Selecting the right improvement projects and developing a project pipeline is necessary to the success of the Six Sigma initiative. Projects that are too large can be unmanageable. Such an initiative stands a chance of failing.
The success of the Six Sigma project is not based on how good or bad the Green Belts and Black Belts have worked; it is highly dependent on the strong base of project sponsorship and project charter. Often Six Sigma is thought of as a quick fix solution for problems of the organization. However, the success of Six Sigma is dependent on its long term implementation.
Communication is an integral part of Six Sigma projects. It starts from the project charter and moves ahead with the project reviews, also called milestones or tollgate reviews. The project charter defines all major issues related to the project, right from the start to the planned ‘last date’, process problems, relevance of the processes, process goals, measurements and so on.
The DMAIC methodology for Six Sigma has been applied well to the manufacturing industry. Its utility as a process has been proved beyond doubt but a systematic approach to project selection is what needs more consideration. While cost and efficiency has to be managed well by the Six Sigma Black Belts, a systematic approach to DMAIC methodology can prove to be highly efficient.
The most important functions of a Six Sigma project team are those executed by the Six Sigma Champion, Black Belts and the Master Black Belts. They will get maximum recognition for their efforts. But other members of the team who play an important role are the process owners. They are responsible for the management of the processes in the organization.
Project Selection
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