Six Sigma Yellow Belt Project Charter

Project Name Sales improvement of Autobuses AGA end product

Today’s Date 25 June 2020
Project Start Date 05 July 2020
Target Completion 03 September 2020
Date

Project Element Response

Problem Statement In the last year, sales of Autobuses AGA ends have dropped by 30%. This
• Includes time, measurable has also impacted the number of contracted won by the company in the
item, gap current year.
and business impact
Business Case • Critical to solve the issue to prevent permanent shut- down of
• Why is this project business.
important to do now? • Six Sigma methods can be used to analyze and improve the
• What is the project’s processes.
financial impact? • Customer service needs improvement to maintain longevity
• What is the impact on of business.
DPMO/ Sigma level?
• What is the impact on
customer service
Goal Statement • Fix production liabilities
• Specific • Improve production efficiencies.
• Measurable • Update product cost
• Achievable • Increase through put and sales
• Realistic
• Time-bound
List of Improvement Goals Measure (units) Base line Goal
1. Eliminate production Costs of idle man- $354 pesos $210 pesos
liabilities hours
2. Improve production Output per day 5 8
efficiencies Price update $2200 $2500
3. Update production cost Sales per week 12 22
4. Increase through put and
sales
Process There has been a significant change in staffing of skilled employees needed
• Describe the process in to work on dish-end forming. More inexperienced and low wage demanding
which the problem exists workers were employed. This has resulted in increase in idle time,
additional
re-works. Also, machine failure of outdated equipment has dropped
production efficiency.
 Six Sigma Yellow Belt Project Charter
Project Scope • Replacement of production equipment and sorting of man-power
• What part of the requirement will be primary points of change.
process will be • Planning changes to strictly abide with project lead times to cope
addressed? with production related goals.
• What are the • Improvement in sales and to enlarge the costumer pool in the
boundaries of the market.
project or process?
• What areas are inside or
outside the team’s focus
or authority?
• Attach a SIPOC diagram
if necessary

Team Member Name

Project SponsorGeneral Manager Autobuses AGA
Key StakeholdersOrganization and Costumers
Team Lead Project Manager
Team Members Sales Analyst, Fabrication Engineer, Business Development Executive, Six
Sigma Consultant, Design Engineer
Process Owner Process Manager
Other
Timeline by Project Stage Milestone Target Completion Date
Define Project Charter and kickoff 05 July 2020
Measure Define and collect data 15 July 2020
Analysis Find causes 25 July 2020
Improve Fix causes 02 August 2020
Control Standardize the fix 04 September 2020
 Six Sigma Yellow Belt – Team Charter
Project Title: Sales Improvement of Autobuses AGA End product

Expectation Team Rule

Attendance Attendance is compulsory to all meetings.

Participation is mandatory. Substitution can only be done

Participation if the replacement has sufficient knowledge to represent the
absentee.

Project Charter goals will the meeting agenda. Daily updates to

Focus meet the goals are primary points of
discussion.

Interruptions Interruptions for emergencies only. Phones turned to silent.

Deliverables expected to be completed in a timely manner. Any delays

Preparation must be reported 17 hours before meeting.

Timeliness Meetings will begin promptly as scheduled.

Brainstorming will be encouraged. Everyone is expected

Decisions to voice out their opinions. Team leaders will utilize the final minutes of
the meeting to speak out the best solution.

Data Decisions will be based on latest statistical data.

 Six Sigma Yellow Belt – Team Charter
Expectation Team Rule

Profession decorum is a must and healthy argument is

Conflict encouraged. A moderator will ensure the moot process

Other Extend in time a few activities in the current process

Team Member Signature

Project Manager

Business Analyst
Fabrication
Engineer

Business Development
Executive
Six Sigma
Consultant
Design Engineer

Process Manager
 Data Collection Plan

Measure Data Type How (Method) Who (Person When

Responsible)

OrderLead time Minutes – Continuous Meeting daily Team Leader After project
requirements commencement

Idle Time Minutes – Discrete Timing Fabrication Engineer, Afterevery stop of

unproductive Design Engineer operation
time

Quality Continuous Quality check Quality Inspector Post fabrication,

Inspection sheet before closure

Sales Quantitative Statistical data Sales Analyst After project lead time

Customer Discrete Surveying Business Before and after

Feedback Development projects
Executive
 Process Map

from Client

Problem statement and

definitions/ customer survey

Scheduling of tasks

Scheduling of suppliers and

Procurement

Data Collection

issues

Problem

Find Solutions

Satisfies

Sell to the customer

es Feedback customer
 Null and Alternate Hypothesis
At Baseline:
H0 = 25, No of products sold Ha <=
25, No of products sold After
improvement:
H0 = 30, No of products sold Ha >=
30, No of products sold

Conclusion

Six sigma allows to generate substantial improvements in the

development of projects that improve productivity and affect at
some point both in the organization and in the improvement of the
organization's profits; taking this type of philosophy to each of the
processes and component parts of the organization, improving
competitiveness