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. .)  Target for the project  Scope of the project  Financial benefits  Category: Green or Black belt  Time line  Team members. PPM. DPMO or other appropriate measure.

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 .

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.PROJECT TRACKING Each Six Sigma project must be tracked for progress versus the plan by all. .

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. .

.e.The Master Black Belt should review the progress  typically once a month or at each milestone. . i. 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.

Analysis of the process to develop relationship Y =f(X1.. Value stream mapping (VSM) to identify value – added and non – value – added activities 5.. The following are the different ways in which we can map a process: 1. X2. Supplier – Input – Process –Output – Customers (SIPOC) diagram 4. Flow chart of the process or work flow analysis 2. Any other specific approach that suits the process. …. Xn).PROCESS MAPPING Process Mapping is a crucial step in any Six Sigma project. . especially when DMAIC roadmap is being used. 3. We will call this a relational process map (RPM).

There can be more than one KPOVs. X2. 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 . KPIVs can be classified as either controllable © or uncontrollable(U). X3.…. …. X2. Xn are KPIVs. we first convert a real – life practical problem into a statistical one.Relational Process Map (RPM) In Six Sigma.. Xn) where YY is the KPOV and X1. This is like modeling process. The process response is usually called ‘Key Process Output Variable’ (KPOV). .

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 .

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