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Chapter 9: Selecting the Right Projects - Coggle Diagram
Chapter 9: Selecting the Right Projects
Managing the Proper Number of Projects
For Six Sigma to be as successful as possible, organizations need to manage project load.
Regular employees must provide resources for projects, and overworking them might interfere with day-to-day operations.
Requirements for Starting Six Sigma Initiatives
Companies should only start initiatives if they are able to:
Provide them with sufficient financial resources.
Effectively oversee them using Six Sigma executives who have received training (Black Belts, Green Belts, and Project Managers).
Provide them with human resources so that important staff members aren't overworked.
Process for Enterprise-Level Project Selection
Six Sigma projects are identified and prioritized by corporations using a standardized five-step process:
Data-Based Assessment of the Present Situation: Gather internal and external data.
List and Explain Possible Projects: Utilize data analysis insights to find areas for development, use the Five Whys technique to identify the underlying causes of problems, and for every possible project, provide a precise issue description.
Utilize Fundamental Standards to Reduce the List: Projects with no actual pain point (no major problem to tackle) should be dropped and possess clear answers that don't call for Six Sigma.
Establish Specific Business Requirements: Projects should be assessed according to their revenue effect, cost savings, urgency, and needs for resources.
Set Project List Priorities Using Business Criteria: Make a selection matrix that ranks projects according to important business factors, such as resource availability, expenses, possible income, and savings and every project should be given a number, and the initiatives with the highest ratings should be implemented first.
The Project Viability Model Overview
Assists teams in determining if a project is appropriate for the DMAIC technique of Six Sigma.
Reduces subjectivity by using a system of numerical scores.
15 Crucial Project Selection Criteria
Sponsorship: Project success is increased by high-level sponsorship.
Corporate Alignment: The objectives of the project and the business have to line up.
Data Availability: For Six Sigma analysis, there should be enough data available.
Defect Definition: Well-defined issues avoid scope creep.
Stability: There shouldn't be any significant changes to the procedure.
Impact on Customers: The initiative should enhance the perception of quality or customer happiness.
Benefits: The project should be justified by a strong cost-benefit ratio.
Timeline: Projects are intended to be finished in six months.
Solution Uncertainty: The project has to look for an unidentified solution rather than a simple repair.
Implementation Likelihood: The solution should be very likely to be put into practice.
Investment Requirements: Initiatives that need significant sums of money might not be as feasible.
Black and Green Belts should be accessible to execute Six Sigma projects.
Authority Over Inputs: The company ought to have authority over important process inputs.
Redesign Needed: Without a whole replacement, the procedure should be possible to be improved.
Impact on Quality: The project should preserve or raise overall quality.
Scoring Process
Setting the Criteria's Weight (1–5)
Project Scoring
Finding the Overall Score
How to Interpret the Score
Six Sigma Teams Prioritize Changes at the Process Level
Not intended to choose projects for the entire company.