The goal should be ensuring that high-value, well-scoped projects are identified and linked to the company’s strategic objectives. In early Six Sigma deployments, often project scopes are too large, causing excessive project cycle times and loss of internal organizational support. If done correctly, defining the current state of a company’s processes can help break down strategic focus areas into project ideas. These are the key elements that give any organization the ability to identify projects that will actually improve processes impacting the customer experience and the ability for change agents to execute improvement in a repeatable and effective fashion.Ĭapturing the “as is” picture of an organization’s processes is important because it allows a company to be ready for project selection and the introduction of DMAIC (Define, Measure, Analyze, Improve, Control) tools and Six Sigma certification. An experienced Six Sigma deployment leader will rein-in that enthusiasm and point out that there is much work to be done before candidates are selected for training and statistical software is distributed to the masses.Ĭompanies new to Six Sigma need to build a foundation for repeatable continuous improvement in the organization (infrastructure), as well as an agreed-upon, easily communicated picture of current processes (“as is” state). Often when companies introduce Lean Six Sigma as a way of executing process improvement in its organization, they get excited about all the statistical tools and are enamored with the idea of training Green Belts and Black Belts.
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