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to find the best measure available to his/her project Big Y to help you describe
the variation faced and to support Y
f(x) analysis. The Black Belt may have to
develop a measuring system for the project to be true to the customer and Big Y
definition!
We need measurements of the Big Y that we trust. Studying problems with false
measurements leads to frustration and defeat. With variable measurements, the issue
is handled as a straightforward Gage R&R question. With attribute or other subjective
measures, it is an attribute measurement system analysis (MSA) issue. It is tempting
to ignore the MSA of the Big Y. This is not a safe practice. More than 50% of the
Black Belts we coached encounter MSA problems in their projects. This issue in the
Big Y measurement is probably worse because little thought is conventionally given
to MSA at the customer level. The Black Belts should make every effort to ensure
themselves that their Big Y's measurement is error minimized. We need to be able
to establish a distribution of Y from which to model or draw samples for Y
=
f(x)
study. The better the measurement of the Big Y, the better the Black Belt can see the
distribution contrasts needed to yield or confirm Y
=
f(x).
What is the value to the customer? This should be a mute point if the project
is a top issue. The value decisions are made already. Value is a relative term with
numerous meanings. It may be cost, appearance, or status, but the currency of value
must be decided. In Six Sigma, it is common practice to ask that each project generate
average benefits greater than $250,000. This is seldom a problem in top projects that
are aligned to business issues and opportunities.
The Black Belt together with the finance individual assigned to the project should
decide a value standard and do a final check for potential project value greater than
the minimum. High-value projects are not necessarily harder than low-value projects.
Projects usually hide their level of complexity until solved. Many low-value projects
are just as difficult to complete as high-value projects, so the deployment champions
should leverage their effort by value.
Deployment management, including the local Master Black Belt, has the lead
in identifying redesign problems and opportunities as good potential projects. The
task, however, of going from potential to assigned Six Sigma project belongs to
the project champion. The deployment champion selects a project champion who
then carries out the next phases. The champion is responsible for the project scope,
Black Belt assignment, ongoing project review, and, ultimately, the success of the
project and Black Belt assigned. This is an important and responsible position and
must be taken very seriously. A suggested project initiation process is depicted in
Figure 9.4.
It is a significant piece of work to develop a good project, but Black Belts, particu-
larly those already certified, have a unique perspective that can be of great assistance
to the project champions. Green Belts, as well, should be taught fundamental skills
useful in developing a project scope. Black Belt and Green Belt engagement is the
key to helping champions fill the project pipeline, investigate potential projects, pri-
oritize them, and develop achievable project scopes, however, with stretched targets.
It is the observation of many skilled problem solvers that adequately defining the
problem and setting up a solution strategy consumes the most time on the path to a
=
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