Lean Six Sigma Black Belt DMAIC Project and Design for Six Sigma (DFSS) Project Selection Roadmap Book

In 4-week Lean Six Sigma Black Belt process improvement training one week’s training is conducted during each month. While, Lean Six Sigma Green Belt is typically over two months with two weeks of training in each month. Master Black Belt training can be two months of training where there are two weeks duration of training each month. A Lean Six Sigma book for the Lean Six Sigma training is described below along with a book for creating an enhanced business management system that improves Lean Six Sigma project selection.

Process improvement projects typically follow a define-measure-analyze-improve-control (DMAIC) roadmap in Lean Six Sigma training; i.e., for Black Belt and Green Belt training. For each student they are to have a classroom project that they are to complete before their Black Belt or Green Belt certification. Typically the major metric for a corporation’s Lean Six Sigma deployment is the money saved through completed projects.

Two major problems frequently encountered in Lean Six Sigma deployments are related to the classroom projects and the reported benefits from these projects. One common problem is that training projects and other projects conducted after training are selected from a list of potential class-room and after-class-room projects. Often such a “push-for-project-creation” process leads to projects that are not scoped well and are not beneficial to the business as a whole. For these situations, students often have difficulty completing their project for many reasons. For example, the student may not be given adequate time and resources to work on the project. When this occurs, we might we conclude from this that the project was not really important to the business or its business-management performance metrics?

A second problem is that completed project financial benefits might sound good from a local organizational silo viewpoint where there often is little, if any, impact to the overall business. A typical “push-for-project-creation” strategy of Lean Six Sigma deployments can lead to making the claim that110 million dollars was saved but nobody can find the money.

To avoid these issues a business system is needed that has management performance metrics where improvement needs to the metrics pull for project creation. a system to accomplish this is Integrated Enterprise Excellence.

The book, Integrated Enterprise Excellence, Volume II Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, describes in its 551 pages a describe an Enterprise process DMAIC (E-DMAIC) business management system roadmap. In this E-DMAIC roadmap system, measurement process improvement needs pull for project creation.

The main body of the book’s sequence-content follows the E-DMAIC roadmap, as noted in the table of contents at Integrated Enterprise Excellence, Volume II Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard. Execution of the E-DMAIC roadmap shows how to create improvement projects that impact the business as a whole.

Volume III follows Volume II in this three-volume series, which is a 1232 page book titled Integrated Enterprise Excellence, Volume III Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard. The topic sequence in the body of this book follows a detailed step-by-step DMAIC (P-DMAIC) project execution roadmap, as noted in its table of contents, which integrated Lean and Six Sigma tools. In this improvement project roadmap, there is true integration of Lean and Six Sigma tools. In this true tool integration, it is shown when and how to use Lean or Six Sigma tools.

The following paper describes an integration of the E-DMAIC business system with the P-DMAIC project execution roadmap: “C-Suite: The Need to Re-think our Business System’s Strategic Planning, Scorecard Creation, and Process Improvement Efforts”