How do you set goals and scope for a Lean Six Sigma project?

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Lean Six Sigma is a powerful methodology for improving quality, efficiency, and customer satisfaction in any organization. But to achieve these benefits, you need to set clear and realistic goals and scope for your project. How do you do that? In this article, we will show you how to use the DMAIC framework to define, measure, analyze, improve, and control your project and deliver value to your stakeholders.

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1 Define the problem and the goal

The first step in any Lean Six Sigma project is to define the problem you want to solve and the goal you want to achieve. This is where you identify the voice of the customer (VOC), the voice of the business (VOB), and the voice of the process (VOP). You also need to establish the project charter, which is a document that outlines the scope, objectives, deliverables, timeline, roles, and resources of your project. The project charter should be aligned with the strategic goals of your organization and should have a clear business case and benefits.

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Djenabou DIALLO

Sr. MTE Planning Supervisor
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Lean Six Sigma Green Belt est la manière la plus complète de gérer une entreprise, une équipe, un département, un projet d'amélioration continue au moindre co?t et avec une bonne qualité de production d'un service, d'un achat ou d'une ressource.

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Kirk B.

Senior Consultant @ EY | Pharma/Medical-Device | CSV, (e)QMS & RIM Strategy Advisement + Implementation
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Even before defining a problem, a process or value stream map is critical in understanding and creating an accurate & concise definition of your problem. Without first having a map of the current state of a system or process, it’s very difficult to understand the problem or how the current state differs from the desired state. Even if there’s no immediate indication of a problem, creating a process map is an excellent tool for continuous improvement and rapid response when an issue is detected.

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2 Measure the current state

The next step is to measure the current state of your process and collect data on the problem. This is where you map your process and identify the key performance indicators (KPIs) that reflect the quality, cost, and time of your output. You also need to assess the validity and reliability of your data sources and methods, and use descriptive statistics and graphical tools to summarize and visualize your data. The measure phase helps you establish a baseline for your process and quantify the gap between the current and desired state.

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3 Analyze the root causes

The third step is to analyze the root causes of the problem and identify the factors that influence your process performance. This is where you use various analytical tools and techniques, such as fishbone diagrams, Pareto charts, hypothesis testing, and regression analysis, to find out the relationships and correlations between your inputs and outputs. You also need to prioritize the most significant causes and validate them with data and evidence. The analyze phase helps you understand why the problem occurs and where to focus your improvement efforts.

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Kirk B.

Senior Consultant @ EY | Pharma/Medical-Device | CSV, (e)QMS & RIM Strategy Advisement + Implementation
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Depending on the scope and complexity of your project, the Analyze step is often where you will leverage engagement from SMEs of various functionalities. This will include technical experts with deep knowledge of a specific process, statisticians, and colleagues trained in Six Sigma methodologies who can identify trends or underlying sources of variation that may not be readily apparent on the surface. Engagement of experts is always a good practice from the outset of any improvement initiative.

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4 Improve the process

The fourth step is to improve the process by generating, evaluating, and implementing solutions that address the root causes. This is where you use creative thinking and brainstorming methods, such as affinity diagrams, SCAMPER, and TRIZ, to generate potential solutions. You also need to use decision-making tools, such as cost-benefit analysis, risk analysis, and pilot testing, to evaluate the feasibility and effectiveness of your solutions. You then need to plan and execute the implementation of your solutions and monitor the results. The improve phase helps you achieve your project goal and close the gap between the current and desired state.

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5 Control the process

The final step is to control the process by ensuring that the improvements are sustained and standardized. This is where you use various control tools and techniques, such as control charts, SPC, mistake-proofing, and documentation, to monitor and maintain the performance of your process. You also need to communicate and document the results and benefits of your project, and transfer the ownership and responsibility of the process to the process owner. The control phase helps you prevent the recurrence of the problem and ensure continuous improvement.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Kirk B.

Senior Consultant @ EY | Pharma/Medical-Device | CSV, (e)QMS & RIM Strategy Advisement + Implementation
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Don’t wait for a problem to create a process map. At the very least, they will give your organization a better understanding of exactly how a system functions, creating opportunities for proactive approaches to prevent errors and variation from occurring in the first place as opposed to merely responding to problems as they occur. After all, that’s the whole purpose of continuous improvement!

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How do you set goals and scope for a Lean Six Sigma project?

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1 Define the problem and the goal

2 Measure the current state

3 Analyze the root causes

4 Improve the process

5 Control the process

6 Here’s what else to consider

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