How do you use lean six sigma in project selection?

Does the project involve some form of statistical process control? If not, you may want to look at other candidates. Lean six sigma is most appropriate for numbers-based solutions.

A value stream map combined with Hoshin planning is the way to go. The Value stream map is excellent at exposing the strengths and weaknesses of a company, department, or process. Then you can use Hoshin principles to determine what your goals are for improvement and what path you're going to take to accomplish them. You will have a map and a compass.

I follow the following tips in the LSS projects by ensuring alignment with organizational goals/objectives and maximum impact on business outcomes. - Define clear project criteria. - Prioritize projects based on impact. - Conduct stakeholder analysis. - Apply (CBA) Cost-Benefit Analysis. - Use Lean tools like Value Stream Mapping. - Utilize Six Sigma techniques such as Process Capability Analysis. - Validate assumptions through data. - Select projects aligned with strategic objectives. Thanks.

Ao selecionar projetos, o primeiro passo é definir claramente seus objetivos, garantindo alinhamento com a visão, missão e estratégias da organização. Identifique os principais indicadores de desempenho (KPIs) que medirão o sucesso do projeto. Considere também as expectativas e requisitos dos clientes que definem sua proposta de valor. Avalie as lacunas e oportunidades nos processos atuais para identificar áreas críticas de melhoria. Esclarecer esses elementos ajuda a delinear o escopo da seleção de projetos e focar nas iniciativas mais impactantes para a organização.

Conectar com o planejamento estratégico corporativo é sempre a melhor alternativa para dar sentido ao projeto, visibilidade, patrocínio e prioridade executiva não só na condução mas principalmente no plano de gestão de mudanças. Vincular o objetivo do projeto com métricas tangíveis de resultados, selecionar pessoas chave com conhecimento técnico para execução do projeto e também que tenham conhecimento do tema a ser tratado são pontos fundamentais para uma boa seleção projetos a serem conduzidos no portfólio organizacional.

The selection of projects could be based on three criteria: - Project payoff to determine whether the project is worthwhile, - Project alignment with the overall corporate objective, and - Project scope to determine whether the project can be completed. Tips for Choosing a Project:  1. What are your most common customer complaints? 2. What are the non-value steps/processes, yet we still continue? Like Rework, queries, and complaints.  3. Select a process with a poor trend in quality, productivity, and cost. 4. Which processes have high variations? Conduct a cost-benefit analysis to determine the projected benefits of the project and the costs associated with its completion.

It would be a good idea to identify the type of project as well. Some types of projects are: Just Do It, Kaizen Events, Lean projects, Green Belt Projects, Black Belt Projects, and Master Black Belt projects. Knowing the kind of project will make it easier to know if you have the resources available for the project and approximately how long the project might take to complete.

To identify good potential LSS projects, a systemic view is needed, determining where its application is most necessary. Thus, the magnitude of the project is understood: "Is it something simple that can be easily resolved?" or "Is the problem more complex, requiring a more diverse team to tackle it?". Potential LSS projects can stem from internal or external feedback, from indicators not performing as they should, through benchmarking, process risk matrices, or especially from the Voice Of the Client (VOC), addressing their needs.

Identifying potential projects is a crucial stage in Lean Six Sigma project selection. This involves tapping into various sources for ideas: customer feedback, employee suggestions, industry benchmarking, process audits, and data analysis. Tools like brainstorming, affinity diagrams, fishbone diagrams, and SIPOC diagrams help generate and organize these ideas effectively. A Voice of the Customer (VOC) analysis is especially valuable as it directly translates customer needs and preferences into Critical to Quality (CTQ) characteristics for your project. This comprehensive approach ensures you don't just find projects, but those with the highest potential for aligning with your goals and delivering real customer value.

Lean Six Sigma is used in project selection by defining criteria, identifying improvement opportunities, prioritizing projects, and conducting cost-benefit analysis. Criteria such as strategic alignment and feasibility are established. Improvement opportunities are identified through data analysis and stakeholder feedback. Projects are prioritized using tools like the prioritization matrix. Cost-benefit analysis evaluates potential costs and benefits. By applying Lean Six Sigma principles, organizations can select projects that align with their goals and have the greatest potential for improvement.

Evaluating and prioritizing projects in Lean Six Sigma involves a systematic approach. Start by assessing each project’s potential impact on key business objectives and customer needs. Consider factors such as the expected improvement, financial benefits, and alignment with strategic goals. Also, evaluate the feasibility of each project, taking into account available resources, time constraints, and technical challenges. Prioritize projects that offer the highest value and are achievable with your resources. Tools like a Project Prioritization Matrix can be helpful in this process. Effective evaluation and prioritization ensure that your Lean Six Sigma efforts are focused on the most impactful and feasible projects.

In the Define phase of DMAIC, the Pareto Principle (80/20 rule) helps prioritize projects for process improvement. Here's how: List potential projects and estimate their impact on business goals (cost savings, efficiency, etc.). Create a Pareto chart with projects on the x-axis and impact value on the y-axis. Analyze the chart. A few projects (20%) will likely contribute to most of the benefit (80%). These are your "vital few." Focus the Define phase on thoroughly defining and analyzing these high-impact projects. This may involve data collection, process mapping, and identifying potential challenges.

Lean is easy to implement as it has a shorter learning curve when compared to six sigma and it is more visual and practical, on which employees can be taken from the current workforce. Enabling six sigma culture means to have the right people with the right skills in place, starting from Master Black Belt, Black Belts and lastly Green Belts. With six sigma, you need specialized skills which have a slightly longer and steep learning curve. An organization might have to bring in external consultants for training or have to hire atleast a Master Black Belt, to start the six sigma journey

From my experience, once you have completed goal defining and project identification (which I prefer doing through brainstorming activities, taking the teams through value stream maps and process maps), project prioritizing has a significant impact on achievement of defined goals. I prefer to use project prioritization matrix which considers different relevant criteria. the criteria will be weighted. Few of the “every day” points will be alignment to strategy, financial viability, resource requirement and foreseeable risk factors. Prefer to have team agreement on non-quantitative criteria elements, if it’s not possible then proceed with multi-voting and expert judgment.

Lean Six Sigma aids in project selection by focusing on identifying projects that align with strategic goals, have a clear problem statement /Business case, and offer significant improvement opportunities. Use tools like the Project Selection Matrix to evaluate potential projects based on criteria such as impact, feasibility, and resource availability. Prioritize projects with high potential for reducing waste, improving quality, and increasing efficiency. Data-driven decision-making ensures alignment with organizational objectives.

As duas primeiras etapas do DMAIC (definir e mensurar) são fundamentais para selecionar os projetos. A seleção deverá ser feita não apenas nos potenciais de ganhos futuros, mas também na facilidade de implantação. Muitas vezes, ganhos muito grandes acabam tendo como contrapartida altos investimentos ou uma mudança de cultura muito impactante, que deveria ser diluída a longo prazo.

The final stage involves selecting and launching your prioritized projects. Tools like project portfolio management (PPM) systems, project management offices (PMOs), or steering committees provide oversight and coordination. Develop detailed project plans, work breakdown structures (WBS), Gantt charts, and communication plans for seamless project execution. Then, the power of the Lean Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) cycle takes over to guide your project execution, ensuring control over processes and outcomes. Lean Six Sigma provides a robust framework for selecting and launching projects that deliver true value to your customers and organization.

Once you’ve evaluated and prioritized the projects, choose the one that aligns best with your organization’s goals and available resources. Create a Project Charter that outlines the project’s purpose, scope, goals, team members, and expected outcomes. Launch the project, ensuring effective communication, collaboration, and monitoring throughout the execution phase.

Based on my experience, several aspects should be considered during the selection of Lean Six Sigma Projects. 👀 Here are some examples: ❌ The project won't make a big difference to your organization; ✅Tip: connect the Project’s goals to the organization's business goals. ❌ The solution is already known; ✅Tip: Go for the Kaizen Event. ❌ The project is not focused. It has too broad a scope; ✅Tip: Be Specific. ❌ The project lacks clear and measurable goals; ✅Tip: Use SMART objectives. ❌ It is hard to see the link to customer needs. ✅Tip: Focus on VOC. #LeanSixSigma

Lean Six Sigma aims to drive continuous improvement by eliminating waste, enhancing quality, and increasing efficiency. By following these steps, you’ll select projects that deliver maximum value and contribute to your organization’s success. Keep up the great work in your pursuit of quality management

In project selection, Lean Six Sigma methodologies can be employed to improve decision-making processes by focusing on efficiency and eliminating waste. By using tools such as process mapping, value stream analysis, and data-driven decision-making, organizations can identify and prioritize projects that will have the most significant impact on their bottom line. Lean Six Sigma helps to ensure that resources are allocated effectively and that projects are aligned with strategic objectives.

Lean Six Sigma offers a structured, data-driven approach to project selection, ensuring initiatives align with organizational goals and deliver maximum impact. It begins by clearly defining your goals, aligning them with your organization's overall strategy, key performance indicators (KPIs), and customer needs. The next step is identifying potential projects, drawing from diverse sources like customer feedback, employee suggestions, benchmarking, and process data analysis. Tools like brainstorming and SIPOC diagrams aid in generating and organizing ideas. Lean Six Sigma's DMAIC (Define, Measure, Analyze, Improve, Control) cycle guides project execution.

El Lean Six Sigma es más que una metodología; es un motor de transformación empresarial. Al integrar principios de eficiencia, reducción de desperdicios y enfoque en la calidad, esta filosofía impulsa la mejora continua y la innovación. En un mercado competitivo y en constante cambio, adoptar Lean Six Sigma no es solo una opción, sino una necesidad para las organizaciones que buscan destacarse y prosperar.