Project management using six sigma
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Project management using Six Sigma involves defining, measuring, analyzing, improving, and controlling a project. Key success factors include quality, acceptance, and managing customers. The Six Sigma DMAIC process is used which involves defining a project, measuring key metrics and processes, analyzing causes of defects, improving processes by addressing root causes, and controlling processes to maintain improvements. Lean tools can be combined with Six Sigma during the analyze and improve phases by using techniques like value stream mapping to identify waste and constraints, and theory of constraints to implement solutions. Quality is a critical success factor as it reduces rework, waste, and customer complaints.
Project management using six sigma
- 1. Project Management Using Six Sigma By Suhartono
- 2. Project is?? Specific •Purpose •New point of view •Cost Temporer •Team •Time •Resources Across Function •Involving many units
- 4. Key Succes Factors Quality Acceptance Succes
- 5. Quality is? Product feature meet customer need • Higher quality, more cost • Effect is on sales • Increase satisfaction Freedom from deficiencies • Higher Cost Less • Effect is on Cost • Reduce waste
- 6. Quality Model “The Juran Trilogy”
- 7. Quality Model “The Itoh Model”
- 9. Project Management Flow • What is the business case for the project? • Who is the customer? • Current state map? • What is the scope of this project? • What are the deliverables? • Due Date? Define
- 10. Project Management Flow •What are the key metrics for this business process? •Are metrics valid and reliable? •Do we have adequate data on the process? •What is the baseline? •How will I measure project progress? •How will I measure project success? Measure
- 11. Project Management Flow •What is the current state? •Is the current state as good as the process can do? •Who will help make the changes? •What are the resource requirements? •What could cause this change effort to fail? •What major obstacles do I face in completing this project? Analyze
- 12. Project Management Flow •What is the current state? •Is the current state as good as the process can do? •Who will help make the changes? •What are the resource requirements? •What could cause this change effort to fail? •What major obstacles do I face in completing this project? Improve
- 13. Project Management Flow • During the project, will I control risk, quality, cost, schedule, scope, and changes to the plan? • What types of progress reports should I create? • How will I assure that the business goals of the project were achieved and are maintained? • How will I keep the gains made? Control
- 14. Defining Phase •Project Charter •SIPOC •CTQ Matrix •Stakeholder Analysis Tools •The project is defined. •Current state and target state are depicted and the process to be improved is marked off. •Customer and business requirements are clearly defined. Mission
- 15. Measuring Phase • Measurement Matrix • Operational Definition • Measurement System Analysis • Sample Size and Strategy • Charts and Diagrams • Quality Key Figures Tools • The starting situation is captured. • Key figures and an operational definition are developed, the measurement system analysis is completed, and the data collected. Mission
- 16. Analyzing Phase • Cause & Effect Diagram • FMEA • Process Analysis • Value Stream Map • Hypothesis Tests • Regression • DOE Tools • The causes for the problem are identified. • All possible causes are collected and summarized into the decisive key figures through process and data analysis. Mission
- 17. Improve Phase • Brainstorming • "Must" Criteria • Effort-Benefit Matrix • Criteria-based Selection • Piloting • Roll out Planning Tools • The solution is implemented. • Possible solutions are generated on the basis of core causes, systematically selected, and prepared for implementation. Mission
- 18. Controlling Phase •Documentation •Procedural Instructions •Control and Run Charts •Reaction Plan and Process •Management Diagrams Tools •The sustainability of the result is secured. •The implemented solutions are documented and will be monitored using key figures. •A reaction plan secures prompt intervention. Mission
- 19. Six Sigma vs Lean
- 20. Where phase can we combine them? Analyze •Value Stream Map •Identification of the Sources of Waste •Little's Law •Process Efficiency •Constraints Analysis •The root causes are identified. •The causes for constraints, high stock inventories and long cycle times are identified and summarized into root causes by using lean tools. Improve •Theory of Constraints (TOC) •5 S •Setup Time Reduction •Generic Pull System •Replenishment Pull System •Total Productive Maintenance •Lean for Service •The solutions are implemented. •Based on the core causes and using lean tools the solutions are developed, evaluated, and prepared for implementation.
- 21. Quality as Success factor •Reducing rework / scrap •Optimizing quality reviews & output (less waste) •Reducing customer complaints •Systematic optimization of machinery •parameters through Design of Experiments (DOE) •Reducing complexity: one component serves several applications Variance •Significant inventory reduction •Minimize trans-sectoral cycle times, •Reducing waste •Raise capacity by balancing out •processes and improving availability of machines •Optimize setup times Speed
- 22. Thank You "Not doing anything wrong does not mean you're doing everything right!"