In this work will be handed over a set of 14 benefit strands in selecting and managing Lean Six Sigma projects, discuss the clarity of how this can be attained in any kind of Business in any company size, and in attendance some benefit stories companies in Brazil. The authors, acting as adviser and demonstrator, had the chance to involve in and discuss excellent, good, and not completely suitable results of applying Lean Six Sigma at corporations in Brazil in different market sections. Although it is very broad and the list of elements that are generally cited as causes of the defeat of execution, the authors intentionally decided to focus on those that appraise benefit factors. The main points to strongly conduct the Lean Six Sigma project are:

 1) Business Strategy focus

2) Business Impact (Financial and/or Qualitative) 

3) Metric or Key Performance Indicator

4) Goal (reduce improvement) 

5) Deadline (4 to 6 months) 

6) Contribution to Business Results 

7) Project Charter well explained and concluded early 

8) Team 

9) Management Approval 

10) Discipline

1.     Business Strategy Focus: using the deployment of the Strategic Planning or Business Guidelines and Goals, considering the short (4 to 6 months) and medium-term (6 to 12 months). Statements of the spreadsheet that are closed or blazing red and Condemning Performance Barometer that is not being met are also good applicants to give rise to improvement projects. 

2.    Business Impact: Least, you should prepare a chart on the establishment and the logical reckoning of financial gain (where relevant) for a period of 12 months, in view of the development of the value of the KPI at the criterion and presume the attainment of the goal of refinement.

3.    Metrics or Key Performance Indicators: It is essential in a nice metric of a Lean Six Sigma project and indisputable accuracy to speak for the project's success (as the threshold vs. after development). Where applicable, it is recommended using signals such as certain cost, certain consumption, certain generation, certain loss, average margin, etc.

4.    Goal (reduce improvement): It must be clear enough for any company where the aim of enhancing each Lean Six Sigma project and must be compatible with the aim of the explicate KPI and the period appraise as "standard" (backing for constant)

5.    Deadline: A good Lean Six Sigma forecast should be able to get better, supervise, and have their standard and/or economic gains and losses in 6 months. In fact, the center duration of projects can be an excellent KPI of Lean Six Sigma Yellow Belt Certification management. May have some liberty with some forecasts that already have a primary realization that are more composite or that it turns out that during the growth and execution.

6.    Contribution to Business Results: A contribution to the Business results must be beyond uncertainty, whether in the form of economic and/or independent gains, and should be described in the Project Charter. Where it is possible to evaluate the investment gains should have an abstract of supposition and logical calculation of earning, so calculable. This economic gain should be certified by the finance of the project and approved by a deputy controller.

7.     Project Charter well explained and concluded early: Most corporations and advisors have good models to normalize a Lean Six Sigma project, quite usual and extremely practical and basic is the Project Charter. The finalization of this prediction, with the success element already talk about above, needs only about 45 minutes; you may be missing only one KPI graph during the"standard" period.

8.      Team: Selected professionals, including Belt, interested in making a difference, something more than just routine, truly committed to devoting part of their time to do something more impressive in Business results. Motivate professionals that it will be an excellent instruction occasion, developing new direction ability and submission within the corporation. 

9.      Management Approval: The approval starts with the selection of the best projects for the moment, from a preliminary list, which should be done in a council. Afterward, each picked project must have fixed consent.

10.  Discipline: Provide good professional training; it could be done internally in the organization or with the support of a consulting organization. It is extremely important to have good stability between the use of Lean Six Sigma technique, use of partial & calculable analytical tools, explicit and analytical development proof, execution of controls to conceive the profits in the Business procedure, and implementation speed.