How Firms and Corporates Grow in any Economy
The rules of economics and business are such that in any economy, old or new, recession or boom, the basic rules governing growth are the same. Indeed, ever since the modern day capitalist model of business emerged, growth at any cost and in any economy has been the driving force behind all the decisions that […]
Increasing Exports through Free Trade Zones (FTZ)
Countries have long since realized the importance of furthering their interest by supporting the International Trade and Exports from in house and actively supporting the industries to become globally competitive. Besides this objective, many governments also aim to promote Foreign Direct Investment into the country and encourage Multi National Companies to set shop and manufacture […]
The Economic Effects of Digital Distractions
The 21st century is also known as the information age. The biggest companies in the world today sell nothing but information. Consider the case of Google, Facebook, and Twitter, etc. that have billions of dollars in market capitalization. Every company, big or small, now has a social media department. The job of the people in […]
Configuration Control and Setting Up of Base in ERP System
ERP systems were developed based on generic need of various types of organizations, belonging to diverse business segments and further evolved through continuous adding up of new business processes. Consequently, any ERP system now offers numerous functionalities, which overwhelm most of the enterprises, during project implementation. Enterprises are needed to pickup relevant components of the […]
The Drivers of the BPO Phenomenon: Globalization, Economics and Geopolitics
The main drivers of the BPO phenomenon are globalization, economics and geopolitics. To elucidate, ever since the global economy started getting more integrated and interconnected, there has been a concomitant movement towards opening up of the economies of the developing countries to greater interaction with the west. This “flattening of the world economy” has meant […]
A Project schedule is a document that contains vital information about the beginning and ending of the each of the five phases of the DMIAC Six Sigma methodology. The project schedule is an important document because it contains information about the project team, risks that have been identified and most importantly the approval status.
After each stage of the project that has been completed there is usually a meeting which focuses on the work done in that stage in the light of what was planned.
The project schedule contains information about the dates of these meetings and their agenda. Project schedules are often displayed graphically on the shop floors to remind the team members about the current status and what should have been achieved by then
Choosing an arbitrary project date can lead to the Project schedule not being followed and make the entire process meaningless. It is therefore important that the Project schedule be created by a senior person on the team like a Project Champion, a Project Lead or someone with a similar level of authority. Here is the information that they are usually required to consider:
Historical Six Sigma Information: In most cases, the project in question is usually not the first six sigma project being taken. Many similar projects have been undertaken in the past. The time taken while completion of these projects and the issues faced are usually documented. This information should be referred to before deciding the project schedule.
Constraints: A project team seldom has all the resources it needs. However many times resources are present with the parent organization and just need to be transferred to the project team. In such cases the time taken will generally be less. However in many cases, the organization has to acquire resources for the project team to execute. Not only are there usual bureaucratic hitches involved but also whether the organization is willing to spend the additional amount on the project. Time should be given for convincing the management.
Assumptions: Many times there are assumptions regarding the project requirements which may be unrealistic. For instance the project may require the services of a certain expert who obviously has other commitments to. Experts usually arrive at the project just at the time that they are required to. Expecting them to understand the project and start delivering immediately is incorrect. In many cases training is given to newer members to carry out six sigma project tasks. Expecting them to be well versed immediately after training without any hands-on experience is also an unrealistic expectation.
Risks: The risks assessment document provides a good estimate about the characteristic of setbacks that a project is likely to suffer. Hence this document must be carefully studied before arriving at a schedule.
The idea is to stretch the project team just beyond its capabilities. This will keep them on their toes. Giving them targets they can never meet is a demoralizer.
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