Choosing Six Sigma Projects: A Challenge
Six Sigma projects generally addresses to more complex problems, for which no solutions are known.
Initially, when creating the methodology, the vast majority of projects started from VOC (Voice of Customer) and lately, especially in times of crisis, such as the one in 2009, the VOB (Voice of Business) approach was also observed - in fact a reduction in costs.
Many projects are chosen from KPI (Key Process Indicators) to be improved.
These could be: defect rate, preparation time, equipment efficiency, stock level, employee satisfaction, recruitment time, reduction of removal coefficients, etc.
For VOC, for example, it could address increasing customer satisfaction, reducing delivery times or reducing complaints.
Projects can be selected based on data from the organization. The Pugh diagram can be used as a method, which, based on criteria, evaluates and then prioritizes potential topics.
Opportunities for improvement do not cease to appear, so that, not infrequently, it is very difficult to make an optimal choice.
Should we choose to increase productivity or decrease the number of accidental stops? Would the number be correct or the duration of the stops? Or maybe it would be better to increase efficiency!
The answer to these questions could be chosen using three criteria:
Initially, when creating the methodology, the vast majority of projects started from VOC (Voice of Customer) and lately, especially in times of crisis, such as the one in 2009, the VOB (Voice of Business) approach was also observed - in fact a reduction in costs.
Many projects are chosen from KPI (Key Process Indicators) to be improved.
These could be: defect rate, preparation time, equipment efficiency, stock level, employee satisfaction, recruitment time, reduction of removal coefficients, etc.
For VOC, for example, it could address increasing customer satisfaction, reducing delivery times or reducing complaints.
Projects can be selected based on data from the organization. The Pugh diagram can be used as a method, which, based on criteria, evaluates and then prioritizes potential topics.
Opportunities for improvement do not cease to appear, so that, not infrequently, it is very difficult to make an optimal choice.
Should we choose to increase productivity or decrease the number of accidental stops? Would the number be correct or the duration of the stops? Or maybe it would be better to increase efficiency!
The answer to these questions could be chosen using three criteria:
- Impact: Benefits realized by projects;
- Effort: Time and staff allocated and affected, expenses, space (rooms);
- Risk: Resistance level encountered, other associated technical or management risks, etc.
