Project Selection Training Materials OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 1 Copyright Open. Source. Six. Sigma. com
Course Contents Class Presentation Recognize Phase • 57 slide Power. Point Presentation • Opportunity Definition • Facilitator Guide • Problematic Areas • Facilitator Notes OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 2 Copyright Open. Source. Six. Sigma. com
Course Contents Problem Statement Creation Affinity Diagramming • Problem Statement Objectives • Step-by-Step Process • Examples – Good and Bad • Affinity Diagramming Outputs OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 3 Copyright Open. Source. Six. Sigma. com
Course Contents Define Phase Launch Phase • Steps for Defining a Project • Identify People Associated with • Champion Project Worksheet Projects • Objective Statement Creation • Obtain Approvals and Launch DMAIC • Development of Project List • Link to Corporate Strategies OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 4 Copyright Open. Source. Six. Sigma. com
Course Contents Templates • Problem Statement Template • Opportunity Analysis Matrix – Sample • Project List – Template • Project List – Sample • Champion Project Worksheet – Template • Champion Project Worksheet – Sample • Project List – Template • Project List ‐ Sample OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 5 Copyright Open. Source. Six. Sigma. com
A SMALL SNEAK PEAK… OSSS LSS Black Belt v 9. 0 - Control Phase Project Selection Process 6 Copyright Open. Source. Six. Sigma. com
The Project Roadmap Finding the solution of Y = f(X) Recognize Define Management Project Identification and Launch (support given from “Belt”). Management owns 80% of the responsibility here. Measure “Belt” Analyze “Belt” Improve “Belt” Control “Belt” Realize Project Selection Process Management Solution to the problem and a Final Report (support given from a Champion). Implement solution and maintain ongoing benefits (support given from “Belt”). Copyright Open. Source. Six. Sigma. com
The Six Sigma Project Finding the solution of Y = f(X) + e Practical Problem Generally a systemic or chronic problem which is impacting the success of a process or function. Six Sigma Project A well defined effort that states the problem in quantifiable terms with known expectations. Statistical Problem Data oriented problem that is addressed with facts and data analysis methods. Statistical Solution Data driven solution with known confidence/risk levels versus an “I think” solution. Control Plan A method of assuring the longterm sustainability of the fix to the problem. Practical Solution The solution is not complex, expensive or irrational and is readily implement-able. Results Tangible results measurable in metrics with quantifiable financial or strategic value. Project Selection Process Characteristics of a Project ØHas a financial impact to Earnings or a significant strategic value ØThe problem is not easily or quickly solvable using traditional methods ØIt is targeted to reduce the problem by >70% over existing performance levels Focus is to solve a business problem that is: ØAffecting the success of the organization ØAffecting costs ØAffecting employee satisfaction ØImpacting a Customer (external and/or internal) Copyright Open. Source. Six. Sigma. com
Project Difficulty Distribution Quantity of Problems Solving “Fruit on the Ground, ” “Logic & Intuition” Type Problems – Yellow and Green Belt. Solving “Process Optimization” “Complex Interaction” “Process Entitlement” Black and Master Black Belt Projects. Solving “World Hunger, ” “Boil the Ocean” Type Problems. Six Sigma Projects Too Easy Project Selection Process Difficulty and Cost of Problems Too Hard Are Usually Management or Market Caused Copyright Open. Source. Six. Sigma. com
Project Originators The Following People Typically Identify Potential Projects: • • Champions “Belts” Process Leaders Functional Managers/Process Owners Any Employee Can Suggest a Project and Should Be Encouraged To Do So……However, It Should Be Considered and Sponsored by One of the Above People Project Selection Process Copyright Open. Source. Six. Sigma. com
Common Mistakes in Defining Projects The most common mistakes in defining a potential project are: • Scope is too broad (solving world hunger or boiling the ocean). • Symptoms include: too many output Y’s, multiple goals, numerous Process Owners, multiple departments. • Solution: Divide problem into several projects. • Problem is too easy. • Problem solution is known. • It is a “just do it”; no problem analysis required. • Problem is a management or market issue – not a good “Belt” project. • Long term research or development project, not a problem to be solved with Six Sigma tools. Project Selection Process Copyright Open. Source. Six. Sigma. com
Importance of Selection Process Facts about Project Selection: • Project Recognition & Definition are critical activities to the success of any project and to the Six Sigma improvement effort. • Project Recognition & Definition are among the more important tasks a Champion performs. • “When I seek a project, it usually stinks. But when the projects find me, they’re usually very good projects. ” Six Sigma Black Belt International Truck & Engine Project Selection Process Copyright Open. Source. Six. Sigma. com
TM RECOGNIZE PHASE Recognize Finding Areas Needing Improvement “Writing the Business Case”
Opportunity Definition Step 1 Opportunity Definition Enabling Processes Core Processes Creating Logical Grouping Using Affinity Diagramming Finding Problematic Areas of the Business Structure of the Business Case As a company, our_____ performance for the Structure of the Business Case ______area is not meeting_____. Overall this is As a company, our_____performance for the causing______problems which are costing us a Structure of the Business Case ______area is not meeting_____. Overall this is much as$_______ per______. As a company, our_____ performance for the Structure of the Business Case causing______problems which are costing us a ______area is not meeting_____. Overall this is much as$_______ per______. As a company, our_____performance for the causing______problems which are costing us a Examples ______area is not meeting_____. Overall this is much as$_______ per______. 1. As a company, our accounts receivablesproblems which are causing______performance for the costing us a Examples finance invoicingarea is as$_______ the goal of 47 DSO not meetingper______. . much accounts receivablesperformance for the 1. As a company, our Overall. Examples this is causing cash flow and budgetproblems which finance invoicingarea is not meetingthe goal of 47 DSO. are costing As as much as ourper year. receivables $4 M accounts 1. us a company, performance for the Overall. Examples this is causingcash flow and budgetproblems which finance invoicingarea is not meetingthe goal of 47 DSO. are costing As as much as ourper year. receivablesperformance for the $4 M accounts 1. us a company, Overall this is causing cash flow and budgetproblems which finance invoicingarea is not meetingthe goal of 47 DSO. are costing us as much as $4 M per year. Overall this is causingcash flow and budgetproblems which are costing us as much as $4 M per year. Receivables As a company, our accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing Warranty As a company, our area. Overall cash flow and budget Cycle time accounts receivables performance for the As a company, our finance invoicing is not meeting the goal of 47 DSO this is causing area. Overall cash flow and budget Defects accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing As a company, our area accounts receivables performance for the . Overall finance invoicing is not meeting cash flow and budget the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M $4 M per year . As a company, our accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area. Overall cash flow and budget accounts receivables performance for the goal of 47 DSO year . As a company, our finance invoicing is not meeting this is causing per area. Overall cash flow and budget accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area accounts receivables performance for the . Overall finance invoicing is not meeting cash flow and budget the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M $4 M per year . As a company, our accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area. Overall cash flow and budget accounts receivables performance for the goal of 47 DSO this is causing year . As a company, our finance invoicing is not meeting per area. Overall cash flow and budget accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area accounts receivables performance for the . Overall finance invoicing is not meeting cash flow and budget the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M $4 M per year . As a company, our per year . accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area accounts receivables performance for the . Overall finance invoicing is not meeting cash flow and budget the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M $4 M per year . As a company, our accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing per year . As a company, our area year . accounts receivables performance for the . Overall finance invoicing is not meeting cash flow and budget per the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M per year . As a company, our per year . accounts receivables performance for the finance invoicing is not meeting the goal of 47 DSO this is causing area. Overall cash flow and budget problems which are costing us as much as $4 M Strategic Statement of Work per year . Business Opportunity Analysis Summary Financial Priority • Opportunity Identification • Issues and Problems Matrix • Scope • Statement of Work • Prioritized Business Improvement Plan Project Selection Process Business Case Owner Impact Sponsor As a company, our accounts receivables performance Improvement Plan for the finance invoicing area is not meeting the goal of 47 DSO. Overall this is causing cash flow and budget problems which are costing us as much as $4 M per Problem Statement Recruiting time for Production Planners is missing the goa of l 81% the time. The average time to fill a request is 155 days in the Human Resources employee recruitment process over the past 15 months. This is costing us $145, 000 per year of additional labor and rework costs. 1 Bob Smith $4 M Ellen West Mary Jones $2 M Bill Jones Ken Parks $900 K Kathy Shank Jill Williams year. $1. 5 M Earl Johnson As a company our product recall performance for the ice cream market area is not meeting the budget of 1. 5%. Overall this is causing logistics, materials and cost problems which are costing us as much as $2 M per 2 year. As a company our final process yield performance for the culture area is not meeting the targeted 88% yield. Objective Statement Reduce the overall personnel recruiting time from an average of 155 days to 75 days, with an upper limit of 110 days. This will meet the current maximum goal of 100 days greater than 95% of the time. The new goal which will be achieved by June 1, 2002, will support our Employer of Choice goal and achieve a savings of $145, 000. Overall this is causing Floor space, shipment and resource problems which are costing us as much as $900 K per year. 3 As a company our shipping logistics performance for the Smith’s market segment is not meeting the scheduling and cost requirements. Overall this is causing delivery issues and customer dissatisfaction problems which are costing us as much as $3 M in lost revenues and $1. 5 M 4 in expenses per year. Copyright Open. Source. Six. Sigma. com
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