Steps Involved In Six Sigma Project Selection
Jubin Jacob Mathew
Steps Involved In Six Sigma Project Selection
The steps that need to be taken in selecting a project for Six Sigma vary as per your line of business and the scale of the operation. However, the whole scope of Six Sigma hinges on two key focal points, namely, ‘total customer satisfaction’ and ‘increased return on investment.’ The steps may be formulated, keeping this in view.
1. Put The Customer First: Customer
satisfaction being the first focal point, know the critical points to
assure quality to drive the project (VOC). Each individual customer has a
different point of view about quality and the summation of them can be
the first point. Make use of the Pareto Chart for prioritizing the
issues.
2. Projects Must Be In Line With Your Business: List
the top three roadblocks faced by all the functional heads in your
organization. Ensure that the roadblocks are directly concerned with the
business. This exercise prioritizes the elimination of such obstacles
by everyone.
3. A Good Project Must Be Manageable: A
good, realistic project can be actually completed within a reasonable
time, say, 6 months. Prolonged projects risk loss of interest and start
building frustrations within the team and all the way around. The team
also runs the risk of disintegrating.
4. Every Result Must Be Measurable And Tangible: Any
project which can’t be measured before and after its completion has no
value. Improvement in the bottom line, maximization of customer
satisfaction or reduced burden on employees will all be measurable and
so will keep the team motivated throughout.
5. Defining The Desired Outcome: This
starts by defining the defects first. This also helps keep checks on
the project in terms of process capability. This is one way of making
the project measurable by progress.
Brainstorming And Using A Questionnaire
Brainstorming by the key personnel and functional heads in your organization is a good idea. Although there is no hard and fast rule as to whether this should precede or follow the internal and external (VOC) survey, it critically examines the steps involved in the process of project selection. However, the questionnaire itself can contain questions, critical of the prevalent scenario. You may include questions on external and internal defects in addition to questions on capacity and efficiency issues. Not the least important questions are the ones on less obvious cost drivers such as wastage.
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