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Chapter 9: Selecting the Rights Projects - Coggle Diagram
Chapter 9: Selecting the Rights Projects
Juggling the Right Amount of Projects
Only launch projects that they can:
fund: financial criteria
support with people resources: require work from all employees
manage: requires leadership; black belts manage multiple projects
too many projects = negatively impact quality; daily output at risk
Enterprise-Level Selection Process
5-step procedure to identify viable Six Sigma improvement projects:
Data-Based review of current state of the organization: internal and external information needed (metrics, reports) (Voice of the Customer)
Brainstorm and describe potential projects: what complaints from customer?, review surveys/ feedbacks
Apply some basic criteria to shorten the list: short descriptions of project; remove issues that have obvious solutions
Create unique business criteria: add expenses, monetary gains, impact on customer satisfaction, urgency
Use business criteria to prioritize project lists: create selection matrix with defined criteria and a numerical ranking system as to which see order or projects
The project viability Model: 15 point viability model
Sponsorship: teams have access to funds and resources
corporate alignment: align with goals of business
data: teams can access for project (no data = project not best choice)
definition of defect: specific problem
stability: no exceptions to redesign; don't want to spend money if changing project
customer: positive impact to customer satisfaction
benefits: strong benefit ratio
timeline: relatively short:6 months (long timelines = decrease chance to improve)
solution: find a solution not already known/obvious
implementation is likely: verified project to be implemented
required investment: large investment of cash
available in six sigma resources: black and green belts required for project
inputs can be controlled: need some inputs to be within control of team
redesign: process can be improved but not a complete redesign
process quality is improved/ maintained: improvement does not negatively impact the quality of service or product
DMAIC viability: <2.0= not viable for DMAIC, 2.0-3.0= possibility and should validate further, above 3.0= viable for DMAIC project