What is the scope of the six sigma in management?

Its a  problem solving theory that is more easy and popular rather than other that is brife as DMAIC (define,measure,analysis,improve ans control the problem in a project)

Scope is a clear statement that defines what is included (and, by exclusion, what is not included) in a Lean Six Sigma process improvement project. Scope is therefore part of the Define phase in DMAIC and is defined in the Project Charter.

In other words, Scope sets the limits of what a process improvement project can accomplish.

The Five Step Procedure for Defining the Scope, Purpose and Value of a Six Sigma Project

• Step1: Review Preliminary Information

   

   

• Step2: Develop the Project Scope (Scope)

   

   

• Step3: Develop the Problem and Goal Statement (Purpose)

   

   

• Step4: Develop the Business Case (Value)

   

   

• Step5: Develop the Project Charter which is the Central Document In any Six Sigma Project

Defining the Objectives

• Valuable: The objective must be valuable. There are many things that are going on inside a mega corporation. There may be many places where there might be scope for improvement as well. However the organization has limited resources and needs to take only the most important projects first. Which projects are important are defined by the strategy of the organization. Hence one must ensure that the six sigma project is aligned towards the strategy of the organization and is hence valuable.

   

   

• Understandable: Six sigma projects are never executed in silos. The key stakeholders in every project are identified. Then the objectives of the project are communicated to the key stakeholders and an agreement is reached with them. It is critical that the team undertaking the six sigma project be able to clearly define what they intend to do in front of stakeholders like the people who actually implement the process. Hence the objectives must be defined in as simple terms as possible so that articulation is easy.

   

   

• Achievable: A good sigma project is not far-fetched. It is important to understand the range of the organizations capability. The project objectives must lie just beyond the current range. This will stretch the organization and make it more efficient. However, if you place the objectives of the project too far outside the limit of the organization, it is bound to fail. Failure in a six sigma project demoralizes the people who have been instrumental in implementing them. This jeopardizes the entire quality initiative. Make the objectives achievable at the start of the project to avoid turmoil at later stages.

Application of professional project management is not synonymous with application of Six Sigma. Both disciplines do share many common goals and intent. Both seek to reduce failures, prevent defects, control costs and schedules, and manage risk. Generally speaking, professional project management attempts to achieve these goals by encouraging sound practices on a project-by-project basis, often through the mechanism of a project office that promulgates policy, provides templates and advice, promotes appropriate use of tools such as critical path method, and perhaps performs periodic project reviews.

Six Sigma is more typically oriented toward solution of problems at root cause and prevention of their recurrence, as opposed to attempting to control potential causes of failure on a project-by-project basis. Six Sigma’s set of tools are more broadly applicable, than those commonly applied within the discipline of professional project management. Recognizing that project management is itself a process, Six Sigma is potentially applicable to its improvement.