Presentation Instructions When using this presentation template, here are a few things to consider: These are examples, and you should input your specific project information where applicable. With PowerPoint, you can copy these slides into your PPT format and they will take on the overall design and color scheme that you would use for any other presentation. These pages are set up to show all the phases, but depending on the timing of your presentation, you will use only those pages that apply based on where you are in the DMAIC cycle You may wish to add other pages, such as more graphs or maps; however, keep the overall number of pages to a minimum, and don’t forget, you can always add more detail in the appendix to use as back-up, if you need them. There are a couple of different ways to show next steps depending on your preferences and data; use at least one method at each presentation. You should have a project plan that you can update and present at each formal presentation. The best presentations have these components; Introduce the team, giving credit to everyone involved Current status Key findings/concerns (bullet points and/or graphs) Next steps

Insert your company logo here Project Title Team Lead name Team Members Member names Member names Process Owner name Champion name Insert your company logo here Type in your team project name Insert a copy of your company name & logo if you have it List the team lead and team members It is also good to reference your Process Owner and the Champion (they could be the same person).

Project Charter Problem Statement Insert problem statement here Goal Insert goal statement here Identify boundaries; what is to be considered In Scope Include your project Problem and Goal statements here. Remember, add numbers when you have baseline data to support them. You can add financial opportunity as you know it as well. Some teams like to add information about their project scope. That is optional to you and your team. Identify boundaries; what is not to be considered Out of Scope

S I P O C Name of Process High Level Process Suppliers Inputs Outputs Customer Insert suppliers here Insert inputs here Insert outputs here Insert customers (segments or names) here Use this template to create your SIPOC, or import one you have already created. Showing your SIPOC lets others know the boundaries and the exact process your team is working to improve. Optional: If you have measurable requirements from the customers you can add some of those to this slide. You can delete squares if you do not need all 6, or reduce the size and add extra boxes if necessary. Remember the rule of thumb is 4 – 7 steps. High Level Process Start End

Insert graph or other info about customer data collection Define Voice of the Customer Insert graph or other info about customer data collection Insert detailed Measurable Requirements Include in your presentations some information about the Voice of Customer Data you have. You could include your data collection plan, the method of data collection (Focus Groups, Surveys, etc.) or the results. If you have graphs that show which comments or concerns showed up most often that would be great. Or, if you can show correlation from survey data to your problem statement that also helps to support that your team is on the right track.

Schedule Milestones Example: Very high level milestone chart with main phases of DMAIC Project Start Date: 06/19/01 Define: 06/20/01 – 8/01/01 Measure: 08/02/01 – 10/05/01 Analyze: 10/01/01 – 10/17/01 Input your project plan on this page. This is an example only. Fill in your own dates, or import your own project management charts. Be realistic in your assessment of overall time required to work diligently through the DMAIC process. Improve: 10/18/01 - 11/26/01 Control: 11/26/01 - 12/26/01 Closure/Handoff to Process Owner: 01-01-02

Measure - Data Collection Suggestions: insert info on your data collection plan, sampling strategy, compilation form, key operational definitions, etc. Another good use of slides in your Measurement section is to demonstrate your baselines. You can use Proportion Defective calculations, Yield, Dpu, COPQ, etc. (see notes below) Show bullets, data collection plans, example data collection sheets or operational definitions. The key here is to demonstrate that you have thought out a strategy for collecting data over a long enough period of time, with ample data points and stratification factors. Proportion Defective = # of defective units / total # of units Defective units are any item that has 1 or more defects, ex: a textbook order with 1 or more problems or errors is a defective unit. Yield = 1 – proportion defective Dpu = # of defects / total # of units A defect is anything that doesn’t meet the requirements of the customer or the process. COPQ = Cost of Poor Quality This is the baseline cost of what it takes to run this process in the “as is” state.

Measure – Key Performance Indicators This should be a MUST have slide to record your KPI. What would be the most critical metrics in terms of outcomes and predictors. KPI – Outcomes Outputs KPI – Inputs & Process Metrics Insert info related to the cost of poor quality; work with your financial advisor to complete this activity. Consider: cost of non-value added activities, rework, hand-offs, delays, waste, service recovery costs, etc. cost of materials or equipment; cost of inputs from current suppliers, PM schedules, etc. Work with your finance people to ascertain current costs and labor rates.

$ Measure - COPQ Baseline the financial opportunity for your project Show with bullets or graphs Insert info related to the cost of poor quality; work with your financial advisor to complete this activity. Consider: cost of non-value added activities, rework, hand-offs, delays, waste, service recovery costs, etc. cost of materials or equipment; cost of inputs from current suppliers, PM schedules, etc. Work with your finance people to ascertain current costs and labor rates.

Analyze - Data Analysis Insert graphs here to demonstrate performance and key findings Add charts & graphs to demonstrate your findings from the data. Pareto Charts will show the magnitude of a problem; where you should focus your efforts. Run Charts show shifts and trends (variation) over time. Some teams show more than one chart per page. Use your own judgement, as long as they are easily seen. Another way is to put one chart in the top left corner and use the top right corner to explain your interpretations of the data. Put a second chart on the bottom right corner and the interpretations of the data on the lower left side.

Analyze - Process Analysis Add subprocess map with highlighted areas of concern (non-value activities such as handoffs, inspections, delays, decision points, etc).

Analyze - Root Cause Add fishbone with circled potential root causes. Note your key findings and areas that need(ed) further investigation. Showing scatter plots or regression analysis will demonstrate correlation and perhaps causation with the data.

Improve - Pilot Findings Use bullets with key findings, or, insert graphs showing the difference in the before & after of total number of defects or cycletime (base the graphs on your problem statement and baseline data) Before After

Improve - Implementation Plan Insert info related to the roll out of your solution to the rest of the organization. Include any issues your team will need to address related to geographic or cultural items. List time frame and responsibilities as well.

Improve - Cost Benefit Analysis Insert info related to the cost benefit analysis; work with your financial advisor to complete this activity Consider: cost of implementing your solution materials &/or equipment training travel new suppliers or contracts ongoing support for IT or specialized equipment savings or gain due to your solution; labor, materials, equipment, sales, open capacity, etc. discuss time period that project savings will be tracked over with your finance person; most companies track savings for about 2 years and attribute that to the team’s efforts

Control This is a great place to include your Control Plan - insert charts for monitoring key indices for the process (dashboards) Add control charts or other process dashboards. Remember to seek a balance of measures for the process.

Control - Process Management Add comments or information that is related to: Date or transfer to Process Owner Documentation Ongoing training Process Management Charts etc.

Key Findings Key Findings Key Concerns Main point Main point sub bullet for details Main point sub bullet for details This is one format to show key findings and concerns. You should discuss key findings at each tollgate review. During the Measure & Analyze phase you may be showing charts of data with key findings associated with the data. If you have any concerns that need leadership support, the best time to voice those concerns may be during the tollgate review. Be sure to discuss them with your champion before the meeting.

Next Steps List out bullet points Include transition from one phase to another You could use a copy of your project management plan if you would like At each presentation you should show what your next steps will be. You can use bullets to explain various activities, or you can use a project management chart.

Q & A Add comments or information that is related to: Date or transfer to Process Owner Documentation Ongoing training Process Management Charts etc.