Champion / Project Sponsor - Six Sigma TV · workable Six Sigma project ... 6 HR AbAbAbccc $297,000...

Champion / Project Sponsor

Overview

SixSigmaTV.Net

SixSigmaTV.Net 2 Champion / Project Sponsor Overview

Your Role as a Champion / Project Sponsor

• Identify, prioritize, and define projects that directly impact

organizational strategic objectives and/or negative customer

issues

• Articulate vision of project goals

• Assign Belts and team members

• Kick-off initial meeting and perform phase gate reviews

• Eliminate roadblocks for the project team

• Validate and sustain improvements and cost benefits


Project owner

Validate solutions

Sustain Benefits

Full time

Train, coach, mentor Belts

Manage strategic enterprise projects

Project selection team member

Statistical problem solving experts

Devote 50% - 100% of time to Six Sigma activities

Facilitate and practice problem solving

Train and coach Green Belts and project teams

Part-time

Apply facilitation skills and

Work Out process to resolve

local issues

All employees

Understand vision

Apply concepts

Be team members

Part-time Six Sigma activities

Apply facilitation skills and

tools to process improvement

opportunities Master Black

Belts Certified Black Belts

Certified

Green Belts

Certified

Work Out

Facilitators

Champions

Executives

Team Roles

Organizational Roles and Responsibilities

Own vision, direction, integration

& results of Six Sigma program

Lead organizational change


Project Identification

5-Step Process to Identify Significant Project Opportunities

1 Identify Value

Levers

2 Identify

Project

Opportunities

3 Screen

initial list of

opportunities 4 Scope and Define

Projects

5 Prioritize

List of

Defined

Projects

SixSigmaTV.Net


Evaluate projects using Evaluation Criteria

Update Benefit- Effort Matrix

Review plotted results

Prioritize projects

Schedule project launches based on resource availability

Prioritize List of Defined Projects

5

Identify value levers in the business

•Strategic

•Financial

•Customer

•Process

Prioritize value levers

Identify Value Levers 1

Translate Value Levers into Opportunity Areas

Translate Opportunity Areas into Project Ideas

Assess primary and secondary impacts

Identify Project Opportunities

2

Score each project as High/Med Low for Benefit and Effort

Fill in Benefit/Effort Matrix

Review plotted results

Select highest priority opportunities for further analysis

Screen Initial List of Opportunities

3

Assign opportunities to project sponsors for project definition

Complete Draft Project Charters

Scope and Define Projects

4


Example: Project Tree/Y-y-x Flowdown

Reduce cost

to service

customers

accounts

The big Y –

Output/Strategic

Focus Area/Value

Driver

Little y’s

Develop quality system to prevent defects

from data entry

Design/refine data interface to reduce or eliminate

the need to manually input data

Project Ideas (x’s)

Too broad: use Six

Sigma tools to further

refine and prioritize

Objectives that can be

addressed by Six

Sigma project(s)

Process Owner 1

Reduce Data input on

accounts errors to <1%

Process Owner 2

Provide “self-service”

mechanisms for

customers to manage

own accounts

Process Owner 3

Automate account

management “back

office” operations

Deploy self-service interface for highest volume

account transactions

Expand existing self-service opportunities for

customer accounts

Acquire automated system to manage

customer accounts

Develop process for handling customer

accounts through automated system

This is a

workable Six

Sigma project

idea.


Hig

h

Effort to Implement

B

en

efi

t

High Low

Lo

w

Me

d

Med

Benefit Variables:

• Revenue Growth

• Cost Reduction

• Customer CTCs

• Fit with Strategic initiatives

Effort Variables:

• Personnel Needs

• Length of Project

• Capital Cost

• Risk of Project

High Benefit and Low EFFORT Projects in upper left quadrant are the most desirable projects. Potentially Desirable Projects Projects in the upper right quadrant are potentially desirable, but usually require more analysis to ensure good decision making. “Tie breaking” variables such as strategic fit, resource types available and project type Low Benefit and High EFFORT Projects in the lower right quadrant are the least desirable. Less Desirable Projects Projects in the lower left quadrant are generally less desirable for applying an OpExpert considering the smaller scope they encompass; this quadrant often provides quick hit opportunities.

Initial Prioritization

Least Desirable Projects

Highly Desirable Projects

Potentially Desirable Projects

Less / Not Desirable Projects


Relative Benefit-Effort: First Pass Estimate

Project Description Benefit Effort

1 Employee Benefits H M

2 New employee on-boarding process M M

3 Hardware asset management process H L

4 Corporate trainig H H

5 Document filing and storage L L

6 Advertising development efficiencey L H

7

8

9

10

• Potential projects need to be organized and listed

• Estimate benefits as High, Medium, Low

• Estimate effort (project duration and resources required) as High, Medium, Low


Plot Potential Projects On Benefit- Effort Matrix

Highly Desirable Opportunities

Potentially Desirable Projects

Least Desirable Opportunities

Potential Quick Hits

Higher priority projects are taken to the next phase (project definition)


BENEFIT AND EFFORT (B&E) FILTER Business:

AN

NU

AL

$$

B

EN

EF

IT

(FU

LL

IMP

LE

ME

NT

AT

ION

)

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GIC

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OM

LIN

E I

MP

AC

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Cu

sto

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r Im

pa

ct

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mp

rov

em

en

t

En

ab

ler

req

uir

em

en

ts

Tim

e e

sti

ma

te

CA

PIT

AL

CO

ST

S

RIS

K (

BE

NE

FIT

OR

SC

HE

DU

LE

SL

IP)

BE

NE

FIT

SC

OR

E

EF

FO

RT

SC

OR

E

BE

NE

FIT

/

EF

FO

RT

Op

Exp

ert

?

Pro

ject

As

sig

ne

d

# Biz PROJECT NAME 5 8 8 10 7 7 10 4 (B) (E) (B / E) OpEx PA

1 Ops efg $1,000,000 3 6 3 6 3 6 3 3 147 105 1.40 B

2 Ops abc $125,000 1 1 3 1 3 3 3 1 47 76 0.62 B

3 Ops klm $250,000 3 1 3 6 6 3 1 3 107 85 1.26 B

4 Ops hij $50,000 6 0 3 3 3 1 0 3 84 40 2.10 no

5 IT XyXyXy $3,765,000 3 6 1 6 3 1 1 6 131 62 2.11 B

6 HR AbAbAbccc $297,000 6 1 3 3 1 3 1 3 92 50 1.84 B

7 Fin $$$$!!$$$ $1,475,000 3 3 1 3 3 3 1 6 77 76 1.01 B

8 0 0 0.00 no

9 0 0 0.00 no

10 0 0 0.00 no

11 0 0 0.00 no

BENEFIT CRITERIA EFFORT CRITERIA CALCULATIONS


Benefit / Effort

variable Weights are

pre-set

Step 1 – Enter

project names here

from preceding

activities

Step 3 – For each

project, a weighted

benefit/effort is calculated

Step 2 – For each project,

score the benefit/effort

variables (0=NA, 1, 3, 6, )



0

20

40

60

80

100

120

140

160

180

0 20 40 60 80 100 120 140Effort

Ben

efi

t

Good benefit-

effort ratio


Six Sigma Project Launch Plan

• Includes the following elements: – Business Impact

– Baseline Metrics (CPk, DPMO, Sigma Level, RTY)

– Opportunity or Problem Statement

– Goal Statement

– Project Scope

– Project Plan

– Team Selection

• It does NOT solve the problem

• Forms the basis for the Project Charter


Sanity Check

• Once all projects are plotted, discuss the options

• Factors to consider:

– Balance: Keep a good balance between Six Sigma and Work Outs /

Kaizen projects to build and maintain momentum

– Definition: Well-defined projects may have a higher priority than

less-defined projects

– Dependencies: Project sequence based on dependencies

– Fit: Does the project idea support the strategic focus areas and

critical to customer requirements (CTCs)?

– Replication: Can the project solution be copied or replicated in

similar processes in other areas of the business?



Contact Us

• SixSigmaTV.Net

• [email protected] (Send Data or Questions)

• PartnerwithSixSigmaTV.Net (Create Alliance With Us)

• [email protected] (Inquire About Training From Us)

• [email protected] (What Would You Like to See)

• [email protected] (Master Black Belt)

• [email protected] (Master Black Belt)

Champion / Project Sponsor - Six Sigma TV · workable Six Sigma project ... 6 HR AbAbAbccc $297,000...

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