Take a look at For the Control Phase in the Case Study, use the following Criteria 9 and 10 to analyze the case. See attachment for more details.
9. Improvement Sustained Over Time
Oftentimes, the impressive improvements attained over the course of a project cannot be sustained in the long run due to a failure to manage change effectively. Successful projects result in improvements that can be sustained in the long run.
Low - Three months after completion of the project, process performance has dropped significantly. The data suggests that either the changes introduced by the team have not been adopted by the organization or the team has failed to address the true root cause.
Medium - Three months after completion of the project, some of the initial improvements have not been maintained. While overall the process performance is significantly better compared to the baseline of the project, the data seems to suggest that not all of the changes have been adopted by the organization.
High - Three months after completion of the project, process performance has stabilized. The results have been sustained over the entire time span, and it is evident that the changes have been adopted by the organization. The process owner is actively engaged in managing the new process and is driving continuous improvement efforts to extend the benefits already attained.
10. Replication of Results
Projects are often scoped so that they can be completed within a relatively short period of time which in turn leads to concentrating on one specific aspect of the overall issue. While this approach is prudent it also suggests that once the initial project is completed there is often a significant opportunity to replicate the results in other areas. An effective team realized the potential for replication and ensures that a proper plan is in place to replicate the results.
Low - The review of the project suggests that the team has not conducted a thorough analysis of whether and how the results of this project could be replicated.
Medium - The team has identified opportunities for replicating the results of the original projects but does not have a comprehensive plan that suggests how the organization can make this happen.
High - The team has developed a thorough plan that not only shows how the improvements could be replicated but also who will be involved. Individual team members have reached out to other areas and obtained a commitment of the respective leaders to implement the suggestions. A change management plan has been put in place to prevent the "not invented here" syndrome.
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CALL CENTER PROJECT- DMAIC CONTROL PHASE
For improvements in the operations of the call center, the last step in DMAIC methodology was the control phase. During the control phase, there were four critical works which were performed.
C1: Develop control plan
A control plan was developed with two controls- management control and operational control. Management required to the point information about the outcome of processes while operational team required information on identifying variables affecting outcomes of processes.
C2: Determine improved process capability
The capability of improved process was linked to baselines and targets identified during define and measure phase. Different measures of capability were used like business growth, customer satisfaction, support cost per call, days to close, wait time, transfers, and service time. ...
The following posting helps with problems regarding organizational behavior. Concepts discusses include sustained improvement and replication of results.