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Selecting the Right Projects - Coggle Diagram
Selecting the Right Projects
Juggling Projects
Risk of impacting quality negatively, can put daily output at risk
Too many projects puts a strain on employees and other personnel
Organizations must maintain awareness of maximum project load
Enterprise-Level Selection
Create Unique Business Criteria
Will come in form of expenses, monetary gains, impact on customer satisfaction, and urgency.
Questions involving profits, improvements, savings, and costs must be asked.
Business criteria is used to filter out and refine project lists
Brainstorm & Describe
More minds allows for exchange of information and to identify areas for improvement
Listing possible projects will help distinguish actual problems from ones that are not
The 5 Whys brainstorming method is an excellent way to look at project possibilities
Data-Based Review
External sources include all of the VOC tools available
External and internal sources of information will provide questions that will demonstrate the performance of an organization
Internal information will include complaints, existing performance metrics, financial reports, and quality reports
Use Business Criteria for Prioritization
Teams will prioritize top projects for immediate attention.
Ranking projects from highest to lowest will help choose which is most effective.
Selection Matrix with defined criteria and numerical ranking system is best to prioritize projects.
Apply Basic Criteria
First, teams can remove items from the list where there is no real pain point, not much to improve.
Second, teams can remove issues that have very obvious problems and solutions, if a problem and solution is clearly defined, don't waste time searching for them.
Basic criteria will help prioritize appropriate projects that will work with Six Sigma Methodology
Project Selection at a Process Level
Prioritization is important, reflect what matters most to the organization
Six Sigma can be used at departmental level, with tools such as the Pareto chart and selections matrix to identify possibilities
Six Sigma thought processes should not be used to select appropriate projects, but rather, improvement processes
Project Viability Model
In case of redesign, the DMADV structure might be used
DMAIC structure may not always be best fit
15-point model used to check for viable DMAIC projects
Project Selection Criteria
Support from personnel: projects need employees from all levels and in the case of multiple projects, morale, quality, and workflow must be considered
Management: Six Sigma experts such as Black Belts are needed along with certified Project managers and the support from Green Belts as well
Funds: projects need financial support
Why Selecting the Right Project Matters
Appropriate projects ensure resources are used optimally
Poor project selection results in wasted resources, useless results, wasted investments, low ROI.
Six Sigma culture works best at an enterprise-wide level when leaders work with experts