Six Sigma Project
 
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Six Sigma Project

 

Six Sigma Project used for certification purposes must demonstrate application of a variety of the Six Sigma tools and have a sufficient return on investment (ROI). Six Sigma Project yields significant improvements in strategic business areas. Moreover, Six Sigma Project is where the work to achieve the gains is done.

 

When defining the process for identifying Six Sigma Project, research on current industry practices and methodologies for selecting projects was conducted.  Research results provided broad and subjective guidelines for Six Sigma Project selection. Because of the subjectivity and vagueness of the industry guidelines, the Supply Chain developed the Six Sigma Project Selection Criteria Matrix that provides an objective and concrete approach to selecting and rating Six Sigma projects. 

 

The Six Sigma Project Selection Criteria Matrix consists of five major criteria questions.  Each question has six responses with a survey rating of 0-5.  To maximize ease of use of the tool, all criteria were considered to have equal importance with no weighting factors applied.  The Six Sigma Project score is calculated by summing the ratings for each criterion.  The rating score is used to determine the relative strength of the Six Sigma Project.  All Six Sigma Project scores are then evaluated against each other to determine final selection and prioritization of Six Sigma Project. 

 

The main goal of the MEGA Six Sigma Project is to help make Six-sigma initiatives more scalable, easier to implement and less complicated.

 

Three Critical Factors Makes a Good Six Sigma Project:

    • Directly aligned with the Enterprise's Strategy
    • Clear "Line of Sight" to customer and stakeholder perceived value
    • Significant contribution to the "Bottom Line"

 

Aligned with Enterprise Strategy:

·         The Six Sigma Project must clearly contribute to achieving the Strategic Objectives of the organization

·         Projects may support an organization's function's Strategic Objectives that, in turn, support the achievement of the Enterprise's Strategic Objectives

 

Clear "Line of Sight" to Customer / Stakeholder perceived value:

  • Specific, quantifiable goals are established for the project that are perceived as high "Value Adding" by Customers / Stakeholders
  • For example: Projects that improve critical internal processes might reduce cycle times resulting in
    • Reduced costs that increase the bottom line or reduce prices to end users
    • Shorter delivery times that increase customer satisfaction
    • Greater product flexibility that produces significant product differentiation

 

Significant contribution to the "Bottom Line":

·         Ultimately, the project's benefits should result in significant benefits to the enterprise's "Bottom Line"

·         Three aspects of the benefits

o        Reducing the spending of real "Green Dollars"

o        Reallocating assets to higher value-added work

o        Positioning the enterprise to take advantage of future market opportunities


 

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Six Sigma Projects and initiatives


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