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The Project Pipeline

Summary: Effective management of Six Sigma projects requires the understanding that different types of projects have varying levels of complexity. It is a problem solving process with a mean of six months and a standard deviation of zero. Companies often turn to software packages to manage their Six Sigma projects, but the initiative needs to be led, rather than managed. Software also may act as a crutch, allowing managers to avoid direct involvement. A Six Sigma project pipeline should have a queue of projects waiting for Black Belts to complete that match up with the results the company expects. A constant flow of results generates the best support from the organization. As projects are developed and defined, data will reveal how long the projects actually take to complete, giving the leadership team the ability to make assignments and to determine whether the projects are progressing at a normal pace. Pipeline data are also useful in terms of planning. They are directly applicable to sales pipelines and new product launches.

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  • Topics: Six Sigma, Data Quality, Project Management
  • Keywords: Black belt (BB),Data analysis,DMAIC,Six Sigma,Project selection,Results,Project management
  • Author: Carnell, Mike
  • Journal: Six Sigma Forum Magazine