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Chapter 3

Chapter 3. Project Organization, Selection, and Definition. Six Sigma Project Teams. Champions - senior-level managers who promote and lead Six Sigma deployment Master Black Belts – Full-time Six Sigma experts Black Belts – Six Sigma technical analysts

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Chapter 3

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  1. Chapter 3 Project Organization, Selection, and Definition

  2. Six Sigma Project Teams • Champions - senior-level managers who promote and lead Six Sigma deployment • Master Black Belts – Full-time Six Sigma experts • Black Belts – Six Sigma technical analysts • Green Belts – Functional employees who work on projects on a part-time basis • Team Members – Individuals from functional areas who support specific projects

  3. People Skills • Technical skills • Soft skills • Shared vision • Behavioral skills

  4. Skills for Team Leaders • Conflict management and resolution • Team management • Leadership skills • Decision making • Communication • Negotiation • Cross-cultural training

  5. Skills for Team Members • Communication • Meetings • Shared decision making

  6. Team Dynamics • Team life cycle • Forming • Storming • Norming • Performing • Adjourning

  7. Ingredients for Successful Teams (1 of 2 ) • Clarity in team goals • Improvement plan • Clearly defined roles • Clear communication • Beneficial team behaviors

  8. Ingredients for Successful Teams (2 of 2) • Well-defined decision procedures • Balanced participation • Established ground rules • Awareness of group process • Use of scientific approach

  9. Problems and Opportunities for Six Sigma Projects • High costs • Excessive defects • Customer complaints • Low customer satisfaction

  10. Six Sigma Problem Types • Conformance problems • Unstructured performance problems • Efficiency problems • Product design problems • Process design problems

  11. The Cost of Quality (COQ) • COQ – the cost of avoiding poor quality, or incurred as a result of poor quality • Translates defects, errors, etc. into the “language of management” – $$$ • Provides a basis for identifying improvement opportunities and success of improvement programs

  12. Quality Cost Classification • Prevention • Appraisal • Internal failure • External failure

  13. COQ in Services In manufacturing, quality costs are primarily product-oriented; for services, however, they are generally labor-dependent, with labor often accounting for up to 75 percent of total costs.

  14. COQ Analysis Tools • Cost indexes • Pareto analysis • Sampling and work measurement • Activity-based costing

  15. Process Definition • Define the process: its start, end, and what it does using a high-level process map • Describe the process: key tasks and sequence, people, equipment, methods, materials • Describe the players: customers, suppliers, process operators • Define customer expectations: what the customer wants, when, and where • Determine what data are available or need be collected • Describe the perceived problems

  16. Project Definition • Formal mission statement (charter) that defines the project, its objectives, and deliverables. • High-level process map (SIPOC) • Customer requirements

  17. SIPOC Diagrams • SIPOC - Suppliers, Inputs, Process, Outputs, and Customers • Provides a broad view of a process and who is the process owner, how inputs are acquired, who the process serves, and how it adds value Process Suppliers Inputs Outputs Customers

  18. Identifying CTQs - Goods • Product characteristics • Performance • Features • Reliability • Conformance • Durability • Serviceability • Aesthetics

  19. Identifying CTQs - Services • Reliability • Assurance • Tangibles • Empathy • Responsiveness

  20. Project Review – Define (1 of 2) • The team has reached agreement on and has clearly defined the problem or opportunity to address • The project charter is developed and agreed upon • The team understands the strategic and financial impact of the project • The team agrees that the project can be completed successfully • A project plan and timeline have been developed to guide the entire Six Sigma project • The right mix of people are on the team

  21. Project Review – Define (2 of 2) • Key stakeholders outside of the team have been identified • All team members have consistent expectations • Team members have received any necessary “just-in-time” training • Appropriate resources – financial and human – have been committed to conduct the project • The voice of the customer and CTQs are fully understood and documented • The team has developed a high-level process map. • Key performance measures have been identified for measuring success of the project

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