Como você define e acompanha os fatores críticos de sucesso de um projeto DMAIC?

I always like to stress the importance of knowing the difference between the business' overall customer and YOUR role-specific primary customer when determining voice of the customer. For example, most of my work is in healthcare, so people often assume that their primary customer is the patient. All work in a hospital ultimately affects the patient, however, if billing and coding creates projects based on the patient rather than the accounting department (their true primary customer), they will ultimately struggle to achieve meaningful success even if the numbers improve. As a last note, once your true customer is determined, talk to them. You might be surprised how different what you assume to be their needs and their actual needs are!

Part 1: If you apply root cause analysis to project failures and try to design for project success by avoiding those failures (reverse Cause & Effect), you can ensure you have adequately eliminated the reasons for failures. In my opinion, for a successful project, if you meet your set objectives and produce your deliverables in a reasonable time (or as per set goals); realize the project gains and benefits; contribute to satisfied customers and team who feel proud of their efforts, who have learned something new, and have built on their experience; and have some means to control and monitor the continuous improvement after project completion. Therefore like any project the critical success factors are (to follow next):

Part 2: Method /Process: The process is well understood by the team and project leader knows what each phase consists of and the deliverables of each phase and ensure the team delivers on their responsibilities; can be monitored and controlled for continuous improvement during and after completion on all aspect of each phase as well as communication and integration into daily activities Whether the project is directly linked to strategic objectives or a very important customer goal or linked to some other business objectives will impact its support and hence the likelihood of success Other parts (continuation to this ) will be published at the end!

In addition to identifying key performance indicators, it is critical to make sure that right folks are responsible for the KPIs. I have found situations where a KPI is owned by an individual who has little control on the actions taken to achieve that KPI. The end result mirrors spinning your wheels and getting zero traction. Ensuring that KPIs are owned by the right stakeholders is an important step in defining success criteria.

The KPIs must be well polished to make sure that they are useful for the board directors. If someone requires deeper KPIs, I suggest preparing on the side in case if they are necessary. Keep it simple, not complicated

Remember to get agreement on how much time to spend on each step of the process. The Analyze step is especially prone to scope creep and creating frustration if the rest of the team is waiting to move forward.

So it looks like whoever started this article completely skipped over the measure phase. Not good, as it is one of the most important. Also you do not need a process Or product to apply the DMAIC methodology

Last but not least, create a robust change management plan to execute and sustain your improvements, ensuring that the stakeholders involved in the socialization efforts are among the people from whom you have collected VOCs in the Define stage.

Control and sustain the gains. This is where complacency creeps in. The fervor for initiatives die down and we tend to move on to the next challenge. Before we know it, we're backsliding and reverting back to previous states. Ensure that adequate and appropriate monitoring and response plans are in place, with accountable and responsible parties engaged.

Part 3: Measures: The project success is predefined and measured as well as the parameters and completeness of inputs and information into each phase. This could include the availability of information and resources, on-time availability of data or support, etc... As an example the successful project kick-off and how complete the input to this milestone is, can be a contributor to measure of success for the project. The other can be the leadership availability and sponsorship and involvement ( that can be assessed under people)

Part 4: Man/People: Experienced project leader (lean sigma expert) can play a role in the success of the project, as well as committed project team members who want to improve the process. Leadership visibility, involvement, and time spent on the project, etc... can be the other factor. Certainly trained project team to DMAIC approach and project mgmt. can do better than an untrained team! Milieu/Environment: The environment the project is done and how it is supported and how the team dynamics is and how well the team work together, and how much fun they have with the process owners, and stakeholders, could play

Part 5: Machine/tools/equipment/money: As an example, the use of funds and tools can be a success factor in terms of ease of project or to engage team members to support or change/improve the process in terms of team collaboration and team effort. The easier to adopt something new, the better its acceptance and/or its integration, and hence its success to sustain over time. This can apply to different phases of the project and in the control phase to monitor the process for any out of control situations/parameters, such as implementation of automatic dashboards.