Six Sigma Yellow Belt Project

Charter

Project Name Sales improvement of Tori-spherical dish end product

Today’s Date 25th June 2019
Project Start Date 1th July 2019
Target Completion 1st September 2019
Date

Project Element Response

Problem Statement In the last year, sales of tori-spherical dish ends have dropped
 Includes time, by 40%. This has also impacted the number of contracted won
measurable item, gap by the company in the current year.
and business impact
Business Case  Critical to solve the issue to prevent permanent shut-
 Why is this project down of business.
important to do now?  Six Sigma methods can be used to analyze and improve
 What is the project’s the processes.
financial impact?  Customer service needs improvement to maintain
 What is the impact on longevity 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) Baseline Goal
1. Eliminate production Costs of idle man- 1000 0
liabilities hours
2. Improve production Output per day 5 8
efficiencies Price update 10,000 12,000
3. Update production cost Sales per week 25 40
4. Increase through put and
sales
Process There has been a significant change in staffing of skilled
 Describe the process employees needed to work on dish-end forming. More
in which the problem inexperienced and low wage demanding workers were
exists employed. This has resulted in increase in idle time, additional
re-works. Also, machine failure of outdated equipment has
dropped production efficiency.

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Project Scope  Replacement of production equipment and sorting of
 What part of the man-power requirement will be primary points of change.
process will be  Planning changes to strictly abide with project lead times
addressed? to cope with production related goals.
 What are the  Improvement in sales and to enlarge the costumer
boundaries of the pool in 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 SponsorKinetix Consolidated
Key StakeholdersOrganization and Costumers
Team Lead Project Manager
Team Members Business Analyst, Fabrication Engineer, Business Development
Executive, Six Sigma Consultant
Process Owner Process Manager
Other
Timeline by Project Stage Milestone Target Completion Date
Define Project Charter and kickoff 1st July 2019
Measure Define and collect data 10th July 2019
Analysis Find causes 20th July 2019
Improve Fix causes 20th August 2019
Control Standardize the fix 1st September 2019
 Six Sigma Yellow Belt – Team
Project Title: SalesCharter
Improvement of Tori-Spherical Dish 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.

Focus Project Charter goals will the meeting agenda. Daily

updates to meet the goals are primary points of
discussion.

Interruptions Interruptions for emergencies only. Phones turned to

silent.

Preparation
Deliverables expected to be completed in a timely manner.
Any delays must be reported 12 hours before meeting.

Timeliness
Meetings will begin promptly as scheduled.

Decisions Brainstorming will be encouraged. Everyone is expected

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.

https://www.coursehero.com/file/43652512/Capstone-Project-Yellow-Beltpdf/
 Expectation Team Rule

Conflict
Profession decorum is a must and healthy argument is
encouraged. A moderator will ensure the moot process
Other

Team Member Signature

Project Manager

Business Analyst
Fabrication
Engineer
Business
Development
Executive
Six Sigma
Consultant

Process Manager
 Data Collection
Plan

Measure Data Type How (Method) Who (Person When

Responsible)

Order Lead Minutes – Meeting daily Team Leader After project

time Continuous requirements commencement

Idle Time Minutes – Timing Fabrication After every

Discrete unproductive Engineer stop of
time operation

Quality Continuous Quality check Quality Inspector Post fabrication,

Inspection sheet before closure

Sales Quantitative Statistical data Business Analyst After project lead

time

Customer Discrete Surveying Business Before and after

Feedback Development projects
Executive

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 Process Map
Start/ Receive order from Client

Problem statement and

definitions/ customer survey

Scheduling of tasks

Scheduling of suppliers and

Procurement

Data Collection

Identification of root causes of issues

Problem NO
identified?

YES
Find Solutions

Satisfies NO
stakeholder expectations?

YES
Sell to the customer

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and monitor sales
 Null and Alternate Hypothesis
At Baseline:
H0 = 25, No of products
sold Ha <= 25, No of
products sold After
improvement:
H0 = 40, No of products
sold Ha >= 40, No of
products sold

Conclusion

Six Sigma, using the DMAIC methodology, is

about continuous quality improvement by
progressively removing defects. It is a concept
which high regard to stakeholder expectations.
Lean concepts are highly pivotal to identify and
segregate waste from a process.
https://www.coursehero.com/file/43652512/Capstone-Project-Yellow-Beltpdf/