Second: support the realization of strategic objectives of enterprises or support the development priorities of enterprises. In fact, six sigma management is an effective means for enterprises to achieve strategic goals, and every six sigma project should be linked with the development strategy of enterprises. In other words, through the Six Sigma project, we can build a bridge between the enterprise and the future strategic goals.
Third, the problem to be solved must be clear and measurable. The problems that Six Sigma has to solve are not limited to product quality, but also include shortening production or service cycle, improving delivery, improving service response time, improving production capacity, improving efficiency, reducing costs and increasing sales. But no matter what kind of problem it is, we must clearly define what is "defect". In other words, it is necessary to make clear what is "good", "acceptable", "bad" and "unacceptable" and how to measure it.
Fourth: challenge the goal. Generally speaking, every 6sigma project will reduce "defects" by 70%-80%. Because every 6sigma project must achieve a breakthrough improvement in process performance. This goal must be achieved by the project team.
Fifth: the scope is clear and appropriate. Every project has a clear problem to solve, not multiple problems. The scope of each question is appropriate and can be completed within a time frame of 4-6 months. Many times, the improvement of a problem will involve several aspects. For example, shortening the delivery time of a product involves improving the quality of several key processing links and shortening the procurement cycle of other parts. The Six Sigma Black Belt should be able to break down a big problem into several key small problems. Each problem constitutes a project and can be solved within 4-6 months. The completion of these projects supports the solution of key problems of enterprises. We call this group of interrelated projects "programs".
Sixth: bring greater economic benefits to enterprises. These benefits are clear and specific financially, and they are "hard" benefits. Some enterprises have set minimum income standards for projects, such as an annual income of 250,000 US dollars per project. According to our experience, in China enterprises, the annual income of each project can generally reach about 654.38+10,000 yuan, and some projects can even reach several million yuan.
Seventh: the project has been supported and approved by the management. Can get appropriate resource support, especially human resource support.