Executive Summary

D M A I C

<Name>; Green Belt <Project Title>

Team members:
Problem Statement:
Project Champion:
Process Owner:
Core Team:
Project Goals:
Metrics: Before After
DPMO XX XX
Sigma XXXXXX
Defect Definition:

Project Savings:

Improvement Actions: Follow up Plan to Sustain the Gains:

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 Project Title Here

Team Leader:

Champion(s):

Team Members:
• Name
• Name

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 D M A I C

Definitions
Define any acronyms or terms that may not be familiar to
your audience. Assume, as with the rest of this document,
that people will read it on their own.

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 D M A I C

Background
Provide a 50,000 foot view of the circumstances, etc. and
how they support the business. This will help anyone
reading this document to understand what the team does
for a living.

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Problem Statement
Put problem statement here and remove bullets below.
 A detailed description of the problem that anyone can understand
after having read the “Background” and “Definitions” slides.
 Problem description should be from customer’s point of view
 It should be as specific as possible.
 It should NOT contain root causes or solutions.
 Problem statements do not include the words “implement”, “install”,
etc. If the team already knows what the solution is, this is not a
Green Belt project.
 Describe the negative things the customers experience and how this
impacts them. Keep it high level.
 As measurements are taken and as the scope narrows, update this
problem statement with the new information. By project end, this
problem statement will tell what problems occurred, how often,
where, who was affected, etc. BEFORE the improvement was
made!
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Customer/ CTQ’s
Customer:
 List Customers

CTQs
List the Critical to Quality aspects & remove bullets
 Projects may have several types of customers, both internal/external
 Customers should recognize and “connect with” the CTQs
 CTQs must be measurable
 CTQs should include upper/lower spec limits and targets where apply
 The CTQs may be for end-user customers or strictly internal Ford Land
customers who receive the products/services.
 If the CTQs have been prioritized into Musts, Performance, or Delighters,
capture that information here.

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Impact to the Customer

Identify the impact to the customer and remove bullets
 What is the impact on the customer and the cost of hidden factories
 Examples:
• Customer wait time
• Text pages
• E-mail for escalation, and time spent processing
• People’s time to perform rework
• Paper copies being printed/filed each time a problem occurs.
 Look for things that will go away or be greatly reduced when the
improvement is made – be creative!
 Think of “hard” savings (e.g. real dollar reductions) and “soft”
savings (e.g. customer aggravation, reputation, trust)
 By the end of the project, many/most/all of these will be measurable!

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 D M A I C

Process Mapping
Insert high level process maps and remove bullets
 Keep these maps at a high level in this presentation
 Annotate the maps to show the project scope as it narrows
 Annotate the maps to show organizational handoffs/involvement
 Identify hidden factories and non-value-added process steps.

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Y = f(X)
Potential sources of variation (X-variables).

Tools for capturing experience, scoping and identifying

critical X’s:
• Cause-and-Effect Diagrams (i.e. fishbone)
• Cause-and-Effect Matrix
• FMEA
Show the team’s work.

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Project Charter
Document information found only in the charter:
• An explanation of why the project is being done
• A statement of the goal and desired results in measurable terms
• Project plan and milestones
• Roles and responsibilities
• Date charter was reviewed
• Who approved the charter

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Data Collection Plan

Identify the following:
 What type of data will be collected.

• Attribute Data – qualitative (yes/no, pass/fail,

damage/no damage)
• Variable Data – quantitative (time, dimensions,
percentages)
 Why the data is needed.
 Where the data will be collected.
 How the data will be collected (method).
 When the data will be collected (frequency).
 Who will collect the data.

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Measurement System
 Define the measurement system and method for
measurement.
 Discuss steps the team took to ensure the measurement
system was capable therefore allowing the data to be
trusted.

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Data Collection
 Summarize the data collection process and any
difficulties that occurred.
 Highlight any surprises, outliers or unusual situations
represented in the data that may have skewed previous
opinions.
 Document lessons learned and tricks & tips that other
Green Belts might use.

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Graphical Analysis
Include charts and graphs
 Pareto

 Histogram

 Boxplot

 Run Chart

 Scatter Plot

 etc.

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Baseline Analysis
 What is the process capability (sigma)? Is
this short or long term?
• Attribute Data: calculate Defects-per-
million-opportunities (DPMO) and use
Z-chart to provide sigma score.
• Variable Data: use Minitab.

Units=

Rework/Defect=

Use your numbers

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Analyze Phase
 What did the voice of the process (all the
measurements) tell the team?
 What are the root causes?
 Is the team able to distinguish between special and
normal causes of variation?
 What improvement actions are needed?

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Brainstorm Improvements
 Agree on and write down the statement of the problem to
be solved (root causes).
 Allow each team member to contribute.
 DO NOT CRITICIZE IDEAS!
NO NEGATIVE COMMENTS!
 List all ideas on flip charts or “Post-it” notes.
 Continue until everyone’s ideas are exhausted or until a
reasonable time limit.
 Review list for clarity of thoughts and eliminate
duplicates.

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Improvement Actions
Choose the improvement actions the team will take.
• Those that will deliver the most benefit
• Improvements the customer will “see and feel”
• Improvements that are low effort and high benefit

Try to narrow
High Go for it! scope before
proceeding
Benefit
Low Think twice Stop!

Low High
Effort/Resources
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“Should Be” Process Map

 Identify alternatives that offer the “best” solution.
 Design of Experiment (DOE) techniques can be helpful.
 Create the “Should Be” process map that documents
how the process “should” work.

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Develop FMEA
 Failure Modes and Effects Analysis
 Use Excel template
 This will identify the causes and customer impacts of
potential failures.
 FMEAs are effective tools for documenting improvement
actions and their effects on the process. They also serve
as the basis of a robust control process.

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Cost/Benefit Analysis
The team should predict the measurable impacts of making
the improvements (this is the scientific method which starts
with a hypothesis and ends with a theory).

Improvements will be made that will:

• Reduce the cost of Poor Quality
• Improve the capability of the process to meet customer CTQs.

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Pilot Study/Testing
 The Project Team should select a small area or time
frame in which to implement a pilot to prove-out the
improvement actions.
 Ample time and effort should be spent developing the
pilot to ensure that all potential risks have been identified
and taken into account.
 Data should be collected to use in the Validation Stage.
 Include the pilot plan, document the results.
 Document new discoveries/course changes that
occurred during the pilot.

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Validate Improvement
 Use the data collected in the Pilot Stage to conduct a
second Capability Analysis.
 Use this analysis to validate or disprove the validity of
the solution.
 This should include comparative graphs which show the
level of improvement that the new solution offers against
the previous process.

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Improve Analysis
 What is the process capability (sigma)? Is
this short or long term?
• Attribute Data: calculate Defects-per-
million-opportunities (DPMO) and use
Z-chart to provide sigma score.
• Variable Data: use Minitab.

Units=

Rework/Defect=

Use your “improved” numbers

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Mistake Proofing
 The Project Team identifies ways to “mistake-
proof” the process improvement.
 Common “mistake-proofing” techniques include:
• Elimination of redundant non-value-added
process steps that are prone to producing
errors.
• Making forms so simple that mistakes are rare
• Automating steps that are prone to human
error.

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Control Plan

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Long-term MSA Plan

 The Project Team develops a Long-term Measurement
System Analysis (MSA) Plan.
 What steps has the team taken to ensure good data
continues to be collected to keep the process in control.
 Identify how changes to the process will impact what is
measured and how those measurements will be made.
Avoid measuring things which are not important to the
customer.
 Are there measurements that can be stopped?

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