Tag: Project Selection & Identification

Careful project selection is critical to the success of a Six Sigma initiative. The best selected projects are the ones with the greatest business impact, the least effort required and the highest probability of success. Good problem statements and objectives clearly communicate the scope, significance, and goals of a project. Primary and secondary metrics will […]

One of the common challenges for a company’s information technology (IT) department is how to prioritize IT projects that can deliver the greatest benefits to the business. A criteria-based matrix can be an effective tool in prioritizing the IT projects with just such results. The matrix is a vast improvement over allowing priorities to be […]

Many businesses have a process in place to assist with project management and implementation. One opportunity for improvement involves making reasonable estimates of how big a project is and how much it is going to cost. There are many different names for tools used with this process: business needs specification, requirements specification or, simply, business […]

The growth of the Six Sigma DMAIC continuous improvement process in the United States’ more service-oriented economy is not proceeding as fast as it did earlier in the country’s manufacturing industries. DMAIC is a well-proven process, but requires a systematic approach to project selection in transactional environments. When companies are squeezed on cost and drive […]

Projects are the core of every Six Sigma initiative. Identifying the right projects, having skilled people on board, and providing a proper environment for project execution determines whether the intended process and business results can be achieved and whether Six Sigma will be perceived as a powerful approach to contribute to business success. A relatively […]

Finding and selecting the right improvement projects and developing a valuable project pipeline are crucial to the success of any Six Sigma initiative, especially when the initiative is in its infancy. If “boil the ocean” projects are selected, Black Belts and Green Belts will lose their energy and the Six Sigma initiative may fade. However, […]

New London Hospital (NLH), a rural community hospital in New Hampshire, had been facing some long-standing challenges. In the radiology department, workflow and patient flow were not operating smoothly. Communication with the emergency department regarding patient preparedness was unclear, so patients often arrived unprepared and confused. Through a recent consulting engagement, the hospital received a […]

In an interview with iSixSigma, Cmdr. Stanley Dobbs shares his approach toward Lean Six Sigma project selection and execution, as well as insight into the Navy’s positive response to continuous process improvement.

Providing Six Sigma project leaders with appropriate project definitions is an underestimated challenge in managing Six Sigma initiatives. Project charters typically contain project scopes too broad or too high level, with weak or unclear problem and goal statements. This can cause newly trained project leaders to use their precious time trying to “boil the ocean.” […]

Because of information technology’s unique role as a support function in most organizations, process improvement means improving both the processes of its internal management system and the business it supports. As a matter of fact, for most organizations today information technology (IT) infrastructure and management is the backbone of all critical processes. Combine that with […]

Six Sigma is not for the feint of heart. It takes courage to attack chronic problems no one has been able to solve. It takes true grit to define and collect the data needed for new insights. And, it takes staying power to see solutions become the new way of working. Is every company ready […]

So many improvement options, so little time … and staff and money. How do you decide which processes need those limited resources first? Critical path analysis can help.

A business process improvement (BPI) effort is a systematic approach to help any organization optimize its underlying processes to achieve more efficient results. I use “effort” rather than “project” because I have found that using this terminology results in more motivation and less pushback on the part of Green Belts. After all, effort is truly […]

One of the most frequent questions asked by software groups new to Six Sigma is something like, “What types of problems should we address with Six Sigma?” While there is no one-size-fits-all answer to this sort of question, there are criteria that are universally applicable and provide a project selection framework that covers general top-level […]

Across all industries, there is one area of Six Sigma that can mean the difference between success and failure of deployment: project selection. Whether the method is used in manufacturing or service organizations, the future of a deployment is always influenced by the quality of project selection. Project selection typically starts with generating ideas. The […]

The effective deployment of Lean Six Sigma is done through projects, one by one. While there are a myriad of issues a deployment leader needs to consider – such as training, selection of Belts or even a system for tracking project progress – project definition and scoping remain perennial issues. An improvement project can be […]

Six Sigma project metrics are typically taught in detail during Black Belt and Green Belt training classes. But the inconsistent use of these metrics after training can lead to lost opportunities and rework after a project ends. Using project metrics consistently brings enormous clarity to the impact and benefit of a Six Sigma project and […]

Systems thinking studies how parts of a structure interrelate to form an overall system. For example, the human body is a system – and so too are healthcare organizations and the healthcare industry in general. By adopting a systems mindset that supersedes individual functions and departments, practitioners can complete strategic value analysis based on internal and […]

Project selection is one of the most critical and challenging activities faced by Six Sigma companies. Most organizations are able to identify a host of project opportunities, but the difficulty arises in sizing and packaging those opportunities to create meaningful projects. To be successful, the project selection process must be well defined and disciplined. One […]

Human resources is no different than any other aspect of a business in being able to deliver Six Sigma projects with significant financial benefits to the company. Projects are directed toward the internal customer by conducting human resources functions faster and more efficiently, or toward the external customer by contributing to the ongoing transformation of […]

Six Sigma’s step-by-step approach to problem solving has benefited greatly from the development of a common toolkit, project framework and terminology. That commonality, to a large extent, has made Six Sigma a business phenomenon transcending corporate and national boundaries. However, one broadly implemented element of Six Sigma project management that is often underestimated is the […]

As more organizations expand their efforts into multiple process improvement methodologies, choosing the methodology to solve a particular problem can be as difficult as solving the actual problem. While simply using a problem solving methodology significantly increases the success rate of a project, choosing the correct methodology optimizes the solution process to achieve the best […]

The question is simple: What type of projects should a Black Belt be conducting or considering? There are only so many hours in a day. And there is an abundance of demands, requirements and deadlines, coupled with ever-present and growing resource constraints. Black Belts are expected to complete projects that save money, as well as […]

Many of the attendees at a recent Lean Six Sigma conference were investigating how to start a Lean and Six Sigma program in their organization. Most were very excited about Lean and Six Sigma and how it could help them introduce process improvement and customer focus to their organizational cultures. Of course, some also were […]