Six Sigma
Way
Way
BI
Quality
Quality
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BI Capability
Maturity Model
Maturity Model
BI Comprehensive
Improvement Model
Improvement Model
The BI Comprehensive Improvement Model
The Six Sigma
BI Improvement Projects
BI Improvement Projects
Six Sigma Project Portfolio
The business intelligence audit results are compiled and assessed. We will use these results to develop a list of actions which should be taken to modify and improve the quality of the business intelligence. The primary goal of the Action Response Plan is to identify and describe sets of responsive activities; to create a list of action response projects, and to prioritize those projects for action.
Thus, the audit results and the responsive actions are defined and further expanded to describe what each project might include. A project portfolio is created as a result of these measurement and assessment activities. This project portfolio starts with a list of all the possible corrective actions and modifications which are identified during an audit of the business intelligence assets. Those assets are, essentially, the X Factors which cause and impact the quality of the business intelligence product.
These projects are prioritized and managed much like any informaiton technology portfolio is managed. We define the goals; assess the risks, the time and resource requirements, and the value to be received. Of critical importance in the assessment process is a knowledge of how the X Factor and the corrective actions are correlated to the quality of the product -- i.e. which CTQ factor will be impacted by any changes and how much of an impact can be expected. We validate the estimated costs, i.e. review and reaffirm the costs in terms of money, resources and client satisfaction. We re-estimate the potential impact of the modifications to be made on the identified critical to quality (CTQ) factors.
Six Sigma ‘Action Response’ Projects
The six sigma projects which result from the business intelligence audits also are managed using the Six Sigma DMAIC process. For each project, the initial work of the selected project team will be to:
Define the problem to be addressed.
Write the objective statement.
Recruit the project team, obtain final approvals and launch the project.
The DMAIC process for each of these Six Sigma Action Response projects is described below.
Define
Project Definition. The project will be defined in a skeleton fashion during the Portfolio creation process. In chapter 9, the relationships between the Y-Quality factors and the X-Causal factors are described. In the initial definition of the project, we need to make a preliminary judgment about that relationship(s). What specifically needs improvement and is there a reasonable chance that some particular set of activities will result in that improvement.
As we plan and launch the project, then we will begin to elaborate on and complete the definition of the project. Some of these steps should have been covered in the Analysis stage of the umbrella project. We will need to revisit them to provide a more complete understanding of the individual project. The steps of the definition process will include:
Identify exactly which of the CTQ factors will be impacted (improved, we hope). Identify, define and validate the metrics to be used to measure success.
Identify exactly which of the X Causal Factors will be modified; define them in relationship to the organization and the business intelligence assets. Identify, define and validate the metrics which will be used to measure the changes to be made.
Review and validate the baseline performance. We should already have this baseline performance from the initial/previous iteration of the Six Sigma Continuing Improvement process.
Write the Project Plan - exactly what actions will we take to correct the problem, i.e. modify the X factors.
Recruit the project team, obtain final approvals and launch the project.
Measure
Take the actions which have been defined as part of the project plan.
Measure the Y factors which have been identified. Keep a monitor on all CTQ factors - and recheck the expected correlations between the X and Y factors.
It will also be necessary usually to take another audit of the X factors being modified - to determine that the modification has actually occurred.
Analyze
The data which is collected before and after the project planned actions should be reviewed and analyzed. The logging of the CTQ Y factors should be continuous. Regular checks of those CTQs which are not continuous should be made. Has the product quality, in fact, been impacted? For the better or worse? Have the X Factors actually been modified as planned? Which CTQ Y factors were impacted? Were they the ones which were been identified in the preliminary plans?
Improve
The Improvement actions which have been identified for this project are taken. As we take action, we also document and carefully review the process and results. We expect to be learning more about the components, the X and Y factors, as well as, how to make the process work better.
Control
We need to keep the gains which are made as a result of each Six Sigma project. There should be a follow up and regularly scheduled re-measurement and validation of results. The changes to the causal factors especially need to be reviewed, a re-audit at least for those X components within the limited scope of the individual project. Make sure that modifications are not removed or discarded as the project team completes their mission. Periodic reviews and continued monitoring are critical.
