Find friends now with lecture five organizational goal and Six Sigma projects. The learning objectives of this lecture are to make you understand the project selection process and knowing when to use the D Mac methodology and linking the project organizational goals as we had discussed in the second lecture, why organization use Six Sigma in order to remain successful consistently, isn't it? Often progressive organization develops vision statements that indicate where it should be in next five years, as well as objectives and goals to meet its long term strategic vision. How will organization achieve its vision. One way of achieving the strategic vision is through six sigma projects. Six Sigma projects can help in achieving the organization objectives provided the projects are aligned with organization goals.

Projects are assigned to capable teams teams are provided with the required training and resources. Last, but not the least, monitor, measure and replicate the success. Well, what is the main aim of Six Sigma? We are discussed in the previous lectures. The aim of Six Sigma is as depicted on the screen to achieve the metric of 3.4 Db mo are corresponding accuracy of 99 points 9996 6% accuracy, but how will you achieve it? By Problem Management System and organization of epics councils, champions green and black belt etc.

And the team select problems from organization and solve it using GMAC method to achieve its aim. All managers face a lot of problems in their day to day affair. They face problems at their workplace, as well as problems at home are both problems handle in the same way. managing their personal problems is easy. Either consult with family or take your own decision. But problems at factory are complex cannot be handled so easily need to inform the top management.

Once you go to your top management with some problems, be ready to face host of questions only to realize that, oh, I have not collected information to answer their queries. It is our ability to get through a host of questions that draws the line between our career success and failures. Any problem needs to be attended in a structured way, most of us don't follow a structured way for solving the organization problems. But those who have attacked the problems in systematic manner, they have succeeded ashore. Six Sigma problem solving methodology is systematically called us D Mac approach. D mat is now Nothing but approaching a problem with common sense.

Let us discuss what is it when we identify a problem in product or process, before projecting it to talk management, we roughly work out the impact of the problem to the organization put up them in a proper way in a charter. No top management is interested in any activities unless there is a substantial growth in financial by doing it. Once we get approval from top management, we move forward with solving the problem. These initial activities come in define phase of six sigma d Mac methodology of problem solving once the project is approved project collects data to measure the present metric of that process or product at which sigma level our process operates presently then further identify various critical parameters that are expected to create problems. These activities can commonly grouped as measure face. Next is to identify probable process parameters that caused the problem and narrow down to two or three root causes.

Rigorous statistical analysis is conducted to ensure that we have reached to real root causes, then suggest remedies to counteract root cause and plan for implementation. These activities comes under Analyze face. Finally, no improvement are sustained until we establish sufficient control to ensure process are not gone back to its original level. It is a human tendency to resist change and go back to the status quo and control phase with aside the controls to be established to sustain the results. A Six Sigma green belt or black belt professional needs to be thorough in undertaking the project in demand approach and capable of using appropriate tools at each phases. We will be covering the detailed steps and tools involved in each phase in the coming lectures.

We have discussed in the start of lecture that Six Sigma projects help minimization to achieve its long term strategic goals provided we select the right project. How will we select the right project? The steps to select the right projects are generate list of problems through brainstorming. then calculate their impact in monetary terms. prioritize the project based on its impact. One way of prioritizing the project is by finding the project priority index.

Finally, select one or two project based on PPI while selecting the project, keep these points in mind. Focus on key elements that lead to fulfillment of organization goals. Use of appropriate metrics for measuring success Convert problems into financial impact of organization areas that can reduce cost, increase sales profit, etc. projects that contributes to bottom line should have highest priority PPI project priority index for a project is calculated based on four factors. Number one estimated saving defined as s by solving the particular problem initial and recurring costs of solving the problem, they find us see time t to complete the project probability P of solving the problem successfully. PPI is equal to ratio of saving to cost more multiplied by the ratio probability of success to time that will take to complete the project.

Let us understand with the help of an example. Our Six Sigma team had shortlisted three projects for selection, such as lead time reduction project, rework reduction project inventory reduction project. The team has identified the four factors of BPI and calculated them for each project. Based on the PPI team could realize that inventory reduction project is indicating pi PPI among the three and they had selected this project first. Once they complete this project successfully, they can go Further lead time reduction and rework reduction respectively. That's all with this lecture.

Next lecture is on lean concept and tool based on Sq B. Okay, one B one