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How To Scope DMAIC Projects

How To Scope DMAIC Projects

Publication:
Quality Progress
Date:
January 2003
Issue:
Volume 36 Issue 1
Pages:
pp. 37-41
Author(s):
Lynch, Donald P., Bertolino, Suzanne, Cloutier, Elaine
Organization(s):
Visteon Corporation, Dearborn, MI

Abstract

Training materials supporting Six Sigma provide excellent background material and address some of the tools and steps needed for successful implementation of the Six Sigma define, measure, analyze, improve, and control (DMAIC) process. However, many steps are inadequately address or not mentioned at all. Consequently, those implementing Six Sigma must learn through trial and error. Scoping, part of the DMAIC define phase, can have a significant impact on the success of a Six Sigma program. Since one of the most critical aspects of a Six Sigma project is to provide a measurable benefit in terms of cost, quality, and timing, projects that cannot be completed in a reasonable period of time should not be considered as candidates. Understanding these requirements is essential to the effective scoping of the project. Timely completion of narrowly scoped projects builds confidence in new Black Belts. High payout projects should be left for the most experienced Black Belts or handled as Master Black Belt mega projects. Several small projects successfully completed often contribute more to an organization's bottom line than a few large projects over a long period.

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