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Many companies require a validation process to ensure that projects and programs have met the goals that were set at the onset of the project. This includes validating the project or program was installed at or below cost, that it is operating within the expense and revenue limits, and that it is achieving the waste reduction goals. Even if an organization does not require a validation process, it can be a very valuable tool for future planning processes to identify were estimation errors occurred and take effort to correct them. Alternatives that do not meet the established goals or performance expectations may require rework or modi cations. It is also critical to store warranties and contracts from vendors prior to the installation of the equipment. Also, the experience gained in implementing an option at one facility can be used to reduce the problems and costs of implementing options at subsequent facilities. An alternative performance analysis should be completed for each equipment, process, or material change. The analysis provides a standardized method to compare project performance against estimates in terms of

Project duration Implementation cost Operating expenses and revenue Waste reduction volume Cycle time and productivity Product or process quality Safety

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It is useful to emphasize that the purpose of the worksheet is not a gotcha game, but a method to improve future project estimates and learn from mistakes if applicable. In terms of project duration, the alternatives should be evaluated based on the time required to implement the alternative versus the original estimate. Explanations should be provided for large deviations, such as an additional 2 weeks required to obtain building permits. Actual implementation cost should be analyzed versus estimates, in addition to operating expenses (including labor, materials, and utilities), revenue generation (from the sale of recyclable material), and cost savings from process changes or waste hauling costs. The waste reduction volume should be evaluated in a similar manner. For example, if the purchase of a cardboard baler was expected to reduce cardboard waste by 20 tons per week and the baler is only reducing the waste stream by 12 tons, a root cause analysis should be conducted to explore and improve the deviation. Any cycle time or productivity deviations from the original estimates should also be explored. These deviations could have a very negative effect on the organization s pro tability and in most cases are very closely watched by upper management. The same goes for product quality. Finally, any safety concerns should be addressed immediately. A walk though by the team leader, safety captain, and area supervisor can quickly identify and resolve these issues. To aid in the validation process a worksheet is provided in Fig. 8.36. The validation process should be performed within 4 to 8 weeks of implantation.

The traditional approach to Six Sigma involves the steps that focus on discovering customers critical requirements, developing process maps, and establishing key business indicators. After these steps are completed, the business moves on to review its performance against the Six Sigma standards of performance and takes actions to realize virtual performance. The often overlooked aspect of achieving dramatic improvement in business performance is the superior management review process, in which the senior executives become extensively involved in monitoring performance and demanding necessary improvements from their middle managers and employees. Once success is achieved, reward and recognition are critical success factors to perpetuate the rate of improvement. The traditional approach, used by Motorola during the first 5 years, requires leadership and managerial staff to undergo extensive training for change management supported

After the waste minimization program has been implemented and validated it must be monitored on a periodic basis to ensure that it is still performing as planned and to make any necessary adjustments. This includes monitoring the waste reduction amounts and operational, and nancial performance versus the goals. In addition, emphasis should be placed on continuous improvement to enhance current waste reduction programs and to identify new opportunities. It may be bene cial to conduct period waste assessments, facility walkthroughs, or employee interviews by the original waste reduction team to accomplish these goals. When evaluating the program it is important to

Keep track of program success and to build on past successes. Identify new ideas for waste reduction. Identify areas needing improvement. Document compliance with state or local regulations. Determine the effect of new additions to the facility or program. Keep employees informed and motivated.

In addition, consider reviewing the organization s waste removal receipts and purchasing records on at least a quarterly basis to ensure that the waste minimization

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