Six Sigma Black BeltProject Information

Prepared: July 20, 2004

Steering Committee

Identifies projects Identifies black belts Allocates resources Monitors progress Reviews effectiveness Establish

implementation strategy and policies

Steering Committee Expectations

Do you have a steering committee at your organization?

What is its expectations regarding six sigma?

Black Belt Responsibilities

After the project See that documentation is

completed and lessons captured

Monitor implementation if appropriate

See that control plan is handed off to Process Owner

“Contracting” Process

Establish mutual expectations between the project manager and the process owner.

Clarify roles and resources.

Identify the needs of the process owner.

Establish a follow up plan.

Customer/Client Requirements

Requirements are a want or need that is tied to expectations.

Satisfaction is a positive margin between what is expected and what is received.

Project manager is responsible for setting expectations.

Expectations must be converted to a measurable requirement.

Project Purpose

Why goals and project is important

Charter is vehicle for developing and communicating purpose

Written charter defines and clarifies the project.

Elements of a Charter

Problem Statement: Short description of the problem and why it should be worked.

Background: Summary of data collected during define stage.

Objective: Concise statement of project quantified goals.

Elements of a Charter

Output Measures: Presentation of metrics to be tracked for this project.

Boundaries: Clearly state the scope and limitations of the project.

Results: To be complete at the conclusion of the project.

Approvals:

Project Charter Includes

The business case The problem statement Project scope Goals statement Milestones Roles and responsibilities

of the project team

Project Charter Do’s

Make problem statement specific

Focus on observable symptoms

Use Charter to set direction, goals

Address project questions early

Project Charter Don’ts

Assign blame in problem statement

Set non-obtainable goals Make the charter wordy

Business Case

Given to the team by the Leadership Council

Gives a broad definition of the issue

Gives rationale why this project is a key business priority

Compelling reason to commit resources

Problem Statement

Concise statement of the problem

Under what circumstances does problem occur

Extent of problem Impact of problem Opportunity if problem is

eliminated

Project Scope

An important element in the charter

Sets boundaries on what’s included/excluded

Seek a balance Viewed as a contract to

avoid scope creep

Goal Statement

Specific Measurable Attainable Relevant Time bound

Milestones

Indicates when and where the team should be in the process

Set limits for other steps in DMAIIC process

Define Phase Do’s

o Give equal attention to Service and Output requirements

o Create clear goals and objectives

o Measurable requirements are essential to understanding your customers

Define Phase Don’ts

Fail to measure your performance against customer requirements

Close your mind to new information

Make new requirements your standard operating procedures (SOP)