How do you define a feasible Lean Six Sigma project?

The starting point is “definition of success” Knowing what kpi / value driver is impacted and how much is aspiration is critical. If the impact is meaningful, prioritization takes care of itself!

A feasible Lean Six Sigma project: 1. Adds value to the customer. 2. Improves process efficiency. 3. Has available data for analysis. 4. Has a manageable scope. 5. Includes measurable metrics. 6. Encourages cross-functional collaboration. 7. Aligns with Lean and Six Sigma principles. 8. Secures leadership support. 9. Has a competent team. 10. Considers potential risks and rewards.

Totalmente de acuerdo, yo le sumaría un quinto elemento y es que la solución a lo que se quiere alcanzar no sea conocida. Si se tiene identificado cómo llegar a la meta probablemente se debería abordar por otra metodología, ej PMO, Agile u automatización.

A feasible Lean Six Sigma project involves clearly defining the problem or opportunity, linking it to organizational goals, selecting a manageable scope, identifying key stakeholders, quantifying the problem, selecting projects with data availability, assessing resource availability, considering time constraints, evaluating technical complexity, prioritizing based on impact, considering customer impact, and defining success criteria. Regularly revisiting and reassessing project feasibility ensures effective resource utilization and meaningful impact on the organization. This approach ensures the project's effectiveness and aligns with the organization's objectives.

Certainly, here's a shorter version: A feasible Lean Six Sigma project: 1. Adds value to the customer. 2. Improves process efficiency. 3. Has available data for analysis. 4. Has a manageable scope. 5. Includes measurable metrics. 6. Encourages cross-functional collaboration. 7. Aligns with Lean and Six Sigma principles. 8. Secures leadership support. 9. Has a competent team. 10. Considers potential risks and rewards.

From my experience, selecting a feasible Lean Six Sigma project involves four key steps: identify, evaluate, prioritize, and validate. First, identify potential projects by gathering ideas through brainstorming, customer feedback, and performance data. Next, evaluate each project using feasibility criteria, scoring them on a scale of 1 to 10. Prioritize based on scores, considering impact, urgency, and alignment with strategic goals. Finally, validate the selected project by confirming its scope, goals, benefits, and stakeholders with the sponsor, team, and customers. This structured approach ensures the project is well-defined and set up for success.

In my experience, defining a feasible Lean Six Sigma project starts with using the right tools to clearly communicate scope, goals, and deliverables. The project charter is essential, as it outlines the purpose, scope, benefits, roles, and timeline, ensuring alignment across the team. The SIPOC diagram is another valuable tool, visually mapping suppliers, inputs, processes, outputs, and customers to maintain focus. Additionally, the CTQ tree helps connect customer needs to critical-to-quality aspects, ensuring the project stays aligned with expectations. These tools ensure clarity and alignment from the start, making the project more feasible.

A feasible Lean Six Sigma project is defined by several key characteristics: 1. Clear Problem Statement: Specific and well-defined issue. 2. Quantifiable Objectives: Measurable and achievable goals. 3. Impact on Business: Significant benefits aligned with organizational goals. 4. Scope and Resources: Manageable within available time, budget, and resources. 5. Stakeholder Support: Commitment from key stakeholders. 6. Data Availability: Access to necessary data for analysis and validation. 7. Team Capability: Skilled and knowledgeable project team. 8. Risk Assessment: Identified risks with mitigation strategies in place.