9. The Flow of Activities Organizational Practices Leadership, Mission statement, Effective operating procedures, Staff support, Training Yields: What is important and what is to be accomplished Quality Principles Customer focus, Continuous improvement, Benchmarking, Just-in-time, Tools of TQM Yields: How to do what is important and to be accomplished Employee Fulfillment Empowerment, Organizational commitment Yields: Employee attitudes that can accomplish what is important Customer Satisfaction Winning orders, Repeat customers Yields: An effective organization with a competitive advantage

18. Examples of Service Quality Were customer service personnel and the cashierfriendly and courteous? 7. Courtesy Did the customer service personnel seem knowledgeable about the repair? 6. Assurance How long did the customer wait? 5. Time Were customer service personnel willing and able to answer questions? 4. Responsiveness Was the problem fixed? 3. Reliability Was the service center conveniently located? 2. Convenience Were the facilities clean, personnel neat? 1. Tangibles Examples Dimension

21. Common Six Sigma Tools

23. Six Sigma Quality: DMAIC Cycle Cases/examples from classmates 1. Define (D) 2. Measure (M) 3. Analyze (A) 4. Improve (I) 5. Control (C) Customers and their priorities Process and its performance Causes of defects Remove causes of defects Maintain quality

26. Six Sigma and CMMI CMMI Process Area/Six Sigma Relationships

31. Business Measures Voice of the Customer Change Management Six Sigma ISO 9001 CMMI Methods & Tools DMAIC DFSS Process Management Mission Systems’ Integrated Approach to Process Improvement ISO 9001 – quality management discipline for project and functional areas Six Sigma – framework for ensuring process improvements support corporate goals CMMI – use of industry best practices in software/systems engineering

33. Elements of Six Sigma The Customer The Process The Employee The Customer Customers are the center of any company’s universe: they define quality. They expect performance, reliability, competitive prices, on-time delivery, service, clear and correct transaction processing and more. Our customers’ satisfaction is priority number 1. If we don't keep them happy, someone else will. The Process Outside-In Thinking By understanding the transaction lifecycle from the customer's needs and processes, we can discover what they are seeing and feeling. With this knowledge, we can identify areas where we can add significant value or improvement from their perspective The Employee Employees must focus their talents and energies on satisfying customers. Employees are trained in the strategy, statistical tools and techniques of Six Sigma quality. Training courses are offered at various levels: Quality Overview Seminars: basic Six Sigma awareness. Team Training: basic tool introduction to equip employees to participate on Six Sigma teams. Master Black Belt, Black Belt and Green Belt Training: in-depth quality training that includes high-level statistical tools, basic quality control tools, Change Acceleration Process and Flow technology tools. Design for Six Sigma (DFSS) Training: prepares teams for the use of statistical tools to design it right the first time.

35. Steps to Success Right Problem Right People Right Process Right Performance Do it Again

37. Six Sigma Development Model Opportunity Management Champion Strategic Plan Projects Black Belts Green Belts Coaching Awareness

38. The DMAIC Model At the heart of Six Sigma is a systematic method for analyzing and improving business processes called DMAIC . The model includes five elements: D efine opportunities M easure performance A nalyze opportunity I mprove performance C ontrol performance