Page 143 - Design for Six Sigma a Roadmap for Product Development
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118 Chapter Four
Stockholder #1
interests
Stockholder #3 Stockholder #2
interests interests
Figure 4.2 Stockholder Venn diagram analysis.
Critical to customer High LH HH
Low
HL
LL
Low High Figure 4.3 Project prioritization
scheme.
Critical to business
“HH.” Other schemes may take the form of a matrix where business-
specific criteria of DFSS projects are displayed in the rows and proj-
ects in the columns. The scoping team then rates each project against
each criterion using Pugh methods (see Sec. 5.6) and prioritizes
accordingly.
4.5.3 DFSS project target setting
The black belts will be responsible for delivering closed projects that
will target both business and customer metrics, mainly customer sat-
isfaction in addition to financial benefits to the deploying entity (selec-
tion criteria are listed in Fig. 4.4). For example, a deployment entity,
say, a division, may have the following annual objectives:
■ A 5 percent customer satisfaction improvement (metric 1)
■ A 46 percent customer satisfaction improvement (metric 2)
■ A 12.2 percent business objective improvement (metric 1)
■ A $34 million savings (from DFSS projects)
