CIP项目标准模板.pptVIP

Enter names and job titles of your project team members, who will help and work with you in your Black Belt project. The primary metric is the yardstick that will be used to measure your success. It must be: Consistent with the problem statement and objective Plotted on a time series graph with the following lines: - baseline performance (average over the past 12 months, if possible) - actual performance - objective Sample of a Primary Metric: In addition to the Primary Metric, you may need also a Secondary Metric. The Secondary Metric is the conscience that will “keep you honest” Tracks potential negative consequences More than one may be required - Describe the current financial impact of the problem, i.e. how much money is currently wasted because of the problem. This waste of money may be due to e.g. scrap, rework, repair, slow cycle time, bottlenecks, poor utilization of capacity, inventory costs, warranty costs, lost volume, lost sales, lost opportunities, etc. - If your project is more like a cost avoidance project, i.e. you try to prevent problems happening in coming products or processes, try to estimate the costs in case the problem is not solved but it goes to mass production and customers. - If it is absolutely impossible to estimate the financial impact of the problem, describe what other impacts/harms it causes to Nokia business, customer satisfaction, etc. - Present also how much money you are going to save when you solve the problem. E.g. if current costs due to the problem are 100.000 Euro, and your target is 50% improvement, your project may save 50.000 Euro - Use Euro (€) in your calculations as the main currency This slide, as some of the previous slides, was part of Review 1, but it is good to quickly introduce them in order that the audience understands what the project is all about, and the current status of the project. - Describe the response variable(s), Y(s), that you are going to measure - Describe the specification