Module 2- Assigment

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1. Name some things a project leader can do to make their project move swiftly while still following the L6S methodology of DMAIC? There are several strategies a project leader can do to make their project successful while following L6S methodology of DMAIC would be to engage stakeholders as early as possible. As a project leader, you are in the best position to understand the nuances of the process and to secure their commitment to the improvement process if you involve them from the beginning. Through this collaborative approach, decision-making and implementation are smoother, as a sense of ownership and cooperation is fostered. The importance of clear communication cannot be overstated. In order for the team and stakeholders to be aligned with the project's goals, transparent communication channels have to be established. To keep the project on track, regular progress reviews should be scheduled to address any challenges promptly. In order to speed up data analysis and project management, technology and automation tools can be used, so the team can focus on strategic aspects of the project. The team's efficiency in executing DMAIC methodologies can also be enhanced by training them in Lean Six Sigma principles and tools. Finally, the project leader should celebrate quick wins throughout the project. Creating a culture of recognition and celebrating small victories not only boosts the morale of the team, but also shows the positive effects of the Lean Six Sigma approach throughout the company. As a result, continuous improvement becomes a cultural norm and the team maintains momentum, resulting in a timely completion of the project. 2. How problems could occur in a L6S project if the process owner is not identified before the project begins, or if there is more than one process owner? To be successful in Lean Six Sigma (L6S) projects, it is imperative to identify a clear process owner. It is the responsibility of the process owner to supervise and manage the entire process to be improved. In the absence of identifying the process owner before the project begins, confusion can arise and accountability will be lacking. It can be difficult to determine decision-making authority, allocate resources, and determine who is responsible for achieving the project's goals without a designated owner. As a result, the project can be delayed, inefficient, and lack a focused approach, ultimately hindering its ability to achieve effective improvement. As a result, it is possible to introduce complications and conflicts when more than one person owns the process. Project objectives or implementation strategies may differ between owners due to different perspectives, priorities, or approaches. As a result of this lack of alignment, progress can be slowed down, decision-making processes can be slowed down, and working environments

can be challenging. Identifying a single process owner for L6S projects is essential for ensuring seamless execution, coordination, and accountability. 3. Identify example of the Cost of Quality in each of the four categories ( Chipotle ) Appraisal Cost: Implementing regular quality inspections, cooking process and final products.The cost of any inspections can be considered an appraisal cost. Internal Failure Cost: If there is a flaw in the preparation process which can include cost of labor, ingredients and disposal External Failure Cost: When a customer complains about taste after an order, the cost would cover when customer service offers to replace the order or refund Prevention Cost: Chipotle invests time and money on training employees to ensure that staff members in food safety protocols, cooking techniques and customer service. 4. Identify 2 or 3 projects that would significantly improve Joe's pizzeria performance Type of project: Lean Six Sigma projects Define Phase: Improving delivery and undercooked items ( 2 projects ) Root cause analysis: Identify factors contributing to undercooked items. This would include inspecting equipment, inconsistent cooking times or inadequate training. Purpose of this project would be to identify the root cause of this problem. Measure phase: Process Mapping: Creating a details mapping plan before delivering the food Data collection: Gather as much information/complaint to target the issue whether it be a specific plate.

Analyze Phase: Data Analysis: Data can be used to create a baseline Improvement Phase: Standardize process: once there has been improvements, establish a standardization process to ensure food is not undercooked and food is hot when it is delivered. Control Phase: Continuous Monitoring : After finding the issue, implement control and monitor undercooked complaints to ensure that the problem does not resurface. 5. In order to make this project successful examples of three stakeholders would be Delivery staff, Customers and Kitchen Team. Delivery staff can be supportive of changes that optimize the delivery process or they can impact the project negatively by becoming resistant to change. Customers would be most likely to support improvements of reliable pizza deliveries. Also, Kitchen staff can support changes to make the order processing smoother and training must be introduced properly in order not to have a negative impact. In order to make the following changes possible there needs to be proper communication, involvement, Training and support. During communication it's important to address any questions and concerts upfront. When making all of these changes, asking for input can also make a positive impact. Finally, be sure to provide everyone with resources to facilitate adjustment. Delivery Staff ● Force for Change: Supportive of changes that optimize delivery processes, potentially making their jobs more efficient. ● Force Against Change: Resistance might arise if there's uncertainty about how new processes will affect their workload. Kitchen Staff ● Force for Change: Support changes that lead to smoother order processing and reduced delays. ● Force Against Change: If additional responsibilities are introduced without proper communication.

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Customers ● Force for Change: Customers would likely be supportive of improvements that lead to faster and hot food when it gets to its destination. ● Force Against Change: Resistance might arise if there's a perception that service quality could be compromised.

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