Post on 19-Sep-2014
description
Six Sigma Part 1 Implementation &
Management
Sample
Building a 6σ Organization (4 of 14)
Why Six Sigma?– Six Sigma helps the organization
improve customer value and efficiency.
– Just a few of the major companies that have used Six Sigma are:• Motorola, GE, Allied Signal
– Six Sigma focuses on: customer requirements, defect prevention, cycle time reduction, cost savings, customers, shareholders, and employees.
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Building a 6σ Organization (7 of 14)
Six Sigma vs. Three Sigma– There is a direct correspondence
between the quality levels and the “sigma levels” of performance.
– Companies operating at 3 or 4 sigma usually spend 25- 40% of their revenues fixing problems.
– Companies operating at 6 sigma usually spend less than 5% of revenues fixing problems.
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Building a 6σ Organization (10 of 14)
Implementing Six Sigma– Leadership
– Communicates a vision for Six Sigma success.
– Infrastructure– Senior leaders direct the
development and training of an infrastructure.
– Communication / Awareness– Steps are taken to “soft-wire”
the organization and cultivate a change-capable environment.
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Building a 6σ Organization (11 of 14)
– Project Selection– Six Sigma projects are
proposed for improving business processes.
– Project Deployment– Six Sigma projects are
conducted by project teams led by Black Belts.
– Projects may also be led by Green Belts with the technical assistance of Black Belts.
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Building a 6σ Organization (12 of 14)
Timetable– It takes approximately 2 years to
deploy Six Sigma within an organization:
– Identify leader– Discover knowledge– Train Black Belts– Establish project validation
criteria– Train Green Belts– Prepare road map of next steps
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Building a 6σ Organization (14 of 14)
Infrastructure– There needs to be 1 master black
belt (MBB) for every 1,000 employees.
– For every MBB in your organization, you would typically need 10 BB’s.
– A Black Belt (BB) will typically complete 5-7 projects per year.
– This structure is intended for organizations with 1000+ employees, but can be easily adapted for companies with 400+ employees.
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Enhance Customer Value
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Enhance Customer Value (1 of 18)
Recognizing Opportunity– A core principle of Six Sigma is the
recognition of customer value. • Value is what the customer is
willing to pay for. The remainder of our activities is waste.
– The fulfillment of customer needs is the lifeblood of the organization.
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Enhance Customer Value (3 of 18)
Traditional Structure– Short-term focus– Bottom line results– Customers are a
pain– Sellers Market– Error Detection– Product Driven– Crisis Management
Customer Driven– Long-term focus– Customer
satisfaction– Customers are
important– Buyers Market– Error Prevention– Customer Driven– Process
Improvement
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Let the Data Drive You (1 of 20)
Data Driven Management– Management decisions must be
based on objective data.– Six Sigma projects provide a means
of analyzing process data to achieve process improvements.• These process improvements are
initiated so that the organization can achieve its priorities.
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Let the Data Drive You (2 of 20)
Attributes of Good Data– The choice of what to measure is
crucial to the success of the organization.
– Improperly chosen metrics can lead people away from the organization’s goals.• Once chosen, the metrics must be
communicated to the members of the organization.
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Let the Data Drive You (5 of 20)
Dashboard Metrics– Dashboard metrics are
measurements of the results delivered by complex processes and systems.
– These measurements are effects of the processes.
– In Six Sigma work, effects are Y’s, and root causes are X’s.
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Let the Data Drive You (7 of 20)
Balanced Scorecards– Balanced scorecards display
performance metrics in four areas that correspond to the major stakeholders:• Customer• Internal processes• Innovation and learning• Financial
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Let the Data Drive You (10 of 20)
Internal Process Perspective on the Balanced Scorecard
– Which internal processes are critical to meet customer and shareholder goals?
– Internal metrics must be chosen to support the leadership’s customer strategy.
– SIPOC can be used to aid in the selection of internal metrics.
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Let the Data Drive You (12 of 20)
Innovation and Learning Perspective on the Balanced Scorecard.
– Can we continue to improve and create value?
– Building shareholder value is dependent on the company’s ability to innovate, improve, and learn.
– It’s important to keep in mind that what worked yesterday may fail tomorrow.
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Let the Data Drive You (14 of 20)
Financial Perspective on the Balanced Scorecard
– Obsession with financial metrics undoes many improvement initiatives.• When senior leaders look only at
results, they miss the fact that results come from a chain of interacting processes that produce value for customers.
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Let the Data Drive You (17 of 20)
Cost of Poor Quality– The issue of quality costs has been
around since the 1950s.– Cost of quality includes any cost that
would not be expended if quality were perfect.
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Which Projects to Select?
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Which Projects to Select? (1 of 11)
Maximizing Resources– According to Jack Welch, the CEO of
General Electric, the best Six Sigma projects begin by answering the questions:• How can we make the customer
more competitive?• What is critical to the customer’s
success?– Selecting which projects to focus on
maximizes resources.
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Which Projects to Select? (7 of 11)
Tracking Six Sigma Projects– Tracking results from Six Sigma
projects is important for several reasons:• Evaluating the Six Sigma project
selection system• Determining ROI• Setting budgets• Appraising performance• Setting goals and targets• Identifying areas where more or
less Six Sigma is needed
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Download “Six Sigma” PowerPoint presentation
at ReadySetPresent.com
Slides include: 14 slides on building a Six Sigma organization ~ 18 slides on enhancing customer value ~
20 slides on data-driven management ~ 11 slides on which projects to select ~ 3 slides introducing the DMAIC and
DMADV models ~ 23 slides on "D" (Define) ~ 27 slides on "M" (Measure) ~ 7 slides on process behavior charts ~ 5 slides on measurement system info ~ 34 slides on "A"
(Analyze) ~ 35 slides on "I" or "D" (Improve/Design) ~ 17 slides on "C" or "V" (Control/Verify) ~ action steps and
much more.
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