The key reason for the Define Phase is formulating a precise knowledge of the enhancement process and to resolve the question of most management, "What is crucial?" Strategies throughout this phase consist of making clear the system or process/project scope, recognizing the important stakeholders or participants in the system or process, and starting to determine those aspects which hinder within the system or process map give the greatest leveraging for change.
A Team Charter directs the efforts of the project team. It expresses the challenge to be resolved, the financial or efficiency case for dealing with the problematic issue, the goals of the project, the scope for the project team's efforts, the project schedules and plan, and the responsibilities. It also specifies roles of the Six Sigma project Champion, the team's leader, and all the separate team members. The Project Team Charter defines the objectives for what the project team will perform and accomplish. Management participation in creating the Team Charter guarantees that the Charter coordinates with the , mission, vision, strategic objectives' core values, and goals that the management has set for the organisation.View Details
S ix Sigma improvement teams shouldn't have more than 6 to 9 active members, and the time line for starting an improvement project shouldn't be any greater than 6 to 8 weeks. The larger the team, the higher the possibility that the team members may have other duties to perform and subsequently the more difficult it's going to be in order for them to decide on objectives, particularly since the improvement specialist may have started a different project. Also the more time it takes to put improvements into practice, the more opportunity that resources and people will be employed in various other efforts.View Details
The vision of an organisation along with its values, and mission, determine the types of targeted customers it wants to serve and satisfy. In an effort to accommodate and please its customers, it is important that an organisation knows precisely that which makes its customers happy and exactly what its customers require. Six Sigma requires that an organisation understands and pays close attention to just what the its customers are thinking and saying. This intimate understanding is what the "Voice of the Customer" hopes and needs to communicate.
The purpose of a critical to quality tree in the 2nd tollgate examination of the Define stage of DMAIC is to validate and brainstorm the necessities and expectations of the processes or systems customer that is the target of improvement.
The methods used in developing a Critical to Quality (CTQ) tree are described below:
The ultimate customer of the process or system which is the target for improvement must be identified and acknowledged. The customer is defined as the beneficiary of the service or product of the project process.
The needs or expectations of the customer have to be identified, whether that is the service or product wanted by the customer.
Next is to identify the 1st tier of necessities or expectations of the customer requirement, this is usually an important attribute or feature of the requirement which will have most impact regarding the customers' contentment with the requirement.
It may be necessary and probably advisable to deeply explore more comprehensive tiers of the CTQ to obtain greater understanding of the customer requirement. Many customer requirements prescribe greater specification and if so, as stated, the CTQ tree will have to be developed in more detail.
The Critical to Quality tree has upper specification limits (USL), lower specification limits (LSL) and targets (T).
How important is this project, i.e. was the project selected due to the fact it's aligned with the organisations' goals and is strategically positioned for the future?
Is the problem statement clearly defined – stating what is the actual problem, when and where was the problem noticed first and what how big or small is the project problem. When considering measurement, is the problem determined in terms of Time, Cost Efficiency or Quality or direct monetary rewards? At this stage it is important that there is no reference or presumptions of the possible solutions or causes of the problem.
Equally important is the goal statement that will define the outcomes predicted to be realized by the system or process, with realistic and quantifiable goals? Has the goal been defined for the “what” , stated in the problem statement and therefore evaluated as Cost Efficiency, Cycle Time or Quality measurement?
Has a business case for the project been developed that adequately demonstrates the possible financial returns of the project with regards to the defined Six sigma project?
Does the project have a reasonable scope with clear boundaries? Have key >assumptions and possible constraints been determined? Have any Information Technology requirements resolved and dealt with by IT professionals?
Has the cross functional team been formed? Do they have the necessary resources and have they been afforded the necessary time to commit to the project? Has this resource and time commitment been authorised by management?
Have the key project milestones and high level working plan been scheduled e.g. a Gantt Chart ?
Has a SIPOC, for example, been developed to identify the internal or external customers of the process? Are their needs understood and measurable and how are the customer needs determined?
Are the process key stakeholders known? Will they be a part of the project and how will expected progress be communicated? Does the project have their agreement?
If potential project barriers or obstacles have been determined, how can they be removed? Has a risk assessment been developed for the project and are mitigation measures in place if required?