Six Sigma Project Management
by Tony Jacowski
Employing Six Sigma for the business environment is for achieving well-defined
goals. The project selected for deploying Six Sigma is not self-sustaining and
can develop tendencies to get off target following even the slightest let up in
its management. The focus of the Six Sigma management committee is to steer the
project implementation to meet those stated goals within budget and time
constraints.
Six Sigma Project Management Stages
Project management in Six Sigma begins even before selecting a project. In the
run up to the implementation, the right kinds of people, who have proven track
records, are selected for Black Belt positions. Since Black Belts are the
pillars of managing six sigma, it essential that candidates have proven
qualities such as attention to detail, tendency toward problem solving and a
proclivity for dedicated work.
Organizational clearances, essential for project implementation, have to be
sorted out at this stage. Project selection that has a potential for a high
payoff cannot be missed out on any account. For example, because of lack of
funds or because of organizational stumbling blocks.
Defining Project Goals And ROI
Defining project goals and estimating pragmatic ROI is essential at this stage
to set the course for project implementation and for bringing it back to course
if an audit shows that deviations occurred during the implementation. This is
really important - if deviations are missed it will produce endless financial
and customer base losses to the company. Another key aspect is setting practical
ROI targets without getting carried away. The bar shouldn't be set too high and
certainly what has not evolved from the "Voice of the Customer".
Getting Down To Measurements
Measurements are the watchdogs of a project and demand total integrity. This is
the area where Master Black Belts and Champions need to concentrate completely.
Black Belts can encounter undesirable pressures for misrepresenting facts, which
would otherwise expose a few poor performances.
Another issue that needs to be tackled is of a more serious nature. The
consultant teams have their interests in keeping the project going on for as
long as possible. This fact may be seen in the fact that Black Belts employed at
the company do not measure up to the reputation of the consulting firm. From
this point of view, it becomes important to double check and get back to the
basics to negotiate the names of professionals who are going to be deployed.
Six Sigma Audit By Internal Committee
The internal audit committee must not the audit exercise lightly, as there is
much at stake. The audit committee, besides inspecting process records and
documented measurements, must place a lot of emphasis on interviewing the
internal customers. The interviews should focus on finding the status of efforts
at minimizing customer complaints. This is clearly an exercise of contrasting
the condition 'as is' against 'should be', which is the goal. The Champion will
then take over the matter for brainstorming with the Master Black Belts and
Black Belts. The agenda of the brainstorming session should not deviate from
discussing the findings of the audit committee.
About the Author: Tony
Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma
Online offers online
six sigma training
and certification classes for lean six sigma, black belts, green belts, and
yellow belts,
Source of this article:
www.goarticles.com
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