The concept of Six Sigma design of a project supposes the use of DMAIC methodology. From one side, this paradigm presents an opportunity to make the work on business management much more straightforward. Yet, certain stages of DMAIC might be challenging to the managers with different skills. As such, for me, the most complicated step in beginning an enterprise of realizing a marketing idea is the defining process. This phase includes multiple subsections: finding and evaluating the necessary resources, determining the vision and direction of the project, and assessing the risks (Evans & Lindsay, 2015). I consider this point complicated because it needs thorough research, which describes the whole endeavor and decides its future fate.
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One of the most overwhelming processes that a professional needs to undertake for Six Sigma design is defining goals and aligning them with the customers’ demands. The difficulty of this step lies in the responsibility that is put on the whole procedure. The objectives define the desired achievements of a team or project and are further used to impact all the actions of the employees and stakeholders (Evans & Lindsay, 2015). Moreover, these should be according to the customers’ wants; these customers should be defined. Researchers suggest that customer behavior is a factor that needs to be assessed as early as possible since it is the indicator of the project’s success (Rundle-Thiele et al., 2019). It is challenging to begin this analysis because it is such a variety of options that making a choice becomes a burden. The other example is evaluating the team’s skills of hiring new people: one can merely decide where to begin the examination and what skills are the priority. Thus, in my opinion, facing multiple options and taking responsibility are the most complicated aspects of the defining stage.
Evans, J. R., & Lindsay, W. M. (2015). An introduction to Six Sigma & process improvement (2nd ed.). Cengage Learning.
Rundle-Thiele, S., David, P., Willmott, T., Pang, B., Eagle, L., & Hay, R. (2019). Social marketing theory development goals: An agenda to drive change. Journal of Marketing Management, 35(1–2), 160–181. Web.