introducing six sigma

Industry Standard Approach

DMAIC

VOC CTQ Process

Lean Six Sigma

Credibility and Communication with Customers

Robust problem solving

Links problems and opportunities from viewpoint of customer to the processes that deliver, then starts improvement process

What is Lean Six Sigma?What is Lean Six Sigma?

Control Define

Measure

Analyze

ImprovePeopleExecution

Strategy

Process

VOC VOO

Eliminates waste and cost in process and significantly reduces customer defects

Benefits of Lean Six SigmaBenefits of Lean Six Sigma

Results Level of Service

Cost

Profitability

Speed of Prod. Dev.

Leadership Development Black Belts: 1% each year in full time

Culture • Bias for Action• Factual• Customer Focused

Customer Satisfaction

Why do Teams and Efforts Fail?Why do Teams and Efforts Fail?…and 6 Tools to Drive Success

15%

85%

OrganizationalChange

Succeed

Fail

Personal Change

Succeed

Fail

10%

90%

Why?Why?

#1 Sense of Urgency

Dashboard

Process Map

Stake Holder Analysis

FMEATollgate

Action Events

#2 Not enough Communication

#3 Declaring Victory too early

#4 Personal resistance

6 LSS Tools6 LSS Tools

DashboardsDashboards

MetricYE

GoalProcess Owner

Bench Mark

R…….

P……

P……

P……

R…….

P……

P……

P……

R/Y/G

1. Pareto (80/20) 80% focus on process20% focus on results

2. Y=f (x)

3. Process Ownership

4. Benchmarks

5. Visual

6. Long term sustained gains through series of short term wins

1. Pareto (80/20) 80% focus on process20% focus on results

2. Y=f (x)

3. Process Ownership

4. Benchmarks

5. Visual

6. Long term sustained gains through series of short term wins

• Communicates objectives and results

• Benchmarks are challenges

• Communicates objectives and results

• Benchmarks are challenges

PRINCIPLESPRINCIPLES BENEFITSBENEFITS

J F M A M J J A S O N D

Process Maps or Road MapProcess Maps or Road Map

1. Map Actuals – usually different than you think

2. Create future state a) vision b) gaps identified and assigned

3. Get your hands dirty

4. Ask why 5 times

1. Map Actuals – usually different than you think

2. Create future state a) vision b) gaps identified and assigned

3. Get your hands dirty

4. Ask why 5 times

• Allows targeted improvement at bottlenecks

• Many “Just do it’s”

• Communicates actions

• Allows targeted improvement at bottlenecks

• Many “Just do it’s”

• Communicates actions


Stakeholder AnalysisStakeholder Analysis

1. Identify key people and gaps to long term support

2. Develop individual action plan and communications plan

3. WI / FM

4. Enlist other leadership to help move this

1. Identify key people and gaps to long term support

2. Develop individual action plan and communications plan

3. WI / FM

4. Enlist other leadership to help move this

• Upfront addressing of biggest failure mode

• Upfront addressing of biggest failure mode


People

Level of Commitment

Enthusiastic

Help

Compliant

Hesitant

Indifferent

Uncooperative

Opposed

Hostile

Customer Key Person 1 Key Person 2

x

x

oo

x

oMost long

term failure due to lack of

buy-in and adoption

Strategic FMEA (Simplified)Strategic FMEA (Simplified)

1. Anticipate major risks

2. Fix big ones before they are problems

3. Have response plan for others

4. Work only the top 10-20%

1. Anticipate major risks

2. Fix big ones before they are problems

3. Have response plan for others

4. Work only the top 10-20%

• Ready for most problems

• Rapid response

• Ready for most problems

• Rapid response


#FailureMode Effect Cause S O D

RPN Action

Who/When S O D

RPN

Predicted

TollgatesTollgates

1. Aim small, miss small

2. Small wins along the way keep up motivation

3. Stakeholders should have deliverable at each tollgate

4. Don’t declare victory too soon (realize)

1. Aim small, miss small

2. Small wins along the way keep up motivation

3. Stakeholders should have deliverable at each tollgate

4. Don’t declare victory too soon (realize)

• Force discussion of success, progress, failure

• Force discussion of success, progress, failure


D M A I C(Realization)

Action Events (Kaizen)Action Events (Kaizen)

1. Intense, highly planned event

2. Learn by doing

3. Get everyone involved

1. Intense, highly planned event

2. Learn by doing

3. Get everyone involved

• Fast results

• Buy-in

• NIH in reverse

• Fast results

• Buy-in

• NIH in reverse


introreview

actionsclose

90% value

actionsclose

Typical Mtg.How long for teams to complete

introreview

50-60% value

Action Event

Never

Action Event

Never

SummarySummary

• What is Lean Six Sigma? by George, Rowlands, and Kastle

• Leading Change by John Katter

• The Lean Six Sigma Pocket Toolbook by George, Rowlands, Price, Maxey

• iSix Sigma.com

References for LearningReferences for Learning

• Get Started

• Even poor usage of these tools will get results

• Learn more about Lean Six Sigma

introducing six sigma

Business