6-Sigma DMAIC - What Happens Before Define?

A prerequisite of any successful 6-Sigma DMAIC project is that the project be aligned with the strategic vision, goals and objectives of the organization.

What comes before the 'Define' phase is the selection of the most appropriate project to take the organization along that road.

Project proposals will define the problems at a high level: why is this a problem?



If your organization does not have explicitly formulated goals and objectives aligned with a strategic vision, then you do not have the maturity to run a 6-Sigma project.

Have you "made it to the top"?

The following is a post in LinkedIn by Ahmed Hafez, Business Development Manager for Interface HCP, reproduced here with permission of the author.

I called a candidate about a new opportunity.  It was a promotion from his current role, and he had the right skills and qualifications.

"Sorry but I'm not interested," he politely said.

I pressed him on it until he said something that really confused me.  He told me that he "already made it to the top".

I was familiar with his current company and looked at his CV again.

He wasn't anywhere near the top.  He would have needed binoculars to see the top.  He wasn't even a manager yet.

He explained to me that "making it to the top" for him meant he loved the exact work he did each day, he loved his company, he was treated fairly and with respect, he made enough money to be comfortable, he had excellent benefits, he had flexibility, and most importantly to him, he's never missed a single football game, school play, parent-teacher conference, anniversary, birthday, or any family event.

He knew what taking the next step in his career meant.  More time, travel, and sacrifice.  "Not worth it," he said.

Your definition of "making it to the top" doesn't have to be society's or anyone else's definition.  You Do You.

From the post in LinkdIn by Ahmed Hafez, reproduced here with permission.

Six Steps to Creating Your Project Budget

- article by Helena Lui in Quality Digest

Disguised as simple but by no means simplistic, this is a practical, high-view "Project Budgeting For Dummies." The author is a consultant at IBM and an instructor at examspm with a master’s degree in business/commerce from Queen’s University.

Her six steps are:
1. Look through lessons-learned documents
2. Know your cost
3. Roll up individual activity costs (where Lui makes a very important point!)
4. Add contingencies
5. Monitor your progress and resources (where the author makes the point that, "Project budgeting is not a set-and-forget activity, but rather a continuous activity that requires your daily attention.")
6. Communicate changes to stakeholders

It's a quick read which novice and less experienced project managers can refer back to periodically with regard to project finances. Some stakeholders will also find this helpful.

Read the full article here.