Transcript PMP Certification Overview

Lean Sigma Overview and its
Significance to Project Management
Harjit Singh, PMP
[email protected]
Agenda
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Introduction
Tools
Training and Certification
Training
Improvement Model
Lean Sigma vs. PM
Methodology
Q&A
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Lean Six Sigma
• Six Sigma
• Business management strategy developed by Motorola in
1981
• An approach to improve the process quality by identifying
and removing the causes of defects and minimizing
variation in the processes
• 99.99966% defects free
• Bell shaped normal distribution (µ – LSL/USL = 6Ϭ)
• DMAIC/DMADV project methodologies based on PDSA or
PDCA cycles
• Lean
• Eliminate waste
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Lean Sigma Tools
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5 whys
Process maps
Cause & effect or fishbone or Ishikawa diagram
Control charts
Correlation
Cost-benefits analysis
Histograms
Pareto charts
Regression analysis
Root cause analysis
Run charts
SIPOC chart
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Certifications
• Green belt
• Black belt
• Yellow belt
– (Both green belt and black belt certifications are offered by the Institute of Industrial
Engineers (http://www.iienet2.org/Default.aspx) and by the American Society for Quality
(http://asq.org/ ) )
– Green belt and black belt are most common certifications
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Training
• How?
• Companies in-house training program
• Private providers
• IIE/ASQ
• Why?
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Team development and facilitation skills
Running effective projects
Utilizing PDSA structured improvement model
Choosing appropriate quality tools
• Who?
• Individuals who manage teams or projects
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Certification Process
 http://www.iienet2.org/IIETrainingCenter/Det
ails.aspx?grp=ICP
 http://asq.org/certification/index.html
 Individual company’s training department
 May require to complete an improvement
project
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Guidelines for a Successful
Improvement Project
• Alignment with organization’s business plans or priorities
• Sponsorship
• Importance to organization’s leadership. For example:
–Customers are experiencing problems with projects or services
–There is a need to improve productivity or reduce costs while maintaining or improving quality
–There is a need to increase sales by exceeding current customer expectations and capturing
market share
• Unknown solution that requires learning and testing prior to
implementation
• Feasibility of key measures of success
• Availability of baseline data
• Business impact (customer satisfaction, cost savings or revenue
increases)
• Within scope
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The Model for Improvement
Learning / Action Cycles
Improvement
Implementation
Wide-scale tests
Small scale tests
Hypothesis
and ideas
Supported by:
Lean Sigma Methods and
Tools
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Three Fundamental Questions
• What are we trying to achieve?
–Understand the problem. Know what you are trying to achieve. Have clear and
desirable aims and objectives
• How will we know that a change is an
improvement?
–Measure processes and outcomes
• What changes can we make that will result in
an improvement?
–What challenges do we have? What can be learn as we go along and how?
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PDSA
ACT
PLAN
•What changes are to be made
•Next cycles
•Objectives
•Questions/Predictions
•Plan to carry out the cycle (who,
what, where, when?)
•Plan for data collection
STUDY
DO
•Complete the analysis of the data
•Compare data to predictions
•Summarize what was learned
•Carry out the plan
•Document problems and
unexpected observations
•Begin analysis of the data
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Lean Sigma with Project Mgmt
• Project Management deals with projects for
which the solution is already known
• Green/black belt deals with projects for which
solution is not known
• Powerful combination
• Lean PM
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Technical Lean Sigma Tools and PM
• Initiate
– Charter, 5 whys, cause & effect, pareto
• Plan
– Value stream map, 5 whys, fishbone
• Execute
– Workflow, control plans
• Manage & Control
– Balance scorecard, control plans
• Close
– Update strategy, prioritize next improvement plan
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Social Lean Sigma Tools and PM
• Initiate
– Brainstorming, cause & effect, case for change
• Plan
– Brainstorming, interview/survey, team building
• Execute
– Status meetings, organizational effects
• Manage & Control
– Skip level meetings, balanced scorecard
• Close
– Celebrate lessons learned, rewards/recognition
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References
• HP Lean Sigma
• Quality Digest: http://www.qualitydigest.com
• Wikipedia:
http://en.wikipedia.org/wiki/Six_Sigma
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Wrap Up
Q&A
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