Six Sigma Green Belt Course
University of Michigan
Six Sigma Project Report Template
On-Line Green Belt Program at The University of Michigan
Instructor Comments
 The following template presents a guideline for preparing a Six Sigma written project report.
Your report should be similar in organization and contain similar headings. Subheadings
and length of each section will obviously vary based on your findings and writing style.
 The italic text in this template is instructional and should not be written in the actual report.
The nonitalic text presents examples of the kinds of text you might or should include in your
report. The example in this template is based on a case study from Six Sigma: The
Breakthrough Management Strategy Revolutionizing the World's Top Corporations by Mikel
Harry, Ph.D. and Richard Schroeder, 2000. Note that some of the example text appears on
separate pages within the template.
 Some of the information in the examples in this template is vague because of lack of source
information. However, your report should be as specific as possible, including details and
data that reflect your case.
 The information in your report should follow the Six-Sigma Problem Solving Methodology
DMAIC. This includes a description of the project, key points in the problem-solving
process, and detailed support for your conclusions and any recommendations. The final
report should be approximately 3-6 single-spaced pages, including tables and figures.
 Feel free to use the heading style formats in these guidelines for the headings and
subheadings in your written report.
 We recognize that some information contained in this template is repetitive across sections.
However, since different audiences will read your report to various degrees of depth, we
believe that it is essential to repeat certain information. Ultimately, we want you to write a
high quality-professional report that has sufficient detail to help other Six Sigma professional
utilize and build upon your project findings.
 For technical questions, feel free to contact an instructor.




Pat Hammett ( pathammett@umich.edu)
Gary Herrin ( garyherrin@umich.edu)
Luis García Guzman (lgguzman@umich.edu)
Saumuy Suriano (ssuriano@umich.edu)
Tel: 734-936-1121
Tel: 734-647-7105
Tel: 734-764-5262
Tel: 734-647-9191
Fax: 734-763-9384
Fax: 734-764-3451
Fax: 734-763-9384
Fax: 734-763-9384
 This template was written by Mary Lind, Technical Communications Instructor.
mlind@umich.edu
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Title Stating Subject and Purpose of Report
Submitted to:
Name, Title
Department/Organization
Address (optional)
Prepared by:
Name, Title
Department/Organization
Address (optional)
Date Submitted
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Example:
Damage-Free Delivery Project:
Solving Problems with Products Damaged in Shipping
Submitted to:
Name Unknown, CEO
Polymerland, A Division of GE Plastics
Prepared by:
Name Unknown, Champion
Also Name Unknown, Black Belt
Polymerland, A Division of GE Plastics
December 20, 1997
Note: Do not put a page number on your title page. Begin numbering the pages with the
Executive Summary.
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Executive Summary

The Executive Summary presents the major information the report contains. Its readers are
typically managers who need a broad understanding of the project and how it fits into a
coherent whole. These readers do not need or want a detailed understanding of the various
steps taken to complete your project. Therefore, the Executive Summary allows readers to
learn the gist of the report without reading the entire document, to determine whether the
report is relevant to their needs, or to get an overview before focusing on the details. We
consider writing a concise (one-page or less) and comprehensive executive summary a
critical element of an effective Six Sigma project.
The Executive Summary should include:
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Problem Statement
Scope
Methods (if appropriate)
Major results, including key supporting information
Conclusions
Recommendations (if appropriate)
An Executive Summary is not used as an introduction to the report, but is an independent,
entirely condensed version–the report in miniature. It generally has the following
characteristics:

Length of 1 page for reports fewer than 10 pages. For longer reports, maximum length is
often 5 to10% of the length of the full report.

The Executive Summary should include no terms, abbreviations, or symbols unfamiliar to the
reader. Readers should understand the content of the Executive Summary without reading
the rest of the report.
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Example:
Executive Summary
On July 1, 1997 a representative of one of our largest and most lucrative customers told us he
was considering taking his business elsewhere because too many of our products had been
arriving contaminated. We immediately began examining the problem and determined that
between January 1, 1997 and June 30, 1997, Polymerland delivered 275,501,855 pounds of
products to our customers, 176,381 pounds of which were contaminated. That is, 176,381
pounds of products were damaged during shipping and then delivered to customers.
We immediately told our dissatisfied customer that we would examine the problem closely and
correct the situation. Next, we formed a team to determine the cause of the problem and
implement a solution. Our team used the Six Sigma Strategy to examine the processes used in
shipping our products and identify ways to optimize these processes.
Following the Six Sigma Strategy, we determined that two of our warehouses, Maumee and
Piedmont, produced the highest number of defects, while our Brampton warehouse was
operating at Six Sigma levels. In the Maumee and Piedmont warehouses, 95% of the damaged
boxes had two punctures at the base of one side of the box, causing leakage. In addition, we
determined that 87% of the damage occurred when the boxes were moved with a forklift.
We also discovered a relationship between how the product was packaged and the type of
damage done. Bags were most likely to be damaged if they were scraped across the floor, but
boxes were more likely to be damaged when handled by a forklift operator. We concluded there
was a strong correlation between the damaged products and the use of a forklift to move them.
However, the reason for the correlation was unclear since the Brampton warehouse, which was
working at Six Sigma, also transported the product using forklifts. Therefore, we then looked at
the forklift drivers in the Maumee, Piedmont, and Brampton warehouses and discovered that the
forklift drivers in Brampton were more experienced than the drivers in Maumee and Piedmont.
From this information, we determined that two factors contributed to the number of damaged
products customers received: whether the product was moved in the warehouse by forklift and
whether the forklift operator was experienced at operating a forklift.
To reduce or eliminate the number of boxes damaged in our warehouses, we considered the
following alternatives:
 Hire more experienced forklift operators for the Maumee and Piedmont plants. However,
this would incur significant costs and may not be possible.
 Require extensive training for the forklift operators in the Maumee and Piedmont
warehouses. This solution would also be expensive and would not guarantee fewer damaged
products.
 Install shorter forks on all forklifts used in Polymerland warehouses. This installation would
cost $350 per forklift.
Beginning in December 1997, all Polymerland warehouses replaced the 42-inch forks with 36inch forks on their forklifts. Since this change, the number of damaged products delivered to our
customers has reduced significantly.
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1.0 Introduction (Not: optional as a separate section. You may include the following in the
Define Phase Section)
Announce the subject of the report (the problem the report addresses), the task performed in
response to the problem, and the purpose of the report.
Note: The purpose of the report is not the purpose of the project. The purpose of the report is to
present information that will enable readers to understand a subject, to affect readers' attitudes
toward some subject, or to enable readers to carry out a task.
The introduction can also explain key terms used in the report (if appropriate); announce the
most significant findings, including key support; announce the conclusions and, if appropriate,
recommendations; and forecast the content and organization of the report (optional). Current
practice supports including this information to give readers a viewpoint from which to interpret
the data the report presents and to provide tools to help readers navigate through the text.
Note: some of the information in an introduction may simply repeat from the executive summary.
Example:
1.0 Introduction
On July 1, 1997 a representative of one of our most lucrative customers told us he was unhappy
that many of our products had been arriving contaminated. He complained that he had to use his
company's time and resources to ship the defective products back to Polymerland for
replacement, and said he would take his business elsewhere if the situation didn't improve. We
immediately told him that we would correct the problem to ensure he receives only high quality
products from Polymerland. Next, we formed a team chartered with using Six Sigma strategy to
determine the cause of the problem and implement a solution. The purpose of this report is to
present the results of our team's problem-solving process and explain the solution we adopted.
Following the Six Sigma problem-solving strategy, we concluded that two factors contributed to
the number of damaged products customers received: whether the product was moved in
Polymerland's warehouse by forklift and whether the forklift operator was experienced at
operating a forklift. In addition, we determined that the specific damage was caused by the forks
on the forklift. The forks protruded six to nine inches out from under the box, so that as the fork
was fully inserted under the box being retrieved, the box behind it was punctured.
To reduce or eliminate the number of boxes damaged in our warehouses, we considered several
alternatives and decided to install shorter forks on all forklifts used in Polymerland warehouses.
Therefore, beginning in December 1997, all Polymerland warehouses replaced the 42-inch forks
with 36-inch forks for $350 per forklift.
This report presents a detailed explanation of the steps we followed using the six sigma problemsolving strategy—define, measure, analyze, improve, and control—to determine why our
customer was receiving damaged products and to change the faulty step in our shipping process,
ensuring these defects do not happen again.
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2.0 The Improvement Opportunity: The Define Phase
Some topics that should be included are:
 Discussion of the problem addressed in your project.
 Discussion of project scope, (e.g., if you choose to limit your project to a particular
component within a larger problem statement due to project timing constraint or areas
within your span of influence).
 Identification of key measures that you plan to use to evaluate the success of your project
(examples: DPM, DPMO, process yield, error rates, processing or order-filling time,
machine cycle time, # complaints, etc.)
 Discussion of impact on key business issues (e.g., reduction of error rates or improved
order-filling times may result in lower operating costs or increased customer satisfaction.
3.0 Performance: The Measure Phase
Analyze current performance levels and identify goals you hope to achieve. Do not present long,
bulky data sets in the main report, place in appendices to the report. For our University Case
Studies, the information necessary to apply some of the tools or methods listed below are not
available and therefore not required. However, the techniques mentioned below provide possible
things to include, particularly if you are using your own project.
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Among the issues that must be included in this section are:Identification of key output
variable and listing of potential input variables/ sources of variation affecting your
output performance (e.g., KPIV's and KPOV's)
Assessment of Current Performance Levels. Need to quantify the current state of your
performance metric (key output variable).
Target Performance Levels. Compare current performance with target performance in
terms of defects per million opportunities or Six Sigma quality level
Examples of Current and Target Performance Level Assessments:
Our current process requires 15 days to complete a special order and we wish to reduce this
time to less than 7 days. Or,
We currently are operating at 10,000 DPMsand wish to reduce this to less than 3.4 DPMs.
Other issues that you may want to include in this section are:
 Flow chart, SIPOC Diagram or Current State Map of the process. This is highly
recommended, as they are a great visual aid and allow other readers to immediately
comprehend the process basics.
 Measurement System Validation. Discuss the validity of your measurement system
using tools such as a Gage Repeatability and Reproducibility Study, and Gage Accuracy
Study. For a transactional or non-manufacturing project, identify the strengths and
limitations of your data collection methods.
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Visuals presenting results of capability studies or process audits.
Process Control Charts or Run Charts
Cause and Effect Diagrams
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4.0 Analysis and Interpretation: The Analyze Phase
Analyze gaps between current performance and target performance levels, explaining possible
sources of variation. Include subtopics and subheadings that reflect your case.
Note: Some of the analysis tools you use in the Analyze Phase may also apply in other Phases.
Feel free to repeat tools for other phases as appropriate to present your argument.
Among the issues that must be included in this section are:
 You must show evidence of the use of at least one data analysis tool/ method discussed in
this course. You should support this requirement by including at least one table, graph,
or diagram within the main body of the text. (e.g., include a Pareto chart, stratification
analysis table, cause-and-effect diagram, scatter plot, correlation analysis, process
control, chart, measurement systems analysis (gage R&R) report, etc.).
 Note: We encourage the use of additional data analysis tools and may request resubmittal of a project to include additional analysis if appropriate.
5.0 Recommendation: The Improve Phase
Identify alternative ways to improve performance. Try to evaluate how well alternatives will be
able to meet target performance goals. Specify criteria for choosing a course of action. Present
conclusions regarding alternatives and identify recommended solution. Consider presenting the
material in the following subtopics with appropriate second-level headings.
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Alternative Solutions Considered
Recommended Solution
6.0 The Control Phase
Identify the method of control such as process control charts, poke-yoke devices, process
monitoring/ tracking systems, and standardized work. If data is available, demonstrate how your
solution has achieved the desired results, where possible.
Comment: We realize that it might not be possible to include data that supports that an actual
improvement was made to the process because of the project time constraints. If this is the case,
please at least discuss the potential benefits of implementing your recommendations.
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7.0 Conclusion
Briefly restate the problem addressed, the process followed to reach a solution, and the chosen
solution. List the potential benefits to the chosen solution. Note: if your results or
recommendations are incomplete or sensitive to your company, please try to discuss potential
benefits in relative terms. (e.g., a 20% reduction in error rates or a 10% cost savings). If
appropriate, explain any further action to be taken, including the responsible team members and
schedule.
Example:
7.0 Conclusion
When one of our most lucrative customers complained about receiving defective Polymerland
products, we immediately began working toward a solution. Using Six Sigma strategy, we
determined the length of the forks on our forklifts was causing the forks to puncture the boxes
during handling in our warehouses. After considering several alternatives, we replaced the 42inch forks with 36-inch forks for $350 per forklift. Now that all Polymerland forklifts are
equipped with the new, shorter forks, we are seeing significantly fewer problems and our
customers are again happy with our products.
Appendices
Use appendices to present information that is too bulky to be presented in the body of the report
or that will interest only a few readers. For example, large diagrams or charts, computations,
software package graphics, test data, and texts of supporting documents should appear in
appendices. Appendices have the following characteristics:
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Titled "Appendix," not "Figure" or "Table."
Usually lettered rather than numbered.
Referred to at appropriate points in the body of the report so they are accessible to the
reader who wants to consult them.
Only use an appendix when the data is not relevant to the report but might be of interest to some
of the readers. We expect most if not all of your tables and graphs to be in the main body of the
report.
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General Guidelines for Writing Reports
The following list presents reminders to help you write reports that are easy to read and understand. You do
not have to follow every one of these recommendations. How you present your written argument depends on
your situation. These tips are offered as basic guidelines. For more information about techniques for writing
clearly, consult a writing handbook or a writing website such as: http://www.plainlanguage.gov/

Know your audience and purpose when writing.

Choose and organize your content around your purpose and audience.
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Use frequent, informative headings and subheadings. Headings and subheadings help readers preview
and review the major sections of information.
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Divide material into short sections.
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Introduce the sequence of sections that follow to let readers know what's coming in the report.
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Limit each paragraph to one topic.

Vary structure and length of sentences. However, prefer short, direct sentences.

Use "you" to speak to the reader. Use "I" or "we" to refer to events in which you were involved. Note:
Using "I" or "we" is now widely accepted in technical writing.

Be concise. Avoid unnecessary words.
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Select appropriate diction. Prefer clear, simple language. Avoid inflated, obscuring words.
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Prefer active voice. Use the passive voice only when the identity of the agent is irrelevant.
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Be consistent in tenses. Prefer present tense.
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Prefer active verbs to abstract nouns.
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Use terms consistently to refer to the same object.
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Use lists.
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Use parallel grammatical structure for ideas or facts of equivalent importance (often presented in lists).
For example: Instead of Accidents can be either personal injury producing or cause property damage
write Accidents can either produce personal injuries or cause property damage OR Accidents can either
injure people or damage property.
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Use visual cues to guide readers such as:
- bullets or numbers to signal items in a list
- indented lists
- boldface to emphasize key points
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Use good document design: use plenty of white space; avoid all uppercase letters and underlining; use
serif typefaces (such as Times New Roman used here); and use left-justified, ragged right margins.
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Display material suited to visual presentation in well-designed, clear visuals such as tables, charts, and
maps.