Page 25 - The Six Sigma Project Planner
P. 25

Feasibility Analysis Summary

                    So, Mr. or Ms. Black Belt, you have a valid project, one that addresses the causes of an
                    important effect. But should you pursue it? Before you begin actual project planning,
                    you should take some time to assess the probability that the project will succeed.
                    Assessing Six Sigma projects is an art as well as a science. It is also critical to the success
                    of Six Sigma and to the individual Black Belt. Far too many Black Belts fail because they
                    are not discriminating enough in selecting projects. If project selection is systematically
                    sloppy, the entire Six Sigma effort can fail.
                    Feasibility analysis is a combination of quantitative and qualitative analysis. It is
                    quantitative in that numerical ratings are used and an overall project score is calculated.
                    It is qualitative and subjective to a degree, because it requires interpretation of the
                    situation and estimating probabilities, costs, commitments, etc. However, the rigor that
                    goes with completing the assessment process will help you make better judgments
                    regarding projects.

                    The numbers (weights, scores, acceptable length of projects, dollar cutoffs, etc.) are
                    based on my own personal judgments from my experience and discussions with
                    consulting clients. While I believe that they are valid, you should feel free to assign your
                    own values or those of your leadership. The scale for each criterion ranges from 0 to 9
                    and the weights sum to 1.00, so the highest possible weighted score for a project is 9. By
                    dividing your scores by 9 and multiplying by 100, you can convert them into
                    percentages. For example, a score of 9 would be 100% and a score of 7.2 would be 80%.

                    The Six Sigma department or process excellence organization can compile summary
                    listings of project candidates from the individual project assessments. Sorting the list in
                    descending order provides a Pareto-like guide to the final decision on which projects to
                    pursue. Each Black Belt or Green Belt will probably have his or her own list, which can
                    also be sorted and used as a guide.





























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