SIX SIGMA PROJECT MANAGEMENT

Six sigma project management is the is the art of delivering six sigma process improvement initiative using project management best practices.

Manufacturers and transactional organisations want to cut costs, shorten cycle times, and offer a broad product mix to improve profits and market share in a rising global economy. Consumers (those who pay for the final result) desire items or services that are less expensive, more readily available, and of a high enough quality to fulfil their needs.

Organisations have used some systems, such as Total Quality Management, Total Quality Control, and Six Sigma, to lead their efforts in developing new goods. They also use lowering product costs, increasing manufacturing or organisational skills, gaining new market share, and entering new markets. These systems rely on groups of people to identify the voice of the consumer (internal and external) while considering the organisation’s capabilities. They also need a steady stream of projects to increase income or lower costs.

Many essential ideas are adopted, even though not all organisations implement or preserve these systems in their original form. Some businesses have combined two or more systems. Integration of the Six Sigma technique with project management tools and processes is one system merging with a lot of promise.

Six Sigma is a process improvement methodology. DMAIC (Define, Measure, Analyse, Improve, Control) is a method for tackling business challenges that are structured and disciplined. Six Sigma is a set of techniques for identifying root causes for process flaws that prevent a company from supplying its customers with the consistent quality of products they need on time and at a reasonable cost. Cross-functional project management teams usually do the Six Sigma work. The technique, on the other hand, does not handle project management.

The tools and techniques used in project management focus on aspects of a project such as development, execution, control, and closure. For a successful conclusion, they use various tools throughout the process.

Six Sigma Project Management:Project Management and Six Sigma

A problem is first defined and quantified with Six Sigma’s DMAIC process;

then measurement data is collected to bind and clarify the issue;

using analytical tools to trace the case to the root cause;

identifying a root cause solution and implementing;

finally, the improved operations are subjected to ongoing control to prevent a recurrence.

Six Sigma is a collection of methodologies derived mainly from statistical data analysis and quality improvement.

Six Sigma uses a variety of tools, including design of experiments (DOE),

failure mode and effects analysis (FMEA),

cause-and-effect diagrams (aka fishbone diagrams, Ishikawa diagrams),

process flow diagrams, and gauge repeatability and reproducibility (R&R) studies.

While the Six Sigma technique is helpful in troubleshooting and enhancing existing processes utilising the DMAIC approach, there are several problems to be faced while adopting Six Sigma. If a corporation relies only on Six Sigma to manage its projects, the project process may become difficult to govern. An interview for a Master Black Belt from a company that only used the Six Sigma system for its projects. The company discovered that it did not finish most of its tasks according to the Six Sigma system’s guidelines. Some of the issues mentioned included a lack of managerial support, insufficient resources, and a failure to comprehend the voice of the customer (VOC).

The DMAIC approach focuses on controls for process improvements rather than project management process control. “Project management is the application of information, skills, tools, and techniques to project operations to achieve project requirements,” according to the Project Management Institute.

The Combination of the Two Methodologies

An organisation may establish a consistent, controllable, and predictable process troubleshooting system by integrating project management’s process control strength with Six Sigma’s troubleshooting strength. The development of a project life cycle might serve as a starting point for the integration. Using the Six Sigma technique to characterise the problem adds statistical knowledge, lowering the risk of making a mistake in assessing the issue as specified by the customer and scope papers. In addition, using Six Sigma methods will help decrease the bias that affects people’s perceptions of a problem.

Gage R&R, FMEA, and control plans are all Six Sigma tools that can be effective during the validation phase of the project management life cycle. Adding budgeting, scheduling, and resource management to project management will help control to make educated decisions as they progress from phase to phase throughout the life cycle. Project management and Six Sigma tools are used in this life cycle to plan, act, and check for a process improvement project. The table below shows an example of a project life cycle. DMAIC activities (in red) are given and controlled to project management phases by decision points at the bottom of each column in this life cycle. The design/testing and implementation phases of Six Sigma Improve and Control are separated.

Example Integration of Project Management System and Six Sigma System

Six Sigma Project Management-Phase I: Concept

Define

> VOC – statement of work

> Pareto diagrams

> Fishbone diagram

> FMEA

> Process flow

> Control plan

> Scope definition, objectives

> Assumptions

> Risk process

> Project deliverable checklist

Senior management approval to continue the project

Six Sigma Project Management-Phase II Requirements

Define

> Requirements writing

> Criteria for project completion

> Communication plan

> Responsibility assignment matrix

> Risk process

> Change management

> Lessons learned

> Weekly team meeting

Stakeholder approval to continue the project

Six Sigma Project Management-Phase III

Validation

Measure/Analyze

Improve/Control

> Cost estimating

> Work breakdown structure

– Cost budget

– Schedule

> Gage R&R

> Pareto analysis

> FMEA

> DOE

> Risk process

> Change management

> Earned value analysis

> Lessons learned

> Weekly team meeting

Project Sponsor approval to continue the project

Six Sigma Project Management-Phase IV

Implementation

Planning

Improve/Control

> Recommend solutions

> Recommend controls of solutions

> Design recommended solution

> Design controls

> Risk process

> Change management

> Earned value analysis

> Lessons learned

> Weekly team meeting

Stakeholder approval to continue the project

Six Sigma Project Management-Phase V

Implementation

Improve/Control

> Implement process improvements

> Project process monitoring with countermeasures

and controls

> Purchase capital

> Test solution

> Risk process

> Change management

> Earned value analysis

> Lessons learned

> Weekly team meeting

Project Sponsor approval to continue the project

Six Sigma Project Management-Phase VI

Post

Implementation

Control

> Measure for completion of objectives

> Repeat at 3 months then again at 6 months

> Controls review

> Close project

> Project book archive

> Risk process

> Change management

> Lessons learned

> Weekly team meeting

Project success or failure

Using Six Sigma tools across the project life cycle provides the project management system with troubleshooting tools and methodologies. In addition, project management adds controls to the problem by providing tools to monitor and track the project’s progress.

A low yield on a production line, a long time to market for a new mutual fund, or a high defect rate for a new software release are all examples of difficulties that could benefit from this integrated approach.

It uses a tool integration problem to demonstrate how to combine Six Sigma tools and project management. Assume a corporation has a website that receives a lot of user feedback about how difficult it is to navigate. As a result, this website is under-utilised. Six Sigma’s Pareto analysis, fishbone diagrams, and FMEA are all utilised to find the underlying cause of this problem. It is possible to generate suggested solutions and assess their costs. There is a provision of project management scope, charter, work breakdown structure, and the carried out of the project as planned. As a result of this integration, there is a comprehensive troubleshooting approach with project process management and control.

Conclusion: Project System Refinement

Project management systems will continue to enhance as firms look for methods to improve their techniques, decrease costs, and produce new products for profit. So it’s a natural fit for project management and Six Sigma to be combined. This integrated strategy will help you better outline ways to save costs, improve processes, accelerate implementation, and develop new products.

When Six Sigma methodology and project management are combined, it creates a framework to help transactional and manufacturing firms better identify obstacles and opportunities.JK Michaels Lean Six Sigma certification courses can assist you in gaining the valuable six sigma project management approach to improving organizational performance and service quality.International Six Sigma black,green and yellow belt details.

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