Project Selection Process Recognize Define Launch Six Sigma

Project Selection Process Recognize Define Launch Six Sigma Executive Series

The Project Roadmap Finding the solution of Y f(X) Recognize Define Management Project Identification and Launch (support given from “Belt”). Management Management owns 80% of the responsibility here. Measure “Belt” Analyze “Belt” Improve “Belt” Control “Belt” Realize Project Selection Process Management Solution to the problem and a Final Report (support given from a Champion). Implement solution and maintain ongoing benefits (support given from “Belt”). Copyright

Finding the solution of Y f(X) The Six Sigma Project Practical Problem Generally a systemic or chronic problem which is impacting the success of a process or function. Six Sigma Project A well defined effort that states the problem in quantifiable terms with known expectations. Statistical Problem Data oriented problem that is addressed with facts and data analysis methods. Statistical Solution Data driven solution with known confidence/risk levels versus an “I think” solution. Control Plan A method of assuring the long-term sustainability of the fix to the problem. Practical Solution The solution is not complex, expensive or irrational and is readily implement-able. Results Tangible results measurable in metrics with quantifiable financial or strategic value. Project Selection Process Characteristics of a Project Has a financial impact to Earnings or a significant strategic value The problem is not easily or quickly solvable using traditional methods It is targeted to reduce the problem by 70% over existing performance levels Focus is to solve a business problem that is: Affecting the success of the organization Affecting costs Affecting employee satisfaction Impacting a Customer (external and/or internal) Copyright

Quantity of Problems Project Difficulty Distribution Solving “Fruit on the Ground,” “Logic & Intuition” Type Problems – Yellow and Green Belt. Solving “Process Optimization” “Complex Interaction” “Process Entitlement” Black and Master Black Belt Projects. Solving “World Hunger,” “Boil the Ocean” Type Problems. Six Sigma Projects Too Easy Project Selection Process Difficulty and Cost of Problems Too Hard Are Usually Management or Market Caused Copyright

Project Originators The Following People Typically Identify Potential Projects: Champions “Belts” Process Leaders Functional Managers/Process Owners Any Any Employee Employee Can Can Suggest Suggest aa Project Project and and Should Should Be Be Encouraged Encouraged To To Do Do So However, So However, It It Should Should Be Be Considered Considered and and Sponsored Sponsored by by One One of of the the Above Above People People Project Selection Process Copyright

Common Mistakes in Defining Projects The most common mistakes in defining a potential project are: Scope is too broad (solving world hunger or boiling the ocean). Symptoms include: too many output Y’s, multiple goals, numerous Process Owners, multiple departments. Solution: Divide problem into several projects. Problem is too easy. Problem solution is known. It is a “just do it”; no problem analysis required. Problem is a management or market issue – not a good “Belt” project. Long term research or development project, not a problem to be solved with Six Sigma tools. Project Selection Process Copyright

Importance of Selection Process Facts about Project Selection: Project Recognition & Definition are critical activities to the success of any project and to the Six Sigma improvement effort. Project Recognition & Definition are among the more important tasks a Champion performs. “When I seek a project, it usually stinks. But when the projects find me, they’re usually very good projects.” Six Sigma Black Belt International Truck & Engine Project Selection Process Copyright

RECOGNIZE RECOGNIZE PHASE PHASE Recognize Finding Finding Areas Areas Needing Needing Improvement Improvement ““Writing Writing the the Business Business Case” Case”

Opportunity Definition Step 1 Opportunity Definition Enabling Processes Core Processes Creating Logical Grouping Using Affinity Diagramming Finding Problematic Areas of the Business Structure of the Business Case As a company, our performance for the Structure of the Business Case area is not meeting . Overall this is As a company, our performance for the causing problems which are costing us a Structure of the Business Case area is not meeting . Overall this is much as per .our As a company, performance for the Structure of the Business Case causing problems which are costing us a area is not meeting . Overall this is much as per .our As a company, performance for the causing problems which are costing us a Examples area is not meeting . Overall this is muchaccounts as receivables per . 1. As a company, our performance forare thecosting us a causing problems which Examples finance invoicing area is not meeting the goal of 47 DSO . muchaccounts as receivables per . 1. As a company, our performance for the OverallExamples this is causing cash flow and budget problems which finance invoicing area is not meeting the goal of 47 DSO . are costing us a ascompany, much 4M asaccounts per . receivables 1. As ouryear performance for the OverallExamples this is causing cash flow and budget problems which finance invoicing area is not meeting the goal of 47 DSO . are costing us aascompany, much 4M asaccounts peryear. receivables 1. As our performance for the Overall this is causing cash flow and budget problems which finance invoicing area is not meeting the goal of 47 DSO . are costing us as much 4M as peryear . Overall this is causing cash flow and budget problems which are costing us as much 4M as peryear . Receivables As a company, our accounts receivables performance for the is not meeting this is causing finance invoicing the goal of 47 DSO As a company, our area . Overall cash flow and budget per 4M As a company, our accounts receivables performance for the is not meeting finance invoicing the goal of 47 DSO per As a company, our accounts receivables finance invoicing the goal of 47 DSO per As a company, our 4 M finance invoicing the goal of 47 DSO per year finance invoicing per accounts receivables finance invoicing the goal of 47 DSO As a company, our per finance invoicing year per year acc ounts receivables performance for the per year finance invoicing the goal of 47 DSO area . Overall cas h flow and budget . As a company, our finance invoicing area acc ounts receivables performance for the . Overall cash flow and budget is not meeting finance invoicing the goal of 47 DSO this is causing area . Overall cas h flow and budget problems which are c osting us as much as 4M accounts rec eivables per year . As a company, our finance invoicing the goal of 47 DSO area . Overall cas h flow and budget is not meeting 4M the goal of 47 DSO finance invoicing the goal of 47 DSO . this is causing . area acc ounts receivables performance for the . Overall cash flow and budget is not meeting finance invoicing the goal of 47 DSO this is causing area . Overall cas h flow and budget problems which are c osting us as much as . As a company, our area 4M per year . accounts rec eivables performance for the . Overall finance invoicing is not meeting the goal of 47 DSO this is causing area . Overall cash flow and budget problems which are costing us as much as 4 M As a company, our per performance for the cash flow and budget per year . accounts receivables performance for the is not meeting 4 M year problems which are c osting us as much as accounts rec eivables performance for the is not meeting is not meeting year . this is causing area . Overall cash flow and budget this is causing per As a company, our finance invoicing the goal of 47 DSO . this is causing accounts receivables the goal of 47 DSO year problems which are costing us as much as problems which are costing us as much as 4 M 4M problems which are costing us as much as 4 M performance for the is not meeting per acc ounts receivables performance for the is not meeting this is causing problems which are c osting us as much as accounts rec eivables performance for the is not meeting As a company, our area . Overall cash flow and budget year . this is causing area . Overall cash flow and budget As a company, our area . Overall cash flow and budget . problems which are costing us as much as 4 M As a company, our finance invoicing the goal of 47 DSO . this is causing 4 M the goal of 47 DSO year problems which are costing us as much as accounts receivables performance for the is not meeting per As a company, our area . Overall cash flow and budget . this is c ausing 4M performance for the is not meeting year accounts rec eivables performance for the is not meeting this is causing problems which are costing us as much as year . this is causing per Defects problems which are costing us as much as accounts receivables performance for the is not meeting As a company, our area . Overall cash flow and budget problems which are costing us as much as 4 M As a company, our area . Overall cash flow and budget . this is c ausing 4M performance for the is not meeting year problems which are costing us as much as year . this is causing per As a company, our area . Overall cash flow and budget problems which are costing us as much as 4 M finance invoicing the goal of 47 DSO problems which are costing us as much as year . this is causing Cycle time accounts receivables performance for the is not meeting this is c ausing problems which are costing us as much as 4 M Warranty finance invoicing the goal of 47 DSO area . Overall cash flow and budget problems which are costing us as much as 4 M Strategic Statement of Work per year . Business Opportunity Analysis Summary Financial Priority Opportunity Identification Issues and Problems Matrix Scope S tatement of Work Prioritized Business Improvement Plan Project Selection Process Business Case Owner Impact Sponsor As a company, our accounts receivables performance Improvement Plan for the finance invoicing area is not meeting the goal of 47 DSO. Overall this is causing cash flow and budget problems which are costing us as much as 4M per Problem Statement Recruiting time for Production Planners is missing thel goa 81% of the time. The average time to fill a request is 155 days in the Human Resources employee recruitment process over the past 15 months. This is costing us 145,000 per year of additionaland labor rework costs. 1 year. Bob Smith 4M Ellen West Mary Jones 2M Bill Jones As a company our product recall performance for the ice cream market area is not meeting the budget of 1.5%. Overall this is causing logistics, materials and cost problems which are costing us as much as 2M per 2 year. As a company our final process yield performance for the culture area is not meeting the targeted 88% yield. Objective Statement Reduce the overall personnel recruiting time from an average of 155 days to 75 days, with an upper limit of 110 days. This will meet the current maximum goal of 100 days greater than 95% of the time. The new goal which will be achieved by June 1, 2002, will support our Employer of Choice goal and achieve a savings of 145,000. Overall this is causing Floor space, shipment and resource problems which are costing us as much as 900K per year. 3 Ken Parks 900K Kathy Shank Jill Williams 1.5M Earl Johnson As a company our shipping logistics performance for the Smith’s market segment is not meeting the scheduling and cost requirements. Overall this is causing delivery issues and customer dissatisfaction problems which are costing us as much as 3M in lost revenues and 1.5M 4 in expenses per year. Copyright

Finding Areas Needing Improvement RECOGNIZE Starts With the Highest Level View and Moves Downward Into More Specifics to Formulate Six Sigma Projects Start by assessing the higher level needs of the company; using any knowledge obtained from the Voice of the Customer (VOC) and/or the Voice of the Business (VOB). Identify gaps in achieving the higher level needs of the company, the critical success factors or key goals and objectives of the company. Achieving these goals should deliver customer satisfaction and business results Business areas or processes which are impacting your goals are identified Six Sigma projects are then selected with the goal of substantially improving these key processes Select those areas or functions of the business related to the gaps which are performing poorly based on Project Selection Process Copyright expectations, competitive knowledge or known deficiencies

Finding Areas Needing Improvement Problem “themes” will then become visible, such as: Product returns/warranty costs Customer complaints Accounts receivable and invoicing issues Cycle time/responsiveness Inefficiencies of defective services Yield and subsequent rework or scrap Capacity constraints Inventory levels You have now recognized where problems exist which need to be resolved in order to achieve our objectives. Project Selection Process Copyright

Finding Areas Needing Improvement Writing a Business Case identifies the problem area, a description/characterization of the high level problem and an estimate of the financial benefit if solved to expectations. When doing this the intent is not to define a Six Sigma project but to identify a problematic area. The description of the high level business problem does not have to be very detailed. The details come when defining the project(s) to resolve the Business Case. It can be as simple as: Warranty returns are excessive Accounts receivables are higher than target Product test yield and cost is not competitive Sales order responsiveness is causing customer complaints The potential financial benefit is our current best Project Selection Process estimate given the data/knowledge we have. Copyright“Just get the

Opportunity Analysis Summary 1. At the corporate level, the Opportunity Analysis Summary becomes a high-level road map for the Business Process Improvement Program. – It identifies, with some specificity, which areas of the business and which metrics are to be improved and what impact such improvement will have. 2. It serves, then, as a tool to assure subsequent project selection criteria remain focused on issues pertinent to the corporate objectives. – As management, you want projects to improve metrics relevant to the corporate strategy. Using the Opportunity Analysis Summary as a first-level qualifier for project selection keeps the program focused on that which is important to the business. 3. For those just beginning a Six Sigma or Business Improvement Program, it is also used to develop a training program. – The complexity of the issues identified dictates the training mix of Champion, Black, Green and Yellow Belts. The time frame in which the issues will be addressed as desired by Management dictates the quantity of each. Project Selection Process Copyright

Problematic Areas Finding Problematic Areas of the Business It begins by writing a Problem Statement which identifies: 1. A problem area. 2. A description/characterization summary. 3. An estimate of the financial benefit if solved to expectations. When doing this, your intent is not to define a project, but to identify a problematic area which may later become an improvement project. The description of the business problem does not have to be overly detailed at this stage. The details come when defining the project(s) to resolve it. The potential financial benefit is your current best estimate given the data/knowledge you have. “Just get the number in the Project Selection Process Copyright ballpark.”

Six Sigma Business Assessment Writer Business Opportunity Assessment Generator ----------------------------------------------------------------------------------------------------------As a company, our performance for the (area) is not meeting (Expectations). Overall, this is causing problems which are costing us as much as ( ) per (Time Period). Instructions: 1. Capture Business Cases for the entire business – not just your area. 2. Complete each Business Case with your best estimate of the data. 3. Continue writing Business Cases until you have exhausted all known problematic areas. 4. Cut each Business Case into a separate paper strip. 5. Tape each cut Business Case to the designated area of the wall. 6. After all students have completed the Business Case writer, theCopyright instructor will -----------------------------------------------------------------------------------------------------------As a company, our performance for the (area) is not meeting (Expectations). Overall, this is causing problems which are costing us as much as ( ) per (Time Period). -------------------------------------------------------------------------------------------------- ---------As a company, our performance for the (area) is not meeting (Expectations). Overall, this is causing problems which are costing us as much as ( ) per (Time Period). -----------------------------------------------------------------------------------------------------------As a company, our performance for the (area) is not meeting (Expectations). Overall, this is causing problems which are costing us as much as ( ) per (Time Period). -----------------------------------------------------------------------------------------------------------As a company, our performance for the (area) is not meeting (Expectations). Overall, this is causing problems which are costing us as much as ( ) per (Time Period). ------------------------------------------------------------------------------------------------------------ Project Selection Process

Writing the Problem Statement Structure of the Problem Statement As a company, we are experiencing a problem with: . The area where this problem is occurring is: . The problem has existed for at least: . The magnitude of the problem is: expected performance is: and the . The effect this problem is having on our business is: . This is costing us a much as Project Selection Process per . Copyright

Writing the Problem Statement Good Problem Statement Examples As a company, we are experiencing a problem with: Employee Turnover. The area where this problem is occurring is: All Stores. The problem has existed for at least: 2 years. The magnitude of the problem is: currently 88%, and the expected performance is: 85%. The effect this problem is having on our business is: increased hiring and training costs and a lower than desired level of customer service. This is costing us a much as 400K in costs and 500K in Revenue per Year. As a company, we are experiencing a problem with: Credit Processing Equipment Uptime. The area where this problem is occurring is: All Stores. The problem has existed for at least: one year. The magnitude of the problem is: Uptime at 91%, and the expected performance is: 95% Uptime. The effect this problem is having on our business is: Service Turnaround Time and Lost Sales. This is costing us a much as 300K per Year . Project Selection Process Copyright

Writing the Problem Statement Good Problem Statement Examples As a company, we are experiencing a problem with: Merchandise Shortages. The area where this problem is occurring is: Various Stores. The problem has existed for at least: 180 days. The magnitude of the problem is: unknown, and the expected performance is: No Shortages. The effect this problem is having on our business is: Lost Sales & Expedited Delivery Costs This is costing us a much as 25K per Month. As a company, we are experiencing a problem with: Open Maintenance Calls. The area where this problem is occurring is: Companywide. The problem has existed for at least: 2 Years. The magnitude of the problem is: average of 1.6 OMC per store, the expected performance is: 1.2 OPC per store. The effect this problem is having on our business is: systems inoperative causing lost sales. This is costing us a much as 35K and per Month. Project Selection Process Copyright

Writing the Problem Statement POOR PROBLEM STATEMENT: As a company, we are experiencing a problem with: employee turnover. The area where this problem is occurring is: in all stores. The problem has existed for at least: always. The magnitude of the problem is: really bad, the expected performance is: no turnover. The effect this problem is having on our business is: high hiring & training costs . This is costing us a much as a lot of money per month. A POOR Problem Statement is ambiguous and subjective. It does not quantify the metrics descriptive of the challenge. While accuracy is not expected at this point, good guess-timates are necessary. Project Selection Process Copyright

Problem Statement Instructions 1. Capture ideas for the entire business – not just your area. 2. Complete each with your best estimate of the data. 3. Continue writing until you’ve exhausted all known problematic areas. 4. Provide completed sheets of to the Facilitator. 5. Facilitator will tape each to the designated area of the wall. 6. After all participants have completed these steps, the instructor will provide directions to perform an Affinity Diagram. Project Selection Process Copyright

Affinity Diagrams for Opportunity Analysis Allows an effective gathering and grouping of ideas – Allows a team to creatively generate a large number of ideas / issues and then organize and summarize natural groupings among them to understand the essence of a problem and breakthrough solutions. Overcome “team paralysis” Encourages creativity by everyone on the team at all phases – Gain quick team consensus Typically has 40 - 60 items---not unusual to generate over 100 Problem Statements becomes Project Selection Process Copyright

Affinity Diagram Steps 1 Form a Team 2 3 Describe the Issue Generate Ideas Driver gets lost Driver gets lost Oven Oven temperature temperature fluctuates 10 percent of fluctuates 10 percent pizzas are of pizzas are remade due to remade due to burnt crust burnt crust 4 5 Tack Postits to a Wall Project Selection Process Sort Into Groups Copyright

Affinity Diagram Steps 6 7 8 Create Header Cards Add Additional Info Load into Excel Order Form Pizza Oven Driver Schedule Order Form Pizza Oven Driver Schedule Other Other 1.1.Responsibility Responsibility 2.2.Cost Cost 3.3.Strategic StrategicLinkage Linkage 10 9 Sort into a Usable Format K, start affinitying!! Priority Business Case Take Action Owner Financial Impact Bob Smith 540K Ellen West Mary Jones 350K Bill Jones Sponsor As a company, we are experiencing a problem with our accounts receivables performance. This problem has existed for at least: 90 days. The magnitude of the problem is DSO 47 and the expected performance is DSO 38. The effect this problem is having on our business is restricted cash flow and 1 cost of money. This is costing us as much as 45K per month. As a company, we are experiencing a problem with our product recall performance. This problem has existed for at least: 60 days. The magnitude of the problem is Recall 1.5% and the expected performance is 1.2%. The effect this problem is having on our business is cost and material handling 2 delays. This is costing us as much as 350K per year. Reduce the overall personnel recruiting time from an average performance. This problem has existed for at least: 1 years. The magnitude Objective Statement of 155 days to 75 days, with an upper limit of 110 days. This of the problem is Yield 88% and the expected performance is Yield 93%. The effect this problem is having on our business is greater storage space and higher resource costs. This is costing us as much as 750K per y ear. Ken Parks 750K Kathy Shank Jill Williams 600K Earl Johnson As a company, we are experiencing a problem with our shipping logistics performance. This problem has existed for at least: 240 days. The magnitude of the problem is schedule met 89% and the expected performance is 96%. The effect this problem is having on our business is restricted delivery issues and 4 Project Selection Process customer satisfaction. This is costing us as much as 600K per year. Recruiting for Production Planners is missing the goal 81% of Problemtime Statement the time. The average time to fill a request is 155 days in the Recruiting timeemployee for Production Planners is missing thepast goal15 81% of Human Resources recruitment process over the the This time.isThe average time to fillper a request 155 dayslabor in theand months. costing us 145,000 year of is additional Human rework costs.Resources employee recruitment process over the past 15 months. This is costing us 145,000 per year of additional labor and rework costs. Objective Statement As a company, we are experiencing a problem with our final process yield 3 Improvement Plan Improvement Plan Problem Statement Copyright Reduce overall personnel recruiting time greater from an average will meet thethe current maximum goal of 100 days 155ofdays to 75The days, with anwhich upperwill limitbeofachieved 110 days. This than of 95% the time. new goal will 1, meet thewill current maximum goal of of 100 days greater by June 2002, support our Employer Choice goal than 95% of the time. The new goal which will be achieved and achieve a savings of 145,000. by June 1, 2002, will support our Employer of Choice goal and achieve a savings of 145,000.

Organizing the Knowledge Upon finalization of the Business Opportunity Analysis groupings, the information is entered into the Opportunity Analysis Matrix. This becomes a high-level road map to Project Selection. Headings: Project No. Function Function Owner Problem/Opportunity Dept./Division Problem Owner Expectation Impact Financial Impact Project in Process Key Goal/Objective Project Selection Process Copyright

Opportunity Analysis Matrix Opportunity Analysis - XYZ Dairy Project No. Function Owner Problem Area Problem Owner Expectation Effect Annual Financial Impact 1 Total Plant Neal Changeover Times Plant Monte Best in Class Reliability 60,000 2 Total Plant Neal Reliability Plant Monte 85% currently 85% 3,000,000 3 Total Plant Neal CIP Systems Plant Gordon Time/Tracking Scheduling/Chemical Costs 4 Total Plant Neal Process Mntnce/Production Curtis Performance Downtime 1,200,000 5 Total Plant Neal Sanitation W O Completion Plant Nikki/Lee/Ed 6 Total Plant Neal Shrinkage IC Plant Lee 3,000,000 7 Total Plant Neal Shrink - filler to palletizing Culture & IC Lee/Ed 8 Total Plant Neal Shrink - obsolete inventories Culture & IC Alan/Mary 480,000 Function 100% less than expected sanitation Standards Financial Performance Inventory Reporting 9 Total Plant Neal Milk & other ingredients Plant Lee/Ed Standards Loss 10 Total Plant Neal Overproduction Plant Mary/Alan Plant Shrinkage 11 Total Plant Neal Shrink - production problems Culture & IC Ed/Lee Below 2% Out of Spec 730,000 12 Total Plant Neal Material Variance/Shrinkage Plant Ed/Lee Below 1.5% Out of Spec - Financial 1,500,000 13 Total Plant Neal W IP or Spoilage Plant Ed/Lee Target Shrinkage/Service Level 600,000 14 Total Plant Neal Product Recovery Air Blows Plant Curt/Grant Targets Product Loss 10,870,000 Total for Total Plant 300,000 15 Training Scott Employee Skill Level plant Melissa prod demand service & financial 16 Training Scott Training I/C Plant Melissa I-85 Dept equipment failure 50,000 17 Training Scott Skills & Training Assessment plant Scott OKEA performance 1,000,000 200,000 18 Training Scott Training Maintenance Scott work completion 120,000 19 Training Scott Enrollment Reduction Goals Plant Scott reduce by 10% Operations Staffing 60,000 20 Frozen PR Lee/Monte Freezer Ice Cream Plant Lee prod demand lost production 400,000 21 Frozen PR Lee/Monte Shrinkwrapper Sqround Line Lee prod demand lost production 200,000 22 Frozen PR Lee/Monte Sqround Filler Sqround Line Lee prod demand lost production 500,000 23 Frozen PR Lee/Monte IC Lines process reliability Plant Lee 85% Reliability currently running 85% 180,000 24 Frozen PR Lee/Monte Novelty Process Reliability Plant Lee 85% Reliability currently running 85% 120,000 25 Fluid PR Ed/Monte Culture Filler Process Reli Plant Ed 85% Reliability currently running 85% 120,000 26 Fluid PR Ed/Monte Process Reliability Culture Dept Ed 85% Reliability currently running 85% 120,000 27 Fluid PR Ed/Monte Skim Herring to Vats Culture Vat Ed Temp/Time time/scheduling 100,000 28 Fluid PR Ed/Monte Vat Turning (?) Cheese Prod Ed Customer Service 250,000 29 Fluid PR Ed/Monte I-85 1X6 Filler Ed/Monte Kroger Service Level 30 Fluid PR Ed/Monte Culture Production W ash/W ater Cooling Grant Cooling Quality/Time 31 W hey Grant Outside Drain Service Dairy & IC Plant Grant/Ed Budget Quality/Lost Time 5,000 32 W hey Grant W hey Concentration/Disposal Cottage Cheese Grant/Ed Lower Costs Lower Earnings 600,000 33 W hey Grant W hey Disposal Cheese Prod Grant/Ed 50% Reduction Lower Earnings 604,000 34 Finance Lisa Cost per Unit Price Culture Ed Kroger Financial Loss 150,000 35 Finance Lisa Cost per Unit Price Fluid Ed Kroger Financial Loss 100,000 36 Finance Lisa Service Level Culture Dept Mary 37 Reporting Ed/Lisa/Lee IC Tracking IC Plant Lee Reporting Needs Financial Tracking 38 Reporting Ed/Lisa/Lee Exp Control of Trash Removal Plant Ed/Lee Exp Control Variance from Budget 375,000 39 Reporting Ed/Lisa/Lee Finished Inventory Culture Ed/Lee Acctg Challenges 1,500,000 40 Reporting Ed/Lisa/Lee Reporting Accuracy Prod/W hlse Invtry Ed/Lee 100% Accurate Less than expected 41 Reporting Ed/Lisa/Lee Production Reporting Culture Ed 100% Accurate Less than expected 600,000 42 Reporting Ed/Lisa/Lee W arehouse Inventory Prod/Fin Ed/Lee Budget/Closing Problems 2,400,000 43 Reporting Ed/Lisa/Lee Raw Ingredient Inventory Culture/IC Ed Large Variance 1,200,000 44 Fluid/Cult Michelle/Ed Product with Good Seals Plant Ed 45 Fluid/Cult Michelle/Ed Consistent Cottage Cheese Plant Ed Comment Free Quality problems 46 Fluid/Cult Michelle/Ed Mold Culture Products Lab/Ed Kroger Customer 150,000 47 Fluid/Cult Michelle/Ed Cup Cheese Consistency Culture Ed Kroger Customer 150,000 48 Fluid/Cult Michelle/Ed Mold Free Culture Products Plant Lab/Ed Mold Free Quality 49 Fluid/Cult Michelle/Ed Chocolate Delivery System IC Plant Lee Production Levels Shrinkage/Quality 50 Frozen Michelle/Ed Flat Bar Quality Plant Lee Zero Comments Quality 51 Frozen Michelle/Ed Flat Bar Quality IC Plant Lee Customer Sat 52 Frozen Michelle/Ed Quality Assurance IC Novelty Lee 53 Frozen Michelle/Ed IC Sandwich Quality IC Plant Lee 54 Frozen Michelle/Ed Fruit Feeder IC Plant Lee 55 Fluid Shelf Michelle/Ed Fluid Milk Shelf Life Plant 56 Fluid Shelf Michelle/Ed Fluid Shelf Life 57 Fluid Shelf Michelle/Ed Air Quality 58 Consumer Michelle Quality - comments per million 59 Parts Aaron/Curtis 60 Parts 61 Reliability 99% Confidence Problems Allowed Variance 200,000 100% Quality problems 50,000 Consumer Comments 200,000 Customer Sat Numerous Complaints 144,000 Customer Sat Numerous Complaints 50,000 Customer Sat Customer Complaints 100,000 Lab 15 days Inefficient runs Fluid Plant Lab 95% at Code Inaccurate Production Planning Dairy Plant Lab Mfg Standards Quality/Shelf Life 240,000 IC Plant Lee/Michelle Company Std Too many 1,000,000 Stock Out Maint/Production Jenny Cycle Counts Down Time Aaron/Curtis Parts flow to Control Area Maint Planners 60,000 Aaron/Curtis Fire Fighting Maint All Mgrs Supervisors Quality of Work 1,200,000 62 Reliability Aaron/Curtis Maint Dept IC Plant Aaron Reliability Startup Delays 120,000 63 Reliability Aaron/Curtis Maint Planner/Scheduler SS Class Brad/Larry Neal's Productivity 64 FAC Curtis/Grant Electrical Power Factor Power Distribution Grant Set Target Below Power Factor Target 10,000 65 FAC Curtis/Grant Back Stage Culture Grant Prod Needs Not enough capacity 1,200,000 66 FAC Curtis/Grant Air System IC Plant Grant/Curtis Prod Targets Not enough capacity 400,000 67 Ice Cream Lee Rework in the Freezer IC Plant Lee Target Lost Inventory 600,000 68 Ice Cream Lee Production Loss IC/Novelty Lee 2% Shrinkage Above Target - inventory loss 900,000 69 Ice Cream Lee IC Production Sqround Line Lee/Monte 85% Proficiency Shrinkage 70 Culture Ed Cottege Cheese/Starter Prod Culture Ed Prod Needs Losing Vats 1,662,273 71 Culture Ed Production Loss Culture/Fluid Ed 2% Shrinkage Not at Target - Financial 240,000 72 Culture Ed Inventory Control Culture Ed Target Inventory Adjustments 1,200,000 73 Culture Ed Milk Shrinkage Fluid/Milk Ed 2% Shrinkage Shrinkage 650,000 74 Culture Ed Production Spoils Ed Target Shrinkage - Financial 75 Safety Scott Overall Safety Jan Target Safety Issue 50,000 22,730,273 IC Plant 97% Lost Time Total Project Potential Project Selection Process Copyright 100,000 600,000 500,000 Project in Process