{"id":1771,"date":"2019-05-31T15:06:50","date_gmt":"2019-05-31T15:06:50","guid":{"rendered":"http:\/\/wiki.thomasandsofia.com\/?p=1771"},"modified":"2019-05-31T15:10:08","modified_gmt":"2019-05-31T15:10:08","slug":"six-sigma-transcripts-3","status":"publish","type":"post","link":"https:\/\/wiki.thomasandsofia.com\/?p=1771","title":{"rendered":"Six Sigma Transcripts 3"},"content":{"rendered":"
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Identify potential projects<\/h3>\n
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– At this point in the course you may be asking yourself, <\/span> “How do I identify potential projects for Six Sigma?” <\/span> What screening criteria should be used? <\/span> And given the company’s limited bandwidth, <\/span> “How do I prioritize the projects?” <\/span> Funny you should ask. <\/span> In this movie we’ll discuss how best to identify <\/span> potential projects for Six Sigma, <\/span> then we’ll talk about how to screen them, <\/span> and how to prioritize them for launch. <\/span> Here’s a handy checklist <\/span> for identifying potential Six Sigma projects. <\/span> Start with the company’s or departments annual goals. <\/span> Ask yourself, “What improvements are needed?” <\/span> How do you plan to achieve those improvements? <\/span> What Six Sigma projects would help you achieve those goals? <\/span> Identify performance gaps in key metrics, <\/span> key performance indicators or KPIs. <\/span> Do these performance gaps have to be closed? <\/span> Review performance reports on products, <\/span> services, and processes. <\/span> Identify the areas with performance shortfalls <\/span> they are potential targets for Six Sigma projects. <\/span> Review data on customer complaints, returns, <\/span> warranties, claims, and credits. <\/span> Areas with a high number of complaints, returns, <\/span> or credits indicate deficiencies. <\/span> These deficiencies are potential targets <\/span> for Six Sigma projects. <\/span> Audits provide a good source for potential projects. <\/span> Review reports from customer audits <\/span> or internal quality audits, any recurring findings <\/span> or areas with chronically poor performance <\/span> are potential targets. <\/span> Employee suggestions are another source <\/span> for identifying projects, <\/span> especially where the improvement ideas <\/span> are supported by data. <\/span> Now once you’ve identified potential projects <\/span> you have to screen them to see if Six Sigma is appropriate. <\/span> You can screen them using the following criteria. <\/span> The performance deficiency should be a recurring <\/span> or chronic issue, meaning it should not be a one-off <\/span> or one-time occurrence. <\/span> And the opportunity should be specific, <\/span> specific to a particular product, process, or service. <\/span> Don’t try to bar the ocean. <\/span> Next, it should be measurable. <\/span> You cannot improve what you cannot measure. <\/span> Then the improvement opportunity <\/span> should have a significant operational and financial impact. <\/span> Finally, there must be alignment. <\/span> Each project should help you achieve annual goals <\/span> and targets established by senior management. <\/span> Potential projects must pass <\/span> every one of these screening criteria. <\/span> Yes, every criteria, no exceptions. <\/span> Now, you’ll be great to select every project <\/span> that passed screening but there is limited bandwidth <\/span> due to limited time, and resources, <\/span> and other competing priorities. <\/span> Choices have to be made. <\/span> This is where senior management must step up <\/span> to prioritize and select the right projects to launch. <\/span> Why senior management? <\/span> That’s because they are in the best position <\/span> to see the entire forest not just the trees. <\/span> What may seem like a good project saving $50,000 <\/span> should not come ahead of another project <\/span> at the other end of the company <\/span> that can save over a million dollars. <\/span> You don’t want to suboptimize. <\/span> Put the company’s limited bandwidth <\/span> to the best possible use. <\/span> In addition to financial impact <\/span> the degree of urgency should also be considered <\/span> when prioritizing. <\/span> For example, is there a risk of a major product recall <\/span> or are we risking noncompliance <\/span> that results in a plant shutdown by the regulators? <\/span> Or what would happen if we don’t select this project? <\/span> Other considerations for prioritizing include: <\/span> the project’s impact on customers, <\/span> the degree of difficulty in executing the project, <\/span> and the level of change or cultural acceptance <\/span> by the organization. <\/span> Start using these checklists to identify, <\/span> screen, and prioritize projects for Six Sigma. <\/span><\/p>\n<\/div>\n

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Select the Six Sigma team<\/h3>\n
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– What is your favorite sport? <\/span> Football, basketball, soccer? <\/span> Let’s say there is a corporate Olympics <\/span> where companies send teams to compete <\/span> against other companies. <\/span> Who do you want in charge of organizing <\/span> and supporting each team? <\/span> Who do you want as team captains? <\/span> Who would you select to be players for each team? <\/span> These are the types of questions you need to ask <\/span> when it comes to selecting the champion, <\/span> the project leader, and team members <\/span> for Six Sigma projects. <\/span> Let’s start with the champion. <\/span> Think of the champion as the team owner. <\/span> Who do you want in charge of organizing <\/span> and supporting the project? <\/span> You want someone who is in charge, <\/span> someone in senior management who has an interest, <\/span> better yet, a stake in insuring the project’s success. <\/span> Why senior management? <\/span> Because the champion must be high enough in the <\/span> organization to have enough clout to authorize <\/span> the time and resources needed for the project, <\/span> and have enough influence to remove any roadblocks <\/span> to the project completion. <\/span> And to insure that a champion has an interest or stake <\/span> in that project, make sure you select someone whose <\/span> goals or targets for the year are one step closer to <\/span> achievement, if and when the project succeeds. <\/span> Now that’s motivation. <\/span> So, who select the champion? <\/span> It is the senior management team in charge. <\/span> If the project is within the factory or office location <\/span> you want a management team of that local facility. <\/span> If the project is across multiple locations within <\/span> a division or business unit, then the senior <\/span> management team in charge of that division or business unit. <\/span> In other words, who ever is in charge. <\/span> Project leader. <\/span> Think of project leader as team captain. <\/span> Who do you want to lead the team? <\/span> Who should be in charge of executing the project? <\/span> That’s the project leader. <\/span> You want someone who has the knowledge, and experience <\/span> in the processes being targeted by the project. <\/span> You also want someone who can lead a cross-functional team, <\/span> because processes and improvement opportunities cut <\/span> across the departments and functional boundaries. <\/span> Who should select the project leader? <\/span> The champion. <\/span> Team members. <\/span> Let’s go back to the corporate Olympics. <\/span> Who do you select to play for your team so that you can <\/span> win against other companies? <\/span> Do you ask for volunteers? <\/span> No! <\/span> You want to select the best players for that particular <\/span> sport to play for your team. <\/span> Similarly, you want to select the right people <\/span> for that project, and who should select the <\/span> team members, the champion, with the help <\/span> and knowledge of the project leader <\/span> should select the individuals with the experience <\/span> and expertise, who can best contribute to the <\/span> project’s success. <\/span> If they are not available, the champion will work <\/span> with their managers to reassign their current duties <\/span> to others so that they can be freed up to help <\/span> with the project. <\/span> In summary, the champion is the team owner. <\/span> Someone who has the management clout to make things <\/span> happen and remove roadblocks. <\/span> The project leader is a team captain in charge <\/span> of leading and executing the project. <\/span> Team members are the best players for that team. <\/span> The individuals who can best contribute to <\/span> project’s success. <\/span> You want the best players to play for your team. <\/span> The champion, the project leader and the team members <\/span> they are your Six Sigma Team. <\/span><\/p>\n

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Identify potential projects – At this point in the course you may be asking yourself, “How do I identify potential projects for Six Sigma?” What screening criteria should be used? And given the company’s limited bandwidth, “How do I prioritize the projects?” Funny you should ask. In this movie we’ll discuss how best to identify ..<\/p>\n

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