Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction

Uploaded on


  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. 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.
  • 2. Presentation Outline
    • Sun's Six Sigma framework, evolution, focus
    • Black Belt deployment on sales/ Customer projects
    • Collaborative Examples
  • 3. Sun Sigma Framework A Customer-centric approach Meeting Customer Requirements Profitably
  • 4. Sun Sigma Evolution - Sigma Goals - Learning - Training - Experimentation - Dedicated experts - Aligned to business - Learn What Works - Modify approach based on learnings - Mix of coaches and in-role learning - Blur line between “doing Sigma” and doing business - Add in additional tools and knowledge that grows capability (Lean, etc.) - Build internal capabilities for training - Sigma skills part of Sun DNA - Tools and methods used as a natural way that we work 2000 2001 - 2004 2005 Start-up Phase Growth Phase Refinement Phase Maturity Phase
  • 5. 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.
  • 6. Value Proposition
      • Increases Customer satisfaction
      • Identifies Key Predictive Indicators based on Customer's unique requirements.
      • Sun better understands Customer's unique requirements.
      • Provides an extension of Customer's Management Staff
      • Improving our Customer's business, improves Sun's Business
      • Reduces business risk for our Customers and for Sun.
      • Aligns Sun's Account operating model with the Customer's operating model
        • Increased Revenue.
        • Provides the foundation for a true partnership between Sun and the Customer
        • Positions Sun in the role of trusted advisor
        • Simplifies the sales process:
            • Identify and understand Customer requirements to develop and support data based strategies and decisions
            • Identify and measure Key Predictive Indicators for monitoring the health of the Customer.
        • Competitive advantage
  • 7. 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
  • 8. 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
  • 9. 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.
  • 10. Collaborative Examples
    • Types of Engagements Included:
    • System Availability
    • Cost of Ownership
    • HW Performance
    • Cycle Time Improvements
    • Dashboards
    • Relationship Building Opportunities
  • 11. 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
  • 12. 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
  • 13. Success through Collaboration
    • “ 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.
  • 14. 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!
  • 15.
    • Laura Bernier
    • [email_address]
    Sun Microsystems, Inc.
  • 16. 20% 57% 35% APPENDIX
  • 17. Sun Change Acceptance Program
  • 18. SunSigma Belt Designations
  • 19. 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