Six Sigma project selection methodology

Purpose The selection of right projects in a Six Sigma program is a major concern for early success and long‐term acceptance within any organization. One of the ever‐increasing challenges is to define and select right measure for improvement and appropriate problem definition. Many projects encounter the problem of no linkage with business objectives or customer needs, too large or high‐level project scope along with unclear problem and goal statement. Improperly, chosen metrics lead to sub‐optimal behavior and can lead people away from the organization's goal instead of joining them. This paper aims to propose a project selection methodology for different situations. Design/methodology/approach This research develops a model for project identification; ensuring well‐defined projects are selected having large impact on customer satisfaction or bottom line. The model is described for the situations: availability of performance data, balanced business score card implemented and no data is available. Findings A “top‐down approach” model is developed for project selection, since top management support for Six Sigma initiatives is absolutely critical to see tangible, significant results. The authors suggest establishing the linkage with data (either reactive or survey), otherwise through prioritization tool for project selection. Finally, factors influencing successful Six Sigma projects include management commitment; project selection and control skill, irrespective of whether this is a define, measure, analyze, improve and control or define, measure, analyze, design and validate/verify project. Originality/value This approach will help the organizations to select the specific project from multivariate organizational and customer needs. Three different methods for project selection are explained with examples and reasons for selection. Merits and demerits of each method are also highlighted.