business process modeling software sipoc r

For the Six Sigma project ideas selected, project charters can be drafted which provide the business case for each project and serves as the guiding framework for improvement efforts. Not only will many Lean Six Sigma projects be identified, but other projects that the organization could address will come to light. This healthy discussion allows individuals to come together and objectively discuss ongoing activities and gaps. Once projects are identified, a discussion with key stakeholders can take place to validate initial findings and prioritize projects.

Armed with a detailed and shared visual understanding of how work actually occurs, the organization can more easily identify project ideas for improvement. This is the importance of project identification and process mapping: It allows an organization to better understand all the steps, critical inputs and outputs and product and information flows from supplier to customer. The goal should be ensuring that high- value, well-scoped projects are identified and linked to the company’s strategic objectives. In early Six Sigma deployments, often project scopes are too large, causing excessive project cycle times and loss of internal organizational support. If done correctly, defining the current state of a company’s processes can help break down strategic focus areas into project ideas.

These are the key elements that give any organization the ability to identify projects that will actually improve processes impacting the customer experience and the ability for change agents to execute improvement in a repeatable and effective fashion.Ĭapturing the “as is” picture of an organization’s processes is important because it allows a company to be ready for project selection and the introduction of DMAIC (Define, Measure, Analyze, Improve, Control) tools and Six Sigma certification. An experienced Six Sigma deployment leader will rein-in that enthusiasm and point out that there is much work to be done before candidates are selected for training and statistical software is distributed to the masses.Ĭompanies new to Six Sigma need to build a foundation for repeatable continuous improvement in the organization (infrastructure), as well as an agreed-upon, easily communicated picture of current processes (“as is” state). Often when companies introduce Lean Six Sigma as a way of executing process improvement in its organization, they get excited about all the statistical tools and are enamored with the idea of training Green Belts and Black Belts.

Business process modeling software sipoc r