Six Sigma projects are powerful tools for achieving breakthrough improvements. Improvement projects utilize the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology while design or re-design projects use the DMADV methodology. Such projects can be undertaken for large or small initiatives, but because they require a fair bit of work in planning and engaging the team, they are usually applied in situations where a significant change effort is likely to lead to an outcome well in excess of the work put into the project. 

Use your work in the Value Stream Map and Kaizen Event assignments, as well as what you have learned so far in this course, to identify a potential Six Sigma project that can benefit the value stream and your organization.

2. Explain the Six Sigma project(s) that you would recommend to senior management and justify your selection.
4. Develop a detailed Project Charter for your recommended project. The project charter must include the following:
   • Problem statement
   • Goal statement or objectives
   • Project scope
   • Critical-to-quality requirements, or CTQs, of the processes within the scope of this project
   • Key metric Y (or key metrics Y)
   • Expected operational and financial benefits of the project g. Milestone dates for each phase of DMAIC (or DMADV)
   • Project team (titles of project team leader and members)
   • Champion (title of the executive or senior manager)

Project Charter template:

PROJECT CHARTER Part C Six Sigma Project Charter Student Name: Date: Professor: Justin Bateh Part 1: Explanation of recommended Six Sigma project(s) and justification for selection: Part 2: Project Charter PROJECT NAME PROBLEM STATEMENT GOAL STATEMENT PROJECT SCOPE IN-SCOPE: OUT-OF-SCOPE: CTQs of PROCESSES WITHIN PROJECT SCOPE: KEY METRIC EXPECTED BENEFITS MILESTONES FOR DMAIC OR DMADV PHASES: PROJECT CHAMPION: PROJECT LEADER (Green Belt or Black Belt): PROJECT TEAM MEMBERS: AD-HOC MEMBERS: APPROVED BY & DATE:

CHECKLIST FOR PROJECT CHARTER TEMPLATE PROJECT NAME: PROBLEM STATEMENT: - Specific; problem is specific, not a general problem. State specifically what the problem is in specific terms. - Measurable; specify the size of the problem and its operational and business impact in measurable terms. - Chronic problem or performance deficiency (not a one-time or one-off problem) - No blame, no causes, no solutions in the problem statement GOAL STATEMENT: - Target level of performance to be achieved by the project and targeted end date - SMART: specific, measurable, attainable, relevant, and time-bound PROJECT SCOPE: - Manageable and doable "bite-size" project, within six months or less; not "world hunger" size - Specify what's in-scope and what's out-of-scope (For example, residential customers are in scope, but commercial customers are out of scope.) CTQs of PROCESSES WITHIN PROJECT SCOPE: - CTQs are stated correctly - One or more of the listed CTQs is/are the Key Metric(s) for this project. Note: CTQs are the performance characteristics of a process, product, or service that are critically important to customers, for example, timely deliveries measured by % on-time and correct deliveries measured by % correct and accurate. Alternatively, the correct temperature of pizzas (so that customers receive hot pizzas) is measured by degrees Fahrenheit. KEY METRIC: - Stated as a metric (i.e., the focus of the project; this is the metric to be measured, analyzed, and improved during the project) Note: This is the performance outcome Y (in Y=f(x)) to be improved by the project and stated in measurable terms, such as order-to-delivery time in hours, % on-time, % defective, the thickness of pizza crust in inches, or temperature of pizza in degrees F. EXPECTED BENEFITS (operational and financial benefits to be expected when project goal is achieved): MILESTONES FOR DMAIC OR DMADV PHASES: