To tackle a project, often the scope is shortened to address the business process more precisely. But, while doing this there’s frequently a mismatch of the scope to the available resources. A Six Sigma Project found and resolved such an issue while working in the finance sector.
While, just the latter end of the deal with the customer was considered as in-scope for the team, the late payments actually ensued due to the difference between the terms and conditions promised and the delivery. A limited scope resulted in unproductive solution.
The entire process was required to be mapped, and each individual section was assigned to Master Black Belt for that business function, who coordinated with the quality leader to ensure consistency and integrity. Once all the individual processes were mapped, rework loops were identified.
But the teams were resend to chalk out a more detailed map for an effective diagnosis, and conduct an FMEA. The FMEA rating was supposed to address the impact on the customer of the next sub process. Each study was converted to a master FMEA, and a Pareto chart to allow the quality leader to analyze the vital Xs.
The Six Sigma Project allowed relevant defect reduction targets, which were performed at individual functional areas, consolidated, and brought back to the quality leader. Since the Six Sigma Project created a big picture, it effectively optimized the silo effects, while giving an insight into the underlying issues for the overall process.