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Lean Six Sigma is a powerful method for improving existing products, processes and
services. Six Sigma was developed by Motorola in 1987. Motorolas Six Sigma
yielded significant financial results and became popular with many other
companies, even though Six Sigma was practiced without the benefit of the define,
measure, analyze, improve and control (DMAIC) strategy, Black Belts (BBs), or a
defined project selection process.
In the mid-1990s, consultants introduced the method to Allied Signal and General
Electric (GE), tying improvement to bottom-line financial performance. GE and other
organizations refined the Six Sigma method and focused on identifying and
selecting key projects, as well as adapting operations-based Six Sigma to service
and transactional processes.
One way to improve the deployment of lean Six Sigma is to improve how lean Six
Sigma projects are identified and selected. The typical approach to lean Six Sigma
project identification and selection is heavy on selection techniques but light on
identification techniques. There are four prerequisites to a well-executed lean Six
Sigma project identification and selection process.
Prerequisite One: Understand The Strategic Plan
The first step in understanding how to identify and select lean Six Sigma projects is
to ensure you are completely familiar with your organizations strategic plan. A
typical strategic planning process will involve the following steps:
Setting high-level goals, targets, timeframes and owners based on the action
plans from the strategic plan.
Setting functional and departmental goals, targets, timeframes and owners
based on cascading the high-level goals to the local level.
Integrating the local goals into performance plans for individuals and teams.
Doing regular performance re-views for high-level and local goal
achievement.
Integrating performance to goals in the bonus structure for management.
After becoming familiar with the process, the Champion is expected to lead these
steps for the organization on a regular basis.
Funding.
Time.
Staffing.
Customer relations.
Project size and complexity.
Overall structure.
External factors.
Dependencies among projects.