Request for Proposal (RFP) Outline

In Lean Six Sigma (LSS), a Request for Proposal (RFP) is often used when a project requires external support, specialized services, or vendor solutions to achieve improvement goals. While LSS emphasizes internal process optimization, some initiatives—like software implementation, training, or specialized analytics—may need outside expertise.

📄 Purpose of an RFP in LSS

  • Define Needs Clearly: Outlines the problem, objectives, and scope so vendors understand what’s required.

  • Standardize Responses: Ensures proposals are comparable by asking vendors to respond to the same criteria.

  • Support Decision-Making: Provides a structured way to evaluate vendors based on cost, capability, and alignment with project goals.

  • Ensure Alignment with LSS Goals: Keeps external solutions tied to measurable outcomes (e.g., defect reduction, cycle time improvement).

🧩 Typical RFP Structure in LSS Context

  1. Introduction & Background

    • Brief overview of the organization and the LSS project.

  2. Problem Statement & Objectives

    • What issue the project addresses and what outcomes are expected.

  3. Scope of Work

    • Specific deliverables, boundaries, and exclusions.

  4. Requirements

    • Technical, functional, or service requirements (e.g., data analysis tools, training modules).

  5. Proposal Format

    • Instructions for vendors on how to structure their response.

  6. Evaluation Criteria

    • How proposals will be judged (cost, experience, methodology, alignment with LSS).

  7. Timeline

    • Deadlines for submission, review, and project start.

  8. Terms & Conditions

    • Legal, contractual, or compliance requirements.

✅ Value in LSS Projects

  • Ensures external partners are aligned with DMAIC methodology.

  • Provides transparency and fairness in vendor selection.

  • Helps avoid scope creep by clearly defining deliverables.

  • Strengthens project credibility with stakeholders by showing due diligence.

Takeaway: In Lean Six Sigma, an RFP is the bridge between internal improvement goals and external expertise. It ensures that outside vendors contribute meaningfully to measurable outcomes, rather than offering generic solutions.