Page 190 - The Six Sigma Project Planner

Figure 32. Phase III Matrix: Six Sigma Projects
Chart produced using QFD Designer software. Qualsoft, LLC, www.qualisoft.com.

Black Belt
Mike L Lori S Nguyet H
Pin manufacturing capability Customer requirements -> Eng requirements Reduced BP errors Reduced prototype -> production model design time Reduce supplier bid cycle time Reduce customer bid cycle Reduce customer "non- responsive" complaints Reduce part-count in new
Deployment to Projects Target Numeric Relative Score Goal Score

Faster prototype development W V G time W product 10 weeks 0.18 16
V V Engineering
W W Improve Concept-to-Design cycle V W V V 12 weeks 0.22 30
time
Departments Manufacturing Faster ramp-up to full production G W W V V 6 weeks 0.11 25
W W W W
Improve ability to respond to +0.5 on VOC 0.19 22
changing customer needs W G V V
Marketing 20% of sales
Identify target markets for new to new 0.16 0
products markets
0.00 3.22 0.99 3.96 1.37 1.73 1.73 3.53
Project Impact Score

Interpretation
Since the numeric relative scores are linked to department plans, which are linked to
differentiator metrics, which are linked to strategies, the “Project Impact Score”
measures the project’s impact on the strategy. Through the strategy deployment plan,
we can trace the need for the project all the way back to stakeholders (Figure 33). This
logical thread provides those engaged in Six Sigma projects with an anchor to reality
and the meaning behind their activities.
The “Goal Score” column can also be used to determine the support Six Sigma provides
for each department plan. Note that the marketing plan to “identify target markets for
new products” isn’t receiving any support at all from Six Sigma projects (assuming, of
course, that these eight projects are all of the Six Sigma projects). This may be OK or it
may not be. It all depends on how important the plan is to the strategic objectives and
what other activities are being pursued to implement the plan. The Executive Six Sigma
Council may wish to examine the project QFD matrices to determine if action is
necessary to reallocate Six Sigma resources.

173