Six Sigma Project Charter

Transcription

1 Six Sigma Project Charter Name of project: SATS Employee Orientation Green belt: Submitted by: Yvonne Smith Date submitted: 5/22/2012 I. Project Selection Process Item Yes No Comments Key business issue x Efficiency/Clarity Linked to a defined process x It will be Customers identified x Student Access, Transition and Success Programs (SATS)Staff Defects clearly defined x No current existing process This project was selected in order to improve the transition new staff make in the department. How can supervisors assist new staff in efficiently achieving competency in their role with a good comprehension of logistical and functional responsibilities. II. Project Description Project Title Date Charted Target Completion Date Actual Completion Date 5/22/ /1/2012 Project Leader Team Facilitator Team Champion Yvonne Smith Yvonne Smith Jared Tippets Estimated Cost Savings Actual Cost Savings Costs of implementing project Team members Will need the department head, associate director for transition, senior assistant director for assessment, and department administrative assistant and secretary to assist in validating and implementing the staff survey and actual orientation Problem Statement There is no current standard SATS Dept. employee orientation program. I wish to create a process that looks at the efficiency and depth of understanding of new employee logistical and functional tasks within the department. 1

2 Project Goal and Metrics Goal=Reduce the amount of time it takes a new employee to learn and understand the logistical and functional aspects of their job by developing a standardized orientation process for the SATS Department. Metrics=Descriptive statistics; Interviewing, surveys; Process Improvement for Attribute data. Describe the challenges and support required No current process exists to improve upon. Need support from department head and all staff to implement. Project Schedule Y= Efficiency in understanding SATS New Employee Orientation so that the time invested in the learning curve to get the employee up and running is acceptable to the department head. D1. Select the output characteristic. Date:5/22/2012 Criteria: Is there a measurable output? yes Is there a performance standard for the output? yes Does variation currently exist? yes Is there a process associated with the problem? no Is the solution unknown? no D2. Define the output performance standard. Date:5/22/2012 Study the current status of orientation by interviewing/survey; develop a checklist process and test new employees on this process within 2 months of start date. D3. Describe the process. Date:7/25/2012 Required tools: SIPOC, Detailed process map To develop a process, I will identify the inputs related to employee orientation, look at what was done in the past 2 years and use this information to generate process capability (find the gaps), prioritization to create accountability, standardization and responsibility in new employee training. SIPOC to help develop the inputs and outputs and all the players involved, Process Map-using a RACI Diagram (persons Responsible for doing the work, the person Accountable for the output, persons Consulted before and during, and persons Informed during and after). Interviewing veteran employees will help me 2

3 understand the process of who does or should do what when). Kaizen approach used in Lean Six Sigma. This would be evaluating the value stream, emphasizing logical methods for reducing waste (e.g. nonstandardization, uneven flow, poor scheduling, information translation, missing information, overburdening people,) for rapid and continuous improvement. M1. Validate the measuring system. Required tools: Gage R&R/Attribute Agreement Analysis Attribute Agreement Analysis-have all directors get a high degree of agreement on the items for the training checklist. This was completed via survey. Use at least 80% agreement across the board. M2. Establish current process capability for the output. Required tools: Process capability, Control chart P- Chart for baseline control chart: 40%: target at least 90% Attribute Process capability to look at the range of variation within the process, including common and special causes. M3. Determine project objectives. Using the Rule: Assuming what is currently used for training is bad, setting the goal at a 90% reduction in errors A1. Identify and list all potential causes (inputs). Required tools: Process map, Brainstorming, Fishbone diagram, Cause and effect Matrix, Potential X matrix Reference the applicable tools used. Attach records The inputs will be chosen using the Process Map (SIPOC), Fishbone diagram, and cause and effect matrix (see attached) A2. Screen potential causes. Required tools: See A1 Input reduction process included surveys (see attached) A3. Determine the f(x) key input variable(s) Required tools: One factor at a time experiment I will have a new process/standard not a tolerance level. There will be no variability in the X s 3

4 I-1. Establish operating tolerances for key inputs and output. The new process was selected by brainstorming a departmental need. It will be implemented by all supervisory staff and new hires. I-2. Re-evaluate the measuring system. Required tools: Gage R&R/Attribute Agreement Analysis Describe statistical results and any actions taken. Attach records. (Attribute Agreement Analysis) I-3. Establish final capability for key input(s) and the output. Required tools: Process capability, Control chart Describe statistical results and any actions taken. Attach records. Pilot study to ensure effectiveness of new process. C1. Implement process controls for the key inputs. Required tool: Four levels of control, error proofing Level 1-the control plans are written to summarize the process. There will be step by step directions to minimize variability. The process document will change as needed. An in-house audit will be used as a control measure to determine compliance and effectiveness. Follow-up to ensure effectiveness. The development of a control plan will be reviewed annually. Black Belts must utilize the following additional tools: FMEA, hypothesis testing, regression, design of experiments, and one lean tool of their choice. 4

5 Yes No First Day First 2 Wks 60 Days Never Director Supervisor Secretary AdminAsst Colleague Data Manager Business Off. Human Res. Self 1=low 2=Fair 3=Good 4=Very Good 5=Excellent Name: Start Date: New Employee Orientation Survey Did it Happen? When? Who Helped? Your level of Understanding in your first 60 days of work? Walked to Business Office for New Hire paperwork Had payroll processed and completed new hire paperwork Given a tour of the office and introduced to staff Taken to ID office to obtain employee ID card Taken to Parking Services to obtain parking pass & learn where to park Trained on how to operate the phone/mers Signed out office keys Reviewed job description, job expectations: hours, breaks, dress code Went over department Org Chart/roles Called I-Tap to get password to log in Trained on logging into computer and calendars, Outlook Set up Purdue with standard signature Reviewed vacation, PBDs, sick leave Reviewed housekeeping rules/kitchen rules Shown where office supplies are Attended HR Orientation Learned about Purdue history and mission Learned about Purdue's Organizational structure Learned about Purdue culture and traditions Was introduced to University standards of conduct Learned about computer protocol Heard info on campus safety:police, fire, emergencies Learned Purdue's alcohol/drug/smoking policies Benefits: medical/rx/vision/flex Benefits: retirement/life/voluntary benefits Went over department goals, strategic plan and directives Reviewed Succession Plan from Incumbent if available Took FERPA/GLBA certification tests Learned job functions/specialty/put together questions

6 Yes No First Day First 2 Wks 60 days Never Director Supervisor Secretary AdminAsst Colleague Data Manager Business Off. Human Res. Self 1=low 2=Fair 3=Good 4=Very Good 5=Excellent Participated in your own new employee get-together Did it Happen? When? Who Helped? Your level of Understanding? Page 2 Scheduled weekly one-on-ones (for at least 3 months) Discussed communication style with supervisor Learned how to use office equipment (copier,printer,fax, scanner..) Went through Share Drive,database, website Learned how to use Banner (Cognos, if required) Gave all SATS staff "Reviewer" permissions for your calendar Learned about forms (travel, reimbursement, etc.) Learned how to request leaves, report absences (One PurduePortal) Signed up Benefits via Reviewed the HR website/ Faculty and Staff Handbook Met with Supervisor to go over goals/objectives/evaluation Got on staff meeting invites and on list servs Learned department safety policies (fire,emergencies, etc.) Taught how to report tardies/absences Learn about Purdue services Met campus partners Understand other SATS programs Had a 90 days job progress review Studied Purdue acronym worksheet Became immersed in Purdue culture and traditions Took an Admissions campus tour