Project Charter Template

PROJECT CHARTER LEAN SIX SIGMA PROJECT TYPE: BLACK BELT GREEN BELT KAIZEN X Project Name: MACHINE SHOP/ WELD SHOP 5S Competency / PEO KATHY WOODSON Project Sponsor: TOM MURPHY Location / Process Area: MACHINE SHOP/ WELD SHOP AT NASNI Deployment Champion: Lean Master: Date: JERRY LAWLOR BRUCE COCHRAN 4-May-06 Business Impact - Step 4 • Which Strategic Focus Area does this project support ? This project focuses on the procedures and layout of the machine shop and weld shop located at NASNI facility. Key goals should be to increase productivity and reduce WIP. • What is the quantified benefit (cost reduction or value creation) of the project? For EHS / Regulatory, what is the performance improvement? TYPE 1 TYPE 2 TYPE 3 Std costs contribution to budget reduction: Type 1 = Reduction of manhours required while parts and units are in the machining and welding processes during both manufacturing and repair. Capital costs: Not known Space: TBD Regulatory: None • What is the effort (range of (a) CAPEX and (b) other expenses)? This project requires low effrt to complete with minimal operating expense and and no capital expenses. • What are the risks for the project (a) of NOT The risk of not completeing this charter will result in the continued accumulation of manhours while parts and end items require doing the project (b) of doing the project poorly manufacturing or repair. (failure)? • When are project results to be implemented and benefits realized? The project results will be completed during the kaizen event and results should be seen immediately upon completion. • Is this project tied to other projects? No Problem / Opportunity Statement - Step 1 • What is occurring/what is happening, what “pain” are we or our customers experiencing? What is wrong or not working? Over expenditure of manhours in the weld shop and machine shop due to the lack of organization and the poor placement of required machines and materials in the work centers. • When did the problem start? (How long has it been going on?) Over the last three years • Where is the problem occurring? NAS North Island • What is the extent or magnitude of the problem? Continued over expenditure of manhours causing a reduction in productivity. Page 1 of 8 PROJECT CHARTER LEAN SIX SIGMA PROJECT TYPE: BLACK BELT GREEN BELT KAIZEN X Project Name: MACHINE SHOP/ WELD SHOP 5S Competency / PEO KATHY WOODSON Project Sponsor: TOM MURPHY Location / Process Area: MACHINE SHOP/ WELD SHOP AT NASNI Deployment Champion: Lean Master: Date: JERRY LAWLOR BRUCE COCHRAN 4-May-06 Goals / Key Metrics - Step 2 • What are our improvement objectives and targets? (Provide answer as Verb/Action "From__ Increase productivity by 20%, reduce WIP by 20% and increase reliability/ quality by 20%. To__") (step 2E) • Create a SIPOC (step 2A) - use to complete • Attach the SIPOC - who is Supplier, what are the Inputs, what is the Process, what are the Outputs and who are the Customers? steps 2B to 2D) • Define Y = f(x) (step 2B) Completed repair/ manufacture = machine/ weld process( type of materials, required processes, machineability and weldability, and the time it takes to receive materials. • Which specific Output metrics (from the SIPOC) will be measured in terms of Quality, Speed and Cost (Step 2C) Q: Number of defects found during manufacturing and welding processes S: Time required to manufacture or weld parts • Which specific Input and Process metrics (from the SIPOC) will be measured in terms of Quality, Speed and Cost? (Step 2D) Q: Ordering and receiving of proper materials S: TIMWOOD Project Scope - Step 3 • Scope in - What are the boundaries of the project (start and end steps of the process)? Shop layouts and placement of key machinery as well as the production processes. • Scope out - areas not addressed by this project? Safety equipment and procedures, as well as state and federal requirements. • What authority does the team have (e.g. approximate budget to implement)? The team has the authority from the Site Champion (P/L owner) to make changes within the project scope to improve the process to achieve the desired goal. All capital expenditures must be approved by management. Project Plan - Step 5 • How are we going to get this done? The solution will require a lean master to lead this project with a cross functional team. • When are we going to complete the work? This is a LM type project that will follow all 5 phases of the DMAIC improvement road map. Total time to complete the project will be no more than 30 days from start to finish Define Measure Analyze Improve Control - • When are the major DMAIC gates? Team Selection - Step 6 • What areas should be represented on the team? • Who are the team members? Business area & expertise (Core / Extended team members) Lean Master 4 mechanics 1 outside mechanic Team members Bruce Cochran Rodney Kauffman Desi Warner Ken Empey Greg Impresso Romeo Virrey Time commitment (%) 100% for all members • What is the time commitment for each team member? Page 2 of 8 PROJECT CHARTER LEAN SIX SIGMA PROJECT TYPE: BLACK BELT GREEN BELT KAIZEN X Project Name: MACHINE SHOP/ WELD SHOP 5S Competency / PEO KATHY WOODSON Project Sponsor: TOM MURPHY Location / Process Area: MACHINE SHOP/ WELD SHOP AT NASNI Deployment Champion: Lean Master: Date: JERRY LAWLOR BRUCE COCHRAN 4-May-06 Page 3 of 8 Page 4 of 8 Page 5 of 8 Page 6 of 8 SIPOC SIPOC EXAMPLE Process: French Fry Order Fulfillment Process Components • Input Measures (an ‘X’), measure the quality and quantity of the inputs into the process • Process Measures (an ‘X’), measure the effectiveness of the process to convert Process Inputs into Process Outputs • Output Measures (the ‘Y’), measure the performance of the completed process, as experienced by the Customers and the Business Suppliers • Farmer • Servers • Paper Company • Food Company • Electric Company Inputs • Potatoes • Customer Order Ticket • Oil • People • Equipment • Paper Goods • Condiments • Electricity Start Process End Fries at table Outputs • Completed Order Ticket • French Fries • • • • • Customers Server College kids Faculty Locals Truckers Order taken from customer 1. Take Order 4. Package 2. Prep/Cook 5. Signal server 3. Season 6. Serve Fries Input Metrics (X) • Accuracy of order info • Staff expertise Process Metrics (X) • # fries over/under cooked Output Metrics (Y) • Order accuracy • Time from order placed to served • Hot fries • Cost of order of fries Quality Speed Cost • Server responsiveness • • • • Time to receive order Time to season fries Time to package fries Wait time for server pickup • # of servers • Amount of fries cut for cooking SIPOC TEMPLATE Process: Manufacturing/ welding Suppliers MECHANIC SUPPLY VENDOR FLEET Inputs MATRERIALS TOOLING MACHINERY ORDER DOCUMENTS processes Major Process Steps ORDER MATERIALS RECEIVE MATERIALS PULL MAT. FROM STOCK MFR/ WELD QA CHECK FINISHED PRODUCT Outputs PART/ END ITEM FLEET MECHANIC WORK CENTERS Customers Input Metrics Process Metrics Output Metrics Quality Speed Cost Cost Other Other