Six Sigma Interim Management Recruiting Process Measure Phase
DMAIC Checklist <ul><li>Steps </li></ul>Define Measure Analyze Improve Control Prioritize Customer and Customer CTQs Defin...
Team Charter  Resource Plan General Information Tollgate Review Dates Tollgate Plan Actual (mm/dd/yy) Define Measure Analy...
Team Charter Business Case (Including High Level Benefit Analysis): <ul><li>The 2010 year to date contract fill rate, from...
SIPOC Start Boundary End Boundary Initial client contact Job order closed S uppliers I nputs P rocess O utputs C ustomers ...
Customer CTQs Clients Utilize Contract Services To Hire Specialized Niche Skills D M I C A Customer Sample Comments Key Ou...
Customer CTQs Contract Candidates Seek Unique Opportunities D M I C A Customer Sample Comments Key Output Characteristics ...
Process Map Business Development Staffing Manager Lead Recruiter Recruiting team Hiring Manager Candidate 1.  Receive job ...
Process Timeline* Job Order Received Job Order Qualified Sourcing begins Recruiter  pre-screens candidate Schedule Intervi...
Fill Rate Cause and Effect Procedures Candidates Work Instructions Company Fit Confirm ID and History Interview Submittal ...
Non-Value-Added Wait Time Identified Quick Fix: Lead Recruiters Now Interact Directly With Client New Process
New Process Map Business Development Lead Recruiter 2  Lead Recruiter is assigned and qualifies the position with Client 3...
Baseline Fill Rate  <ul><li>YTD, overall data from Applicant Tracking Database (SendOuts) results in the following baselin...
CTQ Performance Standards D M I C A Clarify Data CTQ Performance Standards CTQ Measure Data Type Operational Definition Se...
Healthcare Leadership for Times of Change www.LeadersForToday.com   508 927 6890
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Six Sigma Leaders For Today Presentation Slides (Six Sigma)

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Six Sigma Leaders For Today Presentation Slides (Six Sigma)

  1. 1. Six Sigma Interim Management Recruiting Process Measure Phase
  2. 2. DMAIC Checklist <ul><li>Steps </li></ul>Define Measure Analyze Improve Control Prioritize Customer and Customer CTQs Define Process Defect Opportunity (Baseline DPMO) Determine Estimated Financial Opportunity SIPOC & High-Level Process Map Form the Team Document Project Charter Enter Project into Prompt, Timesite, Opx Project Tracking Tool Create MS Project Work Plan & Timeline <ul><li>Detailed Process Map – “As Is” </li></ul><ul><li>Identify Input Variables (x’s) </li></ul><ul><li>Assess Data Availability </li></ul><ul><li>Develop Data Collection Plan; Collect Data </li></ul><ul><li>Conduct Measurement & Process Capability Analyses </li></ul><ul><li>Practical & Graphical Application of Data </li></ul><ul><li>Translate Data into Information </li></ul>Prioritize Input Variables & Root Causes Use Data to Verify the Input Variables & Root Causes Select Input Variables & Root Causes for Improvement Complete Financial Benefit Forecast Translate Information into Knowledge Establish Relationship between Output Measures and Input Variables Y=f(x) Identify Potential Solutions Select a Solution (Input Variable/ Root Cause) Detailed Process Map – “To Be” Develop Improvement Plan Launch Pilot;Track Pilot Results Refine & Finalize Improvement Plans Based On Pilot Results Develop Controls for Improved Process Develop Control & Business Transition Plan Institutionalize Complete Financial Benefit Validation Tools Project Charter Template Benefit Tracking Workbook VOC/CTQ Tree SIPOC Model Process Mapping GRNR Model Stakeholder Analysis MS Project Work Plan (GANTT Chart) Gage R&R Fishbone Diagram Dot Plot & Box Plot Pareto & Histogram Process Mapping Value/Non-Value Added Process Mapping Control Charts (Xbar Chart) Kano Model Cause & Effect Matrix Hypothesis Testing Correlation & Regression Analyses Interrelationship Diagraph Benchmarking Benefit Tracking Workbook Gap Analysis FMEA DOE Process Mapping Influence Strategy Dashboard & Metrics Benefit Tracking Workbook Control Charts Control & Business Transition Plan Standard Operating Procedures (SOP’s) D M I C A
  3. 3. Team Charter Resource Plan General Information Tollgate Review Dates Tollgate Plan Actual (mm/dd/yy) Define Measure Analyze Improve Control 28-JUN-10 05-DEC-10 14-MAR-11 25-APR-11 27-JUN-11 11-JUL-10 05-DEC-10 DD-MMM-YY DD-MMM-YY DD-MMM-YY Recruiter Lead Director CEO Business: <ul><li>Leaders For Today-Perm </li></ul><ul><li>Leaders For Today-Interim </li></ul><ul><li>Core Process: </li></ul><ul><li>Business Development </li></ul><ul><li>Project Management </li></ul><ul><li>Information Solutions </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Marketing </li></ul><ul><li>Finance </li></ul><ul><li>Other: Recruiting </li></ul>Project Lead (GB/BB): Project Coach (BB/MBB): Project Champion: Team Members: Sign-Off Date Define Measure Analyze Improve Control CEO CEO Champion Champion Champion 08-JUL-10 29-NOV-10 DD-MMM-YY DD-MMM-YY DD-MMM-YY D M I C A Name CBT Trained % Time Recruiter x 15% Recruiter x 15% Recruiter x 5% Recruiter x 5% Recruiter Recruiter Recruiter
  4. 4. Team Charter Business Case (Including High Level Benefit Analysis): <ul><li>The 2010 year to date contract fill rate, from January 2010 through October 31, 2010 is 37.8% with the average cycle time from receipt of j interim job order to job placement of 3.5-10.5 calendar days. </li></ul><ul><li>The Client’s critical variables include the quality of submitted candidate and the minimum cycle time for the submit and hire processes. </li></ul><ul><li>Recruiting depends on meeting client expectations, breaking down communication barriers and producing a quality candidate matched to the client’s job need. </li></ul>Specific Goal Statement: <ul><li>Achieve a 10% increase in the submit to contract fill rate with a 30% reduction in the contract placement cycle time by end of 1Q 2010. </li></ul>In Scope: <ul><li>Quality of candidates submitted to clients </li></ul><ul><li>Job order to candidate submission time </li></ul><ul><li>Specific wait times between Business Development & recruiter/Candidate & recruiter/recruiter & client </li></ul><ul><li>Offer/candidate negotiation </li></ul><ul><li>Quality of client relationship </li></ul><ul><li>Job order prioritization </li></ul>Out of Scope: <ul><li>Speed of client feedback </li></ul><ul><li>Client cancellation of job order </li></ul><ul><li>Number of agencies working on the job order </li></ul><ul><li>Extension of current contract length of 10.63 months to XX </li></ul><ul><li>Price </li></ul><ul><li>Master Service Provider (MSP)  mass job orders due to low profit margin </li></ul>Definition of a Defect for This Project: <ul><li>Cycle time of Job Order receipt to Contract Hire in excess of 28 calendar days. </li></ul><ul><li>Submit to contract fill rate in excess of 4 submits for each placement (25% success rate). </li></ul><ul><li>Leaders For Today, LLC is an interim management and permanent placement organization that relies heavily on the recruitment of specialized candidates and interim management placements to achieve business results. In order to achieve these results, the right candidate must be matched and submitted at the right time for the right job opening. </li></ul><ul><li>Since many contract positions are highly specialized, recruiters work in a very competitive job market for job openings and candidates. </li></ul><ul><li>Any process that takes too long to hire a qualified candidate may result in loss of the candidate, the job opening or clients’ longer term business. </li></ul><ul><li>The 2009, year to date contract fill rate is 37.8% (industry fill rate=30%). </li></ul><ul><li>As of October 31, 2010, Leaders For Today, LLC is at 100.7% of the revenue goal for 2010. </li></ul>Specific Problem Statement: D M I C A
  5. 5. SIPOC Start Boundary End Boundary Initial client contact Job order closed S uppliers I nputs P rocess O utputs C ustomers <ul><li>Business Development </li></ul><ul><li>Referrals </li></ul><ul><li>Client </li></ul><ul><li>Candidate </li></ul><ul><li>Job order </li></ul><ul><li>Client specific requirements </li></ul><ul><li>Resume/CV </li></ul><ul><li>References </li></ul>Receive job order Qualify job order Source candidates Qualifying & Interviewing Candidates Submit candidates Follow-up feedback with client Schedule client interviews Follow-up and feedback Offer/Placement <ul><li>Qualified candidate </li></ul><ul><li>Interview </li></ul><ul><li>Offer </li></ul><ul><li>Job order closed </li></ul><ul><li>Client </li></ul><ul><li>Candidates </li></ul>D M I C A
  6. 6. Customer CTQs Clients Utilize Contract Services To Hire Specialized Niche Skills D M I C A Customer Sample Comments Key Output Characteristics Important to Customer (CTQs) Client <ul><li>I want communication on a daily basis either by phone or email. </li></ul><ul><li>I want to be updated every 48 to 72 hours. </li></ul><ul><li>Communication is most important. Getting updates concerning requests and not having to call to find out what the status is important. </li></ul><ul><li>Consistent Communication </li></ul>Client <ul><li>I got to review resumes ahead of time and candidates were tested ahead of time. </li></ul><ul><li>Leaders For Today, LLC has responded in a timely manner with good candidates. </li></ul><ul><li>I’m struggling between getting [candidates] quickly or quality. </li></ul><ul><li>I want to see the two week timeframe to get the temp started reduced to one week. </li></ul><ul><li>Timeliness </li></ul>Client <ul><li>Ultimately it’s the quality of the candidate because I’ve gotten poor quality in a hurry before and that doesn’t really do me any good. </li></ul><ul><li>I’ve been fortunate to get qualified candidates for all three offices. </li></ul><ul><li>Quality Candidates </li></ul>
  7. 7. Customer CTQs Contract Candidates Seek Unique Opportunities D M I C A Customer Sample Comments Key Output Characteristics Important to Customer (CTQs) Candidate <ul><li>I want to be updated. </li></ul><ul><li>Communication is most important. </li></ul><ul><li>Quick response from client/Leaders For Today, LLC </li></ul><ul><li>Consistent Communication </li></ul><ul><li>Timeliness </li></ul>Candidate <ul><li>I need to know the company profile, pay rate, how much travel and the job description. </li></ul><ul><li>Company profile </li></ul><ul><li>Pay </li></ul><ul><li>Travel </li></ul><ul><li>Job description </li></ul>Candidate <ul><li>Ultimately it’s the quality of the company, job description and pay. </li></ul><ul><li>Quality of the Job </li></ul>
  8. 8. Process Map Business Development Staffing Manager Lead Recruiter Recruiting team Hiring Manager Candidate 1. Receive job order 2. Assign Lead Recruiter Qualify position with BD 3. Post and source job 4a. Submittal packet QC’d and sent to client Discuss challenges with BD Submittal packet prepared and sent to lead recruiter 4b. Job requalified? 5b. Job order is closed/ BD or Lead Recruiter? 5 . Coordinate interview schedule 6. Hire candidate/ Close job order Roadblocks Identified on Define Process Map D M I C A
  9. 9. Process Timeline* Job Order Received Job Order Qualified Sourcing begins Recruiter pre-screens candidate Schedule Interview with Client hiring manager Feedback Client through BD Offer submitted to Candidate Offer accepted and contracts executed Wait time up to 72 hours 80  128 hours Re-qualify Job Order? 72.5  360.5 hours * Timeline to be established from data collection in Analyze Phase 121  169 hours Excessive Wait Time Identified D M I C A
  10. 10. Fill Rate Cause and Effect Procedures Candidates Work Instructions Company Fit Confirm ID and History Interview Submittal Package Background check Check References Contracts Post Jobs Margin Activity Report Flexibility Travel, In-house, rate Skills Time in service Availability Responsive to Lead Recruiter Motivation Signed Candidate Contract Fill Rate Issues Lead Recruiter Process Client ROADBLOCK* Define the job order Salary Negotiations Requalification of Job Description LR works directly with Client Referrals Sourcing Different Venues Individual Spreadsheets Pipeline of candidates LR directly with Client Job Description Company Reputation – History-Attractiveness Rate and location Requalification of Job Description Time constraints Responsiveness to queries Signed Client Contract * BD works with client
  11. 11. Non-Value-Added Wait Time Identified Quick Fix: Lead Recruiters Now Interact Directly With Client New Process
  12. 12. New Process Map Business Development Lead Recruiter 2 Lead Recruiter is assigned and qualifies the position with Client 3 Lead recruiter posts and sources job 4 Submittal packet prepared and sent to client 5 Coordinating interview scheduling 6 Hire candidate and close the job order Recruiting team Client 1 Receive job order Job descriptions is carefully redefined as a job match filter Client reviews submitted candidates Approve candidate? Lead Recruiter Qualifies Job Order And Collaborates With Client D M I C A
  13. 13. Baseline Fill Rate <ul><li>YTD, overall data from Applicant Tracking Database (SendOuts) results in the following baseline. </li></ul>32.6% yield 1 Sigma value 37.8% yield 1.125 Sigma Value 12.3% yield 0.25 Sigma Value
  14. 14. CTQ Performance Standards D M I C A Clarify Data CTQ Performance Standards CTQ Measure Data Type Operational Definition Segmentation Factors CTQ Performance Charactristics LSL USL Target Allowable DPMO Fill rate Continuous Overall success rate of number of submits to number of placements per job order Client Time Recruiter position 20% N/A 33% TBD Reduce Cycle Time Continuous Calendar days of job order opening to placement of candidate X X X X N/A 30 days 21 days TBD Quality Continuous Overall success rate of number of submits to number that are interviewed X X X X 35% N/A 45% TBD
  15. 15. Healthcare Leadership for Times of Change www.LeadersForToday.com 508 927 6890
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