1007. Six Sigma Project Selection – Ideas Based on Issues
Building an organizational culture of excellence through continual improvement requires a strong starting point and fast, tangible wins. Completing one high-visibility, successful project demonstrates the true value of quality methodologies, encouraging leadership to embrace continuous improvement as a core growth strategy. Effective six sigma project selection focuses on pinpointing acute operational pain points—such as efficiency bottlenecks and unmanaged process variation—to deliver short-term results and secure stakeholder buy-in.
1. Targeting Efficiency and Capacity Issues
Operational bottlenecks and resource constraints provide fertile ground for six sigma project selection. When evaluating potential candidate projects, identify processes exhibiting these common efficiency issues:
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│ Issue-Based Six Sigma Project Selection │
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┌─────────────────────────┬─────────────────┴─────────────────┬─────────────────────────┐
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【 Output Shortfalls 】 【 Excessive Cycle Times 】 【 Resource Downtime 】 【 High Expedited Costs 】
Processes producing Unplanned overtime & Unplanned computer or Excessive shipping fees
below rated capacity excessive waiting delays machinery downtime due to output delays
Low Throughput and Capacity Deficits
Processes yielding less output than designed capacity force teams into unbudgeted overtime or unnecessary shift additions. DMAIC projects can isolate process constraints and optimize throughput without additional capital expenditure.
Cycle Time and Waiting Delays
Excessive cycle times, call drops during customer support, or long waiting periods between process hand-offs indicate severe flow friction. Targeting these areas improves both process velocity and customer satisfaction scores.
Asset Downtime and Expedited Shipping
Unplanned computer system crashes or machinery downtime frequently result in missed production deadlines. To compensate, organizations pay premium rates for expedited freight. Structuring a project around downtime root-cause analysis yields rapid cost reductions.
2. Project Selection Driven by Process Variation
Process variation is the primary enemy of operational quality. Strategic six sigma project selection often focuses on identifying and controlling variable inputs (X‘s) to achieve consistent outputs (Y‘s):
| Operational Issue | Variable Process Input (X) | Potential Six Sigma Project Outcome |
| Raw Material Instability | Fluctuations in incoming supplier material parameters. | Establish input control limits or partner with suppliers for joint variance reduction. |
| Environmental Changes | Weather, temperature, or humidity variations impacting output. | Develop scientific adjustment models to compensate for environmental shifts. |
| Material Over-Consumption | Uncontrolled input consumption during production. | Standardize input parameters to yield acceptable parts using less raw material. |
| Variable Support Handling | Inconsistent call durations across customer service reps. | Identify best-practice workflows to stabilize call handling times. |
| Delayed Billing Cycles | Fluctuating time required to transition resources to billable status. | Streamline administrative approval steps to lower Days Sales Outstanding (DSO). |
3. Key Rule for Effective Project Selection
While the analytical power of Six Sigma applies to nearly any operational challenge, effective six sigma project selection requires discipline. Never initiate a DMAIC project when an obvious, proven solution is already visible. Visible, low-complexity solutions should be executed immediately as standard operational tasks. Reserve formal Six Sigma projects for complex, multi-factor issues where the root cause remains unknown.
Frequently Asked Questions (FAQ)
Q1: Why is issue-driven six sigma project selection ideal for new deployments?
Issue-driven six sigma project selection targets visible operational headaches (like overtime, scrap, or delays). Solving these high-impact problems quickly delivers measurable financial returns, proving the methodology’s value to management.
Q2: How does process variation influence project selection?
Excessive variation in process inputs (X‘s) directly causes unpredictable output defects (Y‘s). Selecting projects focused on stabilizing variable inputs allows organizations to consistently meet customer specifications.
Q3: Should every capacity or cycle time issue be made into a Six Sigma project?
No. If a capacity bottleneck is caused by a simple administrative policy or known broken equipment, it should be resolved through immediate operational fixes rather than a full 3-to-6-month DMAIC project.
CSSC Certification Practice Exam Questions
1. A plant manager notices that customer shipping costs have spiked because finished goods are regularly dispatched via expedited air freight to meet deadlines. How should a belt approach six sigma project selection for this scenario?
A) Mandate that all customer orders switch to sea freight immediately.
B) Launch a DMAIC project to uncover and eliminate root causes of internal production schedule delays.
C) Increase the product selling price to absorb the extra freight costs.
D) Fire the logistics coordinator responsible for booking expedited freight.
- Correct Answer: B) Launch a DMAIC project to uncover and eliminate root causes of internal production schedule delays.
- Explanation: Expedited shipping is a symptom of delayed process output; a Six Sigma project addresses the underlying schedule variation causing the delay.
2. An organization wants to start its continuous improvement journey. What type of initial project selection strategy is recommended to secure executive buy-in?
A) A complex multi-year enterprise redesign with unknown ROI.
B) A focused, high-visibility project targeting an existing operational issue to show quick, measurable results.
C) An abstract administrative study with no quantitative data baseline.
D) A low-priority project in a department with no executive sponsor.
- Correct Answer: B) A focused, high-visibility project targeting an existing operational issue to show quick, measurable results.
- Explanation: Demonstrating rapid, quantifiable success on a known operational pain point builds management confidence and momentum for broader Six Sigma adoption.
3. When evaluating input variation for project selection, what is a primary goal of a Black Belt working with process parameters?
A) Adjusting inputs randomly until the output improves.
B) Eliminating all operator training programs across the plant.
C) Scientifically understanding and controlling input variation ($X$) to consistently deliver target outputs ($Y$).
D) Replacing all automated machinery with manual labor.
- Correct Answer: C) Scientifically understanding and controlling input variation (X) to consistently deliver target outputs (Y).
- Explanation: Six Sigma focuses on mathematically mapping Y = f(X) to control input variables and prevent defect output.
Written by Ravi Prakash—Quality Expert (38+ yrs exp). Connect on LinkedIn or Contact Us.
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