Six Sigma Closeout Reports

Six Sigma project managers use a method called DMAIC to manage each stage of the project.  DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control.  The Control stage of DMAIC is when project team members put together a plan to maintain the process improvement gains that have been achieved during the project.  To accomplish this, Six Sigma closeout reports are generated.  The project team creates these reports during the final tollgate meeting, then disseminates them to all project stakeholders.  Let’s dig deeper into these closeout reports to better understand their function.

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What the Six Sigma closeout report includes:

The closeout report includes all of the key details that have been accomplished during the project.  It is written in a way that non-technical stakeholders can read and understand.  This is because executives, board members, and other employees often read it with a vested interest in the project’s success.  It includes the following items:

  • Updated standard operating procedures and policies.
  • Transition plan for completing the project.
  • Closeout steps for the project.
  • Verifying improvement processes with all departments.
  • Documents for new procedures.
  • Control plan forms.

Why the Six Sigma closeout report is necessary:

One of the key requirements for introducing any Six Sigma change is gaining the buy-in of the business and the people impacted.  The closeout report ensures that the full details of the project are transparent and clearly understand.  This is especially important if there is to be any downsizing or reorganization of staff.

The closeout report helps ensure requirements of the original project charter have been fulfilled.  All staff have been trained on any new process requirements and there is a way to monitor the new process to ensure longevity.

Who creates the closeout report?

Two members of the team are responsibe for the closeout report, the Six Sigma Black Belt and Project Champion.  Both have separate responsibilities regarding what information is presented:

  • Six Sigma Black Belt – As the technical project lead, the Black Belt includes any technical specifications that stakeholders should be aware of.  For example – Manufacturing throughput was increased by 12% and overtime was reduced by 4%.  Other examples include business process reengineering and cost-benefit analysis.
  • Project ChampionSix Sigma Champions act as the go-between for Black Belts and company executives.  They are responsible for taking a complicated topic and framing it in a way that all company employees can understand.  They contribute different project management elements to the closeout report.  This includes any change management practices that need to be implemented.  They focus heavily on communicating the benefits of changing existing processes.