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  • Benchmarked with GE and JP Morgan Chase JP Morgan Chase CIO visit planned next year to help evangelize to MS executives
  • Use the QFE example Define Understand the problem and critical customer needs Measure Use the QFE % in goal example Analyze Getting the causes down to the key ones causing 80% of the problem Improve Test and measure to optimize solution..don’t assume that it works
  • Need to add MS specific detail Define Understand the problem and critical customer needs Measure Use the QFE % in goal example Analyze Getting the causes down to the key ones causing 80% of the problem Improve Test and measure to optimize solution..don’t assume that it works
  • PowerPoint slides 127KB

    1. 1. Russ Albright, Director
    2. 2. Overview <ul><li>Vision and motivation </li></ul><ul><li>What is Six Sigma? </li></ul>
    3. 3. External Six Sigma Results Sun has launched a Six Sigma program “SunSigma” focused on improving product quality and reliability (software & hardware) Annual Savings Company *$1.5 billion (*since inception in 1998) JP Morgan Chase $600 million Honeywell $500 million Johnson & Johnson $600 million Texas Instruments $2.0+ billion General Electric
    4. 4. What Is Six Sigma? <ul><li>Six Sigma is a project based problem solving approach that focuses on reducing/preventing defects resulting in increased customer satisfaction and lower costs. Key components are: </li></ul><ul><li>Project Selection </li></ul><ul><li>People </li></ul><ul><li>Disciplined project methodology </li></ul><ul><ul><li>DMAIC- Problem solving </li></ul></ul><ul><ul><li>DMADI- Product design and Prevention </li></ul></ul><ul><li>Data analysis and collection tools </li></ul>
    5. 5. Project Selection <ul><li>Attributes of a good Six Sigma project: </li></ul><ul><li>Strong tie to business deliverables </li></ul><ul><ul><li>Enhances customer satisfaction and loyalty </li></ul></ul><ul><ul><li>Strategic importance </li></ul></ul><ul><ul><li>Impact on profit (hard and soft benefits) </li></ul></ul><ul><li>Results are visible or easily link to a key executive metric </li></ul><ul><ul><li>Meaningful results within 6 months (DMAIC only) </li></ul></ul><ul><ul><li>Goals can be quantified and measured </li></ul></ul><ul><li>Project is feasible </li></ul><ul><ul><li>Team can commit time to project </li></ul></ul><ul><ul><li>Potential solutions are relatively low cost </li></ul></ul>
    6. 6. Six Sigma People <ul><li>Executive sponsorship </li></ul><ul><ul><li>Clear link between project and critical business goal </li></ul></ul><ul><ul><li>Executive is visible and supportive of team efforts </li></ul></ul><ul><ul><li>Executive breaks down barriers to improvement </li></ul></ul><ul><li>Dedicated project manager </li></ul><ul><ul><li>Black Belt for large or difficult projects, or projects that require statistical analysis </li></ul></ul><ul><ul><li>Green Belt for a smaller project within her/his team </li></ul></ul><ul><li>Virtual team </li></ul><ul><ul><li>Represents the people directly impacted by the problem and will be involved in the improvements </li></ul></ul><ul><ul><li>Cross-discipline and cross-group as needed </li></ul></ul><ul><ul><li>Data driven decisions greatly enhance cross-group work </li></ul></ul>
    7. 7. Six Sigma Project Methodology Control Define Measure Analyze Improve <ul><li>Lock in the results (control plan) </li></ul><ul><ul><li>Mistake proofing </li></ul></ul><ul><ul><li>Control points </li></ul></ul><ul><ul><li>Monitoring Plan </li></ul></ul><ul><ul><li>Positive hand off of control plan </li></ul></ul><ul><li>Financial impact of the project </li></ul><ul><li>Project selection </li></ul><ul><li>Project charter </li></ul><ul><li>Critical to Customer (CTQ) needs </li></ul><ul><li>High level process map </li></ul><ul><li>Key output variables (metrics or Y’s) </li></ul><ul><li>Possible causes of defects (X’s) </li></ul><ul><li>Data collection and presentation plan </li></ul><ul><li>Current Performance </li></ul><ul><li>Internal/ external benchmarking </li></ul><ul><li>Key causes (vital few) of defects (X’s) </li></ul><ul><li>Improvement strategy </li></ul><ul><li>Prioritize solutions </li></ul><ul><li>Tested & measured solutions </li></ul><ul><li>Final solutions </li></ul>Project Phases and Deliverables
    8. 8. Design for Six Sigma Methodology Implement Define Measure Analyze Design <ul><li>Implement product/ service </li></ul><ul><li>Validated product/ service </li></ul><ul><li>Project closure </li></ul><ul><ul><li>Final control plan </li></ul></ul><ul><li>Product opportunity </li></ul><ul><li>Project charter/goals </li></ul><ul><li>Project plan </li></ul><ul><li>Secondary and primary customer research </li></ul><ul><li>Critical customer requirements </li></ul><ul><li>Key Product/Service requirements </li></ul><ul><li>Product performance </li></ul><ul><li>Competitive benchmarks </li></ul><ul><li>Conceptual design(s) </li></ul><ul><li>Risk assessment </li></ul><ul><ul><li>Customer </li></ul></ul><ul><ul><li>Implementation </li></ul></ul><ul><li>High level implementation process </li></ul><ul><li>Functional design </li></ul><ul><li>Resource plan </li></ul><ul><li>Simulation </li></ul><ul><li>Design Scorecard </li></ul><ul><ul><li>TDPU </li></ul></ul><ul><li>Control plan </li></ul><ul><ul><li>Test plan </li></ul></ul><ul><ul><li>Risk mitigation </li></ul></ul>Project Phases and Deliverables
    9. 9. Six Sigma Toolbox <ul><li>Green Belt tools </li></ul><ul><li>Benchmarking </li></ul><ul><li>Brainstorming </li></ul><ul><li>Cause- Effect diagrams </li></ul><ul><li>Critical to Customer Tree </li></ul><ul><li>Data Collection Plan </li></ul><ul><li>FMEA( Failure modes and effect) </li></ul><ul><li>Improvement strategy </li></ul><ul><li>Interviews/ Precision questioning </li></ul><ul><li>Prioritization matrices </li></ul><ul><li>Project Charter </li></ul><ul><li>Project plan template </li></ul><ul><li>SIPOC- Process flow </li></ul><ul><li>Surveys </li></ul><ul><li>Workflow mapping </li></ul><ul><li>Black Belt tools </li></ul><ul><li>Activity analysis </li></ul><ul><li>Affinity diagram </li></ul><ul><li>Data Presentation </li></ul><ul><ul><li>Histogram </li></ul></ul><ul><ul><li>Box Plot </li></ul></ul><ul><ul><li>Line Graphs </li></ul></ul><ul><ul><li>Run Charts </li></ul></ul><ul><ul><li>Control Charts </li></ul></ul><ul><ul><li>Pareto Chart </li></ul></ul><ul><ul><li>Bar Graphs </li></ul></ul><ul><ul><li>Stacked Bar Graphs </li></ul></ul><ul><ul><li>Pie Charts </li></ul></ul><ul><li>Design of experiments </li></ul><ul><ul><li>Full factorial </li></ul></ul><ul><ul><li>Reduced fractions </li></ul></ul><ul><ul><li>Screening designs </li></ul></ul><ul><li>Hypothesis tests </li></ul><ul><ul><li>t- test </li></ul></ul><ul><ul><li>Paired t-test </li></ul></ul><ul><ul><li>ANOVA </li></ul></ul><ul><ul><li>Chi Square </li></ul></ul><ul><li>Process sigma </li></ul><ul><li>Kano modeling </li></ul><ul><li>Quality Functional Deployment(QFD) </li></ul><ul><li>Regression </li></ul><ul><li>Rolled throughput and final yield </li></ul><ul><li>Sampling </li></ul><ul><li>Stratification </li></ul>
    10. 10. Project Best Practices <ul><li>Projects impact the business scorecard, key initiative, lowlights </li></ul><ul><li>Executive sponsor status updates at the end of each project phase </li></ul><ul><li>Weekly updates with Business Process owner and team </li></ul><ul><li>Dedicated resources (Black/Greenbelts) to manage the project </li></ul><ul><li>Detailed project plans developed and communicated to team and sponsors </li></ul><ul><li>Project status on a website to share learning </li></ul>

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