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DSS's Six Sigma Consulting Practice
DSS's Six Sigma Consulting Practice
DSS's Six Sigma Consulting Practice
DSS's Six Sigma Consulting Practice
DSS's Six Sigma Consulting Practice
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DSS's Six Sigma Consulting Practice

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  • 1. DSS’s SIX SIGMA CONSULTING PRACTICE Six Sigma is a business process methodology that incorporates proven statistical and problem solving techniques focusing on the reduction of variation, cycle time and waste to significantly improve quality and time performance as well as reduce cost, thereby achieving manifold improvement. Since its inception in 1985 (by Motorola Inc., USA), Six Sigma was originally adopted by the Manufacturing industry – referred to as the First Wave – for the purpose of Cost Reduction, Rejection / Re-work Reduction, Productivity Improvement, Cycle-time Reduction, Market-share Growth, Customer Satisfaction, Organisational Culture Change. As this proved a huge success in the manufacturing sector, recognizing that these were its generic advantages, Six Sigma was applied to the Service and Transactional areas – this was the Second Wave. In these sectors, the challenge of meeting and exceeding expectations of customers depends on the ability to control the service processes, which are mostly maintained by and hence dependent on individuals. It is these service related processes that needed to be standardized and made efficient against “defects”. Subsequently, application of Six Sigma to Software led the Third Wave of breakthrough improvements and results for technology driven companies in the Software and IT sectors. Here, it was necessary to recognize that applying Six Sigma to Software and IT needed a "specialised" approach, and merely an "add-on" to "software-ise" the conventional approach was not going to address the issue. Unlike any other approach so far devised, Six Sigma achieves the process improvements by INSISTING on • Management Engagement • A "Monetary Value" business case for every improvement • Focusing on only the largest problems Further, Six Sigma provides clearly defined Methodology, Tools, Role Definitions and Metrics to ensure success. Apart from providing software services and products to domestic and overseas clients, DSS is seriously committed to quality and process improvement. All our services and product offerings are focused on achievement of quality through on-line monitoring of processes, followed by continuous process improvement using proven problem solving methodology. Our Six Sigma consulting practice is a part of our serious commitment to quality and process improvement. We began with deployments in the Manufacturing and Services companies. However, with the recently formed strategic alliance with Six Sigma Advantage Inc. of USA, we have now extended this to Software & IT sector as well. DSS is among the very few companies in the world who not only offer Six Sigma concept seminars, training, consulting & implementation services, but have also developed our own software products, which greatly facilitate such i plementations. Interestingly, development of m these products started with our engagement with customers for TQM assignments. The deep understanding and knowledge base gained in the process led to our entry into the Six Sigma arena. This comprehensive coverage makes DSS truly a ONE-STOP-SHOP for Six Sigma in Manufacturing, Services and Software & IT industries. Over a period of time we have developed Six Sigma Implementation Methodology (SSIM), which ensures successful implementation of Six Sigma at our customers’ locations. As a matter of fact, our commitment to Six Sigma initiative is characterized by our in-depth involvement in implementation at customer sites in order to ensure success. It has been rewarding to note that an ROI of over 100% in the first year itself is not uncommon.
  • 2. Our Six Sigma consulting practice encompasses the following activities. 1. Executive Overview Success of Six Sigma initiatives depends on serious commitment from top management, active participation of senior executives and comprehensive understanding of WHAT, HOW and WHY of Six Sigma This session of approximately 3 to 4 hours is meant for senior management of the client organization, and is also offered as an open session in the form of a Concept Introduction Seminar. It presents Six Sigma as a methodology to organize the tools of the trade in a way that they can be applied to business issues that really matter, by people who really care. The session focuses attention on the belief that Six Sigma initiative is to increase revenue through improved customer satisfaction and to reduce costs by minimizing defects and rework. Participants are encouraged to explore, discuss and resolve how Six Sigma fits into their overall strategy, integrates with other initiatives, and applies within their respective domains and the company as a whole. The session also stresses the three critical success factors necessary for breakthrough results, viz., • Active and continuous Executive Management commitment and follow through • Second Level Management’s (Champions) role in aligning the work, allocating resources and removing obstacles • Selection and training of the best available people for Black Belts and Green Belts. 2. Formulating Six Sigma Deployment Strategy In association with the client’s senior management, DSS helps them formulate an overall Six Sigma deployment strategy in line with the organization’s financial and operational goals. A Steering Committee is formed to oversee the progress of all Six Sigma projects from selection through training upto the final project evaluation. Focus always remains on revenue growth, customer satisfaction and cost reduction. Specifically, the strategy formulation includes the following. Guidelines for roles and responsibilities of Senior Management, Champions, Coordinators and Belts are clearly defined. Criteria of selection of the Champions and Belts are specified. Career path for a Belt is recommended. Rewards & Recognition Scheme for the teams of the successful projects is formulated. The Six Sigma training program for all concerned persons across the organization is spelled out. 3. Selection of Six Sigma Projects In consultation with the senior and operational management, and through a well-defined methodology, business goals of the organization are converted into potential Six Sigma projects, which will provide substantial benefit to the organization. On one hand, the selected Six Sigma projects must relate to some significant company activity, in terms of the bottom line. On the other hand, particularly at the outset of the Six Sigma initiative, care should be taken to see that the selected projects are not too large or complex - in order to mitigate the risk of failure. All such approved projects are stored in a “hopper”, and the most beneficial ones are selected for implementation, progressively in clusters according to their priorities.
  • 3. The objective of this session, spread over 1 to 2 days, is to help Champions and others understand the process, method and simple tools to identify project clusters within business issues; prioritise projects within clusters; and begin the process of chartering, assigning and initiating a successful Six Sigma project. Deciding the metrics for monitoring benefits is also covered. 4. Defining Roles and Responsibilities Champions, Black Belts and Green Belts are selected as per the criteria specified during the formulation of Six Sigma deployment strategy. The stress here is on selecting the best available people from within the organization. These team leaders being responsible for implementing process and quality improvement projects (DMAIC or DFSS) – in order to increase customer satisfaction levels and business productivity – their being familiar with extensive product and process knowledge in their company is extremely important. The role that each of the selected team member will be required to play, as also his/her responsibilities within the project/s assigned to him/her is clearly defined to the candidate. Care is taken to ensure that, as far as possible, there are no overlapping roles and responsibilities. 5. Training Six Sigma Awareness Training: If Six Sigma initiative has to become a substantive success in a company, it must find an understanding and an informed acceptance right across the organisation. It must become an integral part of the culture of the organization. Towards this, starting with the immediately concerned managers and operating personnel, Six Sigma Awareness Training sessions are planned to cover, over a period of time, almost all the employees. This ensures that everyone has a common understanding of Six Sigma basic concepts, measurement and terminology. Objective: The objective of this training, covering all employees of the organization in batches of 25 participants at a time and spanning half a day for each batch, is to bring Six Sigma awareness throughout the organization. Champion Training: Champions are the senior business executives who, depending on the size of the organization, head a department, a business unit or a major function in an organization. Champions are responsible for selection of the right projects, determine the project scope, prioritise and assign the projects, select the right persons to be the Black Belts, Green Belts and team members. Champions finalize project charter, resolve roadblocks slowing down progress of a project and have the overall responsibility for success of the project. Champions, who need to act as the link between Top Management / Steering Committee and the Project Teams, are trained on the basic concepts of Six Sigma, DMAIC process, preparation of project charter, toll gate reviews, project evaluation, etc. They will then explore the detailed roles of Belts and Team Members. Objective: This training, which is held for 2 days, enables the Champions to get an overview of Six Sigma methodology, tools and tollgate reviews that they will conduct with the teams. Black Belt Training: Black Belts are the persons selected to spearhead process improvement projects (DMAIC or DFSS) under the Six Sigma implementation, on a "full-time" basis. They act as agents of
  • 4. change, and need to possess statistical abilities, leadership qualities and interpersonal skills. They are responsible for driving business results through application of Six Sigma tools and techniques, by increasing customer satisfaction levels and business productivity. We provide Black Belt training under open enrollment as well as for the corporates, both being conducted as a comprehensive hands-on experience, with appropriate case studies and exercises. In order to ensure immediate result oriented application of the tools learned during the training, it is essential that each Black Belt candidate is assigned to a project before the training commences, and works on the project in between two training modules. Objective: This training imparts in-depth knowledge of Six Sigma methodology; effective leadership of Six Sigma teams in terms of reviewing plans, data, analysis and management liaison; need to maintain business focus in their work areas; transfer of learning; ability to manage program risk; wherewithall in supporting Green Belt projects. Duration: The training is covered in phased modules, each interspersed with approximately one month during which the candidate works on executing a live project. This gives the students the opportunity to immediately apply the knowledge gained to real life situations. The total duration of the DMAIC part spreads across approximately 5 months (including project work) for the Manufacturing and Services verticals, and slightly over 1 month for the Software and IT people who, additionally, also go through another 1 month of DFSS training (including project work) and 5 days of training on Special Analytical Tools. Note: Whereas for the Manufacturing and Services verticals, major emphasis of the training is on the DMAIC methodology, for the Software and IT sector, there is a definite need for the Belts to be trained in the DFSS methodology as well. As such, we cover DFSS training as a separate module, which is statutory for the Software and IT people – but is optional for the Manufacturing and Services people. Green Belt Training: Green Belts are the persons, trained on the improvement methodology of Six Sigma, who will lead a process or quality improvement team as "part" of their job. Extensive product/process knowledge in their company is a must in their task of effecting such improvement. The Green Belts serve an important role - that of percolating the Six Sigma culture across a wider cross section of the organisation. Under the overall guidance of Black belts, they are capable of leading Six Sigma projects which are relatively less critical in terms of their impact on the bottom line, and require a lesser application of in-depth statistical analysis. We provide Green Belt training under open enrollment as well as for the corporates, both being conducted as a comprehensive hands-on experience, with appropriate case studies and exercises. In order to ensure immediate result oriented application of the tools learned during the training, it is essential that each Green Belt candidate is assigned to a project before the training commences, and works on the project in between two training modules. Objective: This training imparts in-depth knowledge of Six Sigma methodology; effective leadership of a Six Sigma team in terms of product value, schedule and cost; an ability to manage project risk. Duration: The training is covered in phased modules, each interspersed with approximately one month during which the candidate works on executing a live project. This gives the students the opportunity to immediately apply the knowledge gained to real life situations. The total duration of the DMAIC part spreads across approximately 3 months (including project work) for the Manufacturing and Services verticals, and slightly over 1 month for the Software and IT people who, additionally, also go through another 5 days of DFSS training.
  • 5. Note: Whereas for the Manufacturing and Services verticals, major emphasis of the training is on the DMAIC methodology, for the Software and IT sector, there is a definite need for the Belts to be trained in the DFSS methodology as well. As such, we cover DFSS training as a separate module, which is statutory for the Software and IT people – but is optional for the Manufacturing and Services people. Software and Technology Supplement The vast majority of Black Belts have been trained in a Manufacturing or Transactional model. Even with that background, the most experienced Black Belts can find it challenging or impossible to translate and effectively deploy Six Sigma into their company’s software and IT organizations. This supplement acknowledges participants’ strong foundation in Six Sigma, building on it the important, subtle but powerful aspects of “What’s different about software and technology?” Armed with this practical translation, they are much better able to engage with organizations in those areas for real results. Objective: Upon completion of this 5 days course, participants (Black and Green Belts) will be able to do the following. • Describe how Six Sigma can specifically address software and technology design and delivery • Engage in effective discussions and support with software and technology organizations: - scoping how and where Six Sigma could apply - reviewing project plans - supporting data collection and analysis - measuring and controlling results • Tailor company training with appropriate software and technology examples 6. Consulting and Hand Holding for Implementation of Six Sigma Projects In order to ensure that Six Sigma initiative is successful, our consultants help the Champions carry out progress reviews between the various stages of the DMAIC process. In case any Black / Green Belt is faced with a roadblock, it is resolved through handholding. In case there is a need for some intervention by the senior management, appropriate information is provided to the concerned persons with a view to seeking escalation. This activity ensures that right tools are used and optimum results achieved within the given time frame. At the end of each stage of the DMAIC process, the tollgate review is undertaken jointly with the Champion to ensure that each stage has been successfully completed before embarking on the next stage. This ensures that each project is addressed systematically. On completion, each project is evaluated jointly with the Champion for effectiveness so that the project could be closed. Every month, status of all projects taken for Six Sigma implementation is reviewed formally with the Steering Committee wherein the DSS consultant participates. Involvement is sought from all levels of management in order to remove any roadblocks.

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