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Programme Improvement TemplateTask ListIn short… - This toolkit provides a simplified way of managing improvement initiati...
Programme Improvement TemplateTask List            > Reporting issues should be immediately triggered rather than wait for...
Programme Improvement TemplateTask List            > The solutions should be focused on achieving the gap between future s...
DMAIC - Programme Structure   DMAIC is used when a process / systems is already in existence and need improving           ...
DMADV - Programme Structure              DMADV is to design and implement new processes or systems                        ...
Programme Improvement PlanProgramme Name:Date:Version 1.0Project Sponsor: [Enter name]Project team: [Enter names]Vision, O...
Top 3 Projects / Solutions to work on                                                                                     ...
Programme name:Stakeholder Analysis                                                           Level of    InterestKey Stak...
Business Case                                          Year 0        Year 1        Year 2        Year 3        Year 4     ...
Programme Name:Process maps     [Department]       [Department]         [Department]   [Department]   Process & waiting ti...
Programme Name:Spaghetti Diagram
Programme Name:Pareto Analysis (Focus on the 80% of cumulative issues)Analysis Type              Cost                 Data...
Mean                                                  118.83     54.49Standard Deviation                                  ...
Programme name:Issues logErr:502 Issue No.   Who identified Issue   Issue narrative   Impact
Programme name:Project / Solutions PlanTop 3 Projects / Solutions to work on immediatelyProject /Solutions No. Project / S...
Priority   Project / Solution Description   Project / Solution UpdatePriority   Project / Solution Description   Project /...
Status   Benefits £   Costs £   Net Benefits £   Project start                                     £-                     ...
Day to dayDate of last project  update report        Project End    Err:502     Err:502     Err:502     Err:502     Err:50...
Err:502     Err:502     Err:502     Err:502     Err:502     Err:502     Err:502  Err:502     Err:502     Err:502     Err:5...
Programme name:Project / Solutions PlanLessons Learned            Actions (if appropriate)
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Optimise-GB's Lean Six Sigma's DMAIC & DMADV Programme imporvement plan Management Excel template

====Please provide feedback (SWOT analysis) as I am going to develop this online====

Optimise-GB provides you with an Excel template for programme improvement plan using lean six sigma’s DMAIC & DMADV methodology. The template provides guidance of process improvement from designing, measuring, analysing to improving, controlling and verifying the initiative.

The template provides you with guidance notes of h0ow to follow the DMAIC & DMADV process as well as use the individual excel sheets. The template includes: task lists, programme charter, business case, process map, spaghetti diagrams, Pareto chart, statistical analysis, issues log, solutions, lessons learned.

If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz

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Optimise-GB's Lean Six Sigma's DMAIC & DMADV Programme imporvement plan Management Excel template

  1. 1. Programme Improvement TemplateTask ListIn short… - This toolkit provides a simplified way of managing improvement initiatives by reducing the number of documents into one central hub - The programme charter may be used for all communications rather than traditional project documents that are time consuming to write and read - You will note that this template does not have a risk log / register because projects using this structure should be agile & lean and completed within 6 months - The voice of the customer (VoC) ought to be heard and incorporated into all solutions to ensure buy in and ownership from stakeholders - The programme framework should also take into consideration the balance between time, cost and quality > How important is quality. Can it be sacrificed for speed of delivery of by reducing costs? > What are the time pressures for completing the programme or project? > What are the constraints of finances? Can costs be increased if time is to be reduced or quality is to be improved or vice versa? - The programme charter is on two A3 sheets so that an A2 board can be put on the wall. It also removes the requirements for turning pages of wildly documentsSheet: Task List- The task list provides a an example of how a programme improvement strategy could be conducted- There are four focus areas of an improvement plan:- Who is the customer? > What is the vision for the programme, what needs to be changed and why? > Who are the customers / benefactors of the programme, who is involved and what are the key contributors? > Review the business change check list, which can be seen in this document, to review the process of change management to ensure buy ion and accountability > What are the Critical To Quality requirements (CTQs) to be upheld or improved as a result of the programme? > What Kano factors needs to be considered: what needs to be done to avoid disappointment and what would delight people? > What are the issues people having? > The business case identifies the financial aspects of the programme from the benefits to the associated costs- Current state: (What is happening now? How is work done at the present time?) > The process maps can be documented within this workbook. Additional measures ought to be identified such as costs, time and defects > The spaghetti diagram shows the movement of artefacts, goods and services throughout the process. This helps identify additional issues and workflows > The 7 wastes analysis cover: Defects, Overproduction, Transportation, Waiting, Inventory, Motion and Process (over). These should be analysed and added to the issues log > Update the Critical To Quality (CTQ) factors and Kano model from the learnings of the process maps > Cause and effect trees help identify why an issues arises, what is the root cause, similar to the 5 whys methodology > Please remember Gemba, go and see the process working in real life and see the problems first hand > The issues log captures information on the problems that hinder performance from the above. > The stats sheet aims to validate the identified issues with data analysis > The Pareto chart should be used to list all the measurable issues to that the programme focuses on 20% of the problems causing 80% performance issues- Future state map (improvement phase) > This phase is to review all the issues and then identify solutions > Solutions should be generated in workshops, rather than by email or phone, with the people that do the work > Solutions will be grouped: 1 - Mandatory, 2 - Big Impact & Easy to do, 3 - Big Impact & hard to do 4 - Small impact & easy to do and 5 - Small impact & hard to do > Managers should help evaluate solutions and agree those to be implemented > Solutions can be identified as tasks or as projects, projects typically involve more than 3+ people that requires sub tasks > Consideration needs to be given to system, business process changes and workflow changes > solutions to incorporate error proofing techniques to ensure that errors are not made or fall outside the control limits without authorisation > People must be allowed to perform User Acceptance Testing (UAT) to ensure that the implemented solution works and fulfils all requirements > Build policies and procedures to ensure people know why work is to be done in a standardised way > All users must be trained and this requires training manuals, workshop events, one to ones and on the job training. Training should be evaluated > When solutions are implemented, Balanced Scorecards, KPIs, and issues logs must be re-run over three months to ensure improvement has been made- Control (Ensure that the solutions within the improvement plan is monitored and controlled) > Once the improvements have been made it is essential that quality over time does not deteriorate and error proofing techniques can ensure quality
  2. 2. Programme Improvement TemplateTask List > Reporting issues should be immediately triggered rather than wait for monthly reports to take action > It is important not to change systems or processes if improvements are not realised immediately, as there may be a settling down period > It is useful to monitor KPI results through control charts that show results over time and update balanced scorecards to see the interlinking affectsSheet: Programme Charter- The project charter summarises all of the sheets within the workbook > The vision, objectives, deliverables, Critical To Quality (CTQ) and Kano analysis > The key performance indicators (KPIs) of current situation and future goals > The business process maps & spaghetti diagrams illustrate the flow and movement of work > Issue log to keep track of problems that is impeding progress and mitigating factors > The solutions to implement highlighting the top 3 prioritised activities > The business case shows a summary of the costs and benefits of the programme > The key actions to take are not solutions to the identified issues but for managers to agree how, when and how the programme is implemented > Version / Change requests to document movement in the programmes direction and expectations- Vision statement (This is a manual input area) > The vision statement sets the direction of the strategy / programme that initiated this project. > A project should not be formed without clear direction or a sense of purpose > Example: We will gain markets share by improving customer service and improving customer satisfaction- Objectives (This is a manual input area) > The project should fulfil the objectives set from the vision statement but will be more specific than a sense of direction > Objectives ought to be SMART (Specific, Measurable, Agreed, Realistic, Time Based) > Example: we will reduce costs in the finance department by 25% within the next 6 months- Critical to Quality / Kano analysis (This is a manual input area) > What are the quality expectations? What are the acceptable levels of quality? > What are the potential disappointments if something is not done? > What would delight customers? > Who specifies the quality factors? Who are the main stakeholders for this? > Is there a quality assurance policy / team to ensure that the deliverables match the quality requirements?- Key Performance indicators (Manual input) > The key performance indicators (KPIs) should show current (as is) and future (to be) targets > The future state is what is to be achieved by the identified solutions- Issues log (This is formula based manual input is not required) > What issues may prevent the project being completed on time, within budget or meets quality requirements? > The issues will provide an impact rating on business performance and also shows the solution to mitigate the problem- Process maps, illustrations, spaghetti diagrams (users will need to take a screen grab and print screen of their diagrams) > The business process maps should illustrate the movements of goods, services and artefacts between people / departments / external organisations > The spaghetti diagrams should show an illustrative example of the movement of goods, services and artefacts rather than descriptive per the process map- Business Case (This is formula based manual input is not required) > The business case is the financials behind the project in regards to costs and benefits of the project > The benefits should outweigh the costs but there will be exceptions such as legal / regulation requirements that need to be managed irrespective of cost- Solutions / Projects (This is formula based manual input is not required)
  3. 3. Programme Improvement TemplateTask List > The solutions should be focused on achieving the gap between future state and current state > The top 3 solutions aims to focus people (lean / agile project management) to ensure work is done quickly > After the first top three solutions are complete, users should then identify the next three solutions until they are all complete- Key actions to take (Manual input) > The key actions to take are not the solutions but activities to support the improvement programme- Change / Version control > Programmes / solutions may change over time and this section allows users to identify the changes to the plan without looking at external documentsSheet: Stakeholder Analysis- The purpose of stakeholder analysis is to ensure that the relevant people are communicated with effectively and for their ideas and concerns to be listened to- The details of the person in regards to name, roles, responsibilities and contact details should be included- The degree of influence is in regards to the direction of the programme and influence of the stakeholder the more power they wield over decisions- The mindset column identifies how stakeholders view the project. If they are neutral or negative, increase their involvement and listen to their views / concerns to involve them moreSheet: Business case- The business case is the financial focus of the programme in particular cells (A160) payback and (A161) NPV- There are a number of hidden cells that can be opened up to insert the following financials: > Investment costs, which are those that are one off items for the programme > Benefits, the ongoing benefits that the programme is expected to realise > Ongoing costs whether that be maintenance of ongoing costs, increase in headcount, new facilities costs etc- The cumulative costs and benefits can also be seen in rows 163 to 166.Process maps- The process maps illustrate the flow of activities involved between departments and people- Wherever possible each activity in the process should show process / waiting times, costs and defects. This will help identify issues with the processSpaghetti Diagrams- Movement can be considered in terms of transportation between countries, buildings, departments or in a room- These illustrations aim to show the movement of goods / services, people and artefacts in order to show wastes of transportation and motionStats - Data- This worksheets allows users to enter information relating to time, cost or quality in regards to a continuous process.- The purpose of this sheet is to show the variation in the process (six sigma terminology), examples being time to enter an invoice in the system by different people- The sheet also provides a control / capability chart to help identify the outliners affecting the normal distribution curveSheet: Issues log- The issue log shows the impact that it has on the programme or business, high impact issues should be mitigated- The issues log also identifies the solutions to mitigate the issue, this sheet should be reviewed each time solutions are identified- The issues log also pulls through to the project charter to ensure that they are considered in the review sessionsSheet: Projects - Solutions- The projects - solutions are activities to achieve the future state KPIs- The Gantt chart provides an illustration of when activities are to be started and completedSheet: Lessons learned- Throughout the programme there will be learnings that can be taken forward and these will be logged here- The lessons learned takes into accounts the actions to be undertaken within programme closure activity or periodically at managers discretion
  4. 4. DMAIC - Programme Structure DMAIC is used when a process / systems is already in existence and need improving Who is the customer (Define)- Programme Charter: Vision & Objectives of the programme- Business change check lists- Stakeholder Identification- Critical to Quality- Kano model (Must haves and delighters)- Issues log- Business case Current State map (Measure / Analyse)- Process maps with data- Spaghetti Diagrams- 7 Wastes analysis- Cause & Effect trees- Update Kano analysis and Critical To Quality factors- Gemba: Go and see the problem- Update issues log- Stats - Data- Pareto Analysis (Review all analysis tools) Future state (Improve)- Generate and evaluate solutions- Devise new business processes / systems design & implementation / workflows- Develop error proofing techniques through systems or checklists- User Acceptance testing of the solution- Creation of Standard Operating Procedures (SOPs) and policies- Training of people in the new process (Workshops and on the job)- Review issues logs, KPIs and key actions Business As Usual (Control)- Monitor capability / control charts for ongoing reporting- Monitor additional error proofing techniques
  5. 5. DMADV - Programme Structure DMADV is to design and implement new processes or systems Understand the requirements (Define / Measure)- Programme Charter: Vision & Objectives of the programme- Business change check lists- Stakeholder Identification- Critical to Quality- Kano model (Must haves and delighters)- Issues log- Business case Initial high level design (Analyse)- Process maps for new products and services- Spaghetti Diagrams- Develop workflows of activity and information- Update Kano analysis and Critical To Quality factors Detailed process / systems designs & implementation (Design)- Create detailed process maps with Inputs, Processes and Outputs including workflows- Minimise the 7 Wastes (through systems automation and data transfers)- Use systems for error proofing (Systems, gauges, checklists, bar coding)- Identify trigger points and data capture for reporting- Review issues logs, KPIs and key actions Testing the system (Verify)- User Acceptance testing of the solution (UAT / pilot tests)- Build system / process into live environment- Monitor capability / control charts for on-going reporting- Creation of Standard Operating Procedures (SOPs) and policies- Training of people in the new process (Workshops and on the job)- Monitor additional error proofing techniques- Hand over business champions / super users for Business As Usual activities
  6. 6. Programme Improvement PlanProgramme Name:Date:Version 1.0Project Sponsor: [Enter name]Project team: [Enter names]Vision, Objectives, Quality Factors Key performance Indicators Please enter the targets KPIs from senior managers or direct from balanced scorecard Please enter the vision statement, objectives and quality factors to be considered in this projectVision statement Narrative Current state (as is) Future state (To be)ObjectivesCritical to Quality / Kano Analysis The quality factors should be created at the project set up phase and updated once the business process maops have been definedProcess maps, illustrations, spaghetti diagrams Enter in the process maps, spaghetti diagrams, org charts, workflow diagrams to illustrate the actives Key issues log This is formula driven directly into the issues log Issue No. Issue narrative Impact Mitigated by solution No.
  7. 7. Top 3 Projects / Solutions to work on This is formula driven directly into the solutions sheet Project / Solutions Project / Solutions title Priority Net Benefits £ Project start Project End No. £- £- £- Total Projects / Solutions This is formula driven directly into the solutions sheet Project / Solutions Project / Solutions title Priority Net Benefits £ Project start Project End No. £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- Please put in the actions for this project. These can be to implement solutions, review solutions, perform additional analysisBusiness Case Key actions to take Solution No. if Who What When By: Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total applicableTotal Investments £0 £0Total Benefits £0 £0 £0 £0 £0 £0Total ongoing costs £0 £0 £0 £0 £0 £0Benefit / (Loss) £0 £0 £0 £0 £0 £0 £0PaybackNPV 5% £0Cumulative Benefits £0 £0 £0 £0 £0 £0Cumulative costs £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £1 £1 Version / Change Control control: Tis is used to understand at a glance any changes to the programme Version £1 Version Narratove Approved by Approved Date £1 £1 Cumulative Benefits £1 Cumulative costs £0 £0 £0 £0 £0 Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
  8. 8. Programme name:Stakeholder Analysis Level of InterestKey Stakeholder / Dept / Tel No. / Influence (H/ Level (H/M/ CommunicationsLocation Job Title / Role M/L) L) Mindset Communication levels preferences Keep infomred - Have little interest and need to actively consult to get increased interest levels Keep infomred - Have little interest and need to actively consult to get increased interest levels
  9. 9. Business Case Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 TotalInitial Investment - Capital equipment costs £0 £0 - 3rd Party costs £0 £0 - Internal costs £0 £0Total Investments £0 £0Benefits- Headcount savings £0 £0 £0 £0 £0 £0- Efficiency savings £0 £0 £0 £0 £0 £0- Additional Revenue £0 £0 £0 £0 £0 £0Total Benefits £0 £0 £0 £0 £0 £0Ongoing costs- Capital equipment costs £0 £0 £0 £0 £0 £0- 3rd Party costs £0 £0 £0 £0 £0 £0- Internal costs £0 £0 £0 £0 £0 £0Total ongoing costs £0 £0 £0 £0 £0 £0Benefit / (Loss) £0 £0 £0 £0 £0 £0 £0PaybackNPV 5% £0Cumulative Benefits £0 £0 £0 £0 £0 £0Cumulative costs £0 £0 £0 £0 £0 £0Cumulative Benefits / (Loss) £0 £0 £0 £0 £0 £0 £1 £1 £1 £1 £1 £1 £0 £0 £0 £0 £0 Year 0 Cumulative Benefits Year 1 Cumulative costs Year 2 Year 3 Year 4 Year 5
  10. 10. Programme Name:Process maps [Department] [Department] [Department] [Department] Process & waiting time Notes Send foster carers an acceptance letter with the agreement 0
  11. 11. Programme Name:Spaghetti Diagram
  12. 12. Programme Name:Pareto Analysis (Focus on the 80% of cumulative issues)Analysis Type Cost Data Sort on this column, select the box Data range for ChartIssues Cost Cum % Ranked Issue[Issue 4] 23 17% 1[Issue 2] 22 32% 2[Issue 8] 18 45% 3[Issue 5] 15 56% 4[Issue 6] 14 66% 5[Issue 7] 13 76% 6[Issue 10] 12 84% 7[Issue 9] 7 89% 8[Issue 1] 5 93% 9[Issue 3] 4 96% 10[Issue 12] 3 98% 11[Issue 11] 2 99% 12[Issue 13] 1 100% 13[Issue 14] 0 100% 14 139 25 120% 100% 20 80% 15 Cost Cum %60% 10 40% 5 20% 0 0% 4] 8] 6] 1] ] ] ] 10 12 13 e e e e su su su su e e e su su su [I s [Is [Is [Is [Is [Is [Is
  13. 13. Mean 118.83 54.49Standard Deviation 12.4 2.9 Standard deviation of less than 3 suggests data is closely relatedConfidence Intervals 5.7 1.34 Less than 2 on either side gives a high confidence that data fits within 95% of the datasetRegression Line 4.27 0 = no correlationPearson Test 1.000 -1 or 1 = high correlationCorrelation Coefficient 1.000 -1 or 1 = high correlation Lower limit Upper limit X Y Increase Y 12.00P1 106.95 130.72 100.00 50.00P2 106.95 130.72 102.00 50.50P3 106.95 130.72 104.04 51.01 10.00P4 106.95 130.72 106.12 51.52P5 106.95 130.72 108.24 52.03P6 106.95 130.72 110.41 52.55 8.00P7 106.95 130.72 112.62 53.08P8 106.95 130.72 114.87 53.61 XP9 106.95 130.72 117.17 54.14 6.00 Column BP 10 106.95 130.72 119.51 54.68 Column CP 11 106.95 130.72 121.90 55.23P 12 106.95 130.72 124.34 55.78 4.00P 13 106.95 130.72 126.82 56.34P 14 106.95 130.72 129.36 56.90P 15 106.95 130.72 131.95 57.47 2.00P 16 Forecast 106.95 130.72 134.06 1% 58.05P 17 Forecast 106.95 130.72 136.54 1% 58.63P 18 Forecast 106.95 130.72 139.04 1% 59.22 - 0 2 4 6 8 10 12
  14. 14. Programme name:Issues logErr:502 Issue No. Who identified Issue Issue narrative Impact
  15. 15. Programme name:Project / Solutions PlanTop 3 Projects / Solutions to work on immediatelyProject /Solutions No. Project / Solutions title Project / Solutions ManagerAll Projects / SolutionsProject /Solutions No. Project / Solutions title Project / Solutions Manager
  16. 16. Priority Project / Solution Description Project / Solution UpdatePriority Project / Solution Description Project / Solution Update
  17. 17. Status Benefits £ Costs £ Net Benefits £ Project start £- £- £-Status Benefits £ Costs £ Net Benefits £ Project start £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £- £-
  18. 18. Day to dayDate of last project update report Project End Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502Date of last project update report Project End Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502
  19. 19. Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502 Err:502
  20. 20. Programme name:Project / Solutions PlanLessons Learned Actions (if appropriate)

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  • accountsdirect

    Feb. 24, 2011
  • PradeeshK1

    Aug. 14, 2020

====Please provide feedback (SWOT analysis) as I am going to develop this online==== Optimise-GB provides you with an Excel template for programme improvement plan using lean six sigma’s DMAIC & DMADV methodology. The template provides guidance of process improvement from designing, measuring, analysing to improving, controlling and verifying the initiative. The template provides you with guidance notes of h0ow to follow the DMAIC & DMADV process as well as use the individual excel sheets. The template includes: task lists, programme charter, business case, process map, spaghetti diagrams, Pareto chart, statistical analysis, issues log, solutions, lessons learned. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz

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