Learn the importance of the Project Charter and project Y in Y = f(x).
- How often have you participated in project teams in which nobody really knows the purpose of the project or what needs to be accomplished by the team? What's needed is a Project Charter. And a Lean Six Sigma project is no different. In this movie, I will explain the importance of the Project Charter and it's significance for every team member throughout the whole project journey. The Project Charter is a document that provides direction and focus to the project team.
It is management's authorization for the project. It spells out the purpose, goals and scope of the project and management's assignment of resources to the project. In short, it provides legitimacy to the project's existence. While there may be variations from company to company as to how much is included in the Project Charter, here are the key elements of a Project Charter for Lean Six Sigma projects. Project name.
The project is given a name by the Champion and Project Leader. Problem or opportunity statement. This statement describes the opportunity or problem to be addressed. A good problem statement is one that describes a specific, recurring, chronic problem that is measurable, relevant and significant to the organization. As a team member, you should help the Project Leader verify and confirm that it is indeed a real problem or worthwhile improvement opportunity.
Goal statement. This states the goal or target result to be accomplished and by when. A goal statement should improve what was described in the problem statement. The goal should be SMART, S-M-A-R-T. Specific, Measurable, Attainable, Relevant, and Time-bound. All team members should review the goal statement and use the team's collective expertise and experience to ensure that the goal is attainable within the time frame of the project.
As a rule of thumb, the duration of Lean Six Sigma projects should not exceed six months. Key metric. The key metric is the metric or performance measure to be improved. This is the Project Y in y equals f of x, or y is a function of x. Expected benefits. These are the expected operational and financial benefits from the project. For financial benefits, calculations of COPQ, or Cost of Poor Quality reduction, is used to quantify the cost of waste targeted by the project.
Expressing the project benefits in monetary terms is important because that's the language of management. And the language of management is money. Project scope. States what's in scope and, equally important, what's out of scope. This provides project boundaries and helps prevent scope creep. Milestones. Shows the checkpoint dates for project progress and expected completion date. The completion date of each phase of DMAIC are the usual milestones.
Signatures. Typically, there are three signatures. Project Leader, someone from Finance and the Champion. The Project Leader agrees to take on the project, the Finance person validates the expected financial benefits and the Champion approves the launch of the project as described in the Project Charter. Now, armed with the Project Charter, the project team has a clear mandate from management to execute the project.
- Explain how Lean Six Sigma can be characterized.
- Name examples of the Critical-to-Quality (CTQ) requirement.
- Recognize an alternate term for a swimlane process map.
- Explain the concept of repeatability.
- Recall what happens as variation increases.
- Relate how to compare variation in process performance.
- Identify what Cp is.