Information Technology Reference
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Project
Champion
Project
Champion
Project
Project
Project
Champion draft
Project
Champion draft
Leadership
Review
Leadership
Review
Leadership
Review
Leadership
Leadership
Leadership
Project
Project
Champion
Black belt
Champion
Black belt
Review
Meeting also
Review
Meeting also
Review
Meeting also
Champion draft
a project
Champion draft
a project
Black belt
select a
Black belt
select a
a project
contract
a project
contract
select a
project
select a
project
Meeting also
include:
Meeting also
include:
Meeting also
include:
contract
contract
project
project
include:
Functional
include:
Functional
include:
Functional
Functional
Leader
Functional
Leader
Functional
Leader
Leader
Deployment
Leader
Deployment
Leader
Deployment
Top Projects
List
Top Projects
List
Top Projects
Top Projects
Deployment
Champion
Deployment
Champion
Deployment
Champion
List
(pipeline)
List
(pipeline)
Champion
Champion
Champion
(pipeline)
(pipeline)
Project
Champion
Project
Champion
Project
Project
OR
OR
Champion
Revise
Champion
Revise
Black Belt
Mentoring
Black Belt
Mentoring
Black Belt
Black Belt
Revise
Proposal
Revise
Proposal
Mentoring
Starts
Mentoring
Starts
Proposal
Proposal
Starts
Starts
Agree to
Proceed
Agree to
Proceed
Agree to
Agree to
Proceed
Proceed
OR
OR
OR
OR
Final Approval
Final Approval
Initiate
“New Project”
Initiate
“New Project”
Initiate
Initiate
F orward Project
Contract to
Forward Project
Contract to
Forward Project
Forward Project
“New Project”
“New Project”
Contract to
Deployment
Contract to
Deployment
Deployment
Champion
Deployment
Champion
Champion
Champion
FIGURE 9.4
Software DFSS project initiation process.
successful project. The better we define and scope a project, the faster the deploying
company and its customer base benefit from the solution! That is the primary Six
Sigma objective.
It is the responsibility of management, deployment and project champions, with
the help of the design owner, to identify both retroactive and proactive sources of
DFSS projects that are important enough to assign the company's limited, valu-
able resources to find a Six Sigma solution. Management is the caretaker of the
business objectives and goals. They set policy, allocate funds and resources, and
provide the personnel necessary to carry out the business of the company. Individual
Black Belts may contribute to the building of a project pipeline, but it is entirely
management's list.
It is expected that an actual list of projects will always exist and be replenished
frequently as new information or policy directions emerge. Sources of information
from which to populate the list include all retroactive sources, support systems such as
a warranty system, internal production systems related to problematic metrics such as
scrap and rejects, customer repairs/complaints database, and many others. In short, the
information comes from the strategic vision and annual objectives; multigeneration
software plans; the voice of the customer surveys or other engagement methods;
and the daily business of deployment champions, and it is their responsibility to
approve what gets into the project pipeline and what does not. In general, software
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