Developing the Six Sigma Implementation Strategy at Dow Corning Corp


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  • I’m happy to be here with you today. I’m Doug Pratt, Director of Six Sigma Process Excellence for the Dow Corning Corporation. Hopefully the comments that I will share might make your Six Sigma journey smoother.
  • You’ve read about Six Sigma or you are experiencing it. Six Sigma is all about change!! Sure it contains statistics, projects, Black Belts and Green Belts, Voice of the Customer, and hundreds of other concepts, acronyms, and tools. But first and foremost, Six Sigma is about changing the “Corporate Culture”. And those companies that can move from statistics, through projects, to the a “Culture” will move from a “Company doing Six Sigma” to a “Six Sigam Company”.
  • So who is Dow Corning??? We are not The Dow Chemical Company……nor Corning Incorporated. We don’t make styrofoam, glass, or fiber optics.
  • You may be familiar with some of Dow Corning’s subsidaries or bands. Or, you certainly are familiar with our products even though you may not know it, as silicones are key raw material or ingredient used in nearly every industry…..from personal care products like antiperspirants to aerospace sealants, from building construction to automotive, paper to electroncis, healthcare to process industries.
  • Today I intend to share some thoughts on the implementation of Six Sigma at Dow Corning. Our journey is not finished. We’ve done some things well, we’ve done some things poorly. Hopefully you will learn from both our experiences and do better, faster. I have a lot slides, some I will just slightly mention but are here for your use later. After there will be time for questions and dialog. I will discuss the following points”
  • If you are from Pfizer, Dupont, or other large companies, this report may not be for you. But, if you are from a medium or small firm, and just beginning the journey, there may be some insights you might find helpful. In general, our efforts validated many of the elements cited in so many texts.
  • Prior to Six Sigma, Dow Corning, like so many other companies, had pursued other similar improvement initiatives. These efforts helped us, but were sometimes short-lived and led people to say, ‘Six Sigma – Flavor of the Month’, which became an issue to resolve.
  • The comments following are roughly in order of occurrence, though some activities may have actually took place in parallel.
  • One of the first things that should take place when considering Six Sigma Deployment is an assessment. What is the commitment? When should a firm ‘launch’? What are the goals?
  • Once it is decided to proceed, the CEO should select a credible leader to accomplish the implementation. The ‘leader’ should have …..
  • Once the leader has been determined, the CEO should announce Six Sigma to the enterprise. He / She should clearly…..
  • The Director then sets immediately to….….
  • A clear Six Sigma vision statement from the CEO is crucial citing his / her vision for it and understanding of it, its elements, its impact on the enterprise’s achievements of key strategies, and the affect on the bottom line. This vision statement needs to be regularly referenced in employee forums, face-to-face meetings, and in training sessions. At first, you could easily spot the skeptics with arms folded and eyes rolling. But that quickly passed when peopled learned that the CEO was truly serious and committed for the ‘long haul’.
  • With the vision in hand the Director then ……..…….
  • The Director continues his / her work. An important task is to determine the team needed for a successful implementation. Once the SSLT is defined, the Leader must obtain ‘bodies’ from the organization to actually do the work.
  • Each person on the SSLT has a specific task and responsibility.
  • The IT / KM Specialist needs to begin immediately developing IT tools.
  • The Financial Specialist had a special and very important responsibility. Credibility in financial impact reporting is absolutely crucial. We wanted no exaggerated claims or statements as in the past. We wanted no ‘smoke and mirrors’, only credible, conservative results reporting.
  • A great deal of time and effort was spent to determine the best project evaluation methodology!
  • After extensive benchmarking, it was determined that five distinct categories would be needed to do justice to Six Sigma efforts. Balance Sheet Impact is not the same as Cost Savings. Growth and Cost Savings impact the Income Statement, BSI does not. NVA and Cost Avoidance do not hit any financial statement.
  • This table shows some of the detail for reference.
  • In addition to the methodology developed, Financial Advisors are assigned to each Six Sigma project. Completed projects must survive the scrutiny of the evaluation of Financial Advisors, who are usually site or unit accountants. Only the ‘Financial Advisor’ can close out a project.
  • Another key role of the SSLT is that of communications. Early on, a communication plan must be developed and help with communications will be needed. Internal marketing will be needed to determine an appropriate ‘logo’, ‘slogan, and other promotional elements. At DCC, the ‘Internal Marketing’ task was undertaken by the Director and the Communications Specialist. An important first task is to develop a Six Sigma Web Site for early communications to the entire enterprise. It needs to be easily accessible from the ‘Front Page’, not buried within some Quality web site.
  • Not only do your employs need to know and understand Six Sigma, but your customers need to know you are pursuing Six Sigma as well. We believe Six Sigma underpins our efforts to provide our customers with true solutions, not just a chemical in a drum. Our customers are noting our different ‘Six Sigma’ approach to problems.
  • The communication effort may include a Six Sigma Web Site. This web site should be easy to find, and best if shown on ‘front page’. The web site needs to be ‘user-friendly’.
  • These success stories regularly hit “front page” of our Corporate intranet web site, seen by all employees. Early successful projects need to be highlighted.
  • Our web site shows a ‘dashboard, success stories, and a lot of information in ‘drop downs’.
  • Our web site also captures ongoing “Messages from Leaders”. These messages are often pulled up by middle level leaders to frame their personal message to their teams.
  • Dozens and dozens of success stories are now on file.
  • The Director must continue developing and re-developing the implementation plan, determining timing, cost, and possible benefits.
  • A ‘pilot’ launch can be helpful. It can……
  • Finally, it is time to launch Six Sigma with the Executive Committee. This can only be done by the CEO. The CEO then….. Expect the Monty Hall manager…..immediately! If you are lucky, this will take place at a ‘retreat’ when there is ample time to fully understand the task. And best if Executive Committee training on Six Sigma takes place immediately thereafter, at the same ‘retreat’. I was not so lucky. My 3-days allotted with the Executive Committee was chopped to but a 1 hour introduction. I estimate this single error cost us months in the successful deployment of Six Sigma.
  • In the beginning, after launch by the CEO, the Director must be…..
  • As soon after the launch by the CEO as possible, the Exec. Committee and their reports need to begin attending ‘Champion Training’.
  • As early as practical after the Exec. Committee is trained in Six Sigma, an Executive Six Sigma Leadership Team should be formed. This team should be….
  • Now that the effort is ‘launched’, and expectations are clear, the Director needs to…..obtain Business Unit ‘Deployment Leaders’. This role is sometimes called ‘Deployment Champion’. I chose to use the terms Sr. Champion of the Exec. Committee Member, and Champion for their direct reports. I wanted everyone in the organization to have a defined ‘Six Sigma Role’. To that end, as I said above, ‘Role and Responsibility’ documents were constructed for everyone…..from the CEO to the ‘employee’. These Role and Responsibility documents were if great value when explain and teaching Six Sigma to the enterprise. Back to Deployment Leaders, they are within the Business Units are those that really gets the job done!
  • As soon as the ‘Champions’ are trained, Middle Level Leaders need to brought on line. Without their support, Six Sigma deployment will be a very hard task. This group can ‘make or break’ a change initiative. We condensed the Champion Training into a 2-day Middle Level Leader Training which has been very successful.
  • Black Belt training should begin as soon as Champions are trained and meaningful projects are identified. Both BBs and good projects are critical! It is important to get early successes. Therefore projects should be small and well defined.
  • Black Belt Certification should be considered. We feel it is important to offer this degree of recognition. Many firms do certification internally. This is fine if you are big enough to do so. We chose to enlist the ASQ examination to validate our BBs externally. In addition the ASQ examination, other requirements must also satisfy our ‘Certification Review Board’.
  • We work hard to communicate certification achievements within our Six Sigma Community.
  • As soon as possible, company MBBs need to be determined, since BBs will need project coaches. Once in place, send the consultants packing. Not only are they expense, but the sooner the enterprise does so, it takes full ownership of the initiative.
  • Likewise, MBB certification should be considered and developed.
  • Very early on, we established NWGs of BBs and MBBs to share best practices and to resolve issues. These NWGs are of great value and give Execs. a venue to easily interact, share business results, and Six Sigma vision with the Six Sigma Community
  • Green Belt training for those leading small projects part time, will be needed early….probably within about 6 months of when BB training begins. And again, GB Certification should be considered. At first, we chose not to pursue GB Certification. But, upon request of GBs, we changed our position. Since some project members work hard, and others ‘take up space’, employees asked for a means of differentiating the two.
  • At about a year into Six Sigma deployment, we launched DFSS training. This will be needed as many project will actually be DFSS, not DMAIC.
  • Most companies have many other initiatives and workflows already in use when Six Sigma appears. These and Six Sigma will need to be ‘reconciled’. This is no small issue as the other workflows are usually fully entrenched, resourced, somewhat effective, and will have staunch supporters who have invested heavily in these legacy systems. The best way to ‘integrate’ and overcome resistance here is to pose Six Sigma as a ‘steroid’ aimed to strengthen existing workflows, not replace them.
  • Various legacy documents and policies also need to be reconciled for continuity.
  • Since the ultimate implementation of Six Sigma is within the Business Unit, they have several activities that demand hard work, such as….
  • A word about GOALs.
  • Many organizations find power and value in hard goals for “Six Sigma Savings”. That is, “Six Sigma shall deliver XXX million in 2005”. Such goals develop commitment and accountability and often fast results, but they also move Six Sigma to the category of something “extra”, something “added on” to an already full plate. At the enterprise level, we chose instead to develop extremely aggressive business strategies and goals. Very quickly executive Business Leaders were faced with the dilemma and question “How am I going to achieve these goals?” They and their business boards quickly realized the answer of course, was Six Sigma. The aim is for your organization to view Six Sigma not as the ‘What” but as the “HOW” …not as something extra, or additive we must do, but that Six Sigma is “How” we will accomplish our business strategies and goals that we must do anyway. We believe this will bring about a lasting cultural change, not simply the use of nifty quality tools.
  • All leaders have several ongoing activities….
  • Ongoing reporting is an important aspect of implementation. At Dow Corning, monthly summaries are provided highlighting accomplishment in the deployment of Six Sigma. In the report economic and other figures since the launch of Six Sigma are shared, and of course charts shows trends. These reports are distributed widely to enterprise leadership and the Six Sigma community. They are also posted in the enterprise and business unit web sites for all employees to view.
  • Dashboards are an effective way to communicate progress. This is the “home page” from our Six Sigma Web Site showing our “dashboard” traffic lights This traffic light has a “roll over” feature highlighting “red light”, “yellow light” and “green light” issues.
  • Business units likewise are using dashboard gauges. This is an example of some “real time” displays that link and access continually from our Six Sigma project tracking system. These systems were developed by “in-house” IT resources. There are now appearing similar systems available “off the shelf” that do likewise. Whether built internally, or from a purchased system, the ability to show real-time dashboard metrics to employees not only keeps them continually informed and “on board”, but provides an opportunity to role model many of the Six Sigma concepts directly.
  • Back to the many ongoing communication activities of Six Sigma….
  • Gallery walks can be an effective way to ‘de-mystify’ Six Sigma for employees. They should be held in well traveled areas, probably near key cafeterias, with story boards staffed with project team members to answer questions. We follow Gallery Walks by posting the stories highlighted in the web site for a ‘virtual gallery walk’.
  • In addition to the many communication activities, visits are important…..
  • We’ve made progress in our deployment, but we have many current issues….…
  • There are a lot of things I wish we, or I, would have done differently or better…..
  • There are many things of which we are are very proud, and that worked well. We have done well in……
  • Our project tracking system has worked well. Either ‘home built’ or bought, you will need such a system.
  • Our system allows searching projects in many different ways. All of our Six Sigma projects are logged in this system.
  • There are many things of which we are are very proud and that worked well.
  • Business Units likewise have positioned Six Sigma highly within their own business. And they should. One recent project delivered so much extra manufacturing capacity, a complete new pricing strategy and business model was the result. Communication like ice hockey is all about ‘shots on goal’.
  • We have done well with our training efforts and employee engagement, which is so key to changing culture. And we’re also pretty proud of the economic benefits we have realized.
  • Our customer have noticed the difference. Our company’s profitability is at an all-time high. And, we’re still here!!!
  • Here are some key ‘take-aways’…..
  • We’re working hard to move from a company doing Six Sigma to a Six Sigma Company.
  • So……that’s where we are….. Now what about the future???? Where do we go from here???
  • The future is really not so fuzzy! In fact, it is really quite clear. We need to incorporate LEAN principles and tools with Six Sigma. We need to fully expand and embrace DFSS into all of our creation activities. We need to fully use business process management principles to sustain our gains. And finally, we need to continue to communicate to our employees the progress we are making.
  • We believe Six Sigma will be a key element in helping us achieve our Corporate long-term Vision, unleashing the power of silicon to benefit everyone, everywhere.
  • Thank you. Any questions or comments??
  • Developing the Six Sigma Implementation Strategy at Dow Corning Corp

    1. 1. Developing the Six Sigma Implementation Strategy at Dow Corning Corp. 17 February 2005 Douglas R. Pratt, P.E. Director, Six Sigma Process Excellence Dow Corning Corporation
    2. 2. “ It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” - Charles Darwin © 2001 Dow Corning Corporation
    3. 3. Who is Dow Corning ?
    4. 4. <ul><li>Dow Corning – </li></ul><ul><li>  Established in 1943 specifically to explore the potential of silicones. </li></ul><ul><li>A joint venture , equally owned by Corning Glass Works (now Corning, Inc.) and The Dow Chemical Company. </li></ul><ul><li>Provides performance-enhancing solutions to serve the diverse needs of more than 25,000 customers worldwide. </li></ul><ul><li>A global leader in technology and innovation based on the element silicon. </li></ul><ul><li>~ 7,000 products and services , ~ 8500 employees providing SOLUTIONS to customers. </li></ul><ul><li>More than half of Dow Corning’s  annual sales* are outside the United States. </li></ul><ul><li>Dow Corning initiated Six Sigma in 2001. </li></ul><ul><li>* ~2.8 billion USD, 2003 </li></ul>
    5. 5. The Dow Corning family... HEMLOCK SEMICONDUCTOR CORPORATION
    6. 6. <ul><li>Points of discussion : </li></ul><ul><li>Pre-Six Sigma </li></ul><ul><li>Implementation </li></ul><ul><li>Present issues </li></ul><ul><li>‘ I wish we would have….’ </li></ul><ul><li>Things we’re proud of…. </li></ul><ul><li>Questions </li></ul>
    7. 7. How does a small or medium-size organization implement Six Sigma……? A case study…..
    8. 8. Pre-Six Sigma at Dow Corning……. <ul><li>Total Quality Management (mid-1980s). </li></ul><ul><ul><li>Brought statistical techniques (SPC). </li></ul></ul><ul><ul><li>Team problem solving. </li></ul></ul><ul><ul><li>Enterprise-wide. </li></ul></ul><ul><ul><li>No direct measured results. </li></ul></ul><ul><ul><li>Not customer focused. </li></ul></ul><ul><li>‘ Renewal’ (late 1980s) - ?? </li></ul><ul><li>Localized ‘LEAN’ (JIT) efforts at sites (1980s and 90s). </li></ul><ul><li>‘ Project Upgrade’ (mid-1990s) </li></ul><ul><ul><li>Used SPC on focused projects </li></ul></ul><ul><ul><li>Project focused with full-time project leaders </li></ul></ul><ul><ul><li>Only in manufacturing </li></ul></ul><ul><ul><li>Not customer-focused, no measured results </li></ul></ul>
    9. 9. A ‘chronology’……sort of… … ..some in parallel….
    10. 10. Assessment……. <ul><li>CEO commitment. </li></ul><ul><li>Timing. </li></ul><ul><ul><li>When to launch? </li></ul></ul><ul><ul><li>What else is going on? </li></ul></ul><ul><li>Initial external benchmarking. </li></ul><ul><li>What are you trying to accomplish? </li></ul><ul><ul><li>Get on the ‘bandwagon’? </li></ul></ul><ul><ul><li>‘ Stop the bleeding’? </li></ul></ul><ul><ul><li>Operational improvement? </li></ul></ul><ul><ul><li>Strategic improvement? </li></ul></ul><ul><ul><li>Transform the culture? </li></ul></ul>
    11. 11. CEO selects a credible leader who has / is……. <ul><li>History with the company. </li></ul><ul><li>History leading change successfully. </li></ul><ul><li>Passionate and optimistic. </li></ul><ul><li>Willing to stick it out, and persevere. </li></ul><ul><li>Willing to be involved at all levels. </li></ul><ul><li>Interacts well with executive management. </li></ul><ul><li>Willing and able to challenge the status quo. </li></ul><ul><li>The leader should report directly to the CEO. </li></ul>
    12. 12. CEO launches the effort to the enterprise……(DCC Jan 2001) <ul><li>Presents the business case or reason. </li></ul><ul><li>Names the leader or Director. </li></ul><ul><li>Makes the alignment clear. </li></ul><ul><li>Shares expectations. </li></ul><ul><li>Continues from that day forward to…. </li></ul><ul><ul><li>Share the vision and passion relentlessly. </li></ul></ul><ul><ul><li>Seek opportunities for involvement. </li></ul></ul><ul><ul><ul><li>Kick off training. </li></ul></ul></ul><ul><ul><ul><li>Project reviews. </li></ul></ul></ul><ul><ul><ul><li>Recognition events. </li></ul></ul></ul><ul><ul><ul><li>Leadership of Six Sigma in executive meetings. </li></ul></ul></ul><ul><ul><li>Use the Six Sigma methodology to run the enterprise. </li></ul></ul>
    13. 13. Leader or Director…… <ul><li>Refines the Six Sigma ‘vision’ for the CEO. </li></ul>
    14. 14. <ul><li>“ Though there will always be the need for the skills and focus that come with Black Belt-led projects, we will know we have achieved success when we no longer view Six Sigma as an ‘additive’ task. </li></ul><ul><li>Our long term vision is that </li></ul><ul><li>Six Sigma </li></ul><ul><li>becomes a key part of our </li></ul><ul><li>Dow Corning culture , </li></ul><ul><li>that using the methodology becomes </li></ul><ul><li>the way we do our work everyday.” </li></ul>Six Sigma Vision Stephanie A. Burns President and CEO Gary E. Anderson Chairman
    15. 15. Leader or Director…… <ul><li>‘ Dusts off’ change management information. </li></ul><ul><li>Benchmarks… </li></ul><ul><ul><li>Reads texts. </li></ul></ul><ul><ul><li>Attends seminars. </li></ul></ul><ul><ul><li>Talks to other companies’ directors and MBBs. </li></ul></ul><ul><li>Develops Roles and Responsibilities for all . </li></ul><ul><ul><li>CEO, Sr. Champion, employee, stakeholder. </li></ul></ul><ul><ul><li>Champion, process owner, project sponsor, MBB, BB, GB, etc. </li></ul></ul><ul><ul><li>Deployment leader. </li></ul></ul>
    16. 16. Director…… <ul><li>Determines the Implementation Team or Six Sigma Leadership Team (SSLT). </li></ul><ul><ul><li>Develops Roles and Responsibilities. </li></ul></ul><ul><ul><ul><li>Finance Specialist </li></ul></ul></ul><ul><ul><ul><li>Communication Specialist </li></ul></ul></ul><ul><ul><ul><li>Internal Marketing Specialist </li></ul></ul></ul><ul><ul><ul><li>L & D Specialist </li></ul></ul></ul><ul><ul><ul><li>IT / KM Specialist </li></ul></ul></ul><ul><ul><ul><li>MBB Representative </li></ul></ul></ul><ul><ul><ul><li>Deployment Leader </li></ul></ul></ul>
    17. 17. Director…… <ul><li>Gets people assigned to serve on the SSLT…... </li></ul><ul><ul><li>L & D Specialist: </li></ul></ul><ul><ul><ul><li>Determines the consultant. </li></ul></ul></ul><ul><ul><ul><ul><li>Training materials. </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Project management. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Change management. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Team leadership. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Statistics. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Cost. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Global availability / capability. </li></ul></ul></ul></ul><ul><ul><ul><li>Sorts other logistics. </li></ul></ul></ul><ul><ul><ul><ul><li>Print and other support materials. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Training venues and food. </li></ul></ul></ul></ul>
    18. 18. Director…… <ul><li>Gets people assigned to serve on the SSLT…... </li></ul><ul><ul><li>IT / KM Specialist: </li></ul></ul><ul><ul><ul><li>Buys / builds project tracking tools. </li></ul></ul></ul><ul><ul><ul><li>Connects ‘Analytics’ (Minitab, etc.). </li></ul></ul></ul><ul><ul><ul><li>Knowledge management taxonomy. </li></ul></ul></ul><ul><ul><ul><li>Works closely with the Finance Specialist and Communications Specialist. </li></ul></ul></ul>
    19. 19. Director…… <ul><li>Gets people assigned to serve on the SSLT…... </li></ul><ul><ul><li>Financial Specialist: </li></ul></ul><ul><ul><ul><li>Benchmarks other firms. </li></ul></ul></ul><ul><ul><ul><li>Builds the evaluation methodology. </li></ul></ul></ul><ul><ul><ul><li>Provides initial financial training. </li></ul></ul></ul><ul><ul><ul><li>Develops financial database. </li></ul></ul></ul>
    20. 20. Project evaluation methodology and reporting credibility……
    21. 21. <ul><li>Six Sigma impact categories……. </li></ul><ul><li>Growth </li></ul><ul><li>Cost savings </li></ul><ul><li>Balance sheet impact </li></ul><ul><li>Non-value added (NVA) shift </li></ul><ul><li>Cost (or loss) avoidance </li></ul>Hard Hard Soft
    22. 23. <ul><li>Conservative approach to project evaluation. </li></ul><ul><li>All projects have a financial advisor. </li></ul><ul><li>Financial advisors are ad hoc project team members. </li></ul><ul><li>Only financial advisors can close out a project moving it to ‘complete’ status. </li></ul>Financial Advisors
    23. 24. Director…… <ul><li>Gets people assigned to serve on the SSLT…... </li></ul><ul><ul><li>Communication (Marketing) Specialist: </li></ul></ul><ul><ul><ul><li>Determines the ‘logo’. </li></ul></ul></ul><ul><ul><ul><li>Determines the ‘slogan’. </li></ul></ul></ul><ul><ul><ul><li>Promotes Six Sigma (trinkets?). </li></ul></ul></ul><ul><ul><ul><li>Writes or edits success stories. </li></ul></ul></ul><ul><ul><ul><li>Positions Six Sigma in other communications. </li></ul></ul></ul><ul><ul><ul><ul><li>Internally. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Internet web site. </li></ul></ul></ul></ul><ul><ul><ul><li>Builds a intranet web site. </li></ul></ul></ul>
    24. 25. Six Sigma internet page….
    25. 26. Click Six Sigma intranet website…..                                                                                                           
    26. 27. Six Sigma intranet website…..
    27. 28. Six Sigma intranet website…..
    28. 29. Six Sigma website leader messages
    29. 30. Six Sigma website success stories
    30. 31. Director…… <ul><li>Develops the overall implementation plan. </li></ul><ul><ul><li>Timing. </li></ul></ul><ul><ul><li>Cost (ensures funding before beginning). </li></ul></ul><ul><ul><li>Possible benefits. </li></ul></ul>
    31. 32. What about a Six Sigma pilot?….. <ul><li>Can soften the ‘landing zone’ – part of change management. </li></ul><ul><li>Can provide early success stories. </li></ul><ul><li>But, can complicate implementation. </li></ul><ul><ul><li>Timing </li></ul></ul><ul><ul><li>Reconciliation if not controlled </li></ul></ul><ul><li>If done, clearly communicate. </li></ul><ul><ul><li>The intent…. </li></ul></ul><ul><ul><ul><li>Gain learning and experience. </li></ul></ul></ul><ul><ul><ul><li>Not as a ‘go’ – ‘no go’ trial. </li></ul></ul></ul><ul><ul><li>The scope and time line. </li></ul></ul>
    32. 33. CEO launches Six Sigma with the Executive Committee (EC)…… <ul><li>Shares the ‘passion’. </li></ul><ul><li>Communicates the ‘compelling reason’ to do it. </li></ul><ul><li>Sets expectations. </li></ul><ul><li>Explains consequences of not adopting. </li></ul><ul><li>Offers the first ‘taste’ of Six Sigma. </li></ul><ul><li>Watch for the ‘Monty Hall’ manager (‘let’s make a deal’). </li></ul><ul><ul><li>We’re different, we’re special, doesn’t apply here! </li></ul></ul><ul><ul><li>Can we delay? We need more time / resources! </li></ul></ul><ul><ul><li>We’re already doing ‘it’…… </li></ul></ul><ul><ul><ul><ul><li>Yeh, right! </li></ul></ul></ul></ul>
    33. 34. Especially at the beginning, the Director must be….. <ul><li>Rigid on intent. </li></ul><ul><li>Flexible regarding ‘uncontrollables’. </li></ul><ul><li>A salesperson. </li></ul><ul><li>A ‘pain’…. “We are Six Sigma, resistance is futile”. </li></ul><ul><li>A passionate, optimistic zealot. </li></ul><ul><li>Highly involved, role modeling in / through…. </li></ul><ul><ul><li>Personal GB projects. </li></ul></ul><ul><ul><li>Recognition events. </li></ul></ul><ul><ul><li>MBB / BB Natural Work Groups. </li></ul></ul><ul><ul><li>Training activities. </li></ul></ul><ul><ul><ul><li>Be present, on hand. </li></ul></ul></ul><ul><ul><ul><li>Teach as appropriate. </li></ul></ul></ul>
    34. 35. Train the Executive Committee and their reports (3-day Champion Training) to…… <ul><li>Understand Six Sigma (discussion and simulation). </li></ul><ul><li>Understand and do project selection*. </li></ul><ul><li>Understand and do initial BB selection. </li></ul>* A Critical to Quality (CTQ) parameter
    35. 36. CEO and Director establishes the Executive Six Sigma Leadership Team (ESSLT)…… <ul><li>Chaired by the CEO. </li></ul><ul><li>All key business units present. </li></ul><ul><li>Ensures continued growth and understanding of Six Sigma. </li></ul><ul><li>Venue to showcase early success stories. </li></ul><ul><li>Visibility for early Black Belts. </li></ul><ul><li>Keeps executives involved and owning Six Sigma. </li></ul><ul><li>Resolves key issues…. </li></ul><ul><ul><li>Black Belt compensation. </li></ul></ul><ul><ul><li>Enterprise Six Sigma Goals and Metrics. </li></ul></ul><ul><ul><li>Etc. </li></ul></ul>
    36. 37. Director presses every Business Unit (BU) for a Six Sigma Deployment Leaders (DL)… <ul><li>DLs sit on the SSLT. </li></ul><ul><li>Part of the BU management team. </li></ul><ul><li>Manages the ‘nuts and bolts’ within the Business Unit….. </li></ul><ul><ul><li>MBB / BB staffing. </li></ul></ul><ul><ul><li>Monitors the project portfolio. </li></ul></ul><ul><li>Advises the Director and BU of issues. </li></ul>
    37. 38. Develop and launch a middle-level leader overview workshop….. <ul><li>2-Day version of the Champion Workshop. </li></ul><ul><li>High-level overview through discussion and simulation. </li></ul><ul><li>Aimed at wining hearts and souls of these leaders. </li></ul><ul><li>Director or executives teach most sessions. </li></ul><ul><li>More than 1300 attendees to date. </li></ul><ul><li>Very popular, highly rated. </li></ul>
    38. 39. Train Black Belts….. <ul><li>Training. </li></ul><ul><ul><li>Body of Knowledge. </li></ul></ul><ul><ul><ul><li>Project Leadership. </li></ul></ul></ul><ul><ul><ul><li>Change Management. </li></ul></ul></ul><ul><ul><ul><li>Team Leadership. </li></ul></ul></ul><ul><ul><ul><li>Statistics. </li></ul></ul></ul><ul><ul><li>4 weeks over 4 consecutive months. </li></ul></ul><ul><ul><li>Initial waves by consultants, later waves by MBBs. </li></ul></ul><ul><ul><li>Recognition (Dinner, shirt, certificate, etc.). </li></ul></ul><ul><li>Ongoing coaching by MBBs. </li></ul>
    39. 40. Train Black Belts…..(cont.) <ul><li>Certification. </li></ul><ul><ul><li>Requirements. </li></ul></ul><ul><ul><ul><li>BB training. </li></ul></ul></ul><ul><ul><ul><li>Two projects completed. </li></ul></ul></ul><ul><ul><ul><li>Teach others. </li></ul></ul></ul><ul><ul><ul><li>ASQ 4hr. Certification Examination. </li></ul></ul></ul><ul><ul><ul><li>Review board. </li></ul></ul></ul><ul><ul><li>Recognition. </li></ul></ul><ul><ul><ul><li>Dinner, watch, $$. </li></ul></ul></ul><ul><ul><ul><li>Web announcement. </li></ul></ul></ul>
    40. 41. Six Sigma community stories…..
    41. 42. Select and train Master Black Belts (MBBs) as soon as possible….. <ul><li>Use consultant trainers as BB coaches to start. </li></ul><ul><li>Select MBBs. </li></ul><ul><ul><li>Best BBs? Certified BBs? Top leaders? </li></ul></ul><ul><ul><li>Determine how to get started. </li></ul></ul><ul><li>Train MBBs (two weeks). </li></ul><ul><ul><li>Body of Knowledge. </li></ul></ul><ul><ul><ul><li>Methodology / tools deeper dive. </li></ul></ul></ul><ul><ul><ul><li>Statistics deeper dive. </li></ul></ul></ul><ul><ul><ul><li>Teaching skills. </li></ul></ul></ul><ul><ul><ul><li>Coaching skills. </li></ul></ul></ul><ul><ul><li>Recognition (Dinner, shirt, certificate, etc.). </li></ul></ul><ul><li>ASAP ‘jettison’ the consultants as trainers / coaches. </li></ul>
    42. 43. Select and train Master Black Belts (MBBs) as soon as possible…..(cont.) <ul><li>Certification. </li></ul><ul><ul><li>Requirements. </li></ul></ul><ul><ul><ul><li>Training. </li></ul></ul></ul><ul><ul><ul><li>Projects. </li></ul></ul></ul><ul><ul><ul><li>Teaching / Coaching. </li></ul></ul></ul><ul><ul><ul><li>Black Belt Certification. </li></ul></ul></ul><ul><ul><li>Recognition. </li></ul></ul><ul><ul><ul><li>Dinner and $$$ or something valued. </li></ul></ul></ul><ul><ul><ul><li>Web announcement. </li></ul></ul></ul>
    43. 44. Institute Natural Work Groups (NWG)….. <ul><li>Aimed at… </li></ul><ul><ul><li>Sharing best practices. </li></ul></ul><ul><ul><li>Surfacing issues. </li></ul></ul><ul><ul><li>Continuing learning and building skills. </li></ul></ul><ul><li>Black Belt NWG – Community of Practice….. </li></ul><ul><ul><li>Led by local or BU MBB. </li></ul></ul><ul><ul><li>Global – net meetings used. </li></ul></ul><ul><ul><li>Typically monthly. </li></ul></ul><ul><ul><li>Project storyboards are shared. </li></ul></ul><ul><li>Master Black Belt NWG….. </li></ul><ul><ul><li>Training and instruction issues. </li></ul></ul><ul><ul><li>Upward coaching issues. </li></ul></ul><ul><ul><li>Overall deployment success. </li></ul></ul>
    44. 45. Launch Green Belt program…… <ul><li>Training </li></ul><ul><ul><li>3x3 DMAIC Basic Training (three days, in each of three consecutive months, project required). </li></ul></ul><ul><ul><li>Aimed at giving small-project leadership skills. </li></ul></ul><ul><ul><li>Similar to BB training, but less depth. </li></ul></ul><ul><ul><li>Taught by MBBs and BBs. </li></ul></ul><ul><li>GB Certification </li></ul><ul><ul><li>Requirements </li></ul></ul><ul><ul><ul><li>Lead two projects, serve on two BB projects, or combination. </li></ul></ul></ul><ul><ul><ul><li>40 question exam. </li></ul></ul></ul><ul><ul><li>Recognition </li></ul></ul><ul><ul><ul><li>Certificate. </li></ul></ul></ul><ul><ul><ul><li>GB shirt. </li></ul></ul></ul>
    45. 46. Launch Design for Six Sigma (DFSS) training…… <ul><li>Two-week training, over two months. </li></ul><ul><li>Train MBBs to be trainers as soon as possible. </li></ul><ul><li>Release consultants. </li></ul><ul><li>Develop and launch two-day DFSS workshop for middle-level leaders. </li></ul><ul><li>Move DFSS into all creation processes…. </li></ul><ul><ul><li>New workflow design. </li></ul></ul><ul><ul><li>New product design. </li></ul></ul><ul><ul><li>New IT solution design. </li></ul></ul><ul><ul><li>New facilities / process design. </li></ul></ul>
    46. 47. Reconcile Six Sigma with earlier initiatives, activities, and legacy workflows….. <ul><li>Management Systems </li></ul><ul><ul><li>Quality, safety and environmental. </li></ul></ul><ul><ul><ul><li>E.g. ISO, TS 16949, Baldridge, </li></ul></ul></ul><ul><ul><ul><li>EFQM, TQM,TPM (Japan) </li></ul></ul></ul><ul><li>LEAN initiatives. </li></ul><ul><li>Workflows </li></ul><ul><ul><li>Commercialization workflows (DFSS). </li></ul></ul><ul><ul><li>Product design workflows (DFSS). </li></ul></ul><ul><ul><li>IT project workflows (DMAIC / DFSS). </li></ul></ul><ul><ul><li>Capital engineering workflows (DFSS) </li></ul></ul><ul><ul><li>Manufacturing engineering workflows (DMAIC / DFSS). </li></ul></ul>
    47. 49. Business Unit ongoing Six Sigma activities… <ul><li>Ongoing staff of full-time Black Belts (FTBB). </li></ul><ul><li>Develop and maintain a healthy project portfolio. </li></ul><ul><li>Communicate Six Sigma BU success stories. </li></ul><ul><li>Provide BB and Team Reward and Recognition. </li></ul><ul><li>Support the enterprise effort with… </li></ul><ul><ul><li>MBBs for overall training. </li></ul></ul><ul><ul><li>Executive managers for recognition and communication. </li></ul></ul><ul><li>Develop Six Sigma goals, and communicate progress. </li></ul><ul><ul><li>FTBB staffing. </li></ul></ul><ul><ul><li>Number of completed projects. </li></ul></ul><ul><ul><li>Number of Certified GBs. </li></ul></ul><ul><ul><li>Key roles through specific training. </li></ul></ul><ul><ul><li>$$ from projects. </li></ul></ul>
    48. 50. A word about goals and reporting…..
    49. 51. <ul><li>Six Sigma Goals </li></ul><ul><li>Specific Six Sigma Goals </li></ul><ul><ul><li>Pros – Develops commitment and accountability. </li></ul></ul><ul><ul><ul><ul><ul><li>Especially when linked to bonus. </li></ul></ul></ul></ul></ul><ul><ul><li>Cons – Six Sigma as a “What”. </li></ul></ul><ul><li>Business Goals to be delivered by Six Sigma </li></ul><ul><ul><li>Pros – Integrates Six Sigma into the business strategy, i.e. Six Sigma as the “How”. </li></ul></ul><ul><ul><li>Cons – Slower to see results, difficulty in separating Six Sigma results. </li></ul></ul>
    50. 52. Ongoing activities for all……. <ul><li>Revisit change management </li></ul><ul><li> (Plan, Do, Check Act - PDCA) continually. </li></ul><ul><ul><li>Culture change takes time, and is culture dependent. </li></ul></ul><ul><ul><li>Use coaches, accept input / advice from all sources. </li></ul></ul><ul><li>Communicate continually and relentlessly…. </li></ul><ul><ul><li>Use enterprise and BU Web Sites, face-to-face, etc. </li></ul></ul><ul><ul><ul><li>Financial impact. </li></ul></ul></ul>
    51. 53. <ul><li>Six Sigma Impact Reporting </li></ul><ul><li>‘ In-your-face’ monthly text report, figures to date. </li></ul><ul><li>Reporting posted: </li></ul><ul><ul><ul><li>In public folders. </li></ul></ul></ul><ul><ul><ul><li>Six Sigma intranet website. </li></ul></ul></ul><ul><ul><ul><li>Business Unit intranet websites. </li></ul></ul></ul>
    52. 54. Six Sigma Dashboards Six Sigma Website Dashboard
    53. 55. Business Unit real-time Six Sigma Dashboards…….
    54. 56. Ongoing activities for all……. <ul><li>Communicate continually and relentlessly…. </li></ul><ul><ul><li>By, enterprise and BU websites, face-to-face, etc. </li></ul></ul><ul><ul><ul><li>Success stories. </li></ul></ul></ul><ul><ul><ul><li>Messages from leaders. </li></ul></ul></ul><ul><ul><ul><li>Six Sigma community achievement (certification). </li></ul></ul></ul><ul><ul><li>Monthly updates. </li></ul></ul><ul><ul><li>Promotional activities. </li></ul></ul><ul><ul><li>Gallery Walks. </li></ul></ul>
    55. 57. Six Sigma Gallery Walks
    56. 58. Ongoing activities for all…….(cont.) <ul><li>Visits by executive management and Director with / for…. </li></ul><ul><ul><li>BBs / GBs. </li></ul></ul><ul><ul><li>Site and area leaders. </li></ul></ul><ul><ul><li>Project and portfolio reviews. </li></ul></ul><ul><li>Benchmark with other companies. </li></ul><ul><li>Yearly assessment of implementation progress and shortfalls. </li></ul>
    57. 59. Current issues……. <ul><li>Ongoing BB and MBB staffing (loss to new roles, hiring freeze). </li></ul><ul><li>Uptake in Governance (Finance, Legal, etc.) has been slow. </li></ul><ul><li>Uptake in some parts of the world has been slow. </li></ul><ul><li>Need more aggressive application of DFSS in creation activities. </li></ul><ul><li>Further work on Business Process Management to sustain the gains. </li></ul>
    58. 60. ‘ I wish we would have……’ <ul><li>Pursued change management / stakeholder analysis more aggressively early on. </li></ul><ul><li>Had more time with the Executive Committee separately to…. </li></ul><ul><ul><li>Agree on goals. </li></ul></ul><ul><ul><li>Understand…. </li></ul></ul><ul><ul><ul><li>Six Sigma. </li></ul></ul></ul><ul><ul><ul><li>Enormity and duration of the task. </li></ul></ul></ul><ul><ul><ul><li>Similarities / differences from previous efforts. </li></ul></ul></ul><ul><ul><ul><li>How it would be implemented. </li></ul></ul></ul><ul><ul><ul><li>How it will HELP them achieve their goals. </li></ul></ul></ul><ul><li>Had the EC members co-teach their direct reports. </li></ul><ul><li>Put MBBs in place earlier to coach BBs. </li></ul>
    59. 61. ‘ I wish we would have……’ (cont.) <ul><li>Had less ‘competition’ from other enterprise initiatives / activities at the beginning. </li></ul><ul><li>Spent more time on Six Sigma at Mergers and Acquisitions. </li></ul><ul><li>Spent more time at non-USA locations. </li></ul>
    60. 62. Things we are proud of…that worked well… <ul><li>Recognition of MBBs and BBs. </li></ul><ul><li>Certification programs. </li></ul><ul><li>Quality and skill of our MBBs and BBs. </li></ul><ul><li>2-day DMAIC Workshop for Middle-level Leaders. </li></ul><ul><li>Selection of the consultant, and the quality of the service and materials provided. </li></ul><ul><li>Use of Six Sigma (KPI, SIGs, etc.) at the highest level of enterprise and business unit planning. </li></ul><ul><li>Project tracking system and impact reporting. </li></ul>
    61. 63. Click
    62. 64. GRS Search – Shanghai / Songjiang (23 Nov 04)
    63. 65. Things we are proud of…that worked well… <ul><li>Progress reporting through dashboards. </li></ul><ul><li>Six Sigma Communications and Websites at the enterprise and business unit levels. </li></ul>
    64. 66. Business Unit Six Sigma websites
    65. 67. Things we are proud of…that worked well… <ul><li>Changing culture and level of engagement. </li></ul><ul><li>Employee engagement… </li></ul><ul><ul><li>~ 7000 training events. </li></ul></ul><ul><ul><li>~ 4900 project team members. </li></ul></ul><ul><li>Solving long-standing </li></ul><ul><ul><li>Internal problems </li></ul></ul><ul><ul><li>Problems serving our customers </li></ul></ul><ul><li>Bottom line results! </li></ul>~ 20 x ROI
    66. 68. Things we are proud of…that worked well… <ul><li>Increased customer satisfaction. </li></ul><ul><li>Increased enterprise profitability. </li></ul><ul><li>And finally, after four years…. </li></ul><ul><ul><ul><li>is STILL HERE! </li></ul></ul></ul>
    67. 69. Summary…..take-aways….must haves…. <ul><li>Top-level commitment and involvement. </li></ul><ul><li>Capable deployment leadership. </li></ul><ul><li>Continual benchmarking. </li></ul><ul><li>Relentless communications. </li></ul><ul><li>Credible financial impact. </li></ul><ul><li>Healthy project portfolios. </li></ul><ul><li>Business Unit ownership. </li></ul><ul><li>Full-time Black Belts and Master Black Belts. </li></ul><ul><li>Ongoing, effective learning and development. </li></ul><ul><li>Perseverance, hard work and optimism. </li></ul>
    68. 70. “ A company doing Six Sigma” “ A Six Sigma company” © 2001 Dow Corning Corporation
    69. 71. © 2001 Dow Corning Corporation
    70. 72. Future activities are clear…. <ul><li>Incorporate LEAN principles and tools with the Six Sigma. </li></ul><ul><li>Expanded the use of DFSS. </li></ul><ul><li>Fully use business process management to sustain our gains. </li></ul><ul><li>Relentlessly and continually communicate. </li></ul>future!
    71. 73. We are innovative leaders unleashing the power of silicon to benefit everyone, everywhere.
    72. 74. Questions ? © 2001 Dow Corning Corporation