Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer SatisfactionPresentation Transcript
Six Sigma, Sales and Success: Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction
Sun Microsystems, Inc.
Sun's Six Sigma framework, evolution, focus
Black Belt deployment on sales/ Customer projects
Sun Sigma Framework A Customer-centric approach Meeting Customer Requirements Profitably
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
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.
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
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.
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
Client Engagement Process
Working with Customers:
Certified BB, DMAIC/DMADV
Strong facilitator and CAP/Change Management
Lean, Sigma for Growth, other complementary methods preferred
Influential with senior leaders
Ability to adapt to different environments/cultures ,
Practice/Solution - ITIL/OMCM experience, PMI/PMP, Customer Services knowledge, CS Practice
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.
Types of Engagements Included:
Cost of Ownership
Cycle Time Improvements
Relationship Building Opportunities
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
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
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.
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!
Sun Microsystems, Inc.
20% 57% 35% APPENDIX
Sun Change Acceptance Program
SunSigma Belt Designations
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