Abstract
| Language | English |
|---|---|
| Pages | 16-23 |
| Number of pages | 8 |
| Volume | 52 |
| No. | 2 |
| Specialist publication | Quality Progress |
| Publication status | Published - Feb 2019 |
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ASJC Scopus subject areas
- Safety, Risk, Reliability and Quality
- Strategy and Management
- Management Science and Operations Research
- Industrial and Manufacturing Engineering
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18 steps to six sigma project success. / Fernandes, Marcelo Machado; Hurst, Jennifer; Antony, Jiju; Turrioni, João Batista; Silva, Messias Borges.
In: Quality Progress, Vol. 52, No. 2, 02.2019, p. 16-23.Research output: Contribution to specialist publication › Article
TY - GEN
T1 - 18 steps to six sigma project success
AU - Fernandes, Marcelo Machado
AU - Hurst, Jennifer
AU - Antony, Jiju
AU - Turrioni, João Batista
AU - Silva, Messias Borges
PY - 2019/2
Y1 - 2019/2
N2 - The Master Black Belt (MBB) or Six Sigma program leader must provide and coordinate different ways of identifying new continuous improvement initiatives to be evaluated as potential new improvement projects.4 The MBB should avoid portfolio biases by drawing on sources that are as varied as possible, from workers on the shop floor to the CEO's staff.5 For example, MBBs should be sitting at the table with senior executives to properly understand their voices and translate them into significant projects, as well as walking the processes (gemba walk) to collect improvement opportunities straight from the shop floor. Step five is an individual evaluation of each PSSP, which should be performed by the MBB.12 The individual evaluation is based on criteria found in the Six Sigma literature: link to customer requirements" link to business strategy" potential financial return"' 16 available resources considering the project scope" and potential for ending in a short period of time" Step six involves evaluating PSSP interactions by investigating interdependences among PSSPs. According to the Six Sigma literature, SSPPM is dynamic in many ways. Management can rebalance a new portfolio based on how well current projects are performing. [...]portfolio communication should not be the last step in the main process.
AB - The Master Black Belt (MBB) or Six Sigma program leader must provide and coordinate different ways of identifying new continuous improvement initiatives to be evaluated as potential new improvement projects.4 The MBB should avoid portfolio biases by drawing on sources that are as varied as possible, from workers on the shop floor to the CEO's staff.5 For example, MBBs should be sitting at the table with senior executives to properly understand their voices and translate them into significant projects, as well as walking the processes (gemba walk) to collect improvement opportunities straight from the shop floor. Step five is an individual evaluation of each PSSP, which should be performed by the MBB.12 The individual evaluation is based on criteria found in the Six Sigma literature: link to customer requirements" link to business strategy" potential financial return"' 16 available resources considering the project scope" and potential for ending in a short period of time" Step six involves evaluating PSSP interactions by investigating interdependences among PSSPs. According to the Six Sigma literature, SSPPM is dynamic in many ways. Management can rebalance a new portfolio based on how well current projects are performing. [...]portfolio communication should not be the last step in the main process.
UR - http://www.scopus.com/inward/record.url?scp=85067131923&partnerID=8YFLogxK
M3 - Article
VL - 52
SP - 16
EP - 23
JO - Quality Progress
T2 - Quality Progress
JF - Quality Progress
SN - 0033-524X
ER -