15 design project mgmt_final

8/22/2019 15 Design Project Mgmt_Final

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© 2001 ConceptFlow 0

DFSS Project Management



© 2001 ConceptFlow1

At the End of This Module the ParticipantsWill

• Create DFSS project charter and scope• Complete project plan

• Develop appropriate project metrics

• Define roles and responsibilities

• Establish project review procedures




Module Contents

• DFSS project Definition• Project scope

• Project plan

• Roles and responsibilities

• DFSS project execution

• Project review and tracking

• Documentation control




DFSS Project Definition

• Strategic business objectives• DFSS project alignment

• Project Charter

• Goal statements


• Project plan








Strategic Business Objectives

• Why business strategy must define and drive DFSS ?• Strategy establishes vision

• Purpose of vision in DFSS

• Leadership support and attention

• Resource availability

• Balance long-term and short term views

• Change management

• Any other? - Class Discussion




DFSS Project Alignment

VISION

BUSINESS STRATEGY

SIX SIGMA DEPLOYMENT PROCESS

STRATEGIC SELECTION AND

TACTICAL EXECUTION OF PROJECTS

Metrics

Financials Client Satisfaction

Innovation Service

RESULTS

Finance, HR, IT, Communication Infrastructure

VOC


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6

Strategic Plan

CTS Inputs

PerformanceMetrics

COQ

Sweet to LowHanging Fruit

Projects

•Process Quality

Focus

•Project CostSavings Focus

• Increased Sales

• IncreasedMargins

•ProportionallyFewer Capital Assets

Improved ClientSatisfaction &Shareholder

Value

$

Six Sigma Project Sources



7

Project Charter

• Contract among business leadership, sponsors and the project team• A hand over of project from leadership to execution team

• Based on a vision, aligns project scope with business strategy

• Keeps the team focused on the target


• Project plan






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Components of a Charter Document

Charter defines the critical project parameters:• Business Focus • Goal statements

• Project scope • Team members

• Project metrics • Project plan

• Review process • Communication plan

• Financial benefit



Business Focus

• Describes how DFSS project is aligned with• Business vision, mission and strategy

• Long term and short term goals

• Measures success of the project with respect overall business goals

• Business metrics

• Project time frames


• Project plan







The Foundation For Project Selection; Alignment To Top Level Goals

• Top level goals and strategies of the organization defined• Core competencies/processes identified

• Sub-processes that constitute the core determined

• Enabling processes determined

• Three most important measures of these processes are

documented/incorporated in scorecard

• Alignment with client requirements (CTS) checked

• Top-level maps of the flow of product, services, and informationthrough your organization documented

• Benchmarking of your product or service compared to competition



Multifunctional Alignment - Example

Protect the Revenue Premium Achieve Cost-Effective Differentiation

Sourcing

ProductTechnology

Safety NewProduct

RetailOwnershipExperience

E-biz LeanMfg

Value-AddedOrganizationStructure

DesignandOrder toDelivery

Priority High High High Med High Med High Low

Sponsors

Metrics

Marketingand Sales

Design andDevelopment

Productionand Quality

Financeand IT

#1 in Client Satisfaction Profit MarginTop-Line GrowthBig

Y’s

Small y’s and initiatives



Business Focus Example

• Business: Contact lens manufacturer • Market Need: Comfortable bifocals

• Segment: Baby boomers (20% of Market)

• Timeframe: Capture 60% market in 2 years

• Metrics:Sale of prescriptions and accessories

• DFSS: Bifocal lenses and their maintenance

Class Work: How does your project support your business?



Goal Statements

• Goal statements contain the purpose and goal of the DFSS project• Simple and in client’s perspective

• Does not contain causes; nor solutions

• Must be SMART

• Specific

• Measurable

• Attainable

• Relevant

• Timely


• Project plan







Purpose of Goal Statement

It defines DFSS project goal in terms of • Business strategy

• Current and potential clients

• Value proposition: Benefit, cost, opportunity

• Market share and market penetration

• Competition



Examples of Good/Bad Goal Statements

• Send a man to moon and bring him back safely by 1970• A seamless international wireless phone system

• Healthy fast food place in Downtown

• A mutual fund for bull and bear markets

• Inexpensive energy source

• Electronic book



Exercise Goal Statements

• Automated IT system for quick answers• Comfortable couch for less than $500

• A mousetrap with secure bait

• A safe car that gives 50 mpg

• Driver license process in 30 minutes

Class Example: What is the goal statement for your project?

• Is it SMART and client oriented?



17

Project Scope

• Scoping sets the bounds of a project objective, scale, and timing• In this section we will discuss

• Why scope a project

• Constraints and risks

• How to scope: In-out framing

• Multi-generation view


• Project plan







18

Project Scope (Cont’d)

• Goal of scoping:• Maximize the scale and speed of benefits

• Minimizing risks and resource inefficiencies

• Scoping is not a simple scale down

• Scoping is an ongoing activity

• Use systematic methods

• Leverage DFSS tools



19

Why Scope the Project?

• A single project may not achieve all components of a business goal• Subdivide for effective execution and management

• Prioritize deliverables with available resources (HR, $ etc)

• Coordinate deliverables with market readiness and technologyavailability



20

Constraints & Risks

Scoping balances:• Effectiveness and efficiency

• Long term and short term

• Costs and benefits

• Vision and reality

• Needs and resources• Supply and demand

• Risk of inaction and benefits

Schedule



21

Scoping Questionnaire

• When does project start and end?• What is the extent of project offerings?

• Who are the initial and final beneficiaries?

• Which stakeholders to include first?

• What parts of business participate? How?

• What are the “must-have”s for the project?

• What are the “non-objectives”?



22

Steps to Scope a DFSS Project

• List and prioritize all potential benefits• Select benefits aligned with business strategy

• Identify efforts to realize benefits

• Identify non-feasible functional areas

• Verify technology and resources exist

• Document results


• Project plan








Tools for Scoping a Project

• In-Out of scope listWill Be covered in this section

• Multi-Generation planning

• Quality Function Deployment

(QFD)Will be covered in later section

• Failure Mode and Effects Analysis(FMEA)




In-Out of Scope

• Simple yet powerful visual tool• Enables team participation and evaluation

• Variation of nominal group technique

• Write potential project offerings on sticky notes

• Draw a line separating in and out of scope

• Place the notes above or below the line (in or out)

• Distance from the line indicates the degree of inclusion

• Move the notes and prioritize

• Indicate reasons for the in/out status




In-Out Scope Example

Bi-focal Feature Need Resource

Low maintenance High Available I n S c o p e

Gravity based Medium Available

Extended wear High Available

Colored lenses Low Available O

u t of S c o p e

Contour based High Not Avail

Permanent wear Medium Available

Power adjusting High Not Avail




Multi-Generation View

• After initial review, some features will be eliminated• Features not included in first generation can be included later

• Incorporating new features sequentially is called multi-generationplanning (MGP)

• MGP is adopted throughout the design phases - IDOV

• MGP is adopted at all design levels - Top level to process design


• Project plan








Project Scope Diagram

Low Demand High

B3

A3C5

A5

B4 A1

A2 B1

C4

D2

E1

D1

A4

B2

C3

Generation 2

Generation 1

Generation 3

ProjectFeatures

L o w

D i f f i c u l t y

H i g h

L o w

R i s k

H i g hD3

E3

E2

EliminatedProject Features




Project Scope for Contact Lens

Low Demand High

L o w

D i f f i c u l t y

H i g h

• Power adjusting

• Coloredlenses

• Low

maintenance

• Permanentwear

• Extendedwear

• Gravity based

Gen 2

Gen 1

Gen 3 • Contour based

L o w

R i s k

H i g h




Scope Your DFSS Project

• List and prioritize potential benefits• Select benefits that align with business strategy and resource

availability

• Identify non-feasible benefits

• Document the results using in/out tool

• Establish a multi-generation plan




DFSS Project Plan

• Role of project management• Elements of project plan

• Project deliverables and milestones

• People,schedules and budgets

• Project management metrics

• Project plan template

• Project reviews


• Project plan








What is Project Management?

Project management is the planning and controlling of a project andinvolves balancing competing demands for:

• Cost (resources)

• Scope (quality/performance)

• Time (schedule)




Role of Project Management

• Project management is one of the three critical components of a DFSSstrategy

• Strategic business integration

• Project management

• Change management

• Use PM to define, clarify, evaluate and adjust actions to fulfill projectmission

• As DFSS projects become increasingly complex minimizes the risks of failure


• Project plan








Why is Project Management Important?

• Tracks projected benefits against client requirements• Defines expected timelines

• Uses resources efficiently

• Identifies problem areas and risk

• Improves communication

• Ensures project scope and objectives are clear

• Eliminates duplication of effort




What is a Project?

A project is an organized effort to fulfill the needs of clients

• The characteristics of a successful project are:

• A distinct beginning and end

• Sequenced activities in a network

• Work breakdowns for each activity

• Identification of the critical path

• Milestones to measure progress

• Measurable outputs


• Project plan








Project Plan Elements

• Work Breakdown Structure (WBS)

• Project management metrics

• Visual management and tracking

• Project evaluation - Budget vs Actual

• Cost and risk containment




Project Management Defined

What PM is not

• Reactive tool

• Lots of paper work

• Impressive charts

• Complex software

• Bury the bad news

• Find the culprit

• for/by project manager

What PM is

• Proactive tools

• Key project metrics

• Effective charts

• Project status

• Expose risks

• Find the solution

• for/by the whole team




Project Management Tools

Hard Tools

• Work Breakdown Structure(WBS)

• Network Analysis

• Critical Path

• Gantt Charts (Timelines)• Matrices for assigned

responsibilities

Soft Skills

• Leadership

• Change Management

• Teamwork

• Communication

• Negotiation

• Influencing




Definitions

• WBS Work Breakdown Structure, composed of tasks andactivities

• Network A logically grouped sequence of serial and parallelactivities over time with the purpose of completing aproject (PERT Chart)

• Activity Consists of several tasks• Tasks Require time and resources to complete




Definitions

• Milestone A major control point in the network

• Critical Path The specific sequence of activities which takes thelongest time path through the network

• Gantt Chart A sequenced graphical representation of thenetwork showing activities, tasks and timelines for

completion of each task




WBS of Task Items

• Identify major tasks and sub-tasks

• Assign responsible person for each task

• Estimate start - end times (duration)

• Establish dependencies among tasks

• Some tasks are milestones - tollgates

• List milestone deliverables (SMART)

• Estimate resource requirements (4M)


• Project plan








Work Breakdown Structure

Identify all the activities and their estimated completion times for theproject

Activity 1 Task 11

Process Step i

Activity 2

Task 12

Task 21

Task 22

Completion Time

1 Day

10 Days

4 Days

2 Days




Complete Network

Put the tasks in a network according to the order of completion and timeto complete

Start Finish

Activity 1

Task 11

Activity 2

Task 12

Task 21 Task 22

1 Day 10 Days

4 Days 2 Days




Critical Path

Compute Critical Path

Compute the Critical Path by finding the longest path through thenetwork

Start Finish

Activity1

Task 11

Activity 2

Task 12

Task 21 Task 22

4 Days 2 Days

11 Days

6 Days

1 Day 10 Days




Days1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Milestone 1

Gantt Chart

Transfer the Work Breakdown Structure to a Gantt Chart to show timeper task and Milestones

Process Step i

Activity 1

Task 11

Task 12

Activity 2

Task 21Task 22




Develop theWork

BreakdownStructure

Sequence theTasks Using a

NetworkDiagram andCompletion

Times

AnalyzeResource

Constraintsand External

Factors

Create a ProjectControl Schedule(Gantt Chart) and

Review WithOrganization

Project Plan




Project Definition & Scope Problem Statement & Objectives

Completion Time

1 Day

Example Project Work Breakdown Structure

Define & Measure Phases

CTQ Identification

Project Definition

Team Member Selection

Identify Primary & Secondary Y’s

1 Day

1 Day

2 Days

1 Day

Process Exploration Process Map

C&E Matrix

FMEAMSA Attribute Studies

Capability Assessment Variable Studies

Cpk, Ppk, Sigma Level, DPU, RTY

3 Days

2 Days

5 Days

5 Days

3 Days

2 Days




Example Network Diagram

Start Finish

ProjectDefinition

ProcessExploration

CTQ Benefits Team Y’s

C&E Matrix

Variable

FMEA

MSA

Capability

Critical Path

1 day

Prob. Statement

3 days

Flow Diag.

5 days

Attribute

2 days

C pk P pk

1 day 1 day 2 days 1 day

2 days

3 days

5 days




Simple Gantt Chart

Task Tasks Dates Jan Feb Mar Apr May Jun

Id Task Description Resp. Bef Aft Start End 1 15 1 15 1 15 1 15 1 15 1 15

1.0 Define Project GM 2.0 01-Jan-02 01-Mar-02

1.1 Projec t Launch MBB 1.2 02-Jan-02 03-Jan-02

1.2 Establish Charter Team 1.2 1.4 03-Jan-02 24-Jan-02

1.3 Build Team BB 1.1 1.4 02-Jan-02 13-Jan-02

1.4 Communicate project CM 1.2 1.6 18-Jan-02 20-Feb-02

1.5 DFSS Training TM 1.3 15-Jan-02 30-Jan-02

1.6 Prep & Review Tollgate GM 1.4 22-Feb-02 28-Feb-02 Milestone

2.0 Establish Design Metrics DBB1 1.0 3.0 10-Jan-02 10-Mar-02

2.1 Compile VOC MT 1.2 2.3

2.6 Review Tollgate GM 2.5 Milestone

3.0 Develop Preliminary Desi DT 2.0 4.0 15-Feb-02 30-Mar-02

4.0 Develop Detailed Design DT 3.0 5.0 20-Mar-02 15-May-02

5.0 Implement Design Team 4.0 01-May-02 30-Jun-02

Identify major tasks and sub-tasksAssign responsible person

Establish dependencies among tasksEstimate start - end times

Some tasks are milestones




Task Deliverables

• Each task can be clearly described using Gantt Chart: What when andwho

• But each task has outputs and inputs also

• The outputs are called task deliverables

• Deliverables must be clearly described

• SMART, responsibilities, dependencies• Many project management tools easily incorporate this information


• Project plan








Resources and Budgets

• Task inputs: deliverable from previous tasks

• Plus, resources and time commitments

• List resource requirements using 4Ms

• manpower, machinery, materials,measurements

• estimate the availability and cost of resources

• This information constitutes budget• estimated amount of resources and time needed




Example: Task Description

Task Name & Number: Develop Charter #1.2

Responsibility: MBB. Start:1/10 End:1/20

Deliverables: Complete Charter Document

(See attached example for delivery details)

Needed Resources Budget

Business Plan from GM n/aTeam Members (8 @ 3 days) 24 man days

E i U i Y P j t




Exercise Using Your Project

• Identify key action items for your project

• Select the initial items and assign

• responsible person, schedules, dependencies

• Prepare a simple Gantt chart

• include critical milestones and deadlines

• For 2 or 3 action items prepare a list of deliverables, resources andbudgets

R l d R ibiliti




Roles and Responsibilities

• DFSS projects are resource intensive

• DFSS is a concurrent design process

• People from different organizations must work together

• Must clearly define multi-disciplinary roles and responsibilities

• Include infrastructure team members

• IT, finance, HR, training etc


• Project plan





P j t H R




Project Human Resources

• Business Leadership, Sponsors

• Core team members

• Project Team Leader, Core team members

• Subject matter experts, client reps, coach

• Infrastructure team Members

• Finance, IT resources, marketing, HR, PR

DFSS P j t R l




DFSS Project Roles

6s Project Champions

6s

VP

HR IT Finance PR Project

Sponsor

DFSS

HR

Manager

DFSS

Financial

Manager

DFSS IT

Manager

Training

DFSS

Coach

DFSS

Communi

- cations

DFSS

Training

Manager

DFSS Project Leaders

Core Members

• DFSS Team Roles

• Infrastructure Roles

• Business Roles

DFSS Infrastructure

Business Leadership - CEO, GM, Sponsors

Stakeholder Teams

DFSS D l t




DFSS Deployment

Discover

Decide

Organize Initialize

Deliver

Deploy

• Vision• Mission• Values

• Plans• Resources• Infrastructure

• Projects• Schedules• Results

•Goals•Scorecard

•Reviews•Feedback

• Metrics• Project

DFSS Deployment

LeadershipSponsors

ProjectLeadersDFSSTeams

DFSS SponsorsProject Leaders

Adapted from:Hoshin KanriYoji Akao (Editor)Productivity Press 1991

L d hi T




Leadership Team

• Provide strategic vision to the project team

• Identify sponsors and key stakeholders

• Review project progress periodically

• Champion the cause of the project

• Provide necessary executive attention

• Help break the boundaries when needed• Approve the project direction, funds


• Project plan





S R l P j t L h




Sponsor Role - Project Launch

•Own the project charter and results

•Select project leaders and key members

• Align the team with the project goal

•Represent project team to the leadership

• Act as a voice of leadership team

•Identify key stakeholders and gain support•Establish cross-functional relationships

Sponsor Role Project Execution




Sponsor Role - Project Execution

• Review project progress closely

• Define product delivery metrics

• Provide direction, advice and support

• Remove organizational hurdles

• Update organization on project progress

• Look for synergistic project opportunities• Support the launching of end product

Team Leader Qualifications




Team Leader - Qualifications

• Senior and experienced project manager

• Well respected by leadership and team

• Champions and owns the project cause

• Domain knowledge and DFSS expertise

• Possesses Multi-disciplinary skills

• Proven leadership, negotiation skills• Communication and conflict resolution skills

• Manage multifunctional teams


• Project plan





Team Leader Roles




Team Leader - Roles

Project launching phase:

• Develop charter with sponsor

• Select team members, support structures

• Establish complete charter and project plans

• Provide necessary information to leadership

• Establish cross functional team• Ensure team members have tools and training

Team Leader Roles




Team Leader - Roles

Project execution phase:

• Manage project - establish project metrics

• Track, review and adjust project tasks

• Advise, guide and lead team members

• Develop team spirit and manage team dynamics

• Provide timely feedback to team members• Conduct regular review sessions as needed

• Maintain the records and documentation

• Communicate at all levels of the organization

Team Member Roles




Team Member Roles

• Team members are subject matter experts and key professionals for project success

• Trained in domain knowledge and DFSS

• Provide the needed expertise to the team

• Help team leader to build project plan

• Deliver solutions as per project plan• Act as liaisons to stakeholders and project


• Project plan





Infrastructure Teams




Infrastructure Teams

Business•Establish goals

•Select projects•Review results

Finance•Define guidelines• Audit Benefits

• Approve Projects

Human Resources•Develop and Retain People

•HR Strategy for DFSS•Deep cultural change

CultureChange

CompensationStaffing

DFSSBusiness Results

Training Teams•Facilitate DFSS Training•Provide infrastructure support

Communications•Internal Communications

•External Communication•At all levels

IT

Your DFSS Project Resources




Your DFSS Project Resources

• Identify the names for the following roles in your DFSS project

• Business Leadership and Sponsors

• Core team members

• Project Team Leader, Core team members

• Subject matter experts, client reps, coach

• Infrastructure team Members• Finance, IT resources, marketing, HR, PR


• Project plan





Project Management Techniques




Project Management Techniques

• DFSS will be a complex multi-disciplinary effort with many players

• DFSS will fail without proper project management evaluation andcontrol

• There will be sub-projects that have to be spawned, executed andassimilated

• Focus: manage cost and reduce risk• Project reviews and action plans


• Project plan





Project management metrics




Project management metrics

• What gets measured gets done

• Metrics drive behavior

• Different from the product metrics

• Reporting vs. proactive metrics

• Objective picture of project progress

• Used to keep project under control

Usefulness of Project Metrics




Usefulness of Project Metrics

• % completion is widely used but it is a lagging metric

• But leading metrics are more useful

• Leading metrics include deviation in

• expected finish dates, budgets and deliverables

• Not for fixing blame

• used for allocate necessary resources and attention

Example Metrics




Example Metrics

Task Evaluation: 28-Feb-02 Days %

Id Task Description Resp. Due Date Delivery Delay Delivered Budget Actual Deviation

1.0 Define Project GM 01-Mar-02

1.1 Project Launch MBB 03-Jan-02 05-Jan-02 2 100% n/a n/a

1.2 Establish Charter Team 24-Jan-02 30-Jan-02 6 90% 5,000$ 6,200$ (1,200)$

1.3 Build Team BB 13-Jan-02 16-Jan-02 3 95% 10,000$ 12,000$ (2,000)$

1.4 Communicate project CM 20-Feb-02 18-Feb-02 (2) 100% 2,000$ 1,000$ 1,000$1.5 DFSS Training TM 30-Jan-02 25-Jan-02 (5) 100% 10,000$ 8,850$ 1,150$

1.6 Prep & Review Tollgate GM 28-Feb-02 27-Feb-02 (1) 95% n/a n/a

Project task listResponsibility

Evaluation dateDelay % complete Budget Deviation

What are the suitable metrics for your DFSS project ?

Visual Project Management




Visual Project Management

• Adopt an effective, efficient, actionable communication method

• All important project plan templates

• Charter, Gantt Chart, % completion, gaps

• Displayed prominently for team action

• Used in project and tollgate reviews

• Backed up with detailed documentation

• DFSS project Definition

• Project scope

• Project plan





Project Plan Reviews




Project Plan Reviews

• Reviews are critical part of project plan

• Plans are useless without periodic evaluation by key players

• The purpose is not to fix the blame but for corrective action

• Action plans are dynamic and flexible

• Performed as an integral part of the project review process described

later


• Project scope

• Project plan





Project Review Process




Project Review Process

• Project reviews - to manage projects Design reviews - to evaluate

designs Tollgates - Management reviews

• Structure of project reviews

• frequent, focus on key tactical project items

• use project metrics and documentation

• Content and results of reviews• Not a discussion on designs but execution

• Actionable result with updated plan

Project Tracking and Documentation Control




Project Tracking and Documentation Control

• Documentation must be meticulously maintained for the project

success. The project documents include• Project status report

• Detailed project plan

• Design documents

• Change logs

• Issue logs• Meeting minutes

• Organizational chart

• Design process is iterative and complex

• Documents must be centrally available

• Control them as “Design folders”

• Facilitate using web technology

• Do not under estimate need for paper

• Necessary bureaucracy


• Project scope

• Project plan





Additional Topics for Effective DFSS Project




Additional Topics for Effective DFSS ProjectExecution

• Role of Communication Plans

• Identify audience, message and due dates

• Make it a part of project plan

• Role of change management

• DFSS requires a cultural change

• It will be discussed in next section• Role of risk management

• DFSS is really a risk mitigation strategy

• This will be discussed in next section

Communication Plan Considerations




Communication Plan Considerations

Look at project plan and consider communication at all steps

• Who is affected by this project/step?

• How will work process be affected?

• What known already?

• Is any action required?

• How much time is needed to complete this action?• What information is needed to complete this action?

• Are there external communication implications?(HS&E, clients, community, competitors, etc.)

Traditional Project Issues




Traditional Project Issues

• Accurate problem scope

• Missed deadlines

• Capital intensive

• Measurement systems ignored

• Inadequate data

• Limited analysis

• Gains not sustained

• Excessive workloads

• Cost overruns

• Team skills

The Six Sigma Breakthrough Strategy®

addresses theseissues

Steps to Handle Project Issues




Steps to Handle Project Issues

• Track and manage the project with the Project Plan documents

• Create a visual control area to post documents and metrics

• Update frequently

• In accordance with a communication plan

• Hold regular team meetings to assess progress

• Identify and solve problems in a timely fashion• Communicate to stakeholders often - good and bad news

• Reward team members for accomplishing goals

Your Charter Document





Compile following elements for your project:

• Business Focus • Goal statement

• Project scope • Team members

• Project plan • Project metrics

• Project review process and planning

• Documentation control strategy

• Communication strategy

Present the results in a report out (10 min)





Project Name: Project Number:

Presenter: Date:

Business Focus Goal Statement

Project Focus

Generation 1Generation 2Generation 3Add extra sheets

D ate s Pr oje ct Pla n: K ey M ile st on es

· Attach Gantt chart

· Description of Deliverable

· Total budget

· Key P roject M etrics

Team Members N ames and Signatures

Exec. Champion

Project Sponsor

Project Leader

Finance Approval

Custome r Representative

Subject matter experts

-

-

W hen What W ho

Project Tollgate 1

Project Tollgate 2

Project Tollgate 3

Project Tollgate 4

Documentation Strategy

Communication Strategy

Change Management Plan

Risk Management Plan

Use the attached project template

• Provide key data first

• Use additional sheets

• Separate Gantt chart

• Key team members

• Tollgate dates

Key Learning Points




y g

At the End of This Module the Participants




pCan

• Create DFSS project charter and scope

• Complete project plan

• Develop appropriate project metrics

• Define roles and responsibilities

• Establish project review procedures

Trademarks and Service Marks



Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of ix Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.