6sigma绿带项目报告模版

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

Title of DMAIC Project

DMAIC Green Belt Plant Date

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

Overview

Project Title Project Number (1st, 2nd, 3rd) Instantis Project ID# Project Leader Name Project Leader Job Title Segment/GBU/Division/Plant/Region

1- Add a team photo where appropriate –

2 | Covidien | June 13, 2012 | Confidential

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

Template Guidelines1. 2. 3. 4. 5. Used for final report of DMAIC GB or DMAIC BB DOE or DMAIC BB Non DOE Project Completed report is uploaded in Instantis. Removing slides from the template is not permitted Additional slides may be added Project evaluation criteria for GB, BB Non-DOE and BB DOE are included in the slides. The criteria listed here are minimum criteria for project approval.

Purpose: summarize your project results and accomplishments

3 | Covidien | June 13, 2012 | Confidential

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

SignaturesInstructions 1. Once the project is completed, obtain signatures and scan them into this page. 2. Save the file as PDF, using the Save As option in PowerPoint 2007. This saves space, and prevents any further changes to your work. 3. Upload this file to the project s Documents folder in Instantis using the following file naming convention:01 – DMAIC XX– Extrusion OD Scrap Reduction XX= GB , BB DOE, BB Non DOE For example: 01 – DMAIC GB– Extrusion OD Scrap Reduction.pdfPRINTED NAME Candidate Project Champion: OpEx Manager / Leader: (Plant / Country) OpEx Director / Manager: (Divisional / Business Unit) Local Finance Representative: SIGNATURE DATE

4 | Covidien | June 13, 2012 | Confidential

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

Financial ResultsInclude: Hard and Soft savings A general description of how they were achieved (labor, material, overhead absorption etc.) Summarize the results in $ State all financial metrics for the project

Name of MetricA. DPMOB. Cpk/Ppk

Baseline35,0001.2 / 0.7

Goal<5,000>.3 / 1.3

Entitlement10,0001.5 / 1.5

Actual (A) or Projected (P)12,000 (A)1.5 (A) / 1.2 (P)

C. Scrap (%)D. Cycle time (mins)

13%15

<5%<8

3%5

5.5% (A)10 (A)

5 | Covidien | June 13, 2012 | Confidential

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

Operational Excellence – Team CharterProgram Name: Team Leader: Team Champion: Business Unit: Start Date: Element 1. Process: Stock Reduction in Scrub Warehouses Jessie Zhuo Con Crighton Inventory-Operations November 2008 Description The process in which the opportunity exists. Describe the problem that needs to be solved, or the opportunity to be addressed. Total Savings Identified ($ value)

Product or Service Impacted MBB: Target Completion Date:

All Products September 2009

Team Charter Stock Transfer Request, Personal Demonstration Request, Stock Return Transfer, Inventory value in Scrub locations are continuously increasing. It has made certain SKU s “scarce” in main warehouse, which causes loss of sales and also adds pressure to cash flow. Meanwhile, excess or non-moving stock became expired in Scrub locations, which causes waste. Improve the process of requesting stock transfers to Scrub warehouses. Better control of the

stock being transferred to Scrub warehouses. Regular review of excess/non-moving stock in Scrub warehouses. Visibility to Sales of the stock on hand situation. Name of Metric Baseline Goal Entitle Units of ment* Measure Stock on Hand AUD$600K AUD$500K AUD Value (Consumables only) Total Cost

2. Problem Description:

3. Objective:

What improvement is targeted?

Project CharterProblem Statement and Objective This is a Manufacturing Example - Insert your charter word document, Problem Statement Objective (from charter)

4. Metrics:

What are the measurements that quantify program progress and success? *W hat is the best the processis expected to produce ?

5. Business Results:

6. Program Scope:

What is the improvement in business performance? Please list any other improvements on a separate sheet as needed. Which parts of our business processes will be considered? Which customer segments, organizations, geographies, and timeframe? Names and roles of team members

Cost Reduction

Cost Avoidance

WIP/ Inventory Reduction X

Cash Flow X

Labor Savings

Inc. Sales

Included Excluded Both Australia and New Zealand Metrics excludes Capital Scrub warehouses Equipment Both Consumable Goods and Capital Equipment Bevan Allchurch- Product Manager - Laparoscopic Lisa Olding- Sales Support Coordinator Gloria Ng – Accounts Receivable Officer Kai Liu- Inventory Coordinator Stock availability to end customers.

7. Team Members:

8. Benefit to External Customers:

Who are the final customers, what are their most critical requirements/measurements, and what benefits do we expect to deliver to them? Give the key milestones and dates.

8. Schedule:

Define Measure Analyze Improve Control

Key Project Dates 28 February 2009 31 March 2009 30 April 2009 31 July 2009 25 September 2009

6 | Covidien | June 13, 2012 | Confidential

DEFINE

全球500强某美国医疗器材公司内部最专业,最具条理性,最系统的6sigma报告模版

SIPOC Map

Example of SIPOC – Insert yours – what is the purpose of performing a SIPOC?

7 | …… 此处隐藏：23250字，全部文档内容请下载后查看。喜欢就下载吧 ……