I need a assignment for week 9 for my Operational Excellence class

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Part C - Six Sigma Project Charter 1. Six Sigma Projects under Consideration Based on the value stream map title Value Stream Mapping and Analysis (Attachment 1), the following Six Sigma projects are recommended for consideration:

a) Total Lead Time Reduction. This metric (62-days) is being driven by the amount of process time that is specific to getting on a government customer’s (USG) calendar to review products on two occasions, coordinate schedules and clearances, and finally to get schedules aligned in order to execute an engagement. In other words, this reflects the total time it takes our field offices to deliver on internal and external customer requests for engagements.

b) Activity Ratio (AR) Improvement. The AR of .76% represents an extremely low value

and indicates that workflow is idle nearly 99% of the time that it takes requests to flow through this process. It would appear that we spend a significant amount of our operations in a passive mode.

c) Percent Complete and Accurate Improvement (specific to Step 4). While on the

surface it does not appear that field office operations have a problem with quality of product as reflected in each step of the value stream, the Rolled Percent C&A indicates that greater than 80% of the time, products have to be reworked to some extent across the value stream. The is a reflection of our quality output across our value stream but it begins with Step 4.

While correcting any one of these three metrics will have a positive impact to our value stream, I am recommending that we address percent complete and accurate as our priority Six Sigma project. Why? Because % C&A across the value stream is not only impacting our Rolled % C&A but it is also adversely affecting total lead time and activity ratio which ultimately increase our operating costs and could potentially tarnish our customer-brand relationships. For example, referring to our government affairs value stream, we can see that steps 4, 5, and 6 in the process require either receiving or reviewing of briefing products. This equates to 22 of the 62 days in the process. While I hesitate to call out any goals for the project at this point, I have to believe that improving our percent complete and accurate at any one of these three steps (4, 5, or 6) will reduce total lead time, improve activity ratio, and ultimately result in advancing our business-like relationships with internal and external customers. I am recommending we focus specifically on the percent complete and accurate in Step 4 of our value stream.

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2. Project Charter Project Name Defense Industry Field Office Six Sigma Project No. 1 Problem Statement Our recent Value Stream Mapping activity concluded that over the past year, it takes us three independent steps to receive and review briefing products in advance of an executive-level customer engagement. Those steps have percent complete and accurate figures of 60, 80, and 95 percent respectively and are ultimately contributing to our total led time for the process of 62 days resulting in increased costs and adverse customer relations – both internal and external. Goal Statement Our goal is to improve the quality of our briefing products when first received, to eliminate multiple reviews (internal and external), reduce operating costs, and contribute to improved customer-brand relations. Specifically, this project will target an increase in the percent complete and accurate of our briefing products (Power Point Presentations) received in Step 4 from 60% to 90% within five months of project kick-off. Project Scope

In Scope

- This project will focus on Step 4 of our Field Office Value Stream Map and research why % C&A for briefing products received by the field office is 60% - what are the drivers

- Analysis will be limited to assessing the average number of pages per briefs (no more than five pages is the customer limit for executive-level briefs), defining accuracy (the brief must reflect our business unit’s current line of products), relevancy of content (the brief must specifically address the customer’s request for information), and quality (administrative errors) – percentage grades will be assigned by reviewers

- We will conduct weekly, all day (eight hour) face-to-face meetings – not including project kick off, mid-course review, and final report debrief

Out of Scope

- This project will not focus (initially) on process steps leading up to or after Step 4 in our

Field Office Value Stream Map - Metrics other than % C&A will not be considered for analysis unless the team elects to

modify scope

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Critical-to-Quality Requirements of Processes within Scope The below CTQs are directly traceable to scope as related to briefing products:

- Length. Briefs can be no more than five pages in length - Accuracy. Briefs must only include material on our products that are currently in

production and/or, available in inventory - Relevancy of Content. Company products referenced in briefing materials must be

traceable to the customer’s request for information. - Quality. Briefing materials must conform to the corporation’s standard corporate

format and color scheme and be error free on first pass Key Metrics In order to develop a clear understanding of why our products do not have a high % C&A in Step 4 of our value stream the following metrics will be analyzed:

- Average length of Business Area briefs in number of pages - Accuracy measured in percent of products referenced in our briefs that are readily

available to the customer - Relevancy of content measured in percent of content that is traceable to the customer’s

request for information - Quality measured in number of format, spelling, and color scheme errors per brief (first

pass) Expected Benefits

Operational - Improved internal customer relations – speed to close on engagement by ultimately

eliminating errors and redundancies in product reviews - Improved external customer relations – qualitative improvement in briefing products

delivered to USG SMEs reducing review time with the potential to eliminate one industry and USG SME product review (Step 6)

Financial

- 30% improvement in process time in first pass review of briefing products by Field Office

SME – should reduce process time by one eight-hour work day annually per field office producing savings of $1000+ annually per field office (considering 12 engagements per year per Navy field office)

- The potential to eliminate one Field Office SME and USG SME Product Review (Step 6) – should save 1.5 work days annually per field office producing savings of $1500+ annually per Field Office (considering 12 engagements per year per service field office)

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Milestones for DMAIC Phases

The expected level of effort will require 10 hours per week for the project lead and five hours per week by core team members (50% of which will be virtual to remain within budget). Project Champion. Corporate Vice President - TBA Project Leader. Field Office Senior Manager Project Team Members (Core)

- Corporate Six Sigma Black Belt - Field Office A Representative - Field Office B Representative - Field Office C Representative - Field Office D Representative

Ad-Hoc Team Members

- Operations Analyst - Human Resources Manager - Financial Management Specialist - Administrative Assistant - IT/AV Specialist

Approved by & Date /s/ Project Champion November 18, 2017

Define Measure Analyze Improve Control

4 Weeks 4 Weeks4 Week 4 Weeks 4 Week

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Attachment 1.

LT = 2 days

PT = 120 min

% C&A 60

LT = 10 days

PT = 120 min

% C&A 80

LT = 10 days

PT = 180 min

% C&A 80

LT = 20 days

PT = 60 min

% C&A 95

LT = 10 days

PT = 60 min

% C&A 95

LT = 5 days

PT = 30 min

% C&A 95

LT = 2 days

PT = 45 min

% C&A 75

LT = 3 days

PT = 60 min

% C&A 75

Visit Request Received

Initial Outreach to

Customer

Briefing Products Received

Briefing Product

Review #1

Briefing Product

Review #2

Customer Engagement

Approval

Schedule Clearance

Travel

Conduct Business

Engagement

Business Area Executive

Field Office Field Office SME

Field Office SME

SME & USG SME L1

SME & USG SME L2

Director Field Office SME

SME & BA VP(s)

2 days 20 days10 days5 days10 days10 days2 days3 days

45 min 30 min120 min60 min 120 min 180 min60 min 60 min

Total LT = 62 days

Total PT = 675 min

Activity Ratio 0.76%

Rolled % C&A 18.52%

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2 3 987654

1 1 22 11 1 3

Share Point Power Point Power Point Power Point TELECON Power Point

Defense Industry Customer Engagement Demand Rate = 12 per year

Value Stream Champion TBD October 22, 2017

JPAS

Part A: Value Stream Mapping and Analysis JWMI 550

Professor: Dr. Richard Chua, PhD, MBB October 22, 2017