PROJECT

STORYBOARD
<NAME OF GREEN BELT HERE>
<DEPARTMENT>
<GROUP>

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DEFINE Phase Templates:

1. Project Charter
2. Kano Analysis
3. Performance Standard
4. SIPOC
5. Communication Plan
6. Stakeholder Analysis

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 Project Charter
<PROJECT TITLE HERE>
3
3
Problem Statement Project Timeline
Write problem statement here D M A I C
Target Dates: 10/12 10/12 10/12 10/12 10/12
3
3
Importance
Goal Statement NON-Financial Benefits Financial Benefits
1. 1.
3Write goal statement here
3
2. 2.

3. 3.

3
3
Project Scope Project Team
Sponsor:
Process Start:
Champion:
Process End: Green Belt:
Black Belt:
3 IN OUT
Team Members/ Subject Matter Experts:
3
1.
2.
3. 3
4.
5.
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 Kano Analysis
MUST BE MORE IS BETTER DELIGHTERS
Credit Card •Always online •Higher credit limit •Rebates
Service •Free 1st annual fee •Lower interest •Freebies
rates •Waived succeeding
annual fees

Delivery of •Deliver billing •Time of delivery (at •Bills w/ inserts (e.g.

monthly billing statements every least 1 week before Discount coupons,
statements month the due date) promo flyers, etc.)
•Accurate amount of
charges

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 SIPOC
Suppliers Inputs Process Outputs Customer
• MARKETING • Rates • Filled-out • AFG
• PURCHASING • Marketing materials ORIGINATIONS application form
• CLIENT <AFG Sales &
• Client requirements
• AUTO DEALER Marketing (S&M)>
1
• BRANCH REFERRAL

• AFG- S&M • Filled-out APPLICATION & • CIF • AFG- Operations

application form APPROVAL • Yes or No • CLIENT
• Initial requirements <AFG S&M> • Policy Exceptions
2

• CLIENT • CIF- LOS • Loan documents • AFG- Operations

• AUTO DEALER • Loan Documents DOCUMENTATION & • Collateral/
• AFG- S&M • PDCs PROCESSING Insurance
<AFG- Ops>
3 • Payment schedule

• AFG- S&M • CIF- LOS BOOKING, • MC • CLIENT

• Loan documents DISBURSEMENT & • Chattel (RD) • AUTO DEALER
• Collateral POST BOOKING • OR/CR
<AFG- Ops>
• PDCs/ Auto Fund 4 • Letter
Transfer
• CLIENT • Payment LOAN MANAGEMENT • Payment • CLIENT
• CENTRAL CLEARING • Instruction form & MAINTENANCE • Loan Reconciliation • REMEDIAL MNGT.
• Support documents <AFG- Ops> Report • LIT. & ROPA MNGT.
5

• CENTRALIZED • Support documents COLLECTIONS, • Collections • CLIENT

COLLECTIONS RECOVERY & • CENTRALIZED
DISPOSAL COLLECTIONS
<CCD, LRMD>
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Performance Standard
Unit

A performance
standard Output
translates Characteristic
customer needs
into quantified
requirements
for our product or Project Y
Operational
process definition

CTQ Target

Specification
limit(s)

Defect

No of Defect
Opportunities
Per Unit

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 Communication Plan
ROLE WHO MAIN CONCERNS COMMUNICATION NOTES FREQUENCY
Six Sigma Role Name of Person/ What to communicate How to communicate When and how often to
Contact # communicate
Project Sponsor Juan de la Cruz Report plans, status, Project update meeting Once a month (every 1st Monday
achievements and of the month)
roadblocks so that it may be
addressed by the Sponsor/
Champion
Project Champion Juana Santos Report plans, status, Project update meeting Once a week (every Monday
achievements and 3pm)
roadblocks so that it may be
addressed by the Sponsor/
Champion
Black Belt Rex Tuozo Ask guidance with the E-mail As needed
Local DMAIC methodology, six Phone calls As needed
+6392850xxxx sigma tools and data Project update meeting Weekly (every Friday 10 am)
analysis.

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 Stakeholder Analysis
GROUPS
LEVEL OF COMMITMENT BILLING SALES SPS IT NSD S&P AUDIT

Enthusiastic support
Will work hard to make it happen O O O
Help it work
Will lend appropriate support X O O O X O
Hesitant
Holds some reservations; won’t
volunteer
Neutral
Won’t help; won’t hurt X X
Unconvinced
Will have to be prodded
X
Opposed
Will openly act on and state
opposition
X
Hostile
Will block at all costs

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MEASURE Phase Templates:

1. Data Collection Plan

2. Baseline/ Results of Data Collection (Time
series plot, Pareto Diagram, Dotplots, etc.)
3. Process Sigma Score
4. Current-State Process Map/ VSM

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 Data Collection Plan
Performance Metric Operational Source of Data Data Sheet Sample Size Who will collect the When will data be
Definition Data collected

What to measure? How to measure? Where the data will Forms, data, How much data will
come from? worksheets, etc. be collected?

Number of Softcopy data and

Extract data and
branches with printed Statement OCS Staff-
receive SOA from Internal System All Every month
volume 5k and of Account from Juan de La Cruz
PCHC
below PCHC

Number of Extract data and Softcopy data and

Internal System printed Statement OCS Staff-
branches with receive SOA from All Every month
of Account from Juan de La Cruz
volume above 5k PCHC
PCHC

Extract data and Softcopy data and

Number of checks Internal System printed Statement OCS Staff-
receive SOA from All Every month
per month of Account from Juan de La Cruz
PCHC
PCHC

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Data Analysis
Pareto Chart Control Chart
Pareto Chart of Types of BRO RTS 2007 40
Upper Control Limit*
120000 (UCL)
100
100000
80
Number of RTS

30
80000

Percent
60

Measurement
60000
40
40000 Centre
20
20000 20

0 0
RTS Types te n t pt
Ou ed ne
d
se
d
ur
a ow os ce
ea
10
cc kn ed Cl ac sig c
In
a Un M
ov to Re De
ed
us
f
Re Lower Control Limit*
Count 49158 36225 23652 3115 2759 338 17 0 (LCL)
Percent 42.6 31.4 20.5 2.7 2.4 0.3 0.0
Cum % 42.6 74.1 94.6 97.3 99.7 100.0 100.0
0 10 20

Time Order of Data

Dotplot
Histogram

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 Process Sigma Score

Calculating Process Sigma: Method 1

<Type Metric Here>
<Year/ Date>
1. Determine number of defect opportunities O=1
2. Determine number of units processed N = 188,837
3. Determine total number of defects made D = 27,453
4. Calculate Defects Per Opportunity DPO = 0.14538
5. Calculate Yield Yield = 85.462%
6. Look up Sigma in the Process Sigma Table 2.56

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 VSM/ Process Map- Current
CREDIT TL Approver AO
State

CO prepares TL reviews acts Approvers AO emails branch

financial ratio A
& from CO w/o approve / decline Calls clients of
scorecard delegation decision

=8 =3 =2 =
2
Per Q = 100% Q = 90% Q = 68% Q =
CO
-Routes approval to
-Gets appraisal TL
-Prepares CEAS
Processing Time : 10 hrs..
-Encodes appraisal
-Capacity : 3 Lead Time : 37.5 hrs.
accts/day Cycle time 47.5 hrs. or 6 days

4 hrs..
8 hrs..
220 mins 45 mins 30 mins

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ANALYZE Phase Templates:

1. Data Analysis- Baseline/ Results of

Data Collection (Graphs, hypothesis
testing, regression analysis, etc.- use
what is applicable)
2. Fishbone Diagram
3. Impact vs Control Matrix

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 Data Analysis Hypothesis Testing

Regression Analysis
Fitted Line Plot
RTS (I&U) = - 1875 + 0.04002 Bro Account
11000 S 699.915
R-Sq 92.3%
10000 R-Sq(adj) 91.5%

9000

8000
RTS (I&U)

7000

6000

5000

4000

3000
150000 175000 200000 225000 250000 275000 300000 325000
Bro Accnt

Number of accounts explains

92.3% of the variance in RTS
(I&U) 2250
Boxplot of No. RTS (Inac & Ukn)

2000

1750
No. RTS (Inac & Ukn)

1500

1250

1000

750

500

Central NCR Luzon Mindanao North NCR South NCR Visayas

Area

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 Fishbone Diagram
Machines Methods Materials

Why……
…………
…………
…………
………?

Measurement Mother Nature People

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 Impact vs Control Matrix
IMPACT
High Low
Undetermined model capability

Wrong Specs setting

Ltd. No. of engineers Why are customers not happy
In Our Inaccurate Launch Angle
Newly Hired personnel
with IVR?
Control
C Shortage of trainers

O Insufficient technical training

N Outdated specifications
T
R Uncontrollable humidity levels
O
L Out Of
Erratic wind direction
Our
Control Unpredictable climate condition

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IMPROVE Phase Templates:

1. Action Items
2. Future-State VSM/ Process Map
3. Involvement Matrix
4. From-To Matrix
5. Tools for Displaying Results
6. Computation of Cost Savings (If
applicable)

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 Action Items
Status Action Items Person Responsible Timeline Update/Remarks
Collect historical data January 1 to Oct 1, Rex Jayson Oct 1 Data and graphs already
2012 collected and prepared
Prepare Staff Com paper for policy revision Harvey Specter Oct 5 Paper still under review

Process map revision and approval Gabriel Macht Oct 10 Still waiting attendee
confirmation

Danger of Extended Delay Delayed but Moving Complete or On Track

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 VSM/ Process Map- Future State
CREDIT TL Approver AO

CO prepares TL reviews acts Approvers AO emails branch

financial ratio A
& from CO w/o approve / decline Calls clients of
scorecard delegation decision

=8 =3 =2 =
2
Per Q = 100% Q = 90% Q = 68% Q =
CO
-Routes approval to
-Gets appraisal TL
-Prepares CEAS
Processing Time : 10 hrs.
-Encodes appraisal
-Capacity : 3 Lead Time : 37.5 hrs.
accts/day Cycle time 47.5 hrs. or 6 days

4 hrs.
8 hrs.
220 mins 45 mins 30 mins

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 Involvement Matrix
Which groups or individual should be
Responsible for Involved in Consulted with Informed about

Identifying S&P Billing

solutions
Selecting S&P, Billing S&D, NSD IT
solutions
Planning the S&P, Billing, IT
implementation
S&D, NSD
Handling Billing, S&D, IT, ICON S&P
potential
problems
NSD
Implementing Billing, S&D, IT S&P
the solutions
NSD
Monitoring the Billing, Audit S&D, NSD IT S&P
results

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 From-To Matrix
Potential change initiated
by the project
Improve the new connect
process by identifying risks
and placing appropriate
controls so that the quality of
the process is enhanced and
will lower RTS, increase
customer satisfaction,
receivables and retention.
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STAKEHOLDER GROUP:
Key potential changes for people
From To
AGENTS
•Deliver required quota (new
subscribers)
BSC, BSTMS & SPS
•Source minimum required
number of new agents
•Ensure delivery of required
quota by agents
AUDIT
•Smart bro individual new
connect is still not included in
SOA RCM processes
AMMD-BILLING & NSD
•Provide support to S&D by
providing data related to the
output of their process
Define Measure
Impact on the people
(High, Medium, Low)
AGENTS HIGH
•Deliver required quota while
satisfying standards of
quality set by the SPS
BSC, BSTMS & SPS HIGH
•Ensure delivery of required
quota of agents while
ensuring that they meet
standards of quality set by
SPS.
AUDIT MEDIUM
•Ensure that controls set are
still effective by conducting
quarterly audit of the process
AMMD-BILLING & NSD LOW
•Provide support to S&D by
providing data related to the
output of their process
Analyze Improve Control
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 Tools for Displaying Results
Before-After Pareto Charts Before-After Pareto Charts
I Chart of New RTS (inac & uknw) by Process
Before After 3500
old new

3000

Individual Value
}
2500
Improvement UCL=2095
2000

_
1602
1500 X=1480

1000
LCL=865

7 7 7 7 7 7 8 8 8
A1 A2 A3 A4 A2 A1 A3 A4 b/2
00
r/2
00
n/2
00
g/2
00
ct/2
00
c/2
00
b/2
00
r/2
00
n/2
00
Fe p Ju e p
A Au O D Fe A Ju
Date

Before-After
Sigma Calculation

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Computation of Cost Savings

2007 ACTUAL (JUN-OCT 2008)

PRE-TERMINATED 354 195

ACCOUNTS (per month)
PRE-TERMINATED 4,248 2,340
ACCOUNTS (x 12 months)
ACCOUNTS SAVED IN N/A 1,908
ONE YEAR
SAVINGS P 22,873,104
(acts saved x P999 x 12mo)

Accounts saved in 1 year = 1,908

Accounts saved per month = 159

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CONTROL Phase Templates:

1. Updated SPI, Operations Manual,

Operations Manual, Training Manual
etc.
2. Lessons Learned
3. Future Plans & Recommendations

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Updated SPI, Ops Manual, Training Manual,
etc.

• Training

Training
Curriculum

Training
Manual

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Lessons Learned

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 Future Plans & Recommendations

EXAMPLE:

•Incorporate quality of work in KRA of BSTM, BSC & Sales Agents.

•Deploy project aiming for reduction of RTS Moved Out (Individual and
Corporate)

•Consider having less number of couriers as possible (ex: one for

Luzon, Visayas and Mindanao)

•Consider e-statements delivery of bills (through website or e-mail)

•Minimize non-organic employee access to company database.

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