I have attached the instructions and Parts A, B, and C assignments in order to leverage the data that was gathered.

Running Head: COURSE PROJECT PART C 1

COURSE PROJECT PART C 2

Course Project Part C

Claudia Barnes

JWI 550

Dr. Richard Chua

May 24, 2020

Course Project Part C

The Selected Six Sigma Project and Justification

Six Sigma is a popular lean tool used by organizations in order to improve internal and external customer satisfaction while at the same time reducing the cost of delivering quality. The tool can be applied in part of the organization where a problem has been identified or implemented comprehensively to help an organization achieve operational excellence (Mahalingam, 2018). The Six Sigma relies on certain tools to deliver solutions to already defined problems. These tools include templates, techniques analyzing processes, statistical tests as well as deployment aids. It is these tools that form the basis of implementing the two Six Sigma fundamentals which comprise the DMAIC (define-measure-analyze-improve-control) and DMADV (define, measure, analyze, design, verify) (Bernardinez et al. 2016). The project utilizes the DMAIC approach to provide a solution to the underlying problem of the huge cycle time of formulating and adopting new policies by the Broward County School Board.

It is the mandate of the Broward County School Board to formulate new policies that govern the institution in its day to day operations. The amount of time allocated for the process is a total of 44 days which is way longer than the amount of time spent by the state legislature to process a bill. The importance of first tracking policy formulation processes is embedded in the needs that influence new policy direction (Hylton, 2017). While it may be argued that the subjects of these policies are aware of the formulation process of the policies therefore must always prepare for the whole process to conclude, it can as well be argued that past experiences should always influence a change of mind. Experience shows that some policies were born out of emergencies such as unfortunate incidences of a school shooting. It is almost immoral to subject policies meant to shield the institution from such happenings, as well as a lot more others that touch on emergency spending for such a long period.

The Project Charter

Problem Statement

The current cycle time for formulating and adopting new policy by the Broward County School Board is currently 37 days which is a relatively longer period than the rest of county school boards in the state. Given that majority of these new policies are born out of emergency situations, the board’s style of management appears not to in touch with reality on the ground. The county community as well as the institution’s low ranking workforce is growing concerned.

Objective Statement

To use the DMAIC approach to reduce the current cycle time for formulating and adopting new policies by the Broward County School Board from a total of 37 days to 20 days by July 30th, 2020.

Project Scope

Complete cycle time for new policy formulation and adoption process encompasses process time (PT) which is the amount of time the board takes to make new policy, approve and update. The PT lasts for 7 days. There is the lead time (LT = PT + WT) which comprises waiting time (WT) that takes 30 days to complete and 7 days of PT hence bringing the LT to 37 days.

Critical-to-quality Requirements

There resulted from translations from sentiments and comments made by the policy implementing workforce as well as the community which constitutes the primary customer segment of the institution. The intention is to develop specific, measurable performance requirements from the below broad needs expressed by customers.

Comments made by customers What are they saying?	Further understanding (Why are customers making such sentiments?)	The Requirements (What exactly they need?)
The board members are only nine but spend weeks to agree on an issue yet Congress with over 400 members pass bills in one week	The policy formulation process unnecessarily drags	Reduce the policy-making cycle time from 20 days
Policies to address emergencies should not wait for a month plus to be approved	Emergency premeditated policies should not be treated the same as other policies.	Policies to deal with emergency issues to be fast-tracked in a record 5 days
It is said that a sick departmental head will only get a sick leave after the board has deliberated for over 30 days.	Not everything concerning the management of the institution should be a policy issue.	Matters of employee welfare and related emergencies should be addressed by the head of the HR department

Key metric Y

Expected operational and financial benefits of the project

The idea of reducing the cycle time for policy delivery by the board is to enhance the efficiency of downward tasks and processes that depend on policy direction. From the above analysis, it is possible to reduce the processing time (PT) which is the amount of time the board takes to make new policy, approve and update from 7 days to three. Subsequently, it is also possible to reduce the lead time (LT = PT + WT) by first capping the WT that takes 30 days to 17 days so that in total there results in 20 days.

Milestone dates for each phase of DMAIC

Milestone	Tasks	Date
Requirements Elicitation	· Data Collection · Requirements analysis · Requirements documentation	May 22nd, 2020
Analysis	· Data analysis · Presentation of results

Project Team

The team included the Project manager and the rest derived from groups of interest as follows. There were a total of two data specialists derived from own private practices, the project champion, the Vice-Chairperson to the Broward County School Board representing the management staff of the institution.

Project Champion

The Vice-Chairperson to the Broward County School Board took the responsibility of ensuring everyone board member is behind the success of the project. The champion undertook responsibilities such as identification of the project objectives, working hand in hand with the project team to ensure all the requirements are translated into the envisaged solution, and working together with the project team to collect data from the requisite sources. Also, the champion took the reasonability of relaying timely updates to the rest of the board members since the beginning of the project to its conclusion.

References

Bernardinez, M., Buradha, K., Cochie, K., Saenz, J., & Furterer, S. L. (2016). 4 Sunshine High School Discipline Process Improvement—A Lean Six Sigma Case Study. Lean Six Sigma in Service: Applications and Case Studies, 73.

Hylton, L. C. (2017). Improving learning center usage verification processes using Six Sigma.

Mahalingam, S. (2018). An empirical investigation of implementing Lean Six Sigma in higher education institutions. International Journal of Quality & Reliability Management.