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Chapter 9:Selecting the Right Projects - Coggle Diagram
Chapter 9:Selecting the Right Projects
outlines the strategic methods used by leadership to identify and prioritize improvement efforts that align with business goals and financial targets
Project Capacity
Organizations must avoid overextending their resources by running too many simultaneous projects, which can negatively impact quality and daily output
Criteria for Launching:
Funding:
Projects must be prioritized based on available financial criteria
People Resources
Teams must ensure they don't burn out regular staff or rely too heavily on specific departments like IT or Compliance
Management Capacity
Every project requires a certified Black Belt or Project Manager to provide oversight and statistical guidance
Enterprise-Level Selection Process
This five-step procedure ensures that leadership picks projects that match organizational goals
Step 1: Data-Based Review
Evaluate the current state using internal sources (complaints, financials) and external sources
Step 2: Brainstorm and Describe
Create a list of potential projects using the 5 Whys to reach granular details
Pain Points: How the issue hurts customers or the business
Goal: What the improvement would accomplish
Urgency: Why the issue must be addressed now
Step 4: Unique Business Criteria
Evaluate specific factors like revenue impact, cost, and employee hours required
Step 3: Basic Criteria Filter
Remove projects that aren't appropriate for Six Sigma, such as those with obvious solutions that don't require the DMAIC process
Step 5: Prioritization
Use a Selection Matrix with a numerical ranking system (e.g., 1–10) to score projects based on their expected benefits
The 15-Point Project Viability Model
This model provides a weighted scoring system to determine if a project is a good fit for the DMAIC methodology
Sponsorship
Likelihood of high-level leadership backing
Data Availability
Ensuring data is accessible; without data, Six Sigma cannot be applie
Stability
Avoiding processes that are already slated for a complete overhaul or redesign
Timeline
Ideally, projects should be completed within 6 months
Solution Unknown
The project's purpose must be to find a solution that is not already defined
Viability Scoring
Score > 3.0: Viable DMAIC project
Score 2.0–3.0: Possibly viable; requires further validation
Score < 2.0: Not viable for DMAIC; may require DMADV for a full redesign
Process-Level Selection
While enterprise selection is handled by leadership councils, individual departments can also identify opportunities
Departmental Initiatives
Leaders who are Green Belts or Black Belts may run smaller projects that require little capital
Tools Used
Staff use Pareto Charts to find "vital few" issues and a Selection Matrix to prioritize their efforts