Module 3 Project Deliverable: Project Charter

Project_Charter

Project Title:

GO HOME!!

Black Belt

Project Champion

Executive Sponsor

MBB/Mentor

Problem Statement

Business Case

Project Goals

Project Scope

High Level Project Timeline

Constraints & Dependencies

Project Risks

Additional Information

Phase

Start

Finish

Identify Value

Map the Value Stream

Create Flow

Establish Pull

Seek Perfection

Approval/Steering Committee

Stakeholders & Advisors

Project Team & SME's

Name

Organization

Name

Organization

Name

Organization

VILLANOVA UNIVERSITY

High Level Process Map

	Please add in extra processes and symbols as needed
	GO HOME!!

Icing transfers to Kettle 2

Icing in Kettle 1

Check viscosity

Transfer to final assembly

Final quality check

Shortening Quality Check

Package product

SIPOC

S.I.P.O.C. Template

GO HOME!!

Suppliers

Inputs

Process

Outputs

Customers

VILLANOVA UNIVERSITY

Start

Step 1

Step 2

Step 3

Step 4

End

VSM

Value Stream Map

GO HOME!!

Supplier

Customer

Information

Information

&"Arial,Bold"&10Value Stream Map &"Arial,Regular"&8v3.0

&"Arial,Regular"&8&G Copyright 2016 GoLeanSixSigma.com. All Rights Reserved.

7 min

5 min

8 min

8 min

10 min

3 min

4 min

1 min

min

min

TOTAL

LT

PT

% C&A

Cause_Effect_Diagram

GO HOME!!

Instructions:

STEP 1 : Define the problem. What is the product, process or service that has failed.

STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that

might contribute to the problem. Record it next to one of the arrows under Materials.

STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"

Problem

Record each result next to an arrow.

STEP 4 : Repeat Step 2 & 3 for each successive category.

STEP 5 : Identify the candidates that are the most likely Root Cause

STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact"

and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

Pareto

Categories	# of Occurrences
Issue 1	25			GO HOME!!
Issue 2	20
Issue 3	15
Issue 4	10
Issue 5	5
The focus area should be on the water in the pipe followed by contacting the supplier to understand why their materials are out of spec.

5-Why

5-WHY ANALYSIS SHEET

GO HOME!!

Note: Continue on separate page if 5-Whys are not enough to determine root cause.

WHY #1: Adjusting pH

WHY #5 Control valve not tunned properly.

WHY #2: Stoichiometry out of wack

WHY #4 Control valve not shutting off quick enough.

WHY #3 Overshooting pH

TEMPORARY Date 6.8.20 COUNTERMEASURES Tune the valve and shut off in time.

FINAL COUNTERMEASURE Name Johnny Jones - PERMANENT CORRECTIVE ACTION Date 6.15.20 Smart transmitter to be installed that provides warning when valve tunning is outside of control limits.

VERIFICATION: No Recurrence in Three Months? TBD Date 6.7.20 Single-Point Lesson? _________ Date ________ DO THE 5 WHY'S MAKE SENSE WHEN READ BACKWARD?

Waste Walk

8 Wastes/Waste Walks

Defects - Re-adjusting process parameters, reworking finished products, off spec materials

Defects

Overproduction -

Overproduction

Waiting - Waiting for raw materials, maintenance personnel, processes to finish, and instructions

Waiting

Non Utilized Talent - Workers not involved in improvement areas; input or feedback ignored. Changes without consulting workers and employees not challenged

Non Utilized Talent

Transportation - Putting products in work-in-progress areas and moving materials due to poor layout

Transportation

Inventory (Excess) - Work-in-progress, rework waiting for testing, excessive raw and finished products

Inventory

Motion (Excess) - Moving tools and people to defferent areas, excessing manual material movement

Motion

Excessive Processing - Excessive Quality checks, Performing operations not required

Excessive Processing

Waste Type

Describe the waste you saw

GO HOME!!

Defects

Wrong specification of material

Control_Plan

Control Plan

GO HOME!!

Process:

Preparer:

Page:

of

Customer:

Email:

Reference No:

Stakeholder:

Phone:

Revision Date:

Business:

Owner:

Approval:

Process

Critical To Quality / Metric

Specification/ Requirement

Measurement Method

Sample Size

Measure Frequency

Responsible for Metric

Corrective Action

Responsible for Action

Lower Spec Limit

Upper Spec Limit

Evaluate specifications for thick/thin products

Specifications between 200,000 – 600,000 cps

LSL - 200000 USL - 600000

Viscosity measured through Brix Meter

5

Every Batch

T Agustiady

Add in Water to specifications if thick, add in shorterning to specifications if thin

M Meisner

VILLANOVA UNIVERSITY

Kanban

KANBAN CARD				GO HOME!!
Part Description/Picture if Applicable	Part Number	Profile
QTY.	Lead Time	Due Date
Supplier	Location	Card #
		1 OF 2
KANBAN CARD
Part Description/Picture if Applicable	Part Number	Profile
QTY.	Lead Time	Due Date
Supplier	Location	Card #
		2 OF 2

Audit_Checklist

	Audit Checklist
	Target Area:	Statement of Audit Objective:	Auditor:	Audit Date:		GO HOME!!
	Audit Technique	Auditable Item, Observation, Procedure etc.	Individual Auditor Rating (Circle Rating)
	Observation	Have all associates been trained?	YES	NO
	Observation	Is training documentation available?	YES	NO
	Observation	Is training documentation current?	YES	NO
	Observation	Are associates wearing proper safety gear?	YES	NO
	Observation	Are SOP's available?	YES	NO
	Observation	Are SOP's current?	YES	NO
	Observation	Is quality being measured	YES	NO
	Observation	Is sampling being conducted in random fashion	YES	NO
	Observation	Is sampling meeting it's sample size target?	YES	NO
	Observation	Are control charts in control	YES	NO
	Observation	Are control charts current?	YES	NO
	Observation	Is the process capability index >1.0?	YES	NO
	Number of Out of Compliance Observations
	Total Observations
	Audit Yield			ERROR:#DIV/0!
	Corrective Actions Required
	Auditor Comments

VILLANOVA UNIVERSITY