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Microsoft PowerPoint - 8 DAY ONE BERNIER
 

Microsoft PowerPoint - 8 DAY ONE BERNIER

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    Microsoft PowerPoint - 8 DAY ONE BERNIER Microsoft PowerPoint - 8 DAY ONE BERNIER Presentation Transcript

    • Six Sigma, Sales and Success: Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction Laura Bernier Sun Microsystems, Inc.
    • Presentation Outline Sun's Six Sigma framework, evolution, focus Black Belt deployment on sales/ Customer projects Collaborative Examples 2
    • Sun Sigma Framework Meeting Customer Requirements Profitably A Customer-centric approach 3
    • Sun Sigma Evolution Start-up Growth Refinement Maturity Phase Phase Phase Phase - Sigma Goals - Aligned to business - Blur line between - Sigma skills “doing Sigma” and part of Sun - Learning - Learn What Works doing business DNA - Training - Modify approach - Add in additional - Tools and based on learnings tools and knowledge methods used - Experimentation - Mix of coaches and that grows capability as a natural - Dedicated experts in-role learning (Lean, etc.) way that we work - Build internal capabilities for training 2000 2001 - 2004 2005 4
    • Sun Sigma Focus - Customers A Customer facing program to profitably solve Customer's business problems by using Sun Sigma principles in support of the sale and implementation of Sun technologies. Goal Support Account teams in improving effectiveness in managing their accounts; resulting in increased revenues and Customer Satisfaction. 5
    • Value Proposition Customer Sun Increases Customer satisfaction Increased Revenue. Identifies Key Predictive Indicators Provides the foundation for a based on Customer's unique true partnership between Sun requirements. and the Customer Sun better understands Customer's Positions Sun in the role of unique requirements. trusted advisor Provides an extension of Customer's Simplifies the sales process: Management Staff Identify and understand Improving our Customer's business, Customer requirements to improves Sun's Business develop and support data based strategies and decisions Reduces business risk for our Identify and measure Key Customers and for Sun. Predictive Indicators for monitoring the health of the Aligns Sun's Account operating Customer. model with the Customer's operating Competitive advantage model 6
    • Current Support Model Master Black Belt and Black Belts report into Sales Operations Black Belts are aligned with selling units / areas Proactively reach out to Area VP’s and sales teams Account Teams identify opportunities and seek out assistance Utilize existing selling processes to identify opportunities Account Planning Client Engagement Process 7
    • Skill Requirements Working with Customers: Sigma Skills Certified BB, DMAIC/DMADV Strong facilitator and CAP/Change Management Lean, Sigma for Growth, other complementary methods preferred Customer Focus Consulting skills Influential with senior leaders Ability to adapt to different environments/cultures, Specialization Skills/Knowledge Practice/Solution - ITIL/OMCM experience, PMI/PMP, Customer Services knowledge, CS Practice Relationship/Sales – Industry/Vertical market, Demand Creation, GTM, PMI/PMP 8
    • Successful Sigma Engagements Black Belts Attack business issues, drive business impact Provide a solution or method new to the Customer Drive real understanding of Customer problem areas and key CTQs Achieve measurable improvement, sustained over time Deliver data-driven improvement and monitoring Ensure ongoing quality: ➔ Control Phase – complete documentation is designed, ownership/maintenance plans are integrated into the process owner's job. 9
    • Collaborative Examples Types of Engagements Included: ● System Availability ● Cost of Ownership ● HW Performance ● Cycle Time Improvements ● Dashboards ● Relationship Building Opportunities 10
    • Customer Successes “Customer A” Project: Engineers and Executive Management dissatisfied with overall design transaction run time – Improve chip design cycle time. Improvement: Upgrade older server technology Benefits to Customer: 68% reduction in average job run time, justification for HW purchases and move to compute farm environment. Benefits to Sun: Indirect Revenue, access to key executives, improved Customer satisfaction 11
    • Customer Successes “Customer B” Project: Engineers and Executive Management dissatisfied with overall client to server transaction performance and variability. Improvement: Sun Server Parameter changes – NFS Threads and Priority Paging. Benefits to Customer: 16% reduction in average transaction time, 54% reduction in site-to-site variability, productivity improvement estimated at $1.7M per year. Benefits to Sun: Access to key executives, improved Customer satisfaction, identification of server upgrade opportunities 12
    • Success through Collaboration Others “Customer C” – Inconsistent collection and use of availability data. ● Improvement: Implementation of dashboard to measure actuals and establish corrective action plans ● Benefits to Customer: Actual data/information on the state of their server environment ● Benefits to Sun: Improved Customer satisfaction, access to key executives, identification of upgrade opportunities “Customer D” – Patch Management Sun Shot resulting in a consulting engagement (Revenue). “Customer E” – Facilitated Business Opportunity discussion at the Executive Briefing Center which resulted in Customer endorsement. 13
    • Conclusion Sigma works - profitably solve Customer business problems Alignment works - builds relationships between Account Teams, Customers and the Sun Sigma team Collaboration works – Internal and External! 14
    • Sun Microsystems, Inc. Laura Bernier Laura.bernier@sun.com
    • APPENDIX 20% 57% 35% 16
    • Sun Change Acceptance Program 17
    • SunSigma Belt Designations 18
    • Joint Project Examples Defined common 'value drivers' to measure and manage ongoing Sun/client relationship Developed availability dashboard. Engaged in joint Sigma projects to improve download and response times, and to improve patch management process. Supported effort to re-engage Six Sigma on project to introduce new compute technology Facilitated workshop to develop new product Supported IT Operations in Sigma and quality programs, and in ITIL and outsourcing/utility computing. Engaged in Sigma projects for new services creation, development of a vendor measurement dashboard for system purchases, and ITIL/OMCM and IT quality programs. Supported IT service level management quality program. Supported Sigma projects on new service creation (DFSS), release management of new services, and IT operations and organization 19