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Project Charter Formulation From Simulation

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Project Charter Formulation From Simulation

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Project Charter Assignment from Simulation

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https://www.smartsheet.com/content-center/best-practices/productivity/effectiveness-vs-efficiency-what-you-need-achieve-both

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As businesses seek to grow by maximizing returns while reducing costs, the words "efficiency" and "effectiveness" are often used interchangeably. But they're not the same thing. As technical innovations such as automation make it easier than ever to rapidly scale, understanding the distinction between the two - and how each can help your organization achieve more - has never been so important.

Doing things right vs. doing the right things

"Efficiency is doing things right; effectiveness is doing the right things," Peter Drucker, often touted as the "Father of Modern Management," famously said. While improving efficiency means doing things faster, using fewer resources, in fewer steps, effectiveness means aligning improvements to the way you work to high-level corporate goals. Instead of efficiency for efficiency's sake, increasing effectiveness requires taking a more focused and strategic approach.

Measure what moves the needle

Part of a more strategic approach is clearly defining how we measure effectiveness. The ability to quantify anything and everything - from the number of steps we take in a day to the exact value of every comment and like a post gets on the company social media feeds - has made organizations hyperfocused on data and metrics. But just because we can measure everything doesn't mean we should. To yield true value, businesses must measure the right things.

Yet businesses are struggling to figure out how to measure what matters. While the majority of businesses consider themselves data-driven, a global survey conducted by MIT Sloan Management Review found that just one quarter of senior executives agree that the functional KPIs they track roll up to their organization's strategic objectives.

It's not that companies aren't focused on the numbers; but many either aren't paying attention to the right metrics or aren't using their findings in meaningful ways. Nearly 30 percent of the 3,200 participants in MIT Sloan's survey reported that their organization's KPIs influence their approach either somewhat, minimally - or not at all.

Conversely, those businesses that have managed to align their numbers to their ultimate goals have found the secret sauce: "What sets leading companies apart is not so much the number of metrics they track but how they use them to better engage customers - and thereby grow their businesses," the authors conclude.

Drive efficiencies, improve effectiveness

Though they are different, effectiveness and efficiency aren't mutually exclusive. By focusing on creating the right efficiencies, businesses can fuel effectiveness at the same time. Finding this sweet spot requires three crucial things:

1. Strategy. If effectiveness is achieved by making improvements to the right things to achieve organizational goals, then the first step is defining those objectives. In strategic planning, businesses identify their specific objectives and create a roadmap for achieving them. Such planning should form a backbone for all corporate initiatives, and should consider the business's vision, needs, resources, and other factors. Strategies can be large-scale, encompassing the full organization, or developed for teams and departments; although it is important that smaller-scale strategies align with overall corporate goals.

2. Metrics. Once the organization has defined its goals and created a strategy, it's crucial to determine how to measure the effectiveness of your plan. Identify which data points will show you how the results of your initiatives track up to your goals. To determine which metrics to monitor, ask yourself what story each indicator will tell you. The exact KPIs will vary depending on what you want to achieve, but it's important to find the ones that show whether the work that's being done is helping your team - and your organization - reach its objectives.

3. Commitment. Once you've decided what you want to do and how you will know you're on track, the next challenge is follow-through. This means ensuring that everyone understands organizational goals and their role in achieving them. Make a commitment to empower your organization with the tools employees need to measure their progress, such as access to real-time data, and easy-to-understand insights, and data visualization. Then use that information to perform ongoing evaluation and refinements. Together these will ensure that you're not only growing your business's efficiency - you're becoming more effective at the same time.

Ready to learn more about how the flexible Smartsheet platform can help you increase efficiency so you can achieve more?
Achieve more

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Effectiveness vs. efficiency: What you need to achieve both

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As businesses seek to grow by maximizing returns while reducing costs, the words "efficiency" and "effectiveness" are often used interchangeably. But they're not the same thing. As technical innovations such as automation make it easier than ever to rapidly scale, understanding the distinction between the two - and how each can help your organization achieve more - has never been so important.

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https://docs.google.com/spreadsheets/d/1YYYVAG3X6OzuVUb8_cr2GfhO2W1UnWksZXn5hME_5rM/edit?usp=sharing

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Lean Six Sigma Yellow Belt Implementation Worksheet

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Kirwan Institute - Ohio Disciplinary Data

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Kirwan Institute - Ohio Disciplinary Data

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http://kirwaninstitute.osu.edu/wp-content/uploads/2014/05/ki-data-report.pdf

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The task was to identify and resolve the top problem in a high volume manufacturing company.

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Kaizen and Six Sigma (Watch Video)

Kaizen Process

Conducting a Kaizen Blitz (Watch Video)

Applying Kaizen (Worksheet)

Cost Benefit Analysis (Worksheet)

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Performance MetricsDPU and DPMO (Watch Video)

Rolled Throughput Yield (RTY)

Process Capability Indicies

Cost of Poor Quality (COPQ) (Watch Video)

Fishbone/Cause and Effect Diagram (Complete)

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FMEA and Design for Six Sigma

Watch Video

DFSS:  Key Concepts and Tools

Watch Video

Comparing DFSS and Six Sigma (Worksheet)

Failure Modes and Effects Analysis (Watch Video)

Design FMEA and Process FMEA (Worksheet)

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SIPOC: Suppliers, Inputs, Process, Outputs, Customers - GoLeanSixSigma.com

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A SIPOC diagram is a high-level view of a process which stands for Suppliers, Inputs, Process, Outputs, and Customers. Every Process starts with Suppliers who provide Inputs to the Process which results in an Output that is delivered to Customers.

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The four stages prior to this one will determine how successful we are in the Control phase.

Hopefully, we utilized the correct change management strategies, such as identifying the key stakeholders; if we did then a successful control should be within our grasp. The purpose of the Control phase is to establish tools that will ensure the key variables stay within the accepted variances over the long run. At this point, the group will create a formula for handing off the process which would include response procedures and educational information to guarantee the performance and long-term project savings.

The group would complete the phase by establishing the next phases for supplementary Six Sigma process improvement prospects.

Go to Synergize Step Six
Project Example for Six Sigma DMAIC Click Here for Onsite Information

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DMAIC Roadmap Step Five - Control | Lean Six Sigma Methodology

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The four stages prior to this one will determine how successful we are in the Control phase. Hopefully, we utilized the correct change management strategies, such as identifying the key stakeholders; if we did then a successful control should be within our grasp.

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Welcome and Norms

Goals and Objectives for Yellow Belt

THE GOAL FOR LEAN SIX SIGMA IS TO IDENTIFY, ISOLATE AND ELIMINATE VARIATION TO CREATE A REPEATABLE PROCEDURE THAT RESULTS IN HIGH DEGREES OF QUALITY.

Lean Six Sigma as a Credential for Students - ODE

Activity - Efficiency and Effectiveness for Work (JamBoard)

Comparison of well run and poorly run organizations

If 99.9% is good enough...

Understanding

Normal Curve

Standard Deviation from the Norm (0)

Changes in Standard Deviation and Resulting Production Impact

Lean - Eliminate Waste, Six Sigma - Reduce Variation

Philosophy of high quality with a lowered threshold of cost because improved process can reduce costs

Introduction of the Plan Do Study Act Process

Homework - What is an area of your work that needs improvement in efficiency?

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Six Sigma Project Management Essentials

Project Charter

Scoping a Project with Project Metrics

Six Sigma Project Planning Tools

Six Sigma Project Documentation

Six Sigma Project Risk Analysis and Closure

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Please click the + below and add your name and email so that we can send you updates as we go:)

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Analyzing Data for Six Sigma Projects

Variables and Probability Distributions

Normal Distribution

Binomial Distributions

Skewed and Bimodal Curves

Common and Special Cause Variations

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Lean Six Sigma is a combination of two popular Process Improvement methods—Lean and Six Sigma—that pave the way for operational excellence. These time-tested approaches provide organizations with a clear path to achieving their missions as fast and efficiently as possible.

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https://due.com/blog/efficiency-vs-effectiveness-small-business-dilemma/

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In business schools around the world, M.B.A. candidates are prepared to return to the corporate workplace, armed with tools to make business more efficient. Finance makes the most efficient use of funds. Marketing aims to bring the most efficient return on capital invested. Management attempts to make the most efficient use of human and technological capital of a firm.

Efficiency is good. It ensures that profits are maximized and that waste is minimized. It is a foundational principle of modern enterprise analysis. We analyze operations to make them more efficient, thus making the operation more profitable.

Profits keep a business growing and growing businesses need workers. The business is now a job-creating machine. Profits are re-invested into capital equipment that enables the business to reach additional possibilities of production.

The business now lowers production cost which makes the enterprise even more efficient. Profits swell and are returned to the shareholders as dividends. This is capitalism in action. This is efficiency. This is the mantra of most business school programs and the desire of most entrepreneurs.

The Harmony of Effectiveness and Efficiency

Small enterprise owners have a dilemma: How do I balance efficiency and effectiveness in my business. Entrepreneurs need to question the purpose of the business. Why does the business exist? Is my business doing the right things? Am I strategically working in the right areas?

Efficiency needs to be tempered with effectiveness to organically grow the business. When a small business owner loses sight of the purpose of the organization, efficiency takes over as the predominant theme. Efficiency alone produces less than with effectiveness combined. Efficiency needs to work in harmony with effectiveness - form and function, Yin and Yang, left-brain and right-brain, etc.

The balance of these two ideas for a small business creates a robust, growing business with a vibrant business culture: A business that is profitable as well as conscious of its stakeholder community. People become a focus of the small business. Without effective and efficient people, a small business will fail to produce the best results. Here are some steps to help you review your progress:

Review Your Business Strategy

Set aside some time every month to review your business strategy. Ask yourself: Am I working in the right business areas? Review your personal business goals. What is your exit strategy for the business?

Evaluate Profitability

Make sure that your business is making a profit. Business owners need to make sure their product and service offerings have sufficient profit margins to ensure growth. Make sure you know which activities generate the highest profit margin.

Check Your Production Capacity

How many units of a product can you make in a day? What is your maximum throughput? How many service based clients can you handle at one time? If you don't know your production capacity, then you won't know when it is appropriate to scale your business.

Plan for Growth

What happens if your business doubles in the next 90 days? Are employees trained to handle the additional workload, or do you need begin training now? How ready are you ready to scale your operation to capture the opportunity? Do you have a written set of procedure for your business? Make a written growth action plan that addresses these issues.

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Efficiency vs. Effectiveness: a Small Business Dilemma - Due

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In business schools around the world, M.B.A. candidates are prepared to return to the corporate workplace, armed with tools to make business more efficient. Finance makes the most efficient use of funds. Marketing aims to bring the most efficient return on capital invested.

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Here is an excel sheet that includes all Hilliard High Schools disaggregated by grade level.

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The purpose of this project is to reduce the cycle time, from Final Inspection

to Permanent Electric Meter being set, to within 10 business days, to avoid

delayed move-ins of new homeowners.

Fort Worth Habitat for Humanity can give valid move-in dates to new

homeowners, without worry that homeowners may be displaced if Permanent

Meter is not set.

Black Belt: Annie Mercer

Master Black Belt: Peter Peterka

Business Process Owner: John Kirpach

Business Process Owner: Ron

Dent / FWHFH Project Manager

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The purpose of this project is to reduce the cycle time, from Final Inspection to Permanent Electric Meter being set, to within 10 business days, to avoid delayed move-ins of new homeowners. Fort Worth Habitat for Humanity can give valid move-in dates to new homeowners, without worry that homeowners may be displaced if Permanent Meter is not set.

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What is an Efficiency & Effectiveness Matrix?

The Efficiency & Effectiveness Matrix is a tool used to balance the types of measurement applied to a process. The goal is to monitor data that indicates the effectiveness of a given process or how well it meets customer expectations as well as the efficiency of a process by monitoring the amount of resources required, materials used and time spent producing goods and services.

This matrix facilitates the listing of all proposed measurement in order to uncover any imbalances in the Data Collection Plan. The goal is to pay attention to both kinds of measures in order to satisfy customer needs profitably.

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Efficiency & Effectiveness Matrix | Template & Example

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What is an Efficiency & Effectiveness Matrix? The Efficiency & Effectiveness Matrix is a tool used to balance the types of measurement applied to a process. The goal is to monitor data that indicates the effectiveness of a given process...

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Related Topics:
Common Core (Statistics & Probability)
Common Core for Mathematics

Examples, solutions, videos, and lessons to help High School students learn how to represent data on two quantitative variables on a scatter plot, and describe how the variables are related.

A. Fit a function to the data; use functions fitted to data to solve problems in the context of the data. Use given functions or choose a function suggested by the context. Emphasize linear, quadratic, and exponential models.

B. Informally assess the fit of a function by plotting and analyzing residuals.

C. Fit a linear function for a scatter plot that suggests a linear association.

Common Core: HSS-ID.B.6

The following diagram shows some examples of scatter plots and correlations. Scroll down the page for more examples and solutions using scatter plots and correlations.

Scatterplots, Association, Correlation (Part 1)
This video covers the basis of examining the relationship between two quantitative variables. Scatterplots, Correlation (Part 2)

Scatter plots, association, and correlation.

Scatterplots, Correlation, Regression.

Try the free Mathway calculator and problem solver below to practice various math topics. Try the given examples, or type in your own problem and check your answer with the step-by-step explanations.

We welcome your feedback, comments and questions about this site or page. Please submit your feedback or enquiries via our Feedback page.

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Scatter Plot (examples, solutions, videos, lessons, worksheets, activities)

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Related Topics: Common Core (Statistics & Probability) Common Core for Mathematics Examples, solutions, videos, and lessons to help High School students learn how to represent data on two quantitative variables on a scatter plot, and describe how the variables are related. A.

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Hilliard City Schools Introduction to Lean Six Sigma - Yellow Belt 6/22/21

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Vocabulary Enrichment Using Frayer Method

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Hilliard Session 2 Vocabulary Review -  Frayer Method

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Pareto Chart for Measuring Effectiveness

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Pareto Chart for Measuring Effectiveness

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The Pareto chart is a special type of bar chart or histogram, and is one of the seven quality tools, named after Vilfredo Pareto. It is an analytical tool that graphically demonstrates the Pareto principle or the 80-20 rule. It is used to view causes of a problem in order of severity or impact from largest to smallest.

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A cause and effect tool for analysis.

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Quality Glossary Definition: Fishbone diagram
Also called: cause-and-effect diagram, Ishikawa diagram

Variations: cause enumeration diagram, process fishbone, time-delay fishbone, CEDAC (cause-and-effect diagram with the addition of cards), desired-result fishbone, reverse fishbone diagram

This cause analysis tool is considered one of the seven basic quality tools. The fishbone diagram identifies many possible causes for an effect or problem. It can be used to structure a brainstorming session. It immediately sorts ideas into useful categories.

When identifying possible causes for a problem

When a team's thinking tends to fall into ruts

Fishbone Diagram Example
Materials needed: marking pens and flipchart or whiteboard.

1. Agree on a problem statement (effect). Write it at the center right of the flipchart or whiteboard. Draw a box around it and draw a horizontal arrow running to it.

2. Brainstorm the major categories of causes of the problem. If this is difficult use generic headings:

Methods

Machines (equipment)

People (manpower)

Materials

Measurement

Environment

Write the categories of causes as branches from the main arrow.

Brainstorm all the possible causes of the problem. Ask "Why does this happen?" As each idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories.

Again ask "Why does this happen?" about each cause. Write sub-causes branching off the causes. Continue to ask "Why?" and generate deeper levels of causes. Layers of branches indicate causal relationships.

When the group runs out of ideas, focus attention to places on the chart where ideas are few.

This fishbone diagram was drawn by a manufacturing team to try to understand the source of periodic iron contamination. The team used the six generic headings to prompt ideas. Layers of branches show thorough thinking about the causes of the problem.
Fishbone Diagram Example
For example, under the heading "Machines," the idea "materials of construction" shows four kinds of equipment and then several specific machine numbers.

Note that some ideas appear in two different places. "Calibration" shows up under "Methods" as a factor in the analytical procedure, and also under "Measurement" as a cause of lab error. "Iron tools" can be considered a "Methods" problem when taking samples or a "Manpower" problem with maintenance personnel.

Start using the fishbone diagram template and analyze process dispersion with this simple, visual tool. The resulting diagram illustrates the main causes and subcauses leading to an effect (symptom).

You can also search articles, case studies, and publications for fishbone diagram resources.

Books
Business Process Improvement Toolbox, Second Edition The Quality Toolbox, Second Edition
Articles

Quality Nugget: Creating Ishikawa (Fishbone) Diagrams With R ( Software Quality Professional) A fishbone diagram connects causal links in major categories with an outcome, or effect. This article explains how to make one with the Six Sigma package in R.

Fish(bone) Stories ( Quality Progress) The method behind the fishbone diagram is older than many of its users. The authors explore how digitizing one of the seven basic quality tools-the fishbone diagram-using mind mapping can significantly improve the tool.

Courses
ASQ Quality Tools - Fishbone Diagram Continuous Improvement Techniques Introduction to Lean Principles Lean Comprehensive QTools™ Suite
Videos

Excerpted from The Quality Toolbox, Second Edition, ASQ Quality Press.

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Quality Glossary Definition: Fishbone diagram Also called: cause-and-effect diagram, Ishikawa diagram Variations: cause enumeration diagram, process fishbone, time-delay fishbone, CEDAC (cause-and-effect diagram with the addition of cards), desired-result fishbone, reverse fishbone diagram This cause analysis tool is considered one of the seven basic quality tools.

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Continuous Improvement refers to a mindset, actions, or efforts to improve an organization’s processes and products.

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https://www.wendys.com/csr-what-we-value/footprint

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Reducing Our Environmental Footprint | Wendy's® CSR

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Learn about the ways in which Wendy's is working to deliver more to customers, while making less of an environmental impact.

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International Lean Six Sigma Institute ILSSI

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[ ih-fish-uhn-see ] SHOW IPA

/ ɪˈfɪʃ ən si / PHONETIC RESPELLING

noun, plural ef·fi·cien·cies.

the state or quality of being efficient, or able to accomplish something with the least waste of time and effort; competency in performance.

accomplishment of or ability to accomplish a job with a minimum expenditure of time and effort: The assembly line increased industry's efficiency.

the ratio of the work done or energy developed by a machine, engine, etc., to the energy supplied to it, usually expressed as a percentage.

QUIZZES

QUIZ YOURSELF ON YOU'RE VS. YOUR!

Do thine eyes deceive thee? No, this is definitely a quiz on how adept you are at using "you're" and "your." Take it and see how well you do!

First off, let's clarify why "you're" and "your" cause so much confusion. Since they sound alike, what does that make the two words?

Origin of efficiency

1585-95; <Latin efficientia, equivalent to efficient- (see efficient) + -ia -y³

OTHER WORDS FROM efficiency

non·ef·fi·cien·cy, noun su·per·ef·fi·cien·cy, noun, plural su·per·ef·fi·cien·cies.

Words nearby efficiency

effete, Effexor, efficacious, efficacity, efficacy, efficiency, efficiency apartment, efficiency expert, efficient, efficient cause, efficiently

Dictionary.com Unabridged Based on the Random House Unabridged Dictionary, © Random House, Inc. 2021

Content related to efficiency

Words related to efficiency

readiness, productivity, ability, energy, talent, capability, expertise, performance, skill, competence, adaptability, facility, faculty, powerfulness, adequacy, thoroughness, competency, completeness, efficacy, suitableness

Example sentences from the Web for efficiency

SEE MORE EXAMPLES SEE FEWER EXAMPLES

British Dictionary definitions for efficiency

noun plural -cies

the quality or state of being efficient; competence; effectiveness

the ratio of the useful work done by a machine, engine, device, etc, to the energy supplied to it, often expressed as a percentage See also thermal efficiency

Collins English Dictionary - Complete & Unabridged 2012 Digital Edition © William Collins Sons & Co. Ltd. 1979, 1986 © HarperCollins Publishers 1998, 2000, 2003, 2005, 2006, 2007, 2009, 2012

Medical definitions for efficiency

n.

The production of the desired effects or results with minimum waste of time, effort, or skill.

A measure of effectiveness; specifically, the useful work output divided by the energy input in any system.

The American Heritage® Stedman's Medical Dictionary Copyright © 2002, 2001, 1995 by Houghton Mifflin Company. Published by Houghton Mifflin Company.

Scientific definitions for efficiency

The ratio of the energy delivered (or work done) by a machine to the energy needed (or work required) in operating the machine. The efficiency of any machine is always less than one due to forces such as friction that use up energy unproductively. See also mechanical advantage.

The ratio of the effective or useful output to the total input in any system.

The American Heritage® Science Dictionary Copyright © 2011. Published by Houghton Mifflin Harcourt Publishing Company. All rights reserved.

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Definition of efficiency | Dictionary.com

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ih-fish-uhn-see ] SHOW IPA / ɪˈfɪʃ ən si / PHONETIC RESPELLING the state or quality of being efficient, or able to accomplish something with the least waste of time and effort; competency in performance. accomplishment of or ability to accomplish a job with a minimum expenditure of time and effort: The assembly line increased industry's efficiency.

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Outliers in scatter plots (article) | Khan Academy

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Learn what an outlier is and how to find one!

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A process is a series of steps involved in building a product or delivering a service. Almost everything we do is a process—tying our shoes, baking a cake, treating a cancer patient, or manufacturing a cell phone.

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Welcome and Norms

Toolbelt Levels for Lean Six Sigma and How to Implement with Students

Efficiency and Effectiveness Matrix - Inputs, Process, Outputs.

Presentation and Feedback using "I like..." and "I wonder..." in the chat for each person

Six Sigma - Voice of the Customer - Embold

SIPOC - Suppliers Inputs Process Outputs and Customers for Process Improvement

DMAIC - Define, measure, analyze, improve, control

Team Member Roles in Improvement for LSS

Complete SIPOC document

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DMAIC is the acronym for Define, Measure, Analyze, Improve and Control, the five key phases of the Lean Six Sigma framework used in solving business and process problems.

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http://panmore.com/wendys-operations-management-10-decisions-areas-productivity

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Wendy's applies the 10 strategic decisions of operations management (OM) to address needs in various business areas. These 10 strategic decisions are aimed at streamlining Wendy's activities. As the third biggest hamburger restaurant chain in the world, Wendy's must streamline its operations to effectively compete against aggressive firms like McDonald's and Burger King. Wendy's operations management efforts are indicative of the company's prioritization of business stability rather than international expansion. Nonetheless, the 10 strategic decisions of operations management are applied in a way that supports Wendy's potential expansion in more market areas.
Wendy's operations management (OM) covers all of the 10 strategic decision areas for its business. Wendy's strategies are directed toward productivity and business stability, and less at expansion in the global hamburger restaurant market.
Wendy's Operations Management, 10 Decision Areas

1. Design of Goods and Services. Wendy's emphasizes high output quality. This decision area of operations management pertains to the design of the company's products and how it addresses business and market needs. In this regard, Wendy's strategy is based on product innovation to maintain product competitiveness.

2. Quality Management. In this strategic decision area, Wendy's objective is to maintain high quality standards to match outputs and consumer expectations. The company ensures that its operations managers are prepared to apply these standards at larger scales when expansion starts. Wendy's mission and vision statements emphasize high quality.

3. Process and Capacity Design. Wendy's operations management strategy involves production lines. Many of the ingredients are prepared in the company's production line facilities. Also, even at Wendy's hamburger restaurants, this system is used to maximize process efficiency and capacity utilization in all areas.

4. Location Strategy. Wendy's strategy for this decision area of operations management is typical in the fast food restaurant industry. For instance, the company maintains strategically located Restaurant Support Centers as support hubs for its franchisees. On the other hand, Wendy's restaurant locations are based on proximity to town and city centers.

5. Layout Design and Strategy. In this strategic decision area of operations management, the goal is to ensure that layouts facilitate efficient movement of people, materials and information. Wendy's does so through standard layouts for its restaurants and their kitchens. Total Quality Management is also used as basis for the layout design and strategy of Wendy's operations management in Restaurant Support Centers and supply chain facilities.

6. Job Design and Human Resources. Wendy's Restaurant Support Centers provide HR training support for franchisees. In this way, the company satisfies its operations management objective of standardization in this strategic decision area. Wendy's corporate control is applied through these centers, ensuring optimal human resource performance.

7. Supply Chain Management. This decision area of operations management involves the adequacy of the supply chain. In this regard, Wendy's strategic objective is to diversify its supply chain. Even though most of its operations are in North America, Wendy's operations management approach maintains suppliers outside North America for a stable supply chain.

8. Inventory Management. Wendy's uses a combination of centralized and decentralized approaches for this strategic decision area of operations management. The company applies centralized inventory management to minimize stockouts throughout the inventory. On the other hand, decentralization ensures that Wendy's operations management is capable of responding to fluctuations in markets. For example, Wendy's restaurant managers are given considerable autonomy for managing the inventory for day-to-day operations.

9. Scheduling. This strategic decision area of operations management focuses on implementing schedules that address customers' needs. Wendy's uses automation for scheduling many of its activities in the supply chain. However, majority of operations in Wendy's hamburger restaurants involve manual and semi-automated scheduling.

10. Maintenance. Wendy's operations management strategy for this decision area is to use localized maintenance teams. Franchisees access local maintenance teams and services from the Wendy's Restaurant Support Centers. The company's operations management also includes in-house maintenance teams for some areas, such as supply chain facilities.

Wendy's Productivity Measures

Wendy's productivity is measured through a wide variety of criteria. Variations among franchisees' operations management also lead to differences in the productivity measures used. The following are some of the most notable productivity criteria considered at Wendy's:

1. Stockout rate (inventory management productivity)

2. Orders fulfilled per hour (Wendy's restaurants' productivity)

3. Rate of problems solved (Wendy's Restaurant Support Centers' productivity)

References

Lawrence, K. D., & Weindling, J. I. (1980). Multiple goal operations management planning and decision making in a quality control department. In Multiple Criteria Decision Making Theory and Application (pp. 203-217). Springer.

Liu, S., & Jiang, M. (2011). Providing Efficient Decision Support for Green Operations Management: An Integrated Perspective. INTECH.

Najdawi, M. K., Chung, Q. B., & Salaheldin, S. I. (2008). Expert systems for strategic planning in operations management: a framework for executive decisions. International Journal of Management and Decision Making, 9(3), 310-327.

Schrunder, C. P., Galletly, J. E., & Bicheno, J. R. (1994). A fuzzy, knowledge‐based decision support tool for production operations management. Expert Systems, 11(1), 3-11.

The Wendy's Company, Form 10-K, 2013-2014.

Verdaasdonk, P. (1999). Defining an information structure to analyse resource spending changes of operations management decisions. Production Planning & Control, 10(2), 162-174.

Verdaasdonk, P., & Wouters, M. (2001). A generic accounting model to support operations management decisions. Production Planning & Control, 12(6), 605-620.

Wendy's International, LLC, Form 424B3, 2001.

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Wendy's Operations Management, 10 Decisions, Productivity - Panmore Institute

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Wendy's applies the 10 strategic decisions of operations management (OM) to address needs in various business areas. These 10 strategic decisions are aimed at streamlining Wendy's activities. As the third biggest hamburger restaurant chain in the world, Wendy's must streamline its operations to effectively compete against aggressive firms like McDonald's and Burger King.

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Effective definition is - producing a decided, decisive, or desired effect. How to use effective in a sentence. Comparing efficient, effective, and proficient Synonym Discussion of effective.

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Variation occurs in all processes. Common-cause variation is a natural part of the process. Special-cause variation, comes from outside the system and causes recognizable patterns, shifts, or trends in the data. The run chart shows graphically whether special causes are affecting your process.

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Definition of Value Stream:

A value stream is all the steps (both value added and non-value added) in a process that the customer is willing to pay for in order to bring a product or service through the main flows essential to producing that product or service.

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Definition of Value Stream: A value stream is all the steps (both value added and non-value added) in a process that the customer is willing to pay for in order to bring a product or service through the main flows essential to producing that product or service.

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Effectiveness describes how well a process output meets desired specifications or satisfies customers’ expectations.

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There are many definitions of quality. Some define quality as 'conformance to requirements'. Others define quality as merely 'meeting-the-customers' specifications'. When the mentality is to focus on the most marginally-accepted product or service (focusing on either the upper or the lower specification, or both), it isn't as competitive as focusing on the most ideal product target. This author defines quality as: Product uniformity around a target value(s). The target might be a larger-is-better quality characteristic or a smaller-is-better quality characteristic. It might also be a nominal-is-best where some named value is the target. With any of these quality characteristics, it is important that there is relentless attention paid to having as little variation around the target values as possible, or competitive.

There are many definitions of quality. Some define quality as 'conformance to requirements'. Others define quality as merely ' meeting customer specifications '. When the mentality is to focus on the most marginally-accepted product or service (focusing on either the upper or the lower specification, or both), it isn't as competitive as focusing on the most ideal product target.

This author defines quality as: Product uniformity around a target value(s). The target might be a larger-is-better quality characteristic or a smaller-is-better quality characteristic. It might also be a nominal-is-best where some named value is the target. With any of these quality characteristics, it is important that there is relentless attention paid to having as little variation around the target values as possible, or competitive.

Use: The definition of quality is important because it provides the philosophy toward process improvement. If you have ever heard of the expression "close enough for government work", this mentality is not competitive. Perhaps you have heard of the expression "fitness-for-use". Again, with this way of thinking the organization is only focusing on the most marginally-accepted product and not the target that the engineer or the customer had in mind.

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There are many definitions of quality. Some define quality as 'conformance to requirements'. Others define quality as merely ' meeting customer specifications '. When the mentality is to focus on the most marginally-accepted product or service (focusing on either the upper or the lower specification, or both), it isn't as competitive as focusing on the most ideal product target.

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Kanban Software for Agile Project Management

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Kanban is a popular Lean workflow management method for defining, managing, and improving services that deliver knowledge work. It helps you visualize work, maximize efficiency, and improve continuously. Work is represented on Kanban boards, allowing you to optimize work delivery across multiple teams and handle even the most complex projects in a single environment.
Example of core Kanban board elements
Originating from manufacturing, it later became a territory claimed by Agile software development teams. Recently, it started getting recognized by business units across various industries.

As more and more people hear about Kanban, multiple questions arise:

What exactly is Kanban?

What are the Kanban principles and practices?

What are the benefits of adopting Kanban?

Here are the most important things you need to know about the method and its practical application.

Kanban Definition and Brief Introduction

Kanban Definition

The Japanese word "kanban", meaning "visual board" or a "sign", has been used in the sense of a process definition since the 1950s. It was first developed and applied by Toyota as a scheduling system for just-in-time manufacturing. On the other hand, the capitalized term "Kanban" is known and associated with the emergence of the "Kanban Method," which was first defined in 2007.

The Genesis of Kanban

Initially, it arose as a scheduling system for lean manufacturing, originating from the Toyota Production System (TPS). In the late 1940s, Toyota introduced "just in time" manufacturing to its production. The approach represents a pull system. This means that production is based on customer demand rather than the standard push practice to produce goods and push them to the market.

Their unique production system laid the foundation of Lean manufacturing or simply Lean. Its core purpose is minimizing waste activities without sacrificing productivity. The main goal is to create more value for the customer without generating more costs.

The original Kanban System, Source: TOYOTA Global Website
The Kanban Method

At the beginning of the 21st Century, key players in the software industry quickly realized how Kanban could positively change the way products and services were delivered.

With an increased focus on efficiency and by harnessing advances in computing technology, Kanban left the automotive industry's realm and was successfully applied to other complex commercial sectors such as IT, software development, R&D, and others.

Indeed, what we now recognize as the Kanban Method emerged at the beginning of 2007. It is a result of years of testing, experience, and joint efforts of leading figures in the Lean and Agile community, such as David Anderson, Dan Vacanti, Darren Davis, Corey Ladas, Dominica DeGrandis, Rick Garber, and others.

You can start building your Kanban system by setting up the most straightforward Kanban board with three basic columns - "Requested", "In Progress" and "Done". When constructed, managed, and functioning correctly, it serves as a real-time information repository, highlighting bottlenecks within the system and anything else that might interrupt smooth working practices.

But how does the Kanban method work?

Let's discover more.

Kanban Principles

Before exploring the Kanban values in more detail, we'd like to establish that the method in the shape and form we embrace and use today emerged due to many people's collaborative efforts. The expanding Kanban community should acknowledge these ideas and contributions as such.

David J. Anderson (a pioneer in the field of Lean/ Kanban for knowledge work and one of the founding fathers of the method) has formulated the Kanban method as an approach to incremental, evolutionary process and systems change for knowledge work organizations. It is focused on getting things done, and its fundamentals can be broken down into two types of principles and six practices.

Let's examine what the Kanban principles are.

Change Management Principles
Service Delivery Principles

Start With What You Do Now

Focus on Customer's Needs and Expectations

Agree to Pursue Incremental, Evolutionary Change

Manage the Work, Not the Workers

Encourage Acts of Leadership at All Levels

Regularly Review the Network of Services

Change Management Principles

Blending with the already established processes in a non-disruptive way, pursuing evolutionary changes and continuous improvement. Let's take a closer look at the Kanban change management principles.

Principle 1: Start With What You Do Now

Kanban offers the flexibility to use the method on top of existing workflows, systems, and processes without disrupting what is already in place. The method recognizes that existing processes, roles, responsibilities, and titles have value and are, generally, worth preserving. Naturally, it will highlight issues that need to be addressed and help assess and plan changes so their implementation is as non-disruptive as possible.

Principle 2: Agree to Pursue Incremental, Evolutionary Change

The Kanban method is designed to meet minimal resistance. It encourages continuous small incremental and evolutionary changes to the current process by implementing collaboration and feedback forms. In general, sweeping changes are discouraged because they usually encounter resistance due to fear or uncertainty.

Principle 3: Encourage Acts of Leadership at All Levels

Leadership at all levels derives from people's everyday insights and acts to improve their way of working. As insignificant as you may think, each shared observation fosters a continuous improvement mindset (Kaizen) to reach optimal performance on a team/department/company level. This can't be a management-level activity.

Service Delivery Principles

Kanban aims at developing a service-oriented approach. It requires that you profoundly understand your customer's needs, create a network of services where people self-organize around the work, and ensure that your system continuously evolves.

Principle 1: Focus on Customer's Needs and Expectations

Delivering value to the customer should be at the center of each organization. Understanding the needs and expectations of your customers brings the attention to the quality of the provided services and the value it creates.

Principle 2: Manage the Work

Managing the work in your network of services ensures that you empower people's abilities to self-organize around the work. This enables you to focus on the desired outcomes without the "noise" created by micro-managing the people delivering the services.

Principle 3: Regularly Review the Network of Services

Once developed, a service-oriented approach requires continuous evaluation to foster a customer service culture. Through the use of regular reviews of the network of services and assessment of the applied work policies, Kanban encourages the improvement of the delivered results.

Kanban Practices

When aiming to implement the Kanban method, every organization must be careful with the practical steps. Six core practices need to be present for a successful implementation. While mastering these is vital, it's an evolving process - close to 40% of all organizations admit that the way they use the Kanban practices still matures. Let's take a closer look and understand what the six practices of Kanban are.
A simple Kanban Board

Visualize the workflow

Limit work in progress

Manage flow

Make process policies explicit

Implement feedback loops

Improve collaboratively

1. Visualize the Workflow

To visualize your process with a Kanban system, you will need a board with cards and columns. Each column on the board represents a step in your workflow. Each Kanban card represents a work item. The Kanban board itself represents the actual state of your workflow with all its risks and specifications.

Digital Kanban Board with WIP Limits
The first and most important thing for you is understanding what it takes to get an item from a request to a deliverable product. Recognizing how work flows through your system will set you on the path to continuous improvement by making well-observed and necessary changes.

When you start working on item X, you pull it from the "To Do" column, and when it is completed, you move it to "Done". This way, you can easily track progress and spot bottlenecks. Naturally, your Kanban board might have a different outlook as it depends on your specific needs and processes.

2. Limit Work in Progress (WIP)

One of Kanban's primary functions is to ensure a manageable number of active items are in progress at any one time. If there are no work-in-progress limits, you are not doing Kanban. Switching a team's focus halfway through will generally harm the process, and multitasking is a sure route to generating waste and inefficiency.

Limiting WIP means implementing a pull system on parts or the complete workflow. Setting maximum items per stage ensures that a card is only "pulled" into the next step when there is available capacity. Such constraints will quickly illuminate problem areas in your flow so you can identify and resolve them.

3. Manage Flow

Managing the flow is about managing the work but not the people. By flow, we mean the movement of work items through the production process at a predictable and sustainable pace.

One of the main goals when implementing a Kanban system is to create a smooth, healthy flow. Instead of micro-managing people and trying to keep them busy all the time, you should focus on managing the work processes and understanding how to get that work faster through the system. This would mean that your Kanban system is creating value more quickly.

4. Make Process Policies Explicit

You can't improve something you don't understand. This is why your process should be clearly defined, published, and socialized. People would not associate and participate in something they do not believe would be useful.
Team-level cadences
When everyone is familiar with the common goal, they would be able to work and make decisions regarding a positive impact. Sparse, visible, well-defined, and subject to change (if/when needed), work policies have the power to boost people's self-organization.
Service-oriented cadences
5. Feedback Loops

For teams and companies that want to be more agile, implementing feedback loops is a mandatory step. They ensure that organizations are adequately responding to potential changes and enable knowledge transfer between stakeholders.

Kanban suggests the use of cadences (feedback loops) at a team level as well as service-oriented cadences.

An example of a team-level cadence is the daily Team Kanban Meeting for tracking the status and the flow of work. It helps to identify available capacity and potential for increasing the delivery pace. It takes place in front of the Kanban board, and every member tells the others what they did the previous day and what they will be doing today.

Service-oriented cadences in Kanban, such as operations, service delivery, and risk meetings, aim to synchronize and improve your delivery of service. The output of these reviews, such as understanding what is blocking effective service delivery, should serve as a decision-making input for the continuous improvement of your network of services.

While focused and regular meetings with fewer attendees have proven to be a good practice, the ideal duration of specific Kanban cadences depends on your context, the team size, and topics.
Image Credit: State of Kanban
6. Improve Collaboratively (Using Models & the Scientific Method)

The way to achieve continuous improvement and sustainable change within an organization is through collaboratively implementing changes based on scientifically proven methods, feedback, and metrics.

Cultivating an organizational culture where every hypothesis is proven to have positive or negative results is crucial for developing a mindset focused on improvement through evolutionary change.

Top 6 Benefits of Kanban

According to the 1st State of Kanban report, the leading reasons for adopting the Kanban method are the need for enhanced visibility of work and continuous improvement. Let's reveal some more of the benefits of using Kanban today.

Increased visibility of the flow

Improved delivery speed

Alignment between goals and execution

Improved predictability

Improved dependencies management

Increased customer satisfaction

Increased Visibility of the Flow

The basic idea of Kanban is visualizing every piece of work. This way, the Kanban board turns into a central informational hub, and everyone is on the same page. All tasks are visible, and they never get lost, which brings transparency to the whole work process. Every team member can have a quick update on the status of every project or task.

Improved Delivery Speed

Kanban offers multiple ways for project managers to closely monitor and make informed analyses of the distribution of work. With a clear view over the work items completed for a certain period of time, the stages where tasks spend the longest, bottlenecks are easy to identify. Teams are enabled to tackle these challenges to improve their workflow and, ultimately, their delivery rate.

Alignment between Business Goals and Execution

Promoting transparency, encouraging feedback, and regular review meetings, Kanban practices enable aligning the company's strategic goals with teams' day-to-day work. This alignment between the business direction and execution enhances the agility of an organization. It allows teams to adapt to changing priorities and reorganizations due to change in the market or customer's requirements.

Improved Predictability

Once you create a Kanban board and start accumulating work items on it, you'll be able to understand your process in depth with flow metrics. Analyzing the time tasks spend in your workflow (cycle time) will enable you to improve your predictions on how much work you can deliver in the future. Understanding your delivery rate consistency (throughput) will make your forecasts more accurate and your decisions based on historical data.

Improved Ability to Manage Scale and Dependencies

The intrinsic Kanban practice to visualization is also applied when it comes to mapping and managing dependencies. Starting with what you do now means visualizing the present dependencies and managing the flow between them. Managing dependencies provides both insights on the present state of a workflow and ideas for improvement. On the other hand, it also enables full transparency for strategic management over the workflow and the existing links between teams.

Increased Customer Satisfaction

The origin of the Kanban method - the pull system it is based on implies that work is done when there's a demand. In other words, Kanban navigates you to reduce waste by working solely on tasks that are needed at present. Furthermore, by applying visualization techniques and introducing work-in-progress limits to the process, you will ensure that the end result is fine-tuned to your customer's expectations.
Portfolio Kanban Scheme
Scrum vs. Kanban

The most important difference between Kanban and Scrum is that the former is a method, while the latter is a framework. Kanban builds a continuous delivery model where teams release value as soon as they are ready, while Scrum organizes work in Sprints. Applying either one depends on the nature of your process, however, it can be said that Kanban offers a more tailor-made approach while Scrum relies on predetermined rules. Another key distinguishing characteristic between the two is the mindset and founding belief systems of Scrum and Kanban.

Nature

Kanban is an adaptive method

Scrum is a prescriptive framework

Principles

1. Start with what you do now
2. Agree to pursue evolutionary change
3. Encourage acts of leadership at all levels
4. Focus on customer's needs
5. Manage the work
6. Regularly review the network of services

1. Empiricism
2. Transparency
3. Inspection
4. Adaptation

Cadences

- Team-level cadences
- Service-oriented cadences

- Sprint with a fixed length
- Sprint planning
- Daily Scrum
- Sprint Review
- Sprint Retrospective

Roles

- Service Delivery Manager*
- Service Request Manager*
(*no pre-defined roles are required)

- Product Owner
- Scrum Master
- Development Team

Metrics

- Cycle Time
- Throughput
- Work In Progress

- Velocity
- Planned Capacity

Applying Kanban Across the Organization for Enterprise Agility

By nature, Kanban is an adaptive method that is applicable at all organizational layers. You can use connected Kanban boards to map the management of your portfolios and connect strategy to execution. With the help of the Portfolio Kanban concept, organizations can reap the benefits of Kanban's principles and practices across multiple management levels.

The Portfolio Kanban approach can be used in four different forms:

Team level Portfolio Kanban

Portfolio Kanban on the Project/Product level

Portfolio Kanban on the Program level

Portfolio Kanban on the Strategic level

What Are the Main Kanban Terms You Should Know?

At its core, Kanban is a work method that helps you optimize the flow of value through your value streams from ideation to customer. Although it looks like an easy way to improve your work processes, Kanban is more than visualizing your work. You need to pay attention to detail and get familiar with the basic Kanban terms and artifacts if you want to benefit from applying the method.

Here is a short Kanban glossary that will help you get started.

Kanban board: A Kanban board is one of the Kanban method's key components and is where you visualize all work items. It should be divided into a minimum of 3 columns - Requested, In Progress, Done, representing different process stages.

Kanban card: Kanban cards represent the different work items moving through a Kanban board. They contain important details about the tasks such as description, deadline, size, assignees, etc.

Columns: They split the Kanban board vertically, and each of them represents a different stage of the workflow. Each Kanban board has 3 default columns: Requested, In Progress, Done. Depending on the complexity of a work process, these three stages can be divided into many smaller sub-columns.

Swimlanes: Horizontal lanes that split a Kanban board into sections. Teams use them to visually separate different work types on the same board and organize homogenous tasks together.

Cycle Time: Cycle time begins at the moment when a new task enters the "in progress" stage of your workflow, and somebody is actually working on it.

Lead Time: Lead time starts at the moment a new task is being requested (it doesn't matter if somebody is actually working on it) and ends with its final departure from the system.

Throughput: The number of work items passing through (completed) a system or process over a certain period. The throughput is a key indicator showing how productive your team is over time.

Work in Progress (WIP): This is the amount of work you are currently working on and it is not finished yet.

WIP limits: Limiting work in progress means limiting the number of tasks your team can work on simultaneously to avoid overburdening and context switching.

Classes of Service: Set of policies that help Agile teams prioritize work items and projects.

Kanban Cadences: Cyclical meetings that drive evolutionary change and "fit for purpose" service delivery.

Kanban software: Refers to a digital system that allows the practical application of the Kanban practices and principles to be used by various teams and organizations of all sizes.

Kanban in a Nutshell

A Kanban system is more than sticky notes on the wall. The easiest way to understand Kanban is to embrace its philosophy and apply it to your daily work. If you read, understand, and resonate with its core principles, the practical transition would seem logical and even inevitable.

Visualizing workflow, setting WIP limits, managing flow, ensuring explicit policies, and continuously improving will take your process far beyond what you could think. Remember to organize regular feedback loops, and all these pieces together will reveal Kanban's real power.

In Summary

Trying to learn what is Kanban could be hard at first but now that you know what it is, you can make the most out of the main benefits of Kanban:

Physical and digital Kanban boards help you visualize your work

Kanban is easy to adopt and - just start with what you have

WIP limits empower you to become more efficient

The Kanban principles and practices offer an evolutionary path towards agility without disrupting the current processes

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What Is Kanban? Explained in 10 Minutes | Kanbanize

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Kanban is a popular Lean workflow management method for defining, managing, and improving services that deliver knowledge work. It helps you visualize work, maximize efficiency, and improve continuously. Work is represented on Kanban boards, allowing you to optimize work delivery across multiple teams and handle even the most complex projects in a single environment.

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Hilliard City Schools Introduction to Lean Six Sigma - Yellow Belt 6/22/21

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Y=F(X). This means that effects (Y) are a function of the inputs (X). If the inputs are bad or the function is not efficient or effective, the outputs cannot be good...

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A project charter is the first step in the Six Sigma methodology. It takes place in the Define step of DMAIC (Define, Measure, Analyze, Improve, Control), and the charter can make or break a successful project. It can make it by specifying necessary resources and boundaries that will in turn ensure success; it can break it by reducing team focus, effectiveness and motivation.

So what pieces are necessary and what are some tips people have learned over the years? Alright, let's get down to business. Here are the major project charter areas that are necessary. We'll start with an explanation of each, then at the end of the article you'll find a template that you can download, print and use today.

Necessary Project Charter Areas
Project Title
It may not be evident at project inception, but you are going to complete the project and over time this project will hopefully serve as a best practice for other people within your business. It i's important to name the project with a properly descriptive title that will allow others to quickly view and select your project based on the keywords and phrases. If you are increasing call center effectiveness, a possible title may be Call Center Cycle Time or Call Center Variation Reduction.
Black Belt/Green Belt
This is the person leading the process improvement project. It is important to identify the project leader so management knows who is leading the effort, and others can locate the leader for gathering further knowledge at a later date.
Mentor/Master Black Belt
It is important to identify a resource for the project leader to lean on if any project questions or issues arise (and they always do). Everyone needs a helping hand - a successful project ensures that when it's needed, the helping hand has already been identified.
Project Start Date
No project can maintain momentum indefinitely. This field is mainly for documentation purposes. It is the date the project or project leader formally started working on the project.
Anticipated Project End Date
The anticipated project end date will probably be set by the mentor, master black belt or quality leader. The duration of the project will provide the leader and team adequate time to complete the project, given business conditions, work-load, holiday schedules, and such. Many businesses set general guidelines around how long projects should take.
Cost of Poor Quality
It is sometimes easy, other times difficult, to quantify the cost of poor quality that is being produced by your process. If scrap is being produced - quantify it. If excess hours are being spent by employees performing manual and redundant activities - quantify it. If violations and fines are being levied (oh my, I hope not!) - quantify it. It just needs to give business leaders an order of magnitude guesstimate of your project savings. If you are going to save the business $6,000 over the next year, that may not be a project on which to focus an entire team.

Process Importance

Here's where we get to the meat of the matter. Every business operates by processes. So what is the process that you are improving and why is it important enough to spend time improving? For instance, if you want to improve the account opening process, you could identify how your process compares to competition, how it is the lifeline of your company, how the customer experience is suffering...you get the picture. Next we get to the exact problems.
Process Problem
Once we have a high level view of why the process is important to the business, we talk about how it is broken. For instance, there is no online data checking, customers can't instantly open accounts which leads to frustration, redundant processes lead to human error, no validation of customer typed information leads to mis-shipments of collateral, etc.
Process Start/Stop Points
We cannot solve world hunger or boil the ocean (if anyone knows of any other sayings, please send them to me for inclusion), so how do we make sure we are biting off something we can chew 100 times before swallowing? Bound the project with a start and stop point: From the time a customer calls until the time the complaint is handled and customer is informed of the decision. Then, when the inevitable issue arises confusing the group's mission, you can ask - 'Does that action/issue occur between our process stop and start points?' If the answer is no, table it and get the team focused on the task at hand.
Project Goals
What results do you anticipate from this project? Will cycle time be reduced 50 percent? Will defects be eliminated or at least reduced 90 percent? Will variable costs be identified and capped to a certain dollar figure per transaction? Set challenging but realistic goals.
Process Measurements
What are the measures that you'll use to determine effectiveness of the project. Will it be $/item or cycle time in days, or call queue time in seconds? Specify all you think may be necessary, but make sure that they are within the scope (process start/stop points) of your project.
Team Members
List the following roles and who will be filling the roles:
Sponsor
Project leader
Subject matter experts - it is sometimes a useful reference to list the subject matter in parentheses next to each name, especially if the team is cross functional and employees do not know each other.

Project Timeframe

We have already identified the project start and (estimated) stop points. What are the major milestones (e.g., presentations, phases of the Six Sigma methodology, etc.) between those dates? Mentors and MBBs are very helpful in creating this part of the charter because they've done projects and have an idea for how long each step requires.

Downloadable Template

The following project charter template is for immediate download and use. The Adobe Acrobat version allows you to print and input your specific project information.
Adobe Acrobat (.PDF)

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A project charter is the first step in the Six Sigma methodology. It takes place in the Define step of DMAIC (Define, Measure, Analyze, Improve, Control), and the charter can make or break a successful project. It can make it by specifying necessary resources and boundaries that will in turn ensure success; it can break it by reducing team focus, effectiveness and motivation.

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Main sources of waste in an organization...

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Main sources of waste in an organization...

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defect, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing

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A Goal Statement defines the desired outcomes of a process improvement effort.

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Learn What 5S is All About And Why It's So Much More Than A Housekeeping Initiative

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Normal Distribution refers to a statistical distribution characterized by a gentle bell-shaped curve.

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What does the symbol for sigma stand for?

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What does the symbol for sigma stand for?

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s (or sd) stands for standard deviation, a measure that quantifies the degree of variation or dispersion of a data set. Standard Deviation is a statistical value that shows the average level data values vary relative to the mean.  In Lean Six Sigma - the acceptable threshold of Sigma is 3.4 defects per million.

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What are the upper and lower control limits?

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What are the upper and lower control limits?

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In a statistical process control, consisting of a center line and statistically determined upper and lower control limits for what is considered to be satisfactory - specification limits for quality.  THE CUSTOMER determines what is acceptable and is the primary factor in determining the CONTROL LIMITS.  If the product is outside the control limits, it is unlikely that anyone will buy the service or product.

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PAST Innovation Project Charter Template.docx

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Each workstream is designed to focus on a key part of the implementation to allow the project to utilize the expertise from each of our institutions to achieve the project [...]

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Eagle Ridge Academy Project Charter Example

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KSI Project Charter Outline and Instructions.

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KSI Project Charter Outline and Instructions.

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Vocabulary Enrichment - Frayer Method (Completion)

Efficiency and Effectiveness Matrics - Imputs, Process, Outputs (Completion)

Lean Principles in Six Sigma Projects - Embold Video and Activity

Identifying Six Sigma Project (Completion)

Complete Discussion Questions