Project Management Archives - 6sigma

Understanding Waterfall Project Management

Kumar Satyam — Fri, 28 Feb 2025 06:16:06 +0000

As a methodology, project management is an essential element to ensure end products are produced as planned. It keeps the budget in check and ensures it doesn’t blow out or runs behind schedule.

To keep the project flow the way it’s supposed to be, waterfall project management is a well-recognized methodology that adds intense rigour and structure to the disciple. By implementing the methodology, processes can be improved and replicated for future prospects.

Below we have charted out the entire Waterfall Project Management methodology so that you can formulate when to use and avoid the methodology.

What Is The Waterfall Approach?

Waterfall management follows a continuing trajectory methodology that completes a project in sequential steps. You create a detailed project plan that includes the requirements, expectations and other elements before proceeding further to a defining phase.

Waterfall methodology has a huge documentation process to be followed which can at times become a task in itself. But being prepared at a task cost no risk and that’s exactly what this methodology does. The methodology is agile, flexible with an iterative approach that develops a project in stages. To help you understand, consider the following approaches:

Lean: This approach cuts waste and inefficiencies by choosing the most valuable features for the software.

Kanban: This flexible approach promotes continuous collaboration and emphasizes work visualization through boards and cards.

Waterfall methodology projects

The waterfall approach is considered in play for limited projects these days. Below we have pointed out a few of the project types that utilize this approach to create a seamless project phase.

Payment gateways
Stock trading
Examination portals
E-Commerce supply chains
Anti-virus software
Flight controls
Manufacturing plants
Construction zones
Healthcare – Pharmaceuticals development
Government projects

Waterfall Phases

The waterfall model of project management has five distinctive phases which must be planned and executed carefully as each phase is a prerequisite for the next. Let’s get a walkthrough on what to expect in each phase.

1) Planning

The first phase prepares your project for the subsequent phases. Here, you assemble important information on the project through brainstorming sessions and interactive conversations.

The planning phase identifies specific deliverables needed throughout the project’s life and what it will take to produce them.

These should be queued up as the project proceeds throughout the phase. This allows the team to have a clear idea of which deliverables they’ll need to work on.

As this being the first step, make sure to put a sizable amount of time and effort to ensure you stay on the course and not go back on the drawing board.

2) Designin

The second phase establishes project specifications. Here is where you plan every action taken to deliver the project scope. This is also where you chalk out documents expected for the project timeline, budgets, etc.

Design is all about compressing the ideas and documenting the decisions from the first phase. It’s more of building a solid structure on the plan you laid out.

3) Implementation

In this phase, you execute the plan and document. A bulk of the time will be spent in this phase. Similar to the last phase, document your activities. Keeping records for external and internal use is imperative as it can be of any use in future.

4) Testing

This phase is you looking for problems in the deliverable. From the minute detail left to major changes, this is the phase where you can filter out the entire task you just completed. If your original plan was intended well, you will face little to no buffer in this phase.

5) Maintenance

This phase focuses on the maintenance to tie up loose strings, issues or defects. You can optimize the process. This phase is also a learning phase for organizations as they can utilize the knowledge of what can be done and what can be avoided in future projects.

Waterfall Advantages

The nature of waterfall methodology may seem inflexible due to it being sequential. But these are the characteristics that provide charm to the project flow.

a) Speeds training time

New team members can utilize the documented listicles to speed up the learning process and hop on the project at the earliest. The documents can become an asset as they can answer any questions the newcomers may have to ask.

b) Retain knowledge within the organization

Documentation comes in handy with employee turnover. When experienced employees exit the organization, their knowledge is well documented so that the new batch can learn from it.

c) Easy project management

Waterfall methodology is straightforward, linear. The process is such that at any point during the project, you know exactly who is working on it and how much of it is completed.

d) Reduces time to complete projects

Every project you finish using the agile methodology further refines your project management process. This allows you to find a more convenient and easier way to finish similar tasks.

e) Makes project progress simple to measure

The methodology ensures all the elements of the project are well defined. You always know where you are in a project and how much you have covered up. This allows you to determine the path and go right back on the path.

f) Easy project vizualization

Clear measurements mean clear way pathing. And clear way pathing means quick manoeuvre of the project. Gnatt charts are frequently used to show the project status.

Summary

At times, waterfall methodology may sound restrictive for certain projects. It nonetheless can be a great way to keep a well-defined, predictable project from exceeding time and budget. Thus this methodology is widely used and beneficial to smaller and concise projects with specific budgets and timelines.

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From Delayed Deadlines to Unhappy Clients: How to Avoid the Pitfalls of Poor Project Management

Stefan Ionescu — Thu, 07 Sep 2023 14:45:00 +0000

Effective project management is the cornerstone of successful outcomes, but the pitfalls of poor practices can lead to delayed deadlines and client discontent. Discover how inadequate planning, communication breakdowns, scope creep, and resource mismanagement can wreak havoc on projects, and explore strategies to steer clear of these traps.

Common Pitfalls: Derailing Projects and Dissatisfying Clients

In the world of project management, several pitfalls stand ready to sabotage success. Inadequate planning can set projects on a collision course with failure, while unclear communication breeds confusion. Scope creep can lead to project mission drift, and resource mismanagement strains timelines and quality. These pitfalls not only disrupt project progress but also sour client relationships, underscoring the vital need for adept management at every turn.

Inadequate Planning: Thorough planning is the bedrock of project success, guiding each step towards realization. Insufficient planning can lead to unrealistic timelines, jeopardizing project quality and client satisfaction.

Communication Breakdown: Effective communication ensures team alignment and client understanding, preventing costly misunderstandings. Poor communication breeds confusion, missed deadlines, and strained client relationships.

Scope Creep: Scope creep entails uncontrolled changes to project objectives, compromising initial goals.Mitigate scope creep through vigilant monitoring, change management, and clear project scope documentation.

Resource Mismanagement: Optimizing resources maximizes efficiency and prevents burnout. Mishandling resources leads to bottlenecks, delays, and subpar project outcomes.

Effective Project Management Strategies

In the realm of project management, navigating the complex terrain of modern workflows demands the embrace of well-defined methodologies. Three prominent approaches, Agile, Waterfall, and Hybrid, have emerged as guiding lights to illuminate the path toward successful project execution.

Agile Methodology: Agile’s iterative approach empowers teams to adapt swiftly to changing requirements. Its incremental progress and continuous feedback loops prevent scope creep and maintain flexibility. Agile’s focus on client collaboration ensures alignment with evolving needs, making it an adept choice for dynamic projects.

Waterfall Methodology: The Waterfall approach emphasizes sequential phases, meticulously planning each stage before proceeding. Its structured nature suits projects with clear requirements and limited changes. Waterfall’s linear progression ensures stable timelines and deliverables, ideal for projects where predictability is paramount.

Hybrid Methodology: The Hybrid model amalgamates the best of both Agile and Waterfall. It leverages Agile’s flexibility while incorporating Waterfall’s structured planning. This balanced approach offers adaptability and stability, tailored to suit diverse project complexities.

Client-Centric Approach: Effective project management extends beyond methodologies, emphasizing a client-centric ethos. Prioritizing client needs and expectations throughout the project lifecycle fosters trust, satisfaction, and lasting partnerships. Clear communication, continuous updates, and a shared vision contribute to delivering results that align precisely with client aspirations.

Tools and Technologies: In an era of digital transformation, project management tools and software play a pivotal role in enhancing collaboration, tracking progress, and reporting insights. Technology augments project visibility, enabling teams to stay aligned and adapt swiftly to changes. From task management to real-time communication, these tools amplify project efficiency, ensuring smoother execution and reduced risks.

Forging the Path to Success: Navigating Project Management Mastery

In the journey from potential pitfalls to project triumph, adept project management emerges as the North Star. By adopting proven methodologies, embracing client-centric principles, and harnessing technology’s prowess, the labyrinthine complexities of projects are navigated with finesse. As organizations cultivate these strategies, the once perilous terrain transforms into fertile ground for innovation, collaboration, and the fulfillment of ambitious visions.

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Avoid These 7 Project Management Mistakes at all Costs

Stefan Ionescu — Thu, 05 Nov 2020 10:01:50 +0000

Project management is an essential part of any organization. Failure to do it right can be costly in so many ways. At best, the project will suffer some minor delays and at worst, the project can fail entirely. This is why project managers need to make sure they bring their A-game to each and every project by avoiding these seven mistakes at all costs:

1. Lack of direction

When a project has no clear objectives, it can be hard to come up with critical performance measures for success. With nothing to tell if the project is going the right way, failure is likely. It is up to project managers to come up with clear objectives and communicate them to the team so everyone knows what they need to do to move the project forward.

2. Not taking the initiation phase seriously

Before a project begins, everyone needs to know what their roles and responsibilities are. Skipping the project kick-off meeting to orient everyone can be disastrous in the long run. However, many project managers skip this crucial step, especially when they are under pressure to deliver results quickly.

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3. Poor communication

Under-communication is one of the biggest project killers – it is always better to over-communicate than under-communicate. So communicate effectively to ensure that everyone is in the loop. That way, should things go wrong, no one is caught off-guard and no one points fingers.

4. Micromanaging team members

When you micromanage team members, you can kill their motivation and even incite rebellious behavior. People don’t like working under a microscope. As a project manager, you need to trust your employees to do the work – let them make decisions and own up to them.

5. Not doing a risk analysis

Some project managers skip risk analysis, thinking everything will go off without a hitch. However, it is unrealistic to think that a project will not run into some hiccups somewhere during its lifespan. By doing a risk analysis of things that can go wrong, project managers can get ahead of unexpected changes instead of panicking that things aren’t going according to plan.

6. Not listening to team members

Project management is a team effort, even though the project manager is the leader. Project managers should open the floor to team member suggestions that could help the project run smoothly. A project manager who shoots down all suggestions from team members will establish authority but communicate distrust in the abilities of their team members.

7. Inaccurate time and budget estimations

Time and money are the biggest resources that are subject to incorrect estimations. Project managers need to use a bottom-up approach when estimating time and budget in order to not miss the mark. And if the project manager is doing that kind of project for the first time, they should consult others that have successfully delivered in the past.

Conclusion

Project management is the difference between a successful project and a failed one. When mistakes are made, the project can be negatively impacted in a major way. If you are a project manager, be on the lookout for the above-mentioned mistakes – be sure to avoid them at all costs.

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What is Agile Development: Key Features and How it Works

OpEx Learning Team — Sun, 26 Jul 2020 16:20:01 +0000

Even though Agile development has been gaining traction as of late, it has existed since the mid-90s. Agile is a software development methodology, but with the impressive results it has produced in that field, other companies started using it outside their IT departments. Now many companies across various industries, such as automotive, construction, engineering, pharmaceutical and any industry where project management is crucial, use it.

So what is Agile development? To put it universally, it is a development methodology where the project is delivered in incremental steps rather than waiting for full development to take place. This allows for a less rigid approach to project delivery, allowing for more adaptability and speed. This is crucial for survival in an ever-changing and fast-paced business environment.

To further understand Agile development, we are going to look at its key features and how it works.

Key Features of Agile development

Here are the key features that Agile development cannot do without:

Sprints: A Sprint is a concept that is at the core of Agile and allows for faster project delivery with little frustrations. Basically, this is where the team breaks the project down into small, manageable chunks. The team then meets regularly to refine them and, possibly, further break them down.
Scrum meetings: Scrum meetings are held every day and after each Sprint. Scrum is a framework that allows for highly-collaborative teamwork. These meetings are often held at the beginning of the workday to better orient the team for the day’s work.
Open interaction: This is where an open and honest interaction about the project management process is held between the team and stakeholders. The point is to have transparency in the process. The team can use Agile project management tools for this, such as Trello, Asana, Jira and Kanbanzie, among others.
Review of products and services: This is a continuous process where the project is inspected and any adaptation needs are identified. All stakeholders (internal and external) are involved in the review. This is done throughout the lifespan of the project and on a regular basis.

How Agile development works

How Agile development works is different for every organization and industry. However, here is a general picture of how it works in software development:

A cross-functional team, made up of developers, analysts and testers, is created. A Scrum master is then picked (that is if Scrum is being used), who will act as the main liaison between the product owner/client and the rest of the team.
The team holds a Sprint planning meeting where the critical steps and projects are fitted into a development cycle of 2-4 weeks. A path to project completion is charted out by breaking down the project requirements into tasks and assigning hours.
During the previous step, the requirements of the project are moved from the “product backlog” and into the “sprint backlog”. As the needs of the business change, stakeholders provide feedback after constantly reviewing and re-prioritizing the “product backlog”.
All the “work in progress” is then reviewed during a daily Scrum for 15 minutes. Each team has stand-ups that focus on these three main goals:
1. What was achieved yesterday?
2. What is to be achieved today?
3. What hurdles are you facing?
In the Daily Scrum, the focus is usually on “task boards” with columns and swim lanes, allowing for better organization. The team can create as many columns as needed and customize them in whichever way makes sense to avoid getting “boxed in”.
The teams hold Sprint Retrospective and Sprint Review meetings. The main point of the Sprint Review is to “show the world” what has been completed so far and show the completed users stories so that the Product Owner can accept them. The Sprint Retrospective is held to inspect the whole process and then adapt or improve it.

Wrapping up

Agile allows for organizations to become fast and adaptable in highly-competitive and evolving business environments. And by looking at the key features, it is easy to see why. It is no wonder then that Agile development has become extremely popular in and out of software development.

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Applications of Six Sigma Methods in Project Management

OpEx Learning Team — Sun, 13 Jan 2019 16:04:13 +0000

Six Sigma is a very widely used methodology that can help reduce defects in business processes and catalyze higher operational efficiency. Six Sigma methods find numerous applications in project management to help organizations gain a strategic advantage.

Six Sigma and Project Management

Project management involves a number of steps including initiation, planning, execution, monitoring, controlling, and finally, closing. Many organizations today have been integrating Six Sigma tools in project management processes. The DMAIC (Define, Measure, Analyze, Improve and Control) approach helps develop a structured approach to solve business issues.

The Six Sigma approach basically aims to understand the customers’ needs and eliminate defects and wastes to result in a better customer experience. Businesses strive towards achieving these objectives with a deep knowledge of project management, engineering, and statistics.
Six Sigma tools can also be used in time management. These would necessitate better scheduling, risk management, careful progress monitoring, and more efficient resource management.
The use of Six Sigma in scope management regimes would entail clear definitions of the requirements at hand, along with a strategy to manage change in the most efficient manner possible.
Six Sigma tools, when used in cost management would require absolute budgets and measures for cost control. Increased reserves might result as a consequence.
The use of Six Sigma would also require a careful selection of standards and a proper assessment of capabilities.
It is imperative for businesses to have rigid deadlines, clear objectives, sufficient resources, and continuous support of senior executives and management for the successful completion of any project. These will prove to be of immense value for successful project management using the Six Sigma approach.

How Much Project Management Should be Covered in BB Training?

A certified Six Sigma Black Belt (BB) has an in-depth understanding of Six Sigma principles and philosophies. He should also understand the requisite tools and supporting systems. The BB should lead teams and understand team dynamics very well. It is also important for him to wisely distribute duties and responsibilities to each and every member of the team.

Six Sigma Black belts also possess professional knowledge of the DMAIC workflow and understand lean enterprise concepts as well.

Black Belts should be ready to function as project managers, for depending on another individual without the necessary skill set to manage a project might not be the right decision. It can, in fact, prove detrimental to the improvement initiatives critical to the Six Sigma process in view of the constraints on time, risk, and budget.

Black Belts should be adept in the use of project tracking software that can keep a check on the daily deliverables and activities. While these tools can help track team efforts and performance, they do not provide any overall guidance, insight, and expertise for managing a project. It is therefore essential for BBs to possess project management skills as well.

Inculcating Project Management in the BB’s Toolkit

The following are some qualities and tips that a BB can include in his toolkit alongside his usual Six Sigma expertise to be able to better handle day-to-day project management tasks.

The Black Belt should be realistic in his endeavors to provide status updates.
It is important to use the requisite soft skills for project management. Modern tools make project tracking easier, it is difficult to learn people managing skills.
BBs should work in conjunction with project managers if a task involves organization-wide support and long-term implementation.
Working in sync with a project management expert is also highly recommended since it can greatly speed up execution in a timely manner.

Conclusion

Six Sigma methods have proven their mettle in various fields and project management is no different. It is essential for Black Belts to possess an in-depth knowledge of project management and related fields to be able to better execute tasks for continuous improvement in a timely fashion.

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Six Sigma Green Belt Syllabus Content

admin — Sat, 20 May 2017 17:00:13 +0000

The Green Belt is an integral player in Six Sigma hierarchy, who shares responsibilities with belts above and below. If you want to make a serious career of Six Sigma, Green Belt certification will provide you the means to do so. In karate, a green belt signifies the growth of a seed as it sprouts upwards towards the sun. Karate green belts take a step up from orange, ready to strengthen and refine their skills with more challenging kata. Furthermore, in Six Sigma, the Green Belt represents your acquirement of a deeper understanding of Lean and Six Sigma methodologies.

The appropriate training is necessary if you wish to become a fully-fledged Six Sigma practitioner. Green Belts play a supporting role on a Six Sigma team, but they may also take on managerial duties if required. Green Belts occupy a flexible place in the Six Sigma hierarchy. They are responsible for everything from project management to analyzing and solving quality and process problems. Our course will prepare you for the real world. Following training, you will be able to apply six Sigma principles to everyday work scenarios. Today, we take a look at our Green Belt syllabus and its contents.

Is Green Belt Training is Right for Me?

Our Green Belt program should suit anyone who wishes to expand their knowledge and grow with Six Sigma. As a Green Belt student, you are likely to have limited experience. We cover all the basics, however, some understanding of Six Sigma is always useful. Additionally, Yellow Belt students may wish to make the leap to Green Belt level by pursuing further training. We can offer employees from the same company the chance to complete training together. We find this promotes a flexible synergy-oriented environment in which all involved will benefit. If you wish to achieve a higher Belt level, then Green Belt training is essential to your development. Furthermore, if you wish to become a project leader or subject matter expert, Green Belt training is for you.

Course Contents

Six Sigma work requires active participation from Green Belts on a project team. Your training will build on previous training and teaches numerous responsibilities. These include project management techniques, organization and standardization skills, as well as quality management tools. Additionally, you will develop key skills for Six Sigma work. These include defining a Six Sigma project, using basic tools and software for project definition and process baseline. You will also learn how to perform data analysis and assess measurement system capabilities. Below are three of the key subject areas.

Defining a Six Sigma Project.
You will learn to avoid common mistakes when defining your Six Sigma projects. These include making the scope too broad, considering too many Ys (outputs) for improvement. You will also learn to avoid having multiple goals and process owners across numerous departments.
Quality Management.
Green Belt training deals partly with implementing and improving standards. During training, you will learn how to proliferate a quality management system, with appropriate procedures. Moreover, you will learn how to use Six Sigma to identify potential improvement opportunities. You will also develop your ability to identify worthy problems to tackle, as well as how to recognize ‘just do it’ situations.
Quality Tools.
Our Green Belt course teaches basic quality tools and how to use them. Check sheets, Pareto charts, scatter plots, bar charts, pie charts, time series plots, histograms, and box plots.

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How to Use Six Sigma to Reduce Customer Complaints

admin — Tue, 09 May 2017 14:49:28 +0000

Businesses deal with all sorts of concerns, such as scheduling, costs, resources, and customer satisfaction. That’s a lot of plates to spin, and if you don’t get it right, some are bound to slip. That’s where Six Sigma comes in. Six Sigma is a process improvement methodology with the capacity to make significant and lasting changes. In basic terms, by improving one process by 100%, and nothing else, you’re not going to see much benefit. But, if you instead improve all your processes by just 1%, you’ll notice a tangible difference across the board. Customer satisfaction is one of the most common difficulties facing businesses everywhere. Just about anything can give rise to customer complaints. Six Sigma can ensure this doesn’t happen, bringing with it consistent quality, while minimizing error. Read on to learn how you can use Six Sigma methodology to reduce your customer complaints.

Time Management

Six Sigma aims to ensure your products are of high quality, while delivered promptly and efficiently. Slow delivery is one of the most common causes of customer complaints. Good time management is essential to ensuring your business’s success, and will also facilitate growth for your business too. Customers don’t like it when you break your promises. If you promise to deliver a product or complete a service by a certain date, you better deliver. Time constraints can be tricky to manage for any company, especially smaller ones, but they are still essential. Remember, it’s important to plan accordingly to ensure you complete all associated tasks and processes. The sooner you make the change, the sooner your customer complaints will start to drop.

Costs and Management of Resources

Six Sigma can also help to make your business a more cost-effective one. Everything costs something, these days, and your customers can be very particular about price. If they expect a different price to the one they’re expecting, they’re likely to tell you about it. Complaints will almost always follow when the customer sees something they don’t like. As such, it’s important to manage your resources effectively, so you can keep track of which tasks fall below or exceed the budget.

Businesses rely on profit, and it’s often necessary to take measures to make back that profit, but going back on your word is not the way to do it. Customer complaints can cause more trouble in the long-term. As such, it’s better to practice good time and resource management so that you can stay on top of these problems. That way, you’ll be able to prevent complaints from occurring in the first place.

Customer Feedback

Feedback is important for all endeavors, especially when customer satisfaction is involved. Customer feedback can be enlightening, providing a great insight into the minds of your customers. You shouldn’t be expected to adapt to all customer demands, as this isn’t always feasible. But paying attention to customer feedback, whether from surveys, feedback forms, etc. will allow you to take action. Using Six Sigma along with rich data from customers, you can make your processes more efficient and improve the quality of your products. If there’s nothing to complain about, your customers won’t complain!

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The (Not-So) Hidden Costs of Bad Project Management

admin — Mon, 03 Apr 2017 15:27:49 +0000

Good Six Sigma project management is, for many companies, the portal to success. Without it, team members would have no direction and tasks left unfinished, or even unattempted. Bad project management can have negative repercussions on the entire project if you’re not careful to avoid errors. But is it that important? In a word, yes. But what exactly are the consequences? Today we look at the costs of bad project management, some of which you might not expect.

Consequences of Bad Project Management

Further failure down the line. After a while, previous failures can continue to stick in your team members’ minds. If your project manager has departed, or you don’t provide adequate coaching, then your team will start to become discouraged. Project failure can be difficult to deal with in the first instance, but it can also prevent your team from building on prior successes.
Morale starts to deteriorate. Once morale starts to break down, it’s difficult to restore it to what it was. Poor project management can be just as bad as having no project leader at all. When your team loses interest, they start to overlook opportunities for improvement. Furthermore, the bare minimum becomes acceptable, and your project only manages to coast by. This can lead to failures not just in basic Six Sigma principles but also in health and safety. As morale and motivation enter decline, so do your chances of success.
Implementation becomes unstable. Bad project management affects the entire project, not just your team members. Teamwork is imperative in Six Sigma. Everything is connected. As such, restoring deployment once deformed can be a difficult task. Getting the project back on the right track is even trickier once you’ve been knocked off it.

Mistakes to Avoid

Project managers rely on critical skills to drive Six Sigma projects forward. But, even the smallest slip-up or shortcoming can have repercussions down the line. Below is a list of amateur mistakes to avoid when it comes to project management, all of which come with their own consequences.

Inability to clearly state the problem. Project managers who are unable to recognize and accurately state problems are often unable to cope with the pressures of Six Sigma project work. Strong analytical skills are critical skills for project leaders, but without the ability to recognize problems, your project is liable to stall.
Unable to discern adequate data. Valid data is essential to Six Sigma work as it informs effective decision-making. Gleaning accurate data allows you to evaluate your process performance and customer satisfaction. Your project will be paralyzed without means to acquire adequate data. You have no information on which to act.
Hesitant leadership. Strong leadership is a foundational principle of successful Six Sigma. Bad leadership prevents decisions from getting made, which causes processes to stagnate. If your project leader isn’t up to scratch, you’re going to fail.
Project unaligned with critical-few business goals. Six Sigma’s aim is to drive improvements in accordance with project and company goals. If your efforts aren’t aligned properly, you’re going to find yourself without direction.
In a state of flux. Companies undergoing drastic changes while trying to deploy Six Sigma are likely to be left disappointed. Being in a state of flux is not conducive to good Six Sigma, and this instability will render DMAIC projects useless.

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Environmentally Friendly Six Sigma: Approach and Plan a Green Project

admin — Sun, 02 Apr 2017 19:52:23 +0000

Organizations around the world use Six Sigma to improve production processes and increase efficiency. But Six Sigma’s usefulness is not limited to manufacturing. Six Sigma methodology is also useful for software development, call centers, and green project work. Now when we say green, we don’t mean Six Sigma Green Belt, we mean environmentally friendly. We’ve found as businesses become more technologically advanced and globally aware, they also become greener. These days, everything we do affects the planet in one way or another. It’s important for large companies with global interests to be aware of how their activities impact the wider world. Even smaller businesses with local interests should understand the importance of recycling and reducing carbon footprints. Today, we look at how to approach and plan green Six Sigma projects.

When is a Green Project Necessary?

If you pay attention to the way businesses operate, you’ll start to notice certain trends that appear. As more companies strive for improved production efficiency, the demand to reduce adverse environmental impact also increases. This correlation has always been there, buy it has become more relevant in the last few decades. As such, environmentalism and Six Sigma are by no means unrelated or mutually exclusive. Furthermore, a Six Sigma project is more likely to receive funding if it includes objectives towards environmental improvement. So, in other words, green projects are always necessary!

Planning a Green Project

Planning a green project uses the same core principles as a conventional project, with more focus on sustainability and eco-friendliness. As you know, project plans include a goal statement, a timeline for task completion, and an inventory of all resources required. Evaluation measures for studying the effectiveness of your proposal are also necessary. When it comes to green projects, your task is to incorporate green ideas into your plan. For example, are any tools or resources you intend to use environmentally friendly? Are they liable to affect your carbon footprint? Are materials sustainable? Your green project should zero in on these ideas at a core level and inform your activities going forward.

Benefits of a Green Project

Green projects and environmental work of all kinds are incredibly beneficial. But numerous benefits go together with green Six Sigma projects, including:

Expanded expertise/enhanced management strategies. The rate at which technology is increasing continues to encourage companies to introduce new management strategies. Environmental management means Six Sigma project leaders will be fully equipped to drive green projects to success. Moreover, these new plans will ultimately shape your Six Sigma work going forward, meaning more successful green projects.
Sustainability achieved. Achieving sustainability can prove to stakeholders and investors that you are a reliable force for Six Sigma. It’s also beneficial for the planet, meaning your Six Sigma work can proceed unencumbered by concerns about harming the environment.
Improves business’s bottom line. Six Sigma projects are useful for improving processes, as well as the firm’s bottom line. With green objectives mixed into its activities, your organization will enhance its standing in the global market. The way others view your company counts a lot, and green project work is a great way to improve this.

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What Should be in a Six Sigma Black Belt Curriculum?

admin — Thu, 30 Mar 2017 15:45:58 +0000

Six Sigma Black Belts often shoulder responsibility for Six Sigma projects. Managing and driving process improvement, while also deferring to Master Black Belts, Black Belts navigate a difficult hierarchy. But what knowledge and skills form the basis of your Black Belt curriculum?

Six Sigma Black Belt Curriculum

Our Six Sigma Black Belt course is a direct continuation of our Green Belt course. On top of the Green Belt’s requisite two weeks, an additional 3^rd and 4^th weeks focus on Black Belt training. Furthermore, our Black Belt curriculum is based on the DMAIC structure, focussing on Analyze, Improve, and Control:

Design

The first stage of DMAIC involves setting project goals and customer deliverables. Additionally, project planning and deliverables are other essential components of Six Sigma, for which your MBB course leader will provide review and support.

Project Management. Black Belts are leaders and should know how to deploy changes smoothly. Moreover, all our course leaders are certified Master Black Belts with a wealth of real-world project experience to impart. Our MBBs also provide support and consultation each week.
Charter a Project Team. When chartering a project team, Black Belts need to ensure all team members have value to add. If not, that would go against Six Sigma! Similarly, when drawing up your project charter, we can provide useful all-purpose models, alongside with basic project examples.

Measure

The second stage of DMAIC requires you to measure your processes to quantify the problem and determine performance.
Process Mapping. Black Belts should be able to draw a clear picture of how business processes function and are interconnected. SixSigmaUS will also provide you with useful templates and data files to aid your project work.
Calculate business sigma level. Learning to define and measure opportunities, defects, and to calculate yield, in training will help Black Belts in practice.

Analyze

The third stage of DMAIC involves analysis of the root causes of variation, as well as how to prevent the same changes from returning.

Define performance goals. Establishing performance goals will allow Black Belts to pitch the necessity of a Six Sigma project to company executives. Furthermore, it will enable you to manage deployment effectively.
Identify root causes of problems. Black Belts should be trained in Root Cause Analysis to identify production issues. RCA will also allow you to develop innovative solutions to specific issues.

Improve

The fourth stage of DMAIC is where process improvement eliminates defect.

Design of Experiments. With a working knowledge of Design of Experiments, Black Belts can then find cause-and-effect relationships between process factors and outputs. We will also provide you with a reference manual for DoE, and a trial version of the Design Experiment program. Furthermore, additional instruction in Six Sigma software like Minitab software will be provided, with MINITAB macros to help simplify your work and improve graphics quality.
Developing and Implementing solutions. It’s one thing to theorize a creative solution, but another to implement it successfully. Moreover, if Black Belts don’t understand the mechanics of change deployment, then your project will not progress.

Control

The fifth and final stage of DMAIC seeks to regulate performance and drive future successes. At the end of the course, once your project undergoes certification review, you will receive your certificate.

Developing process standards and procedures. Processes should also be standardized to ensure variation does not occur.
Developing a transfer plan. Black Belts handle Six Sigma implementation while also working with their clients. But it’s up to Black Belts to hand over responsibility when the time comes.

Additional Black Belt Curriculum Contents: Week 3

Green Belt Review and Exercises

Central Limit Theory

Project Presentations

Advanced MSA and Capability

Project Presentations

Multiple Regression

Nested ANOVA

DOE Planning

Randomized Block Design

Full Factorials

Project Planning & Deliverables

Project Review & Support

Additional Black Belt Curriculum Contents: Week 4

Week 1 Review

Fractional and General Factorial Designs

Sample Size and Project Reviews

Optimization Designs

Multiple Responses and Competition

EVOP

Change Management and Control Methods

Final Reviews

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How to Get Your Six Sigma Project Back on Track

admin — Fri, 03 Mar 2017 15:37:30 +0000

Most Six Sigma projects will follow a linear, structured flow. An executive or senior manager overlooks the progress being made, advises where changes will benefit, and instructs project managers how to maintain the process. However, every project runs the chance of having errors, mistakes, and setbacks. Regardless of your Lean Six Sigma training, your consulting experience, or your Six Sigma certification, mistakes are bound to happen. Most project mistakes are human error, yet, machines and automated processes will fail at some point. Every part of your business processes has limitations and, when reached, will result in errors.

When mishaps occur, it’s easy to become frustrated. However, as a Six Sigma professional, it’s your responsibility to get the project back on track as quickly as possible. To better prepare you for the unavoidable future, here are a few tips you can use when mistakes arise.

Prepare

The best way to resolve production errors is to prevent them from happening in the first place. Six Sigma is a business process improvement method that focuses on reducing waste and removing unnecessary components. For most Six Sigma Projects, this methodology will automatically reduce the chance for errors. Although, mistakes are still not completely avoidable. Before beginning a project, ensure your employees have thorough training and understand the Six Sigma methodology completely. A comprehensive understanding with adequate practice is the best way to prevent errors from occurring.

Damage Control

However, when errors do occur, the first thing you should do is remind yourself and your team that you are human. Mistakes will happen and while perfection is a goal, it’s not necessarily achievable. Likewise, when mistakes happen, assess where and when the error occurred. Using your Six Sigma Toolkits, such as Root Cause Analysis, you can locate and correct the production error and get back on track. Additionally, you can also integrate the Kaizen methodology to maintain a clear workspace, revisit locations of errors, and reorganize your components. While you may lose time when a production error occurs, it’s crucial to take the time needed to locate and correct what exactly went wrong.

Getting Back on Track

Whether you have just finished fixing a production error or are practicing prevention methods, getting back on track with your project should always be the end goal. Getting back and staying on track requires discipline, obedience, and a strong management team to motivate their employees. When management communicates effectively with other employees, it’s easier to maintain a proper business process and Six Sigma project. Additionally, practice is always key. If you want to avoid errors from occurring, practice the Six Sigma methodology in all of your business processes when available.

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