Does this operational improvement idea have a clear link with the business' strategic goals and does the management team agree?.Do you understand the strategic goals of the business and how the leadership team intend to leverage Lean Six Sigma or other related programmes in order to deliver these goals?.
Are there any higher value, more straightforward, or urgent problems, issues or potential projects you should concentrate on first before undertaking this piece of work?ĭoes this piece of work have a strategic link?.Are there any other benefits that may be less tangible or less easy to quantify financially and that need to be considered and documented?.Does the above monetary figure surpass any hurdle rate (payback value) that the organisation has mandated for Lean Six Sigma activities, or for that matter, the selection of business projects in general? If not, will the project work be supported?.If you succeed and close this gap what will be the gains? This is usually expressed as a monetary value, or possible savings, as well as enhancements to operational measures associated with the process.What is the gap you're looking to close or deficiency you're trying to remove between the current state process and where you want it to be?.
What are the potential benefits and opportunities of undertaking this proposed piece of work? The key DMAIC project considerations include benefits, strategic link (or business priority), scope, measures and the ability to introduce ongoing process control. By following this checklist, you'll ensure the key considerations of any potential DMAIC improvement project has been taken into account right from the start. Based on 15 years' experience, he recommends a number of useful questions and areas for discussion all Champions, Sponsors and Belts should consider. Initial project selection: Important questions and areas for discussionĪndrew Slaney is a Principal Consultant, as well as a coach and trainer in Business Improvement techniques and Lean Six Sigma at BSI.
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Building in a Project Identification Phase (or process) helps however to ensure all your efforts are concentrated on the business areas and organisational drivers that matter most.
Each project still needs to be further characterised and then formally documented through some form of Project Charter. It should be noted, however, that these early discussions focusing on robust project identification do not replace the Define Phase of DMAIC. In doing so, the ‘how’ and using DMAIC as the chosen route forward becomes apparent and sets in motion a fully supported project. To avoid this, Project Champions, Sponsors, Green or Black Belt Project Leaders and other major stakeholders need to thoroughly discuss the ‘what, where, who and when of each potential project as early as possible. This often results in ill-conceived projects that constantly undergo major re-scoping or redefinition – leading over time to the abandonment and disillusionment amongst participants. Whilst most argue it's simply good business sense to put a large focus on project selection, many organisations and stakeholders overlook the importance of this stage in their rush to get people trained and active. These factors are crucial to gain the necessary step changes in process performance. When you decide to embark on an organisational programme of continual improvement using Lean Six Sigma tools and methods, you need to take a number of factors into account. One major factor can significantly impact success at both the project level and by extrapolation in the programme as a whole – how well your Belt project was selected.
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