An integrated approach is needed to associate these areas or functional silos and achieve a customer impact encompassing these areas when functions start going out of scope.

By using high level of process mapping and utilizing FMEA, such projects with a larger scope can be handled to have greater impact.

Defining and Mapping Customer Impact

Take the example of an accounts department that undertook a project to understand the late collection of bills. In a study of the causes, it was found that one major factor affecting bill payment was the disparity of the service contract. What was being delivered was not according to the terms and conditions. However, this area of concern was out of the scope of the project.

In this case, would this problem area be left unsorted? The Champion in this scenario began to carry out mapping of the entire process - from sales quotation to delivery - covering various geographical locations as well. With this, the project was broken up into a much more manageable scope and assigned to Master Black Belts.

These Master Black Belts coordinated the improvement in their functional areas. The project leader then ensured that the project was being handled in parallel across all areas.

Once done, the customer impact on various processes mapped by the Master Black Belts was studied by everyone involved in the project. The next step was to define the areas that were causing rework between various functional groups.

FMEA for Customer Impact

In the above scenario, the contribution of all areas to the problem is not clear. The Master Black Belts were directed to build a process map and undertake interviews of the process owners to review the data. The quality leader then defined common metrics and measurement of the scope of impact.

By using severity ratings, the impact on customers of the sub-processes was studied. The cross-functional rework loops helped in identifying problems areas outside their processes. Using Master Pareto charts, the leader divided ownership of the problems among the functional areas.

Using the Master Pareto charts, Master FMEA and the master process map, the different projects needed to achieve the desired impact were identified.

The leader then assigned the projects to the Master Black Belts and defined the defect reduction themes and targets that would affect the overall process. The Master Black Belts then took these things to their functional areas and assigned projects to Black Belts and sponsors. The projects for improvement in the functional areas were undertaken and progress reported to the team leader.

To achieve customer impact, the company could come up with changes that would reverse the silo effect. With the larger picture of the entire transactional process in mind, the teams were able to bridge cross-functional boundaries and undertake changes with the full support and guidance of the quality leader.

Success was achieved by managing and standardizing process maps and risk assessments.