Who will help me analyze how Six Sigma project coaching chooses projects and what the selection proc

Project selection is an important process, and on the premise of clarifying the principles of each project, the next step is to further identify the specific project to make the project theme accurate and feasible, generally speaking, through four steps.

Determine the general direction of the project, that is, the Y of the project, and the project direction is the top-level goal and specific ** of the project, which is the result of the activities to which the project belongs. Only by choosing the right direction of the project can we do the right thing in the right direction and then achieve the right goal through the implementation of the project. The direction of the project is usually closely related to the business objectives and business process of the enterprise, which can be directly decomposed from the various enterprise indicators, or the detailed requirements of the intermediate process, specifically, it can be considered from the following aspects:

1. Based on the analysis of the customer's voice.

Determine the direction of the main project The most important part of the market requirements comes from the customer, and the voice of the customer naturally becomes the main starting point and basis of the company's various business measures, and the analysis of customer needs and the market situation becomes the main direction of project selection.

2. Based on the analysis and comparison with the main competitors.

Determine the direction of the main projectThe core of marketization comes from competition, and surpassing competitors is a straightforward job choice. Therefore, by analyzing and defining the specific characteristics and status quo of competitors and even development goals, we can delineate our own business objectives.

3. Determine the direction of the project according to the "Balanced Scorecard".

The Balanced Scorecard is an important strategic management tool in the 21st century, which comprehensively evaluates the management process at all levels of an enterprise from several dimensions, such as customers, financial indicators, internal processes, and learning and growth. Therefore, based on the specific decomposition results of the Balanced Scorecard, the project requirements can be directly derived.

4. According to the evaluation of the excellent performance model, find out the direction of the gap as the direction of the project, compare the criteria of excellent performance management, examine the current situation of the enterprise itself, find the areas that need to be improved, and then choose the direction of the project, and make the entire organization of the enterprise move towards excellence through the continuous cycle and expansion of this process.

The essence of Six Sigma lies in **, skew correction and noise reduction. Its fundamental goal is to achieve the optimization of QCD indicators in a multiple, fast, good and economical manner, so that enterprises can obtain profitability.

There are a total of 5 steps in Six Sigma project selection, which are:

Step 1: Identify potential projects

In general, a company's top management, department manager, black belt, green belt, or client may identify a project. Top management of a company generally selects projects based on their impact on the organization, which is often a cross-departmental collaboration. Department managers tend to prioritize considerations within the department, determined based on the impact of the project on the department's performance, in anticipation of achieving the department's goals.

Lean specialists and black belts often identify a potential project based on historical experience, system data, or their level of involvement in previous projects.

Step 2: Obtain data to clarify the question

Collect data on the following areas to clarify the problem:

complaints or dissatisfaction that may result in the loss of existing or new customers;

defects that result in the highest cost;

In internal processes, those defects that are most detrimental to the company.

Step 3: Evaluation and selectionPurpose

A good Lean and Six Sigma project should have the following eight conditions in place:

Chronic: The project should be a long-term ongoing problem, not an emergency;

Important: It is expected that the project will bring a high rate of return when it is completed. A good Six Sigma project should make an average profit of more than 1 million RMB after deducting the cost of solving the problem. A good project should improve customer satisfaction while saving costs;

Easy to manage: This aspect mainly refers to the time from the start to the end of the project should be controlled in 4-6 months, and large projects can be broken down into smaller projects, which are easy to manage and produce results;

Measurable: means that the improvement results of the project should be measurable;

Measure the impact on outcomes: The project should have the potential impact in retaining and attracting new customers, reducing the cost of poor quality, providing a return on investment and increasing customer satisfaction;

Urgency: Typically, urgent projects allow organizations to demonstrate performance issues on core services and issues that are highly vulnerable to the competition or on events that are critical to important customers;

Risk: Consider the risk that the project will be completed. But if the project is expected to be highly profitable, then the project is still worth doing;

Potential resistance to change: Of the same potential projects as others, the one that is likely to face the least resistance is usually the best choice.

Step 4: Categorize the project and create a project charter

The six elements of the project charter:

Problem statement. Statement of Objectives.

Financial gains. Project scope.

Project plan. Team Members, Advocates, Master Black Belts and other member responsibilities.

Step 5: Build a team

There are two main aspects of team members:

process owners;

It's the experts. Often the process owner or process participant is a core member of the team, has responsibility or interest in the process to be improved, and requires them to participate in the project on a daily basis. Experts, on the other hand, can be called upon at any time to provide tools for project improvement or as part of their resources.

Six Sigma. The selection principles of the project are:

1) There is filial piety and value.

Six Sigma projects should support the improvement of customer satisfaction; Six Sigma projects should support the achievement of the company's strategic goals; Six Sigma project goals should be challenging; Six Sigma projects should emphasize process improvement; The Six Sigma project should bring greater economic benefits to the disturbing enterprise.

2) Manageable.

The problem to be solved by the project should be clear and measurable; The scope of the Six Sigma project should be clear and controllable; Six Sigma projects should be supported and approved by management.

The Six Sigma project coaching process can be divided into four phases: Preparation, Diagnosis, Improvement, and Control. The contents and objectives of each phase are described below.

Preparation phase: The project kick-off meeting and the development of the project plan are important tasks in the preparation phase. At the project kickoff meeting, the project manager details the background, goals, and scope of the project to the team members involved in the Six Sigma project.

At the same time, the formulation of the project plan is also one of the important tasks of Yinling, including timetable, budget and resource allocation. The completion of these works will ensure that the project is carried out smoothly and in an orderly manner.

Diagnostic phase: The goal of this phase is to collect and analyze data in order to determine the level of performance of the existing process. Specifically, the team will use a variety of statistical tools to collect data, including histograms, box plots, scatter plots, and control charts, among others.

Through the analysis and comparison of data, target values are determined, and the main factors and causes that affect performance are identified. This will ensure that the team has enough knowledge to be prepared for the improvement process.

Improvement phase: In this phase, the team will focus on solving problems and driving improvements. To achieve this, the team will use a range of analytical methods, such as Five Forces Analysis, Root Cause Analysis, and Failure Mode and Effect Analysis.

In addition, they will look at some best practices to find effective suggestions for improvement. These improvements will be incorporated into the next phase of the implementation plan.

Control phase: The goal of this phase is to ensure that the new process can run continuously and stably. To achieve this, the team will develop a series of monitoring measures to track process changes and ensure that they are corrected in a timely manner.

In addition, the team will conduct training to ensure that all key personnel are aware of the new processes and know how to execute them correctly.

01. In the early stage, the quasi-sedan state was prepared.

1) Publicity before the implementation of the project;

2) Establishment of enterprise project organization;

3) Collection of the existing process system of the enterprise.

02. Investigation and diagnosis.

Interviews, data collection and analysis of each module of the enterprise management system.

03. Solution.

With the Six Sigma system as the core idea, in view of the research problems, lead the enterprise to formulate the management system documents of each module suitable for the company's own characteristics through continuous communication and discussion.

04. Program implementation.

1) Train and guide the process system executives of each module;

2) Lead the enterprise project team to implement the process system documents, and realize the final implementation of the enterprise flow closed process system.

05. Summarize and optimize.

1) Supervise, inspect and summarize the implementation of the flow system of each module;

2) Optimize and solidify accordingly according to the supervision problems;

3) Project summary and reward advanced teams and individuals.

And how do you know which project is right for you? You may not know it at first, but you can talk to the people on the Six Sigma project team and learn from their mistakes. You can learn as you go, regularly check out the projects released by the company, and learn how to choose a suitable project for your work environment.

There are recognizable, measurable outputs, and Six Sigma places a strong emphasis on how much money you put into a project that can be measured financially. Six Sigma requires some initial project investment – a significant investment of time and money in training and start-up phases. A well-designed Six Sigma process brings a lot to the table in the first year of implementation.

Don't ignore the soft results you see in Six Sigma projects, such as improved morale, fewer unnecessary fights, good collaboration, and more.

Six Sigma takes a broad view of the customer. Customers include those who are outside to buy your products and services, and employees within your company who receive your work output. One of the main selling points of Six Sigma is that companies that are good at using it get a really quick return on their investment of time and effort.

This is due to the fact that they used the guidelines discussed here to select important items that are linked to key issues in the business. In the past, an organization might start 50 projects at a time, simply because they all sounded good, but Six Sigma organizations were more inclined to focus on the 5 10 questions that showed the most potential.

In some cases, an experienced Six Sigma project team will choose to solve a wide, complex problem, but basically you're better off choosing one that you think the team can complete in 3 months or less.

First, we need to be clear about what Six Sigma mentoring is. It is a systematic approach to the improvement and optimization of enterprise processes, aiming to reduce variation and errors in the process to increase productivity and increase profits. This method was developed by Motorola and is widely used worldwide.

Proponents believe that Six Sigma project coaching is a very effective way to improve the efficiency and quality of a business. By deeply analyzing the company's processes, identifying the problems in them, and providing solutions, it can help the company better achieve its goals. In addition, Six Sigma can also help enterprises establish more effective business processes and management systems, so as to provide enterprises with stable, reliable, and high-quality products and services.

Opponents, however, point out that Six Sigma mentoring is not a one-size-fits-all solution for all corporate counselling. Some organizations may already have effective processes and quality control measures in place to eliminate the need for Six Sigma mentoring. In addition, this approach also requires a significant investment of time and resources, which can increase the cost and burden for some smaller businesses.

Therefore, whether or not Six Sigma project coaching is required should be based on the specific situation of the enterprise. If there are significant process issues and inefficiencies in the business, then investing time and resources in Six Sigma project coaching is worth it. However, if the business has already taken effective measures and no major problems have arisen, then this kind of coaching may not be necessary.

First of all, the consulting organization can provide professional Six Sigma knowledge and methods, and lay a solid theoretical foundation for the enterprise. The consulting agency digs deep into the business process of the enterprise, conducts in-depth analysis, induction and summary, formulates a professional implementation plan for the enterprise, avoids blind action, and improves the probability of project success.

Secondly, the consulting agency can also provide effective guidance and support to the enterprise to continuously improve and optimize the whole project process. The consulting agency examines the existing workflow and management system of the enterprise with a professional vision, and guides the enterprise on how to effectively use data analysis, process optimization and transformation management in Six Sigma projects to achieve the goal of excellent performance.

Finally, the consulting agency can also provide professional training programs to help employees master Six Sigma techniques and methods. During the implementation of the Six Sigma project, the consulting organization should not only develop a feasible project plan for the enterprise, but also train the employees of the enterprise how to effectively collect, analyze and apply data, and teach the basic concepts and methods of Six Sigma, so that employees can master them and apply them flexibly in practice.