| Selecting the project becomes the necessary step | | | | after its completion has no value. Improvement in the |
| after identifying the need for process improvement in | | | | bottom line, maximization of customer satisfaction or |
| your business or, for that matter, your department. But | | | | reduced burden on employees will all be measurable |
| selecting a project is a series of complex | | | | and so will keep the team motivated throughout. |
| decision-making processes aided by a variety of tools. | | | | 5. Defining The Desired Outcome: This starts by |
| A wrong project selection for Six Sigma | | | | defining the defects first. This also helps keep checks |
| implementation means the project is not in line with | | | | on the project in terms of process capability. This is |
| your business. You will end up encountering the same | | | | one way of making the project measurable by |
| roadblocks and going in circles over and again. | | | | progress. |
| Steps Involved In Six Sigma Project Selection | | | | Brainstorming And Using A Questionnaire |
| The steps that need to be taken in selecting a project | | | | Brainstorming by the key personnel and functional |
| for Six Sigma vary as per your line of business and | | | | heads in your organization is a good idea. Although |
| the scale of the operation. However, the whole scope | | | | there is no hard and fast rule as to whether this should |
| of Six Sigma hinges on two key focal points, namely, | | | | precede or follow the internal and external (VOC) |
| 'total customer satisfaction' and 'increased return on | | | | survey, it critically examines the steps involved in the |
| investment.' The steps may be formulated, keeping this | | | | process of project selection. However, the |
| in view. | | | | questionnaire itself can contain questions, critical of the |
| 1. Put The Customer First: Customer satisfaction being | | | | prevalent scenario. You may include questions on |
| the first focal point, know the critical points to assure | | | | external and internal defects in addition to questions on |
| quality to drive the project (VOC). Each individual | | | | capacity and efficiency issues. Not the least important |
| customer has a different point of view about quality | | | | questions are the ones on less obvious cost drivers |
| and the summation of them can be the first point. | | | | such as wastage. |
| Make use of the Pareto Chart for prioritizing the | | | | Process Variation |
| issues. | | | | Take a bite at the variation in process too. Whether it |
| 2. Projects Must Be In Line With Your Business: List | | | | is possible to streamline the process variation and |
| the top three roadblocks faced by all the functional | | | | whether understanding the variation help you produce |
| heads in your organization. Ensure that the roadblocks | | | | better quality and defect free parts with less input |
| are directly concerned with the business. This exercise | | | | upon completion of the project? Where is the variation |
| prioritizes the elimination of such obstacles by | | | | originating from, suppliers end or internal? |
| everyone. | | | | Wastage can give a deathblow if they are not dealt |
| 3. A Good Project Must Be Manageable: A good, | | | | with properly. Materials, under-utilization of capacity and |
| realistic project can be actually completed within a | | | | unreasonable inventory fall into the wastage category. |
| reasonable time, say, 6 months. Prolonged projects risk | | | | The sole consideration must be the vision and the |
| loss of interest and start building frustrations within the | | | | dream to realize it. Care must be exercised to avoid |
| team and all the way around. The team also runs the | | | | wrong selection of the project which can only |
| risk of disintegrating. | | | | aggravate the situation and waste the resources of |
| 4. Every Result Must Be Measurable And Tangible: | | | | the organization. |
| Any project which can't be measured before and | | | | |