Project Selection Research Report

Large View

The iSixSigma Magazine benchmarking study of project selection sought to characterize how companies identify, prioritize and approve projects in their Six Sigma programs. While many of the results are not unexpected, the data reinforces the importance of a well-defined and well-constructed project selection process. Companies in any stage of deployment put a priority on Six Sigma projects that have high financial savings. A committed leadership engenders employee participation in the Six Sigma program. The existence of formal project selection processes, process documentation and rigorous requirements for project approval are all elements of a highly successful program.

89: Percent of respondents who indicate financial savings is of high or very high importance when prioritizing potential Six Sigma projects
76.4: Percent of respondents whose organizations require a formal approval prior to moving forward with a Six Sigma project
44.6: Percent of respondents whose organization always presents a business case prior to project approval
50.8: Percent of respondents whose company frequently or always uses a project prioritization process
19.9: Percent of respondents who say employees are the primary source of project ideas
40.8: Percent of respondents who indicate having a known solution is of high or very high importance in prioritizing projects
50.1: Percent of respondents from highly unsuccessful Six Sigma programs who say “gut feel” is of high or very high importance in prioritizing projects
0: Number of highly successful Six Sigma programs that do not have an approval process in their business
75.1: Percent of respondents who rate their Six Sigma initiative as highly or somewhat successful
78.3: Percent of respondents whose senior management is very or somewhat committed to Six Sigma
998: Number of survey respondents