How to Choose the Right Lean Six Sigma Project

One of the most critical steps in Lean Six Sigma success is choosing the right project. A well-chosen project can deliver measurable business value, energize your team, and showcase the power of Lean Six Sigma. On the other hand, a poorly chosen project can lead to wasted effort, disengagement, and minimal results. So, how do you make the right choice? Let’s break it down.

1. Align With Business Goals

Lean Six Sigma isn’t just about fixing problems—it’s about solving the right problems. Projects should link directly to organizational objectives such as improving customer satisfaction, reducing costs, speeding up delivery, or enhancing compliance. Ask:

• Does this project support our strategic priorities?

• Will success in this project create visible, meaningful impact?

2. Define the Problem Clearly

A strong project begins with a well-defined problem. Avoid vague statements like “improve quality” or “make customers happier.” Instead, frame the issue in measurable terms:

• “Reduce invoice processing errors by 30% in six months.”

• “Cut average wait times in the call center from 6 minutes to under 3 minutes.”

Clear problem statements help ensure focus and measurable outcomes.

3. Consider Scope and Feasibility

Not all problems are suitable for a Lean Six Sigma project. Some may be too small to warrant a structured improvement effort; others may be too large and require multiple projects. Good projects usually fall into the “sweet spot”:

• Manageable in 3–6 months.

• Requires data analysis, not just common sense fixes.

• Involves processes the team can influence directly.

If the project is too broad (e.g., “improve company profitability”), break it down into smaller, actionable areas.

4. Evaluate Potential Impact

Ask yourself: If we succeed, what difference will it make? Projects should ideally deliver benefits in one or more of these areas:

• Financial impact: cost savings, revenue growth, or reduced rework.

• Customer impact: improved satisfaction, reliability, or responsiveness.

• Process impact: reduced waste, smoother workflows, or improved compliance.

Prioritize projects with high visibility and clear benefits.

5. Engage Stakeholders Early

Successful projects require buy-in from leadership, process owners, and frontline employees. Before finalizing your project, confirm that key stakeholders agree the problem is worth solving—and are willing to support the effort with their time, resources, and access to data.

6. Use Project Selection Tools

Lean Six Sigma offers structured tools to guide selection:

• Pareto Analysis: Identify the few processes causing the majority of problems.

• Project Selection Matrix: Compare projects based on impact, feasibility, alignment, and resource needs.

• Voice of the Customer (VOC): Listen to customer complaints and feedback to pinpoint priorities.

Final Thoughts

Choosing the right Lean Six Sigma project is about striking a balance—aligning with strategy, focusing on measurable problems, ensuring feasibility, and aiming for a meaningful impact. When in doubt, start small but visible. Early wins build momentum, demonstrate value, and pave the way for tackling more complex challenges.

By being intentional about project selection, you set your team up for success and maximize the return on your Lean Six Sigma investment.