project selection criteria

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CriteriaNumber

1

Arecustomers(internal/external)dissatisfied ordefecting? 3 X

2

Is theprocessrelatively

stable? 3 X

3

Is thespecificdefect(definedbycustomer)known? 4 X

4

Is datarelated tothe defectavailableorcollectable? 5 X

5

Is thesolutionnotobvious? 3 X

6

Are theexpectedbenefitssignificantenough? 3

Project Viability MatrixDescription Weighting

DefiniteNo (1)

Mostly No(2)

Possibly(3)

MostlyYes (4)


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7

Willserviceand/orquality benoticably

improved? 2 X

8

Does theprojecthaveChampionandsponsorsupport? 4 X

9

Is theproject

alignedwithdepartmetorcompanygoals? 3 X

10

Can theproject be

completed within 6months? 2 X

11

Considering the risk,is there agoodprobability of implemen

tation? 4 X


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3. Multiply each X marking by its weighting (e.g., 1 x 1.3 = 1.3).4. Find the sum of all X marks for each rating column.

To find the total score:

1. Multiply each weighted score by its rating (e.g., 5.3 x 2 = 10.6), and sum the

2. Divide the sum of the products by the sum of the weighted scores (in this ca

What the Total Score Means

The total score will fall into one of three possible categories:

Less than 2.0 The project is not a viable DMAIC project; it may be better to u2.0 3.0 This is a possible DMAIC project; it will require further validation.Greater than 3.0 This is a viable DMAIC project.

Some questions to which the answer is a definite no will automatically disquali

Related Posts

1. DMAIC Project Selection Using a Systematic Approach2. Entry Criteria3. Exit Criteria4. Finding and Selecting Good Six Sigma Projects5. Applying Criteria-Based Matrix to Prioritize IT Projects

Tags: DMAIC project, Project Selection & Identification, VOC

Comments

Linda Lausberg 23-03-2010, 13:57

Intresting matrix. We intend to use it in our organization.To better understand it, can you please elaborate on following two topics :- why do you divide each weighting by 3 to calculate the weighted score ?

- why should the solution not involve a redesign of the process ? Is it not possibl

Reply

Edward 09-03-2011, 21:45

Why divide by 3

Reply
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Forest 14-06-2011, 01:49

I guess its better by weighting 1/3,1,3,9,so we can zoom the difference easily.

Reply

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ponent of project success. If practitioners do not put enough effort into selecting the right opportunity

st wheel are not always the best methods. These strategies may work at times, especially in tackling th

er the project is indeed a good DMAIC project and 2) prioritize projects to ensure resources are allocate

d 15 key pieces of selection criteria:

impact on customers (internal or external) perceptions of quality? A voice-of-the-customer (VOC) anal

reached a stable level of performance? Note that stable does not necessarily mean that the process i

have a specific element that needs to be fixed, it could become a victim of scope-creep and lose its focu

ainable? Rarely will all the data needed for a proper process improvement study be waiting around to b

through the DMAIC motions. Keep in mind, however, that lots of people may have lots of good solutio

he value of the project, ideally using a discounted cash-flow model to calculate the net present value or

rvice quality along the delivery value chain? It is not enough that end customers are satisfied, if the pro

between project success and failure. Strong sponsorship at an appropriately high level cannot be under

? If not, the likelihood of the project not getting appropriately funded and resourced increases (assumin

e period? A good benchmark to use in most Six Sigma projects is completion in six months. If the proje

y of actually implementing a solution to the problem (assuming a correct solution will be identified), tak

s or capital investment? If so, the odds of meeting the requirements of a good Six Sigma process impro

mbers have to support this project, especially if they are also responsible for other day-to-day functions

some data has been collected, practitioners should make an assessment as to whether there are likely t

s to those that can be improved through DMAIC, project viability is low if the process being examined c

rix, illustrated in the table below. Note the weighting column next to each of the criteria. Practitioner


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1

2.8

al score. To find the individual weighted scores:

etc.).


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for improvement, a project can end in disaster, or create unnecessary work and complexity for the proj

low-hanging fruit, but a more structured approach is required when priorities are not so obvious.

d appropriately. A criteria-based selection matrix helps practitioners standardize the project selection p

sis with actual customer input would be beneficial in answering this question.

s performing as desired (i.e., as per customer specifications). Also, is the process likely to undergo majo

s. Avoid making the final output (the big Y s) the measure of defect. For example, high costs, poor cu

e analyzed, but it is important that key required data can at least be collected without having to spend

ideas, and it still may be worth going through the effort of identifying the true underlying root causes,

similar cash-flow analysis of the project. Do not forget to include the soft benefits such as customer sat

cess has become more complex and unwieldy.

stimated and is a prerequisite for all Six Sigma projects.

g it even gets the green light to proceed).

ct cannot be successfully completed within six months, the chances of it being a viable DMAIC project di

ing into account the level of acceptance or resistance by the organization or department. High cultural

ement project diminish because gaining the investment may be difficult.

. Dedicated Green Belts and Black Belts are essential to keep the project moving forward.

o be sufficient inputs (i.e., contributors to the output to be improved) that are both measurable and co

annot be improved much further without redesigning it.

s should use this column to establish the relative importance of each of the criteria (the weighting scale


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s a known solution, no Champion support or requires a redesign, using another approach to solve the p

ed on the outcome of the measure & analysis phase deside how to proceed ?


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e impact of improvements without the noise created by changes within the process.

are not ideal defect metrics. The defect metrics should be operational in nature. Examples of approp

on also will be influenced by other factors, such as competing initiatives, significant organizational chan

ecomes daunting.

practitioners should give an answer to each question about the project (1 = definitely no and a 5 = defi


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riate defect metrics include cycle time, error rates, rework rates, first-time call handling percentage, str

ges or changes in strategic objectives.

itely yes).


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ight-through processing rates, lead times and complaint rates (all little y s).

project selection criteria

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