One of the most critical decisions for any Lean or Six Sigma project is determining the most appropriate problems to attack. Two of the most common strategies or approaches to determine project targets are:
- A top-down approach closely tied to business strategy and customer requirements. The main pitfall with this approach is that it is easy to make the project too broad in scope for it to be completed in a reasonable time frame. Most Six Sigma projects are expected to be completed in 3–6 months.
- This is a bottom-up approach in which Black Belts or other Six Sigma professionals choose projects they believe are well-suited for the team's capabilities. The main drawback to this approach is that projects may tend to be less closely tied to strategic concerns, which may cause them to get less support and visibility from upper management.
A blend or hybrid of these approaches may also be used and may work well in specific organizational settings or situations. Once a suitable project is selected, an action plan and charter will be created to help define the project scope, goals, and participants.
When you have chosen your proposed improvement project, stop to ask yourself the following questions to ensure you are on the right track:
- Do I have data that supports this idea as the best possible solution?
- How will I know if this solution has solved the problem?
- What are the costs or risks of implementing this solution?
Your honest answers to the above three questions will tell you whether you are headed in the right direction or need to return to your data and repeat the DMAIC process.
