Schematic for Six Sigma project development

1. Continuous Improvement Schematic Development
Step One: Identify Big “Y” issues : Long-term, high level overarching goals
Achieve 25% YoY Topline
Example: Growth by 2015
Step Two: Identify Little “y” issues : High level obstacles or opportunities
to achieving Big Y issues.
Examples:
Incumbent Domain Increase in
Emergence of Portfolio
Organizational Knowledge Govt Funding
New Global Readiness
Constraints on Gaps in Core
Markets
Growth Verticals
Obstacle Obstacle or
Obstacle Opportunity Opportunity
Opportunity
Key initiative needed by Senior Mgt team is to identify the critical “little y” issues to address in 2012 and begin
cross-functional drive to align CI programs with Operations team to enable the Big Y achievement plan

2. Continuous Improvement Schematic Development
Achieve 50% YoY Topline
Big Y: Growth by 2015
Little y’s:
Incumbent Increase in
Domain Emergence of
Organizational Govt Funding Portfolio
Knowledge New Global
Constraints on in Core Readiness
Gaps Markets
Growth Verticals
Process Optimization Target Verticals expertise New target customers vs. Prioritizing new markets PM gaps for new vertical
M&A vs. Organic Services business expertise incumbent base needs Regional Resource funding & regional requirements
Competitive Substitutes Regional expertise/ leaders Process of gathering Govt Access to new markets Competitive substitutes
Industry Awareness of in emerging markets funding VoC (admin) Product Obsolescence
Solutions New portfolio product mgt Identifying “low hanging Competitive presence Legal barriers – new mkts
Cohesive Strategic and CI Awareness/ Expertise fruit” Govt opportunities Customization in new
Operating plan verticals
GTM Channels
Examples
Step Three: Identify vital “x factors”: More granular issues that will impact
the success of achieving or overcoming “little y’s”.
Vital “X” factor identification is the “next level down” drill-in to determine what are the factors that inhibiting
or potential contributors to addressing the little y issues. This is a “bottoms up” approach to Senior leadership.

3. Growth Plan Continuous Improvement Schematic
(Baseline for CI Priorities)
Incumbent Increase in
Domain Emergence of Portfolio
Constraints Govt Funding
Knowledge New Global Readiness
on Growth in Core
Gaps Markets
Verticals
Process Optimization Target Verticals expertise New target customers vs. Prioritizing new markets PM gaps for new vertical
M&A vs. Organic Services business expertise incumbent base needs Regional Resource funding & regional requirements
Competitive Substitutes Regional expertise/ leaders Process of gathering Govt Access to new markets Competitive substitutes
Industry Awareness of in emerging markets funding VoC (admin) Product Obsolescence
Solutions New portfolio product mgt Identifying “low hanging Competitive presence Legal barriers – new mkts
Cohesive Strategic and CI Awareness/ Expertise fruit” Govt opportunities Customization in new
Operating plan verticals
GTM Channels
Senior Leadership Needs to Identify the prioritized “Vital X” issues
Step Four: to address and resolve in both the near term and long term
Once Senior Leadership has agreed to the definitions and descriptions of the Little Y’s and Vital X’s, they must prioritize the
Vital X issues and resource individuals or project teams to address them.