Report and Evaluate the Six Sigma Projects

Metrics from DMAIC projects have been gathered and passed to the program custodian when each project was completed. This data is used to assess the overall impact of the program on the goals set out by the executive during the Recognize phase. Some of these will be financial metrics such as cost savings, incremental revenue or margin enhancement, while others will be related to customer CTQs such as delivery to want, or warranty returns. These metrics will be defined by the program custodian and will probably be part of a lean Six Sigma project tracking system.

Integrate Six Sigma into Business Systems

The lean Six Sigma program is a major business initiative no different in scope and importance than any other. The program must be integrated into the existing reporting and management systems. The longer term goals of lean Six Sigma require the program to be integrated with HR, finance, and operational reporting systems. The ability to analyze a portfolio of completed projects is required to maintain and modify the Body of Knowledge, certification requirements and status, and corporate communication planning processes.

Identify New Opportunities

If the lean Six Sigma program is not delivering what the stakeholders want, then:

1. Recognize there is a problem with the program
2. Define what the stakeholders want out of the program by talking with them
3. Measure what the program is delivering or not by looking at past projects
4. Analyze the key drivers of the process to deliver the results you want by looking at past projects
5. Improve the program by changing
6. Control the program
7. Sustain the development of the new program and be aware of the need to evaluate it.