Typically, by describing a project closure, you can identify project completion criteria. This, in turn, helps identify performance improvements and additional opportunities. It is a formal project summation in which the project team can officially close the project. It allows for the quick handover of deliverables and documentation. Inefficiently done, it will reduce the level of project success and incorrectly identify additional opportunities.
The project closure process involves closing out all project activities after the Control phase of a Six Sigma project and it consists of five steps:
Closeout meetings are sessions held during the project closeout process and they involve all the stakeholders of the project. During a closeout meeting, the participants discuss the work and capture lessons learned and the best practices of the Six Sigma implementation. Based on the outcome of the meetings, the process owner will prepare a Six Sigma case study of the project. Closeout meetings typically follow a formal agenda and may require official minutes to be recorded. Not all organizations or projects require closeout meetings. Some organizations require the minutes from closeout meetings to be completed in full, approved by management, and preserved in a specific manner.
Lessons learned reports are documents that capture salient and helpful information about work done in a project or project phase; they identify both the project team’s strengths and areas for improvement. They can be formal or informal, depending on the organizational norms or requirements. They are compiled for the benefit of future project teams, so that people can capitalize on the organization’s knowledge base about work that has already been done, avoid repeating mistakes, and benefit from ongoing organizational learning.
Analyses include adequacy of personnel, time, equipment and money, effectiveness of the entire project, how well the project was tracked, how well top management and project sponsors were informed of the project’s status, and how well the project team performed together.
All processes need a control or management mechanism to ensure that they meet or exceed customer expectations consistently. Process parameters that go out of control need to be restored back to their normal values. How fast this has to be done depends on the type of process. For a surgeon, he needs to restore parameters back to normal within seconds. Engineers working in processing plants like paint shops need to react within minutes. However, for some processes, a couple of hours or a couple of days would be good enough.
A process control or management plan, usually prepared in the control phase of a Six Sigma project, provides insights on a reaction or response plan.
A reaction plan or response plan specifies a course of action that is needed to be taken when process control parameters go out of control. And, it includes both immediate and long-term actions to restore a process performance to its desired level.
There are 5 different types of reaction plans that can be considered while creating a process control plan:
The concept of a reaction plan or response plan is not only applicable in control phase, but also for standalone situations. Be sure to follow the 5 steps or types of procedures that need to be observed in the event of a process going out of control.