Choosing a Good Project for Lean Six Sigma Training

Introduction

Selecting the right project is one of the most critical factors for a successful Lean Six Sigma (LSS) training course. A well-chosen project helps reinforce LSS tools and methods while delivering measurable improvements. This guide outlines what makes a good project, key selection criteria, and provides practical examples.

What Makes a Good Lean Six Sigma Project?

A good LSS project has the following characteristics:

1. Problem is Measurable and Quantifiable

• The issue must have measurable performance (e.g. defect rate, cycle time, yield).
• There should be baseline data or the ability to collect it.

2. Clear Business Impact

• The problem should align with organizational goals (cost, quality, time, customer satisfaction).
• Expected savings or performance improvement is identifiable.

3. Not Solved Already

• Projects should not be pre-determined solutions or simple fixes.
• There must be uncertainty about the root cause (a problem-solving opportunity).

4. Feasible Scope

• Project scope should be achievable within 3–6 months.
• Avoid projects that are too broad (“boiling the ocean”) or too narrow (“just do it” fixes)

5. Ownership and Engagement

• The Process owner’s buy-in is critical.
• The project team must have access to the process and data.

6. Requires LSS Tools

• The project should require DMAIC methodology and tools like Pareto analysis, process mapping, hypothesis testing, regression, or control charts.

Ensure You Have a Project Sponsor

One of the most overlooked success factors in Lean Six Sigma projects is the presence of an engaged and empowered sponsor. A project sponsor is typically a manager or senior stakeholder who has:

• Authority over the process or area being improved.
• Responsibility for the performance metrics being targeted.
• Resources to support the team (e.g., time, access to data, stakeholder alignment)

Why a Sponsor is Critical:

• Helps remove roadblocks and escalate issues.
• Ensures alignment with business priorities.
• Supports the project team with influence and credibility.
• Increases the likelihood of implementation of solutions.

What to Look for in a Sponsor:

• They care about the problem (it impacts their KPIs).
• They have the authority to make decisions.
• They are willing to attend tollgate reviews and support you during the DMAIC phases.

Tip: If you can’t identify a sponsor for your project, it’s a warning sign that your project may lack strategic relevance or stakeholder support.

Assessing Time Requirements and Project Size

Another common pitfall for Green Belt and Black Belt candidates is selecting a project that is too large for the time they can realistically dedicate. While ambitious goals are good, a training project must be right-sized.

Questions to Ask:

• Can the DMAIC phases (Define, Measure, Analyse, Improve, Control) be completed within 3–6 months?
• Do I have at least 4–6 hours per week to dedicate to this project?
• Are data and stakeholders easily accessible, or will access delay progress?
• Will I need major system changes or external approvals to implement solutions?

Warning Signs Your Project is Too Large:

• It involves multiple departments or business units.
• It depends on external suppliers or regulatory changes.
• The problem statement is vague or strategic, e.g., “Improve market share.”
• There is no clear boundary on where the process starts and ends.

Right-Size Your Project by:

• Narrowing the scope to a single product, customer group, or location.
• Splitting a larger project into manageable phases.
• Focusing on one measurable problem instead of several.

Top Sources to Find Lean Six Sigma Project Opportunities

1. Financial Performance Reviews (as you noted)

• Variance-to-budget reports
• Cost centre reviews
• Margin erosion analysis
• High warranty or service costs
• Why it’s useful: Points to areas where process inefficiency is hurting the bottom line.

2. Voice of the Customer (VOC) & Complaints (also already noted)

• Customer survey results (NPS, CSAT, etc.)
• Support ticket trends.
• Refunds, returns, or reworks due to dissatisfaction.
• Why it’s useful: Helps identify gaps in meeting customer expectations.

3. Internal Audit Findings

• Non-compliance with SOPs or regulatory standards
• Repeated audit failures or control issues
• Why it’s useful: Highlights risk, compliance, and control gaps that can be fixed with structured improvement.

4. KPI Dashboards and Business Metrics

• Missed performance targets.
• High process variation or downward trends
• Red/Amber indicators in scorecards
• Why it’s useful: Provides real-time indicators of underperformance.Operational Performance Reviews
• Backlogs or bottlenecks in process flow
• Excessive manual intervention or workarounds
• Delays in lead times, approvals, or order fulfilment
• Why it’s useful: Points to Lean opportunities (waste, delays, over-processing).

5. Quality and Defect Data

• High scrap or rework rates
• Frequent product or service defects
• High failure rates in QA/QC checks
• Why it’s useful: Classic source for Six Sigma-style variation and defect reduction projects.

6. IT Help Desk / Ticketing System Reports

• Recurring system or access issues
• Long resolution times or excessive escalations
• Why it’s useful: Often flags broken workflows or process misalignments.

7. Employee Suggestions / Continuous Improvement Boards

• Staff feedback on inefficient or frustrating processes
• Kaizen or suggestion box ideas
• Why it’s useful: Frontline employees often know exactly where time is being wasted.

8. Time-and-Motion or Resource Utilisation Studies

• Excessive wait times or idle workstations
• Underused capacity or over-allocated teams
• Why it’s useful: Reveals Lean waste (waiting, motion, overprocessing).

9. System Logs and Workflow Reports

• Bottlenecks in automated processes
• Exception rates or process retries.
• Delays in RPA/BPM tools

Why it’s useful: For digital and transactional processes, these logs highlight inefficiencies.

10. Customer Journey Mapping or Service Blueprints

• Pain points or friction in the customer experience
• Handoffs that cause delays or errors
• Why it’s useful: Often highlights issues across departments where no one owns the entire process.

11. Change Control Logs / CAPAs / Incident Reports

• Frequent corrective or preventive actions
• Non-conformances and production incidents

Why it’s useful: Provides reactive data that can be transformed into proactive improvement.

12. Product Development / Engineering Reviews

• Design changes due to manufacturability issues.
• Product quality issues linked to spec tolerances.
• Why it’s useful: Ideal for DMAIC or DFSS (Design for Six Sigma) applications.

13. External Benchmarking or Regulatory Feedback

• Performance gaps vs. industry standards
• Non-compliance with external expectations
• Why it’s useful: Shows where improvement is needed to stay competitive or compliant.

Selection Criteria Checklist

Criterion	Description	Check
Problem affects performance	Cost, quality, time, etc.	✅ / ❌
Root cause is unknown	Requires investigation	✅ / ❌
Data available or collectible	Baseline and ongoing measures	✅ / ❌
Aligned to business priorities	Strategic impact	✅ / ❌
Achievable in 3–6 months	Practical for training timeframe	✅ / ❌
Requires LSS tools	Not a simple fix	✅ / ❌
Stakeholder support	Engagement of process owner	✅ / ❌
Sponsor identified and engaged	Provides authority, influence, support	✅ / ❌
Project is right-sized	Realistic time commitment	✅ / ❌

 

Examples of Good Lean Six Sigma Projects

Below are examples across various industries and functions:

Manufacturing

1. Reduce defect rate in CNC machining process.
2. Decrease cycle time for product changeover.
3. Improve first-pass yield in final assembly.
4. Reduce rework in welding process.
5. Lower downtime on packaging line

Healthcare

6. Reduce patient waiting time in outpatient clinic.
7. Improve accuracy of medication administration.
8. Decrease surgical instrument preparation errors.
9. Reduce emergency department length of stay.
10. Improve time to diagnosis for radiology reports.

Service / Office / Transactional

11. Reduce lead time for customer onboarding.
12. Decrease error rate in invoice processing.
13. Improve response time for customer queries.
14. Reduce variation in contract approval times.
15. Improve accuracy of data entry in CRM system.

Supply Chain / Logistics

16. Decrease late deliveries from key supplier.
17. Reduce inventory write-offs due to expiry.
18. Improve order picking accuracy in warehouse.
19. Reduce transport cost per shipment.
20. Lower variation in supplier lead times

Laboratory

21. Reduce sample turnaround time for routine testing.
22. Improve accuracy and completeness of lab request forms.
23. Reduce frequency of invalid or rejected samples.
24. Decrease time to release critical test results.
25. Improve calibration compliance rate of lab instruments.

Publishing Industry – Lean Six Sigma Project Examples

26. Reduce turnaround time for editorial review process.
27. Improve accuracy of metadata tagging for digital content.
28. Decrease rework rate in page layout and design proofs.
29. Reduce time to publish from acceptance to release.
30. Improve accuracy of order fulfilment for print-on-demand services.
31. Lower customer support response time for e-book access issues.
32. Reduce content duplication errors across print and digital platforms.
33. Improve first-time pass rate for copyright clearance process.

Teaching / Education Sector – Lean Six Sigma Project Examples

34. Reduce time to grade and return student assessments.
35. Improve accuracy and consistency of student attendance records.
36. Decrease dropout or withdrawal rate in first-year students.
37. Improve scheduling accuracy for course timetables.
38. Reduce variation in assignment submission rates across departments.
39. Lower error rate in processing student registrations.
40. Improve response time to student support tickets.
41. Reduce lead time for procurement of learning materials.
42. Improve first-time pass rate for standardised testing.
43. Decrease non-instructional time spent on administrative tasks.