Page 144 - Design for Six Sigma a Roadmap for Product Development

Design for Six Sigma Deployment 119

COMMENTS
1) Develop business scorecards 1) Same process tied to business objectives

2) Champions identify projects 2) Identification of issues; high leverage to the
based on scorecards business supplier issues — impacting quality
customer satisfaction (quality, cost, speed, and
productivity)
Output
Pareto of
issues

3) Develop potential project 3) Project champions lead, finance support,
selection list master black belt assist and deployment
Champion concurs; review and updates
Output done quarterly or sufficient to maintain
pipeline of projects.
Pareto of
potential Utilize “Project Prioritization Matrix” —
projects by or equivalent.
product/service
and ID potential
black belt team
projects (T)
and individual
Review and projects (I)
concur
4) Develop & populate DFSS 4) Ensure organizations are leveraged, e.g. —
project charters common issues across organizations are
addressed with minimal resources,
maximizing return (i.e., replication)
Master black belt lead for black belt team
cross-commodity and/or cross-
organizational projects

5) Six sigma project list (by department) 5) Black belt lead, form team (include
matched to appropriate black belt suppliers and customer), project champion
experiences conducts weekly reviews.
Figure 4.4 Project selection approach.

The DFSS community within the deploying entity can be char-
tered a fair proportion of this set of objectives. The ratio of people,
specifically, the black belt population relative to the division popula-
tion boosted by 30 percent, is considered appropriate. Assume that
the population of black belts is 66 and the division or company
employee population is 1000. The proportion will be (66/1000)
1.3
0.0858. In this case the black belt population targets are