Tool Progress Report


Establishes a graphical timeline for Quality Companion tools and shows the following:
  • Relationship between the various tools (sequential or simultaneous)
  • Planned start and completion dates
  • Percent of a tool that is complete
  • Milestones (labels and dates)
Answers the questions:
  • What tools should you use?
  • In what order should you use the tools?
  • How long should the tools take?
  • How long did the tools take?
  • What is the (time) status of the project?
When to Use Purpose
Throughout the project To maintain management oversight on project progress and to identify bottlenecks that may delay the project.
Throughout the project To list the tools that have been or will be used in the project, the order in which they are used, timeframes, and responsibilities.
On subsections of a project Individual tool progress reports may be used for any multiple step project; for example, identifying, designing, obtaining, and installing a new gage system to replace one that failed gage R&R.


List of tools required to complete a project (or a defined subset of a project) including:
  • Start date (planned or actual)
  • Completion or due date (planned or actual)
  • Progress (% complete)
  • Assigned to
  • Notes


  1. Identify and list each tool sequentially.
  2. For each tool, establish a planned start date and due date.
  3. Enter any milestones such as planned “Design review” or “Run-off at vendor.”
  4. As the project progresses, enter the % complete of the tools that have been started. Enter % as a number (20) or as a % (20%).
  5. As the project progresses, enter any newly identified milestones.
  6. Add information for any specific tool by using the “Footnote” column to reference a footnote in the bottom section of the report.


  • Caution: A famous Six Sigma saying is “You don’t know what you don’t know.” It is usually not recommended to try to plan out all of the tools that will be used in a project at the start of the project, as conclusions reached at any stage of the project can result in dramatic changes in direction. For example, you may have thought at the start of a project that the process needed to be targeted better, but after the baseline analysis of the current process you find that reducing variability is much more important than targeting the process. Targeting and variability require different sets of tools.
  • Because changing your outlook can have a high impact on tool usage, it is suggested that you don't add tools to the Tool Progress Report until they are actually assigned to a team member. This should reduce the need for removing tools that were planned at some point but dropped at a later time.
  • The Tool Progress Report should be thought of as a living document that will need to be updated regularly throughout the course of the project. It is a communication tool to convey to the team how much progress is being made in performing critical project activities. As such, the information should be kept as current as possible.
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