six sigma free module

8/14/2019 Six Sigma Free Module

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6+Six SigmaSix Sigma PlusPlus

Black Belt TrainingModule 1Module 1

IntroductionIntroduction

All rights reserved. The materials contained in this publication shall not be copied by any

means including but not limited to photo reproduction, electromagnetic, or optical

transcription nor stored in a retrieval system of any kind without the the express written

consent of Adams Associates. [email protected] (979) 297-5198

Welcome to yourNew , Improved and FREE Six Sigma PlusPlus Black Belt training

module.

Have fun and enjoy the power of knowledge. What will you do with your power?

And now on to the free module.


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List the major components ofachieving world class

performance.

Explain meaning of six

sigma.

List key elements of

organizational improvement

strategy.

Bench MarkingBench Marking

List motivators fororganizational change

List the basic steps of every

six sigma project.

Please take a few moments to answer each questions in the above self-

assessment quiz.Notice: these quiz questions are in fact the module objectives. It is

the intention of this course design to provide you with the tools and skills for which

we will test on regarding certification.

The purpose of this self assessment is to give you an indication of how well

you might know all or part of this material. It should help you to focus on

areas where you might need a bit more study.

Please use your self assessment score to compare to your final quiz.

Write your answers in your personal notebook regarding this module.

As you proceed through the module, locate correct answer(s) to any

question(s) you might have missed. You will discover the identical Quiz at

the end of the module.

Percentage of improvement over your benchmark quiz is dependent on the amount

of effort you apply to learning the module objectives.

We hope you will sign up with Six Sigma PlusPlus to complete your Six Sigma

Blackbelt training. Have fun and enjoy the power of knowledge!


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Another White Collar Slave

Process

Oh boy!... I have enough on my plate!!

Layoffs, cutbacks, re-engineering, and such have left most of us have plenty on our

work plates. Still our organizations strive to achieve desired business results. As a

result, most white collar jobs require us to take up the slack.

Most of us work 48 plus hours each week, attempting to stay abreast of theseextreme demands. The success of our businesses require more today than any other

time in history. How can we balance the needs for improvements for our businesses,

and our customers and our internal stakeholders? There are no magic bullets!

We invite you to take a look at a proven process, that sustains lasting improvements

for businesses, customers and internal stakeholders. A few of top companies such

as Motorola, GE, Sun Microsoft, Texas Instruments, Kodak and The Dow Chemical

Company are using Six Sigma to gain desired business result performances. Some

have already reduced defects to 3.4 defects per million opportunities!

OurSix Sigma PlusPlus training approach leads to your organizations lastingimprovements, freeing up time, energy, costs and other vital resources.

Six Sigma PlusPlus increases customer satisfaction, your world class performance,

your increased market share and your profits.


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Another Statistical Process??

Statistics can be defined as; A branch ofmathematics dealing with the collection, analysis,

interpretation, and presentation of masses of

numerical data.

OurSix Sigma PlusPlusprocess attempts to remove the fear and mystery of using

statistics in the improvement process by exploring definitions, interesting facts and

providing usable skills training. Ready for a sample? Lets go!

Statistics are a vital part of our everyday lives. How so? Most of us use statistics to

make important decisions about our everyday lives. We are bombarded by news of

statistical reports regarding our society in general, our health, insurance, mortality,

birth rates, economic conditions, growth in our communities, and so on. Can you

think of some recent statistical reports?

Statistics are collections of quantitative data. A statistic is a single term or datum in

a collection of statistics. A statistic is a quantity that is computed from a sample,

such as mean, average or sigma. A statistic is a random variable ( has variation or issubject to change) that takes on possible value as a statistic. The term statistical

means to relate to or employ the principles of statistics.

And so it is, we use statistics in our daily lives to make better informed decisions.

Why not do the same to improve our desired business results?


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What Is Different?

Over the last few decades businesses around theworld have used statistics to improve their desired

business results, so whats different about Six Sigma

PlusPlus ?

Most of us, over the course of the last few decades, have been involved in various

types of statistical improvements to make our organizations more competitive, to

claim larger market share and certainly to improve profits.

Many organizations that utilized these programs of the past have experienced some

impressive and positive results. But for the most part, organizations found that the

big ticket items of their desired business results didnt mature.

Why? Was this the fault of programs limitations, lack of skills, or maybe

managements lack of total commitment that denied the desired results? Maybe a

combination of each. What makes Six Sigma PlusPlus so much different?

Six Sigma PlusPlus melds the business organizations focus through strategy, then binds

the synergy of people and process, next it aims these at World Class Performance in

the areas that are Critical to the organizations Customers.

Utilization of statistics is certainly a large and important part of the process, but it is

only a part of ourSix Sigma PlusPlus comprehensive improvement process.

Lets take a look at some history of statistics.


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Origin of Statistics

Official statistics are as

old as recorded history.

There are several

accounts of census

taking in the old

testament of the bible.

The origin of descriptive statistics is generally traced to census taking by the

Babylonians and Egyptians, 4500 - 3000 B.C.

During the Medieval period, governments began to keep records of land ownership.In 1086, William The Conqueror ordered the Doomsday Book be written. This

book was a record of the ownership and value of lands of England. This work was

Englands first statistical record.

Statistics are used in almost every field of human endeavor, the applications of

statistics are endless.

Understanding statistical principles can help us in most of our chosen fields andhelps us to make more informed decisions in our personal life almost daily.

Can you think of some examples of other types of statistics we use to help us make

informed decisions?


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Origin of

Modern Statistics

Henry VII had a great

fear of the plague, and

because of this England

began to register its

dead in 1532.

At about this same time, French law required its clergy to register all baptisms,

deaths, and marriages.

During a plague outbreak in the late 1500s, England began to publish weekly deathstatistics. By 1632, these Bills of Mortality listed both births and deaths by sex.

John Grant (1620 - 1674), a store owner, began to study these publications in his

spare time. He noticed some unusual things such as the difference between the birth

and mortality rate of men and women.

Grant published his observations and analysis in 1662 in a work titled, Natural and

Political Observations Made Upon the Bill of Mortality.

For his achievement of using past records to predict future events, Grant was made a

member of the original Royal Society. Grants works are considered, by many, to

mark the birth of modern statistics.


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Origin of

Modern Statistics

The word statistic was first used (1719 - 1772).

Statistics were first introduced into the English

language.

Six Sigma, the latest in the statistical arsenal.

The word statistic was first used by Gottfried Achenwall (1719 - 1772), a

professor at Marlborough and Gottingen, Germany. The word comes from the

Italian word statista meaning statesman.

Statistics were first introduced into the English language by E.A.W. Zimmerman of

England. It was popularized by Sir John Sinclair in his work, Statistical Accounts

of Scotland 1791-1799.

There have been many contributions made to improving the uses of statistics.

More recently are Statistical Process Control, Statistical Quality Control and finally

Total Quality Management.


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Origin of

Modern Statistics

British Nurse Compiled

Mortality Statistics from

British Military

Hospitals.

England, France and Turkey were allied against Russia in the Crimean War 1854 -

1856. This was the first to have War Correspondents at the battle sites using a new

technological advance called the telegraph. They would send, home to England, day

by day reports regarding battles, numbers of wounded, and conditions.

Sir Sidney Herbert, Secretary of War for England, wrote his friend nurse Florence

Nightingale asking her to lead a group of nurses to Scutari to care for the wounded.

October 1854, at age 34, Ms. Nightingale leading 38 nurses, set out for the battle

front.

She found conditions deplorable, unsanitary, little food or medical supplies,

wounded laying on dirt floors and their were no latrines. Many wounded would

continue to die as a result of these conditions.

Florence Nightingale produced shocking histograms graphically indicating a rapid

growth of the death rate of British soldiers, in hospitals as well as on the

battlefields.

Florence Nightingales statistics and effective presentations of same led to improved

hospitals conditions and measurable reductions in the death rates.


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Six Sigma Origination

1980s Motorola Early Black Belt Training

Six Sigma Today

The terms and concepts for Six Sigma Black Belts originated at Motorola in the

1980s and signified that individuals possessed special expertise in statistics and

technical product and/or product improvements methodology.

Six Sigma MasterBlack Belts suggested finely honed skills and discipline, while

the Six Sigma Blackand Green Belts had recognized depth of designed skills

training and experience.

Early Six Sigma Black Belt training was developed on a joint venture effort among

companies including Motorola, Texas Instruments, IBM and Kodak. This training

lead to an almost exclusively technical role that was focused on manufacturing and

product related improvements.

Today there is no official job description or certification for Six Sigma Black Belts.

The role and skills that once defined it have become much more diverse. Six Sigma

is used today, for example, in technical, non technical, non profit, service,

manufacturing, and safety improvement processes.

OurSix Sigma PlusPlus training process generically defines, provides skills training

and certifications forBlackand Green Belts.


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Strategy

PeopleSystems

World Class Performance

Internal

Customers

Moments of TruthMoments of Truth

6+

Six Sigma PlusPlus objective is designed to achieve World Class Performance.

Six Sigma PlusPlus applies in all areas. Some examples include insurance brokerage

services, hospital care, bulk chemicals, training services, commodity fasteners,silicon chips, software, gas turbines, cars, jet airplanes, safety, and everything any

of us do to generate income.

Six Sigma PlusPlus approach starts with a well conceived and communicated Business

Strategy that addresses:

People and People Development

Processes and Systems

Six Sigma PlusPlus approach to projects

The result of successful Six Sigma PlusPlus application is the melding of the business

organizations focus, through strategy, binding the synergy of people and process

that is aimed at World Class Performance in the areas that are Critical to the

organizations Customers.


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Strategy

PeopleSystems

World Class Performance

Internal

Customers

Moments of TruthMoments of Truth

6+

Drawing on the concept that any endeavor should start with the end in mind, we

consider World Class Performance as defined by the customer in the market place,

to be the objective that all businesses should seek to achieve.

With that as the desired objective, the over all business unit strategy must be

developed. This strategy will have 6-9 key performance areas at any one time. As

one moves down the organization these 6-9 key performance areas will gain more

and more specific application to those in a specific part of the organization.

Stakeholders should be able to make a direct link between the daily activities they

are performing and at least one of these 6-9 key performance areas.

Six Sigma PlusPlus Improvements come in two different ways: Systems & People

1. To improve the systems and processes that are in use, using all of the

process improvement tools.

2. Development of the capability of people as individuals, in teams and as an

organization.

Efforts to improve one to the exclusion of the otherwill notbe as effective as an

approach as will an approach that considers and includes both.


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Six Sigma PlusPlus

Philosophy

Statistic

Process

Six Sigma PlusPlus is a philosophy, or understanding, that defects cost money. One way

to become more profitable is to eliminate defects. Organizations that do this have a

lower cost structure and are more likely to have higher profits and loyal customers.

Defects cost money, fewer defects mean less cost to the producer and customer.

Lowest cost generally makes for the most competitive producer.

Six Sigma PlusPlus is a performance metric. Meaning that the product or service is

performing at a level where the chances of a defect are less than 3.4 in a million

opportunities.

The 3.4 ppm defect rate is for a not what you find if you look at a normal

distribution table considering both tails. In a later module we will explore why the

1.5 standard deviation shift of the mean produces no more than 3.4 ppm defective.

Six Sigma PlusPlus is a methodology for working on projects utilizing specific phases.

These are Strategy, Define, Measure, Analyze, Improve, and Control.


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Measure Align Strategic Plan, Value, Scope, DocumentProcess, Capability, Measurements,Performance.

AnalyzeFTA, FMEA, Root Causes, Test Means &

Variances, Cause & Effect, Pareto, Task Force,

Cycle Time, Reliability, Confirm Value

ImproveReduce Cycle Time, Improve Reliability,

Design of Experiments, Reduce Complexity

Management of Change, Project Management

ControlControl Charts, Audits, New Capability,Documentation, Share/Educate, Total Value

Define Scope, boundaries, expected resultsin balanced score-card areas, high level

process map, resources, time.

ProjectManagement

Personal, Team and Organizational Growth

Specific

Skills,

Tools,

and

Techniques

First the strategy of the organization is developed, then progress is made along the

two areas of process/system improvement and people development. Six Sigma PlusPlus

uses a project approach to make improvements in these critical areas.

Strategy, Define, Measure, Analyze, Improve and Control are the six basic stepsinvolved. There are Project Management considerations that need to be applied

when using theses basic steps. These skills are appropriate not only to Six Sigma

PlusPlusprojects but also to any kind of project work. In each step of the project there is

a need for the individuals, the team and the organization to add to their development

of interpersonal, versatility, leadership and relationship skills.

Within each phase of the DMAIC (see above slide) there are specific tools and

techniques that can be applied. Some have application in multiple areas and some

are very specific. The tools and techniques are much like the tools in a craftsmans

tool box, the best results come when you have learned how to use multiple tools and

have the judgement to know when each is best applied.

Depending upon the situation there is likely more than one tool that could be used.

The mark of a professional is to know which tool to use in which situation. Key is

to make the tools work for you, not you working for the tool.


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ProjectMana

gement

Personal,Team,

OrganizationGrowth

Tools

and

Tech

niq

ues

This a three dimensional representation of the areas involved in Six Sigma PlusPlus

projects.

Expertise in only one dimension produces a single line, while developing in twodimension produces a flat sheet.

It is only when all three dimensions are developed that the fullness ofSix Sigma

PlusPluspotential will be realized.

While the first projects may be rather small in both scope and impact. As you

become more proficient with the tools and techniques, improve in projects

management skills and grow as an individual, team and organization, the impactexpands dramatically.


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Six Sigma PlusPlus

Why Business Strategy World Class Performance

Where Customer Critical Criteria

What Defect Reduction

How Projects DMAIC, People Development, Tools

Who Black Belts, Green Belts, Team Members

When Usually 3-9 months per project

Six Sigma PlusPlus is more than simple process improvement. While the tools and

techniques of process improvement are vitally important, if these tools are not

supported by an underlying business strategy and the development of people the

gains will not be as big as they could be.

Six Sigma PlusPlus Focuses on Customer Critical Criteria and World Class

Performance with the process improvements, people development and a sound

business strategy to yield results.

Six Sigma PlusPlus will provide you with the tools and techniques necessary to support

your organizations business strategy. It will show you how to measure, analyze,

improve and control processes. You will gain knowledge of people dynamics,

including a better understanding of yourself, that is essential for the processimprovements to succeed.

Too many times there are attempts to focus on process improvement, or people

development, to the exclusion of the other. Success with these approaches is almost

always transitory. Long term sustained improvement requires both.


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Six Sigma PlusPlus

Comprehensive

system for achieving

and maximizing

business successes of

leadership and

performances.

Six Sigma PlusPlus isnt about theory. It is about actions towards sustainable, near

perfect, process improvements. Successes are created by the people, systems, skills

and culture for constant renewal of the organization towards desired business

results.

In your improvement project efforts, the difference between a success and failure

will often be determined by leadership and people skills found in ourSix Sigma

PlusPlus training.

Six Sigma PlusPlus can accelerate the development of interdependent collaboration

within an organization. It accelerates the rates of improvements.

Six Sigma PlusPlus is the vehicle used in executing an organizations strategic change,

providing a greater success in ability to carry out minor adjustments and major

shifts as dictated by the needs of your business.

Six Sigma PlusPlus enhances the organizations value and desire of internal and external

customer inputs and satisfactions.


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Six Sigma PlusPlus

Process

All processes in an

organization including

designing products,

services, measurements

of performance, support

systems, delivery and

customer improvement

systems.

Six Sigma PlusPluspriorities begin with an focused understanding of your Customers

Critical Criteria, expectations, satisfactions and values as they regard your

organization. Performances should then be measured against these customer criteria.

Customers should be viewed as being both internal, as well as external to the

organization.

Six Sigma PlusPlus requires management to be data and fact driven. Management must

clarify the measurements that are key to determining the success of the

organizations desired business results and performances.

Six Sigma PlusPlus is a process focused management and improvement system. The

process helps organizations to build competitive advantages and to deliver value to

their customers.


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Synergistic

Six Sigma PlusPlus shouldbe a synergistic,

collaborative, and customer

focused system that has no

organizational boundaries.

Six Sigma PlusPlus requires the organizations management teams to become

proactive versus reactive. Management should set clear goals and focus on

problem prevention versus fire fighting emergencies. Management should be asking

why do we do what we do versus just going along because thats the way its

been done in the past.

Six Sigma PlusPlus internal customers benefit greatly by gaining knowledge as to how

they might fit into the organizations big picture.

Internal customer stakeholders, should be able to recognize and measure the

interdependence of activities in all or part of a process.

In gaining and understanding of the end users needs, how work flows through an

organizations process or supply chain, the internal customers are better equipped to

meet the needs and Customer Critical Criteria of external customers, thus

preventing costly mistakes, failures or unwanted waste.


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Six Sigma Projects

Introducing changemeans to challenge the

old guard personal

and organizational

paradigms.

Six Sigma PlusPlusprojects are designed to improve, or to change, to successfully

achieve desired business results of the organization.

Introducing change means to challenge the old guard of both personal andorganizational paradigms. Paradigms are our personal beliefs about how things are

supposed to be. We as people often filter out and resist incoming data that does not

closely match our specific paradigms.

We as people, and organizations, get set in our ways, are comfortable, and thus most

suggested or required change makes us uncomfortable. As a result some of us will

resist making some or all of the needed changes. Once we have personal buy in to

the new change, we can begin the slow process of change. We say slow because,

those wanting the change to take place generally feel the rest of us arent movingtowards the change fast enough. Youve been asked to change and have asked

others in the past... How did you feel about their progress towards the desired

target?

The greater the belief in our paradigms, the more difficult will be the opportunity

for making needed change. Much resistance from personnel within the organization

is often the result, as change levels the playing field and some stakeholders feel

they will lose their personal or positional power.


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Improvement Projects

Map Components

1. Identify Core Processes andCustomers.

2. Define Customer

requirements.

3. Measure Current

Performance.

4. Prioritize, Analyze and

Implement your

Improvement Processes.

5. Expand and Integrate your

Improvement System.

Strategy

Processes

VisionPeople

Structure

RESULTS

Most products or services that do not change and evolve, will likely have limited

success and life in the market place. The auto industry, as example, has locked

themselves into a cycle of a new model every year. Frequently there are only

minor or cosmetic changes made to these new models. Ever have trouble identifying

one year model from the next of a particular vehicle?

Six Sigma PlusPlus teaches that redesign of Products and Services should be based on

the Measured Value from the Customers and Supplier capabilities. Done correctly,

the Redesigned Product and Service should do a better job of meeting and

exceeding Customer expectations than did the original product or service.

When Six Sigma PlusPlus is applied, the economic return on investment should

improve for the Business Unit involved. Better products with fewer defects, costreduction projects, better understanding of the Customer, improved work flow,

employee commitment, supplier involvement and reduced cycle times are but a few

of the contributing areas. Good redesign should reduce complexity, have fewer

defects, improve reliability, and offer the Customer functionality not in the original

product or service. When these objectives are met there is a direct cause and effect

relationship to improved margins and larger market share.


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Management Leadership

Strategy for theOrganization

Customer Focus

Champions in each

Business

6+ Project Leaders

(Black Belts)

TrainingAllowing only value

added projects

Monitor Process and

Results

The full benefit ofSix Sigma PlusPlus will not be realized without the active

leadership of the Senior Management which include:

Well defined, clearly communicated, strategy used in decision making.

Focus on the customer. While internal services and processes mayimprove efficiency and productivity, customers decide if you stay in

business or not.

Empowering Champions with the ability to access and communicate

with senior managers, and directing Black Belts.

Project leaders, experienced people trained in the Six Sigma PlusPlus

methodology to lead improvement efforts in the areas consistent with the

organizational strategy. Project selection for implementation may be the single most important

indicator of success. Management must maintain responsibility for the

success of the project just as they would for any other significant activity.

Six Sigma PlusPlusprojects should be reviewed by management on a regular

basis. Success, problems, issues, shared learning and of course results

should be part of these reviews.


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Map Business Process

1. Draw process boxes and name the boxes

2. Identify

output.

3. Identify

Customer

4. Identify Last

Step

6.Identify Intermediate Steps

5. Identify

Inputs

7. List sub steps

This simplified map of a business process should be done by those assigning a

project to the Six Sigma PlusPlus Black Belt.

If map is not provided, you should prepare it early on and have a review with theChampion and Process Managers to assure that there is agreement on the scope of

the project. This map can help provide a well defined and well scoped project.

Process Business Map Steps

1. Draw and label Process Boxes.

2. Identify Output.

3. Identify Customer.

4. Identify Last step.

5. Identify Inputs.

6. Identify Intermediate steps.

7. List Sub steps.


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MACRO Map

3

20

P1 P2 P3 P4 P5

Once the scope of a project is defined and the basic process map agreed upon, it is

time to identify the full detail. There may be many sub processes (more than just

the P1-P5) indicated here, required to obtain needed detail.

A large work space is needed to get all of the detail of the process defined. We

recommend that you use Post Its and a number of taped flip chart sheets or butcher

paper to make this MACRO map. Indicate where the sub processes begin and end.

It is frequently at the interface of processes where major problems occur.

One of the key things here is to make a physical representation of time.

You have to decide if the process is driven by work day time or calendar time. Ifwork day time, then a day has 8 hours not 24.

For example a 3 inches might represent a week or a day. What ever it is as you put

up Post Its, be sure that each activity is represented by the time it takes. If for

example there is an aging step that is seven days calendar time and you have

decided that 3inches represents a full day, on the map this aging step should be

21inches long(7X3). At the other end a one hour activity with this would be 0.125

long. (3/24=0.125).


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Balanced Score Card

Financial Customers

Growth

Learning

Six Sigma PlusPlus recommends that you consider measurements in at least the four

areas listed (see slide) for every project. One of the key management responsibilities

is to decide how some of these measures will be applied. If you do not have

guidelines from you Management, we encourage you to take the lead and propose

standard guidelines.

Organizations that have achieved great success, utilizing Six Sigma PlusPlus, have very

strong rules about tracking financial gains of their projects. Most require a direct

link to the bottom line profit before gains can be counted. One year is a common

time frame used to see if the improvements are real or transitory.

Some Examples

Labor savings--allowed only if headcount is reduced or an approved hire is

not made and the budget is reduced.

Space--leases must be canceled and the savings calculated on the money

not paid out. An alternate is to sub lease and the income less expenses is

counted.

Inventory reduction --only time value of the money tied up in inventory is

counted.

Yield improvement--measure the before and after uses and the difference is

counted. Budget should be reduced to reflect the improvement.


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Simplified Sigma

Conversion Table

Yield DPMO Sigma

30.9 % 690,000 169.2 308,000 2

93.3 66,800 3

99.94 6,210 4

99.98 230 5

99.9997 3.4 6

Sigma levels of performance are expressed in Defects Per Million Opportunities

or DPMO, which indicates how many errors would show up if an activity were

repeated a million times. Sigma levels are another way of communicating the same

information.

Six Sigma PlusPlus defines customer requirements clearly and thus measures can be

used to measure and compare very different processes throughout an organization

focusing on defects and defect opportunities.

After you clearly define a defect you can measure almost any type of business

activity or process. These measures must be applied across an organization with

established guidelines. Measures should not remain static. Customer

requirements change and so should your performances.

Process improvement should find targeted solutions so as to eliminate root causes

of a business performance problem. Our emphasis should be on finding andtargeting solutions to address the vital few factors that cause the problem.

A unique problem is presented for the Six Sigma Project Manager each time he or

she starts a new project... How do I write a well planned project mission statement

that is inspiring, clear, accurate, measurable and one that results in action?


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Unique Marketing Advantage

Once your customers have developed a low tolerance for defects, you have a unique

marketing advantage over your competitors.

This is true, provided you continue to focus on the Customer Critical Criteria andimprovement processes. In these areas mentioned, it is going to be very difficult for

a competitor to match the level of performance your customers have learned to

expect from your business organization.

Six Sigma PlusPlus focuses on the Customer Critical Criteria (the important variables)

that drive a successful redesign of a product or service. Understanding what the

voice of the customer is really saying, is of vital importance.

How do you do you get started?


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Loyal Customers

As the business results are achieved there should be an increase in

Customer Satisfaction with a Loyal Customer as the objective

True/False Quiz, Circle the Correct Answer.

T/F A customer the most important person in any business.

T/F Customers dependent upon us.

T/F We are dependent upon the Customer.

T/F A Customer is an interruption of our work.

T/F A customer is the sole purpose for our Work.

T/F A Customer does us a favor when he comes into our Business.

T/F We are doing the customer a favor by waiting on him.

T/F A Customer is an essential part of our business--not an outsider.

T/F A Customer is not just money in the cash register.

T/F A Customer is a human being with feelings and deserves to be

treated with respect.

T/F A Customer is a person who comes to us with his needs and

expectations and it is our job to fill those needs and expectations.

T/F A Customer deserves the most courteous attention we can give him.

T/F The Customer is the lifeblood of this and every business.


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Step Two Define

Define CustomerRequirements.

Objective

Outputs

Step 2. We should then Define our Customers Critical Criteria.

Objectives should be to

1. Establish standards for performance that is based on actual customers input,

so that process effectiveness and capability can be measured. This will

allow us to predict our customers satisfaction.

2. Develop or enhance systems and strategies to collect on-going Customer

input and data gathering.

3. Make the direct link between our key performance indicators and the

Customer Critical Criteria.

Outputs should result in

1. A clear and complete description of the factors that drive our customers

satisfaction for each output and process for our organization.

2. These should be tied to end products or services that make it work for our

customers.

3. Service requirements should describe describe how our organization

should interact with our customers.


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Step Three Measure

Measure Current

Performance.

Objectives

Outputs

Step 3. We should then Measure our Current Performance against our

Customers Critical Criteria and our key performance indicators.


1. Accurately evaluate each processs performance against definable

Customer Critical Criteria link to our key performance criteria.

2. Establish a system for measuring key outputs and services features we offer.


1. Benchmark Measurements that are the quantified evaluations of our current

or recent process performances.

2. Capability Measurements that are the assessments of our ability regarding

our current process or output to deliver on Customer Critical Criteria. These

would include Sigma scores for each process, thus providing for

comparison of very different processes across our organization.

3. Measurement Systems that are the new or enhanced methods and resources

to be used for on going measurements for our customer focused

performance standards.

4. On going measures of our key performance indicators.


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Step Four Analyze

Prioritize,and Analyze

Processes that deliver

Customer Critical

Criteria.

Objectives

Outputs

Step 4. We should then Prioritize and Analyze our Processes that deliver the

Customer Critical Criteria.


1. Identify our organizations highest potential improvement opportunities.

2. Develop process oriented options supported by factual analysis,

collaborative and creative thinking by our organizations employees.

3. Prioritize the different options for impact on the Customer Critical Criteria

and upon the other Balanced Score Card areas.

Outputs should result in1. Improvement priorities that are based on impact and feasibility regarding

our organization and its customers.

2. Process improvement solutions that target specific root causes to problems.

3. An understanding of how the various solutions impact all of the areas of

concern. This allows for a balanced approach that does not sub-optimize one

area and actually hurt the organization as a whole.


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Step Five Improve

Implement Improvement

Processes.

Objectives

Outputs

Step 5. We should then Implement our best option for the organization as a whole.


1. Effectively implement our organizations new solutions and processes.

2. We should also provide measurement proof of our sustainable gains.


1. New or redesigned improvement processes, activities and work flows

created to meet new demands, incorporate new technologies, or achieve

dramatic increases that focus on Speed, Accuracy or Cost .

2. Performance Improvements of our organizations desired business results as

shown by our key performance indicators.

3. Improvements for the organization as a whole.

4. Greater customer loyalty as we will be meeting specific Customer Critical

Criteria better than ever before.


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Step Six Control

Expand and Integratethe Performance

Improvement Systems.

Objectives

Outputs

Step 6. Finally we should Expand and Integrate our organizations

Performance Improvement Systems.


1. Establish control systems that assures the gains will not be lost.

2. Initiate on going business practices that drive improved performances and

ensure constant measurement, examination, and renewal of our

organizations products, services, processes and procedures.


1. Process Controls that measures and monitors the sustain performance

improvements our organization has gained.

2. Process Ownership & Management of our organizations cross functional

support processes, having input from our Customers, Markets, and

Internal Customers.

3. Response Plans to be used as the mechanisms to act. These are based on

key information so as to successfully adapt our strategies, products, services

and processes.

4. Improvement Culture that uses statistical tools as our organizations position

of continuous renewal as a part of our everyday business environment


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Six Essential Improvement

Themes

4. Proactive Management.

5. No Boundaries

Collaboration.

6. Drive for World Class

Performance and

Perfection.

4. Proactive management involves habits and practices that anticipate

problems and changes, applying facts and data, that questions assumptions

about your organizations goals and how you do things.

5. No Boundaries collaboration requires cooperation between internal

customers, external customers, suppliers, and other stakeholder partners.

6. World Class Performance and Perfection requires a tolerance for failures,

giving internal customers, (stakeholders) in the organization, the freedom to

test new approaches, even while managing risks and learning from mistakes.

Successfully embracing these essential improvement themes will lead to raising the

performance and customer satisfaction bars for your organization.

Gaining continuous and incremental improvements will put a firm into a better

position to successfully achieve the organizations desired business results of gaining

and maintaining Loyal Customers, Improving Market Share and Increasing

Profitability.


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Elements

Structure

Process

People

Vision

Strategy

Implementing Six Sigma requires taking a new and closer look at many of the

essential parts of your organization.

Six Sigma implementation must have some structure within your organization, itcannot be a bolt on activity that is managed outside of the normal business. The

business units of your organization should create Champions and Blackbelts to

insure successful achievement of your organizations desired business results.

Senior management of the business units must maintain responsibility for the

success ofSix Sigma. Champions must have ready access to the senior management

and be knowledgeable of the activities of the Blackbelts in their business.

Six Sigmaprojects should not be started until the Blackbelt and Champion agree

the scope and parameters of the project are adequately defined. It is then up to the

Blackbelt to lead the project to its completion.

People development is more than teaching tools and techniques. Leadership and

team building skills are essential for the Blackbelts. Understanding behaviors and

motivation are equally important development areas.


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Visions Values

Strategic Direction

Competitors

Customer

Satisfaction

Business

Results

MeasureValue

Re-Design

Products & Services

Leadership

Suppliers

Employee Development

Involvement

Products Services

Work Processes

Distribution

Business SystemInformation and Analysis

Each component of yourBusiness System is an integrating factor on each and every

other component within the system.

First evaluate your business system as a whole, then move to exploration of thecomponents. Linkage between each component is as important as the component

itself.

Complexity can overwhelm and undermine your efforts. Seeing the patterns behind

the events, can lend to simplification and understanding. This, in turn, can allow

you toprovide needed leverage for your actions aimed at improvement changes.

This should also help you to identify limits to your success or growth problems

within your organization.

Without complete, appropriate information and analysis of the entire system, you

set yourself up for failure. You should explore the discipline of yourSystems

thinking, viewing your business world as a whole, a framework of patterns and

inter-relationships, in order to successful achieve your organizations desired

business results.


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Success with Six Sigma

Sustained Effort

Strategy

Leadership

People Development

Systems Improvement

Project Work

Training and

Development

The best Six Sigma Plus implementation strategy would be to opt for the start up

and training of the organizations Senior Management, Champions, Black Belts,

Green Belts and Internal Customers.

Six Sigma Plus starts at the very top of the organization with management,requiring their active support and participation in the process. Senior Managements

duties include project, people selection, project reviews, rewards, and recognition.

Six Sigma Plus success results in the completion of various projects. Projects are

lead by a Project Manager (Black Belt) that understands how to apply needed tools

and techniques at various stages of the project. If change is not welcome in your

organization, Six Sigma will be of little value.

People development activities must occur through out all of your organization. Six

Sigma Plus tools and techniques should be taught to internal customers, lending to

their collaboration skills for successfully achieving the organizations desiredbusiness results.

Leadership, understanding behavior, team skills, and utilizing Six Sigma Plus tools

are essential ingredients for all project stakeholders for achieving success of your

organizations Six Sigma Plus project.


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Blinding Obvious

Low Hanging Fruit

Bulk of Opportunities

If your organization is considering implementing Six Sigma Plus, you likely have

already taken care of your organizations blinding obvious issues and problems.

These likely will not require any special talent to find or address. Not to say that

they are all easy to resolve.

This low hanging fruit can be addressed with very basic problem solving tools

and techniques.

In most organizations, the bulk of the improvement opportunities are going to be

more difficult to resolve successfully. These improvement opportunities maybe a

little harder to reach and will likely require more specialized training, tools, and

techniques such as those found in Six Sigma Plus training.

It is these areas of improvement opportunities where Six Sigma Plus will return

huge benefits to your organizations and provide the ability to successfully achieve

your desired business results.


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Synergy

No magic bullets.

Linear approaches yieldadditive improvements.

Collaborative and synergisticapproaches yieldexponential improvements.

Continuous learning isrequired to advance.

As you start preparing forSix Sigma Plus,Plus,please realize that there are no magic

bullets. This effort is applied in a planned and intelligent fashion. As projects are

completed, one at a time, there is an additive effect. Improvements will tend to be

linear with each project that is completed. As more projects are completed the

benefits grow and the synergy of multiple improvements begins to yield more than

the sum of the individual projects.

When attempting to complete your first Six Sigma PlusPlusproject you may find the

process is somewhat slow. Take heart as with any new set of skills you will

improve with practice. Exponential growth is possible as the synergy between

projects develop and the project pace is increased. This will happen as

Management, Champions, Black Belts, Green Belts and the organization as a

whole gains more project experience and success.

A truly successful Six Sigma PlusPlusproject effort shares the success and challenges.

This not only gives encouragement to others, it also allows people with success

stories to receive some of the recognition they deserve. Every project is a learning

experience.

Leadership, Champions, Black Belts, Green Belts, and internal customer

stakeholders must each continue to learn and grow with the Six Sigma PlusPlusprocess

in order to continue the successful achievement of the organizations desired

business results.


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Introductory Module

Final Quiz

1. List the major components to

achieving World

Class performance.

2. Describe the meaning of Six

Sigma.

3. List key elements in an

organizational improvement

strategy.

4. List motivations for an

organization to change.

5. List the four steps found in

every Six Sigma project

once it is defined.

Complete the following to strengthen your personal learning process and

growth:

Complete the above quiz. Compare your answers to objective benchmarkquestions you answered at the start of this module. Did you significantly

improve?

We suggest that you correct answers to quiz questions missed.

What are the key learning items you personally gained from this module?

List and Explain how this training will impact your personal or business

life.

Thank you for participating in this Six Sigma PlusPlus Free Introductory Module.

We hope you will join the many others who will begin theirSix Sigma PlusPlus Black

Belt Training using our new, faster and cheaper, distance learning process.

Visit our web site often to see our latest training releases. Please tell your friends to

join you in our chat groups, to drop us a question, sign up for our e-mailed

newsletter, and about our growing training program offerings.


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