PROJECT PRIORITIZATION MATRIX

To prioritize areas which will maximise benefits for the organization. Importance rating must be given by the senior management. Association scores are assigned by steering committee. Association scores can have values 0 for no relation, 1 for weak relation , 3 for moderate relation, and 9 for strong relation. Weighted score can be obtained by multiplying the importance and association scores and calculating the total for each project.

PROJECT CHARTER
A charter includes the following: Process where improvement is desired Current status of the project (This could be capability, PPM, DPMO or other appropriate measure.) Target for the project Scope of the project Financial benefits Category: Green or Black belt Time line Team members.

DOCUMENTING PROJECT SCOPE

Project Scope Project Scope

Castings from supplier

Rough Machine

Finish machine

Assemble

Final Inspection

Dispatch

Baseline Performance Six Sigma Projects , Breakthrough Improvements 50 to 70 % improvements

PROJECT TRACKING
Each Six Sigma project must be tracked for progress versus the plan by all. The belt should track the progress for a continuous monitoring with reference to plan for support from team members for support from other departments for support from sponsors for support from other functions to see whether he/she is able to spend enough time on the projects to see whether he/she is able to apply the tools.

The sponsor should review

typically once a week or fortnight for progress against the plan to see whether the belt needs any help or resources to verify whether the support from team members and other functions is adequate to verify whether financial benefits are realized.

The Master Black Belt should review the progress

typically once a month or at each milestone, i.e., D-M-A-I-C to see whether the targeted improvement is achieved or is being achieved and statistically validated to see whether appropriate tools are used to see whether tools are applied correctly to assess whether other tools may be more efficient or effective to see whether the sample size is adequate to see whether team members are involved to see whether sponsor reviews are taking place.

PROCESS MAPPING Process Mapping is a crucial step in any Six Sigma project, especially
when DMAIC roadmap is being used. The following are the different ways in which we can map a process: 1. Flow chart of the process or work flow analysis 2. Analysis of the process to develop relationship Y =f(X1, X2, .., Xn). We will

call this a relational process map (RPM). 3. Supplier Input Process Output Customers (SIPOC) diagram 4. Value stream mapping (VSM) to identify value added and non value added activities 5. Any other specific approach that suits the process.

Relational Process Map (RPM) In Six Sigma, we first convert a real life practical problem into a statistical one. This is like modeling process. The process response is usually called Key Process Output Variable (KPOV). Examples of KPOVs could be Yield of a Process Quality level such as customer acceptance Cycle time Productivity Health Index Customer Satisfaction Index Repair time Reliability Down Time Inventory turns Market share Model: Y = f (X1 , X2, X3,., Xn) where YY is the KPOV and X1, X2, . Xn are KPIVs. There can be more than one KPOVs. KPIVs can be classified as either controllable or uncontrollable(U).

Process Map for Painting Process

KPIVs(Xs) X1 Type of paint gun

C/U C

Process

KPOVs(Ys) Coating thickness T Y1

X2
X3 X4 X5 X6 X7 X8 X9 X10

Type of paint
Surface cleanliness Paint viscosity Distance of gun Time of painting Painter skill Drying oven temperature Drying time Ambient temperature

C
C C C C C C C U Painting

Gloss G
Adhession

Y2
Y3

Process Map for Rice Cooking KPIVs(Xs) X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 Cooking method Heating method Amount of water Atmospheric Temperature Atmospheric humidity Altitude C/U C C C U U U Rice Cooking Process KPOVs(Ys) Cooking time Taste Nutrition Value Y1 Y2 Y3

SIPOC Diagram
Inputs S U P P L I E R S Outputs C U S T O M E R S

PROCESS