Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, guys. Welcome to do make projects
00:03
prioritization matrix on Katherine MacGyver And today you're going to get an awareness of the use of a project prioritization matrix. So by this point in the course, we have already gone over what constitutes a good lean six Sigma project. So you started brainstorming those in your organization with an over the Hussian Conry matrix.
00:24
So you know what your organization's goals.
00:27
So when we talk about the reasons why we want to do a project prioritization matrix, it is because there will inherently and always be more ideas for process improvement projects than there are. Resource is to do those projects. And this is a good thing.
00:44
We want this. So if you remember the waste of non utilized talent
00:49
where we have employee ideas that never come to the surface, you want tohave them, you want to capture them in a place where they can be considered and evaluated as viable options. But more ideas is good because it means that you're in please, and you are percolating on what could be done better in your organization,
01:07
which goes back to the lean principle of seeking perfection.
01:12
So you should have more ideas for process improvement than resource is, which then means that we have to come down to the conversation of how do we know what's most important to work out on the last organization that I lead. A hushing re session throws to a strategic planning session.
01:29
We started with our five year goals. What what do we want to do?
01:34
And we went all the way through the catch ball process down to the employees. We stopped at the manager level because there are a lot of individual contributors all the way down through the managers of what do we need to do to get there? And that was really exciting exercise. And from that we came up with
01:51
87 process improvement ideas for your one
01:55
as a lot of process improvement ideas.
01:57
With that, we need to use a way of prioritizing how do we choose which projects we work on, and that's where the prioritization matrix comes in.
02:07
It's important to note that the prioritization matrix is about selecting the projects that are most impactful for your organization relating to their goals, not the biggest bang for your buck. So if you remember Drucker from are pushing Conry session,
02:23
telling us that the most inefficient thing in the world is to do work that shouldn't have ever been done.
02:30
The reason why we want to align them with our goals is just because we can redesign something and make it cutting edge. It doesn't necessarily mean that it advances the organization's goals.
02:43
So when we talk about a prioritization, nay tricks, we're going to create a Puma style nature. ISS matrices about this. So what we're gonna do is have a rose without project names. Take a hint for me to be a winner.
02:58
Make sure you name them really explicitly so that in two months when you go back to look at this, you know what you were talking about.
03:05
Um, and then across your columns are going to be your organizational goals. So for this example, we came up with four goals, make more money, increased clients at inspection, have more products, and being 15 countries, then you're going to take each one of these projects and score them.
03:23
This is a subjective scoring. But what you were going to ask yourself is
03:27
this project. What is the likelihood that this project is going to meet this goal or contribute to this school. So if we go through, redesign the plant for
03:38
organizational goal one. Make more money,
03:42
maybe. I mean, when we have redesigned the plan floor, we can increase our capacity because we're decreasing our waste of motion transportation, inventory, overproduction, etcetera. So, baby, we'll give that a pretty low score because that one's that. That one's a little iffy. Increased Cleon. Satisfaction Nuke.
04:01
Our clients don't care if we run around and do the chicken dance as long as we get their products out to them meeting their requirements
04:09
in their time frame. So no, the plane floor is not going to relate to client satisfaction.
04:15
Have more products. Well, this one, actually, probably yes. If we increase our capacity by decreasing are the associative eight deadly ways. Um, that gives us more of an opportunity to work on more products if we read is on the plant floor and increase our floor space because we more efficiently used the space we have.
04:33
We can add
04:34
Maur processes to develop more products, so we're gonna give this one a really strong nine.
04:41
Be in 15 countries.
04:44
This is kind of an interesting goal because it's not really specific, because it doesn't say, Are we distributing in 15 countries, or are we physically manufacturing in 15 countries? But for the sake of this argument, we're gonna say we're distributing in 15 countries, in which case be in 15 countries. Yeah, if we read it
05:02
on the plant floor and we have more products,
05:04
week run, arguably be and more countries. So once you do all of that, you're gonna add all of these, um, all of the scores up and you're going to get a project score. So for the redesign plant floor, we're going to say that this is a project score of 18.
05:19
You're going to do this for every single project idea.
05:24
Once you come to all of your project ideas and their scored appropriately, you're going to choose your highest score. So in these three examples, decreased cycle time is a 20. That's the project we're going to do first. And then we're going to redesign the plant Florida and then
05:42
if we have time, and if we have resource is we're going to decrease it are on boarding time.
05:46
The reason why we want to do this is because decreased cycle type
05:50
most is most impactful to our organization's goals. So you're going to want to review your prioritization matrix on a semi regular basis, and that's to incorporate new projects. So my thought is, is that when you finish a project,
06:08
go back, gather up all of the pieces of information as faras project ideas that you have received and then re score,
06:15
and make sure that your next project is in fact still going to be redesigned the plant floor. Or if there's another project that's been added, we're going to go ahead and score it and work on that one. This is how we're going to balance our resource is to make sure that we're working on the right things for our organization, given a surplus of ideas.
06:34
All right,
06:35
for this model, you guys do have a homework assignment. I would like you to create a prioritization matrix for your current work projects. So if you think about the things that you are working on today, align your and score with your company goals and objectives. So
06:54
same thing. A row for what you're working on and columns for your organization's goals.
06:59
If you don't know your organization's goals, this is a really great time to have a conversation with your manager about either communicating or strategic planning. Hopefully, just communicating. But make sure as you
07:13
do this assignment and you look at your score and how your work aligns with your company. Goals reflect on how you spend your time, because remember, you want the work that you do to be the most impactful for the organization's goals. So if you are working on something that is, say, a five,
07:32
when there are projects that you have self scored as a 20
07:36
ask yourself.
07:39
Why is it that this five is taking more of your time? Is it a
07:43
prioritization issue? Or maybe it's an understanding for you and the weight of those goals, because, remember, you can weigh them if there is goals that are more important for your organization than others. But
07:55
your homework assignment for this module create a prioritization matrix with your current work projects and your organization's goals.
08:03
All right, so when we talk about prioritization matrix, remember that this is a tool to make sure that we're being most effective with our resource is we have a finite group of people or resource is or availability that we can work on. We want to make sure that we're doing the things that move the needle for your company's goals.
08:22
This does not guarantee that you're going to be working on the biggest bang for your book. Um, I have worked on some really sexy projects. Where? Your leg. Oh, God, this is cool. And I worked on some really
08:33
not sexy projects that have helped out the organizational goals higher, even though they weren't necessarily as sexy as, like, the We're gonna change the way business is done,
08:46
so it doesn't mean that you're gonna work on the most impactful. But it does mean that you are gonna work on the organization's goals. So with that, we have now covered the things that you need to know in selecting your projects.

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Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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