
deviation of a
sample against a
target value for
non-normal data.
The confidence
intervals
generated by
Minitab are based
on normal data.
No other tests are
available.
1 or 2
Samples?
means
variances
No
Confidence
Interval
Stat>Basic
Stats>Display
Desc>Graphical
Summary
Stat>Tables>ChiSquare Test
1
Levene's Test
1
>1
1, 2, or >2
samples?
Normal Data in
all Samples?
N
2 samples
Bartlett's Test
1
1, 2, or >2
samples?
>2
Stat>ANOVA>Test
for Equal
Variances
Do you have
paired data?
Y
No
2-Sample t Test
(Both samples
must have equal
variances)
Stat>Basic
Stats>2-Sample t
2 samples
Yes
F Test
Stat>Basic
Stats>2 Variances
1 sample
Paired t Test
(Population of
Differences must
be normal)
Stat>Basic
Stats>Paired t
Confidence
Interval or 1Sample t Test
Stat>Basic
Stats>1-Sample t
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One-Way ANOVA
(All samples must
have Equal
Variances and be
Normal)
Stats>ANOVA>OneWay ANOVA
Compare
confidence
intervals for
means
Step 8 - Discover Variable Relationships

Include for Step 8 (No exceptions when applicable):
 Demonstration of the appropriate statistical tools to determine the optimum process for the
KPIV’s validated in Step 7
 When DOE is conducted, include the following:
 DOE Planning Sheet
 Reduced model results from ANOVA table
 Main Effects and Interactions plot (when applicable)
 Initial settings, changed settings and final settings
 Factors
 Follow up Experiments, documentation and capability study
 Verification of results
 Describe in detail what the results mean
 Define how much of the defect was explained by the DOE (error)
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6
Step 9 - Establish Operating Tolerances

Identify either targets or tolerances for project KPIV as appropriate (No exceptions when
applicable):
 Targets:
–
A setting for a critical KPIV determined through the use Hypothesis Tests that will provide
best results. Include method and setting.
 Manufacturing Tolerances:
–
Manufacturing Tolerances are “operating ranges” set for critical KPIVs of a continuous
nature where needed. Include method and settings.
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6
Identify Improvement

Identify improvement(s) for project (No Exceptions):
 For each improvement identified for and relating to the project include:
• Detailed description of the improvement (Use photo’s or drawings as needed to properly
convey area(s) of improvement.
• Evidence that improvement is statistically significant (Hypothesis Test - Reference Step 7
and Step 8 for details)
• Date of implementation
• Gate Charts may be used to illustrate break points
• Evidence of sustained improvement
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Step 10 - Measurement Systems Analysis

Include for Measurement Systems Analysis (No exceptions):
 Refer to Step 3 for study requirements
 All appropriate documentation for project output
 Concentrate on and include all appropriate documentation as identified in Step 3 for each
KPIV
 Refer to Lead Black Belt to Evaluate the Necessity of Repeating R&R if No Changes to the
Part/Process/Operator has changed that would affect the outcome. (This is most often by
passed on Attribute Gage R&R’s, that are performed on documentation.)
Note: After any change it is important to revalidate the MSA as a change in the R&R may
be realized. Without proof of the Measuring System at this step the data may not be
trusted.
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6
Step 11 - Process Capability

Include for Process Capability (No exceptions):
 Note: Process capability only acceptable after successfully completing a Measurement
Systems Analysis. For the project output, defect based on definition established on Problem
Definition Page. For KPIV’s, study is based on data type of specific input.
 For Attribute data:
• Copy of Minitab Six Sigma Product report with Baseline and Post-Improvement data
– Clearly identify the Baseline and Final DPMO and the Zst Score using callouts.
Include % improvement for DPMO.
 For Continuous data:
• Copy of Minitab Six Sigma Process report
– Clearly identify the Baseline and Final DPMO and the Zst score using callouts.
Include % improvement for DPMO.
 Conduct Process Capability on KPIV’s, document accordingly and include in presentation
using criteria listed above, this is necessary to advance to the control phase.
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6
Step 12 - Implement Process Control

Include for all forms of control for each critical KPIV (No Exceptions):
 Clear description of all forms of control for each KPIV
• When applied, include detailed description of poka-yoke, mechanical control and
associated pictures or drawings
 Clearly identify applicable control documentation, control charts and methods:
• Standard Operating Procedures - Include SOP number, revision date, revision level,
approval date, document owner and evidence of operator training
• Checklist - Include document title, document owner, revision level, revision date, approval
date, use frequency and evidence of user training
• Audit procedure and requirements - Include document number, revision level, revision
date, approval date, use frequency and evidence of user training
• Control Plans - Include document number, document owner, Approval date and evidence
of training/notification for process users
• Reaction or Troubleshooting plan - Include document number, document owner, approval
date and evidence of training/notification for process users
• Training Guide and timing - Include documentation number, document owner, approval
date, evidence of training, plan for training new or previously untrained personal and
interval for retraining
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6
Step 12 (continued) - Implement Process Control

Include for all forms of control for each critical KPIV (No Exceptions):
 Evidence of a reaction plan if defect returns. A reaction plan should be developed with the
team, published, and understood by all personnel that are responsible for the process.
 Evidence of meeting the project objectives for DPMO within 10% (Tie improvement amount
back to Step 5, the original project objective, for closure of the project and transfer to the
natural Process Owner)
 Evidence over time of the sustained reduction identified in the project
 Evidence of what natural Process Owners actions are
Note: Step 12 is critical in verifying that we are monitoring the project output and controlling
the KPIV’s.
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6
Project Checklist
The Project List is to be used as a guide to assure each project contains all the
information Required in order to properly close a project and receive approval. If you
are unsure if a specific Element applies to your project, consult your Lead Black Belt.
Define Phase: Deliverables:
List of CTQ’s
Team Selection
Process Map
Project Timeline
Initial Financial Est.
Problem Statement
Objective
Defect Definition
Project Listed in Database
Signed Off Project Authorization Form
Supporting Documentation
Plant Measurables/Data
Pareto Chart
Team Roster
Checklist
Meeting Minutes
Sign Offs
Measure Phase: Deliverables:
Spec for Output Variable
Successful Measurement System Analysis
Initial Process Capability Analysis
Refined Problem Statement/Objective/Defect Definition
Financial Statement
Supporting Documentation
Proof/Validation of Spec for “Y”
Gage R&R – Audit or Verification Plan
Sign Offs
Analyze Phase: Deliverables
Identification of all Potential “X”’s Prioritization of X’s to Pursue
Supporting Documentation
Process Map
Fishbone Diagram
Cause and Effect Matrix
Pareto Charts
Multi-Vari Studies
Regression Analysis
ANOVA
Finalize List of KPIV’s with Statistically Significant Data
Financial Summary Sheet
Sign Offs
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6
Project Checklist (Continued)
Improve Phase: Deliverables:
Optimum Operating Levels for KPIV’s
Validation of Output at Optimum Levels
Tolerances or Operating Ranges for KPIV’s
Successful MSA for Y’s and X’s
Process Capability for All KPIV’s (Key X’s)
Final Process Capability Output
Supporting Documentation:
Optimization DOE’s
EVOP/PLEX
RSM
Single Factor Trials w/Hy
Gage R&R
Validation Data
Sign Offs
Control Phase: Deliverables:
Controls for each KPIV
Control Plan and FMEA Updated
Executive Summary
Reaction Plan
Sign Off by Process Owner
Final Team Meeting with Report Out
Verification of Financials with Approval
Update and Close Project in Database
Supporting Documentation:
Updated Documents
Project Documentation Audit Complete
Evidence of Transfer of Project to Natural Owner
Sign Offs
Assisting Organizations Reach the Next Level of Excellence and Profitability – 805-494-0378 – carlos@mculture.net - www.linkedin.com/in/carlosconejocssbb
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