Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Automated business process validation software from Worksoft provides dramatic benefits to SAP customers according to a new IDC study. Fortune 1000 companies using the Worksoft Certify software achieve weeks shorter IT project timelines, 38% time savings in quality assurance, 43% shorter testing cycles, and 54% fewer customer-impacting defects when systems change. On average, Worksoft Certify delivers over $11 million in net present value over 5 years and a 537% return on investment for organizations.
The document discusses the need for a holistic view when scaling agile organizations. It covers topics like the problems of scaling agile, what constitutes a scaled agile organization, and how individuals can contribute to its success. The keynote speaker advocates adopting a networked structure over hierarchical ones and emphasizes quality being everyone's responsibility through cross-functional teams and a whole product focus.
This document introduces NRB, an ICT company providing quality innovation and expertise services to businesses. In 2014, NRB had 1,167 collaborators and a turnover of €222 million. It offers a variety of services including software implementation and development, consulting, infrastructure hosting and management, printing, and hybrid cloud computing solutions. NRB aims to help customers manage their own IT environments while outsourcing other components to NRB's private and public cloud services. The document emphasizes that change and release management is important for quality, risk, and business value. It also notes that networking practitioners can help align understanding and approaches to reduce risks and costs.
This document provides an introduction to operations management concepts. It defines key terms like product, operating systems, and operations management. It explains that operations management involves transforming inputs into throughput or outputs efficiently and delivering the right products to customers. The document also discusses types of transformations, differences between goods and services, and why operations are important for any organization.
Continuous quality replaces traditional quality assurance approaches with a more adaptive strategy suited for modern business. Effective communication across disciplines and teams is critical for continuous design. Continuous design presents principles for useful customer conversations, expanding expectations beyond software and services to include failures, successes, internal and external journeys, and design and operations. Promise theory provides a model for complex digital systems by focusing on soliciting promises rather than enforcing obligations, unifying design, operations, and validation around keeping promises made.
Design & Technical Services (DTS) specializes in providing engineering and manufacturing support services throughout the entire product lifecycle. This includes services such as fixture design, quality inspection, prototyping, testing, and technical documentation. Through their consultative approach, DTS builds customized engineering teams to help clients improve quality, reduce costs and time to market. They take on non-core tasks to prevent engineering talent dilution and provide both onsite and offsite outsourcing/insourcing solutions. DTS' advantages include increased project visibility, engineering efficiency, management responsibilities, and continuous process improvement.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Avec Anaxago, le crowdfunding s'installe à LyonAxeleoNews
La plateforme de crowdfunding ANAXAGO accélère son déploiement national et ouvre
un nouveau bureau à Lyon avec le soutien d’AXELEO.
Dans le cadre de son partenariat avec AXELEO, l’accélérateur de startups du numérique, ANAXAGO annonce la création d’un bureau à Lyon pour conseiller et accueillir les entrepreneurs de la région Rhône Alpes dans leurs opérations de crowdfunding.
Automated business process validation software from Worksoft provides dramatic benefits to SAP customers according to a new IDC study. Fortune 1000 companies using the Worksoft Certify software achieve weeks shorter IT project timelines, 38% time savings in quality assurance, 43% shorter testing cycles, and 54% fewer customer-impacting defects when systems change. On average, Worksoft Certify delivers over $11 million in net present value over 5 years and a 537% return on investment for organizations.
The document discusses the need for a holistic view when scaling agile organizations. It covers topics like the problems of scaling agile, what constitutes a scaled agile organization, and how individuals can contribute to its success. The keynote speaker advocates adopting a networked structure over hierarchical ones and emphasizes quality being everyone's responsibility through cross-functional teams and a whole product focus.
This document introduces NRB, an ICT company providing quality innovation and expertise services to businesses. In 2014, NRB had 1,167 collaborators and a turnover of €222 million. It offers a variety of services including software implementation and development, consulting, infrastructure hosting and management, printing, and hybrid cloud computing solutions. NRB aims to help customers manage their own IT environments while outsourcing other components to NRB's private and public cloud services. The document emphasizes that change and release management is important for quality, risk, and business value. It also notes that networking practitioners can help align understanding and approaches to reduce risks and costs.
This document provides an introduction to operations management concepts. It defines key terms like product, operating systems, and operations management. It explains that operations management involves transforming inputs into throughput or outputs efficiently and delivering the right products to customers. The document also discusses types of transformations, differences between goods and services, and why operations are important for any organization.
Continuous quality replaces traditional quality assurance approaches with a more adaptive strategy suited for modern business. Effective communication across disciplines and teams is critical for continuous design. Continuous design presents principles for useful customer conversations, expanding expectations beyond software and services to include failures, successes, internal and external journeys, and design and operations. Promise theory provides a model for complex digital systems by focusing on soliciting promises rather than enforcing obligations, unifying design, operations, and validation around keeping promises made.
Design & Technical Services (DTS) specializes in providing engineering and manufacturing support services throughout the entire product lifecycle. This includes services such as fixture design, quality inspection, prototyping, testing, and technical documentation. Through their consultative approach, DTS builds customized engineering teams to help clients improve quality, reduce costs and time to market. They take on non-core tasks to prevent engineering talent dilution and provide both onsite and offsite outsourcing/insourcing solutions. DTS' advantages include increased project visibility, engineering efficiency, management responsibilities, and continuous process improvement.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Avec Anaxago, le crowdfunding s'installe à LyonAxeleoNews
La plateforme de crowdfunding ANAXAGO accélère son déploiement national et ouvre
un nouveau bureau à Lyon avec le soutien d’AXELEO.
Dans le cadre de son partenariat avec AXELEO, l’accélérateur de startups du numérique, ANAXAGO annonce la création d’un bureau à Lyon pour conseiller et accueillir les entrepreneurs de la région Rhône Alpes dans leurs opérations de crowdfunding.
Cerebrin estaba teniendo problemas de aprendizaje y se sintió que no merecía ser parte del club de los cerebros. Visitó a varios familiares en el cuerpo que le dieron consejos como comer mejor, relajarse, escuchar música y dormir más. Finalmente, el Cerebro Padre le aconsejó que descubriera su estilo de aprendizaje preferido, como el auditivo, y que desarrollara múltiples inteligencias a través del ejercicio físico. El Cerebro Padre le aseguró que tenía la capacidad de apre
Entrevista al golfista Miguel Ángel Jiménez (El Mundo). Por Juan Carlos Rodrí...Juan Carlos Rodríguez
El pasado diciembre levantó
por cuarta vez la copa del Open
Hong Kong, batiendo su propio récord
como el ganador más longevo
del circuito europeo: 49 años y 337
días.
Taller 1.1 de conjuntos Elaborado por el profesor Alfredo Cortés.rojas4612
Este documento presenta un taller sobre conjuntos matemáticos para estudiantes de sexto grado. Incluye ejercicios para escribir conjuntos por extensión o comprensión, clasificar conjuntos en vacíos, unitarios, finitos e infinitos, y completar operaciones lógicas sobre conjuntos usando símbolos como ∈, ∉, ⊂ y ⊄. También presenta diagramas de Venn para resolver ejercicios sobre subconjuntos y complementos de conjuntos.
This document summarizes a project to improve the scheduling process for upgrading users to Windows 2000 at GE Aircraft Engines. The initial process led to missed appointments and errors. Data was collected and analyzed, finding that most issues were due to Windows 2000 already being installed or incompatible applications. The process was digitized and the customer experience manager directly contacted users, resulting in a 98% success rate. This led to $87,500 in annual savings through increased labor efficiency and revenue.
El documento describe las funciones del Comité de Seguridad y Salud como el órgano de encuentro entre representantes de trabajadores y empresarios para desarrollar una participación equilibrada en prevención de riesgos. También permite la negociación colectiva para articular otros instrumentos de participación de los trabajadores. Luego regula las obligaciones de fabricantes e importadores para asegurar la comercialización de productos seguros. Finalmente, crea una fundación para promover la mejora de condiciones de seguridad, especialmente en pymes.
O documento lista os cargos da direção municipal da Secretaria Municipal de Juventude de Cruz das Almas, corrigidos de acordo com as resoluções do 2o Congresso Nacional da Juventude do PT. Ele também informa que as diretorias serão preenchidas de forma proporcional entre os jovens filiados do diretório municipal.
- The Sensex ended up 97 points after the interim budget was announced in Parliament. Gains were capped due to the budget announcements.
- Key highlights of the interim budget included the fiscal deficit target being contained at 4.6% of GDP for FY2014 and a target of 4.1% for FY2015. Excise duties were cut on certain automobile categories.
- Sector gains were led by banks, power and automobiles. Key stocks contributing most to the Sensex gains included ICICI Bank, Mahindra and Mahindra, and Tata Power.
The document discusses Lean Six Sigma and provides definitions, principles, and guidance on its application. Some key points:
1. Lean Six Sigma is a framework that provides a structured approach to eliminate waste and improve customer satisfaction. It aims to fix processes to improve outcomes.
2. Measurement is key to Lean Six Sigma as it allows for identification of problems and tracking of improvements. Processes must have measurable outcomes.
3. Lean Six Sigma can be applied to both manufacturing and service industries by focusing on eliminating waste and defects across the entire lifecycle of a product or service.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
The document discusses Six Sigma, a methodology for improving business processes. It defines Six Sigma as aiming for virtually error-free business performance. The document outlines the steps to implement Six Sigma, which include training leadership, developing communication systems, assessing training needs, creating a framework for continuous improvement, selecting processes for improvement projects, and conducting projects led by Green and Black Belts. The benefits of Six Sigma include increased profits, higher customer satisfaction, and lower costs.
Total quality parameters - new venturesMayank Singh
Six Sigma is a methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It is driven by close understanding of customer needs and uses statistical analysis to improve processes. The Six Sigma methodology involves defining problems, measuring key aspects, analyzing causes of defects, improving processes, and controlling improvements. The goal is to achieve a high level of quality that creates value for customers through eliminating waste and defects.
This document provides an overview of Six Sigma and the DMAIC methodology. It discusses:
- What Six Sigma is and the goals of the DMAIC phases (Define, Measure, Analyze, Improve, Control)
- Key steps in the Define phase including defining the problem, forming a project team, creating a charter and project plan, identifying customers and requirements, and documenting the current process
- The importance of the project champion and developing a problem statement in the Define phase
- Types of process maps used to document the current process such as top-level, detailed, and functional maps
- The upcoming Measurement phase and determining the appropriate metrics to measure
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and a structured strategy to identify and eliminate sources of errors and variation in manufacturing and business processes. The document discusses Six Sigma's scientific and practical approach, how it has been successfully implemented by companies like GE and Motorola to significantly reduce costs and improve quality, and barriers to its implementation.
The document describes Enstoa's Sprint 0 management consulting service. Sprint 0 takes 2 calendar weeks to complete workshops at a client's office to define management metrics, pain points, and opportunities. It produces a strategic plan, roadmap for enhancements, and list of performance initiatives. Clients in different industries praise how Sprint 0 helped them develop strategic plans, identify issues, and determine solutions. The benefits of Sprint 0 include developing a plan for information systems support of project goals and mitigating risks of major process changes without proper planning.
Cerebrin estaba teniendo problemas de aprendizaje y se sintió que no merecía ser parte del club de los cerebros. Visitó a varios familiares en el cuerpo que le dieron consejos como comer mejor, relajarse, escuchar música y dormir más. Finalmente, el Cerebro Padre le aconsejó que descubriera su estilo de aprendizaje preferido, como el auditivo, y que desarrollara múltiples inteligencias a través del ejercicio físico. El Cerebro Padre le aseguró que tenía la capacidad de apre
Entrevista al golfista Miguel Ángel Jiménez (El Mundo). Por Juan Carlos Rodrí...Juan Carlos Rodríguez
El pasado diciembre levantó
por cuarta vez la copa del Open
Hong Kong, batiendo su propio récord
como el ganador más longevo
del circuito europeo: 49 años y 337
días.
Taller 1.1 de conjuntos Elaborado por el profesor Alfredo Cortés.rojas4612
Este documento presenta un taller sobre conjuntos matemáticos para estudiantes de sexto grado. Incluye ejercicios para escribir conjuntos por extensión o comprensión, clasificar conjuntos en vacíos, unitarios, finitos e infinitos, y completar operaciones lógicas sobre conjuntos usando símbolos como ∈, ∉, ⊂ y ⊄. También presenta diagramas de Venn para resolver ejercicios sobre subconjuntos y complementos de conjuntos.
This document summarizes a project to improve the scheduling process for upgrading users to Windows 2000 at GE Aircraft Engines. The initial process led to missed appointments and errors. Data was collected and analyzed, finding that most issues were due to Windows 2000 already being installed or incompatible applications. The process was digitized and the customer experience manager directly contacted users, resulting in a 98% success rate. This led to $87,500 in annual savings through increased labor efficiency and revenue.
El documento describe las funciones del Comité de Seguridad y Salud como el órgano de encuentro entre representantes de trabajadores y empresarios para desarrollar una participación equilibrada en prevención de riesgos. También permite la negociación colectiva para articular otros instrumentos de participación de los trabajadores. Luego regula las obligaciones de fabricantes e importadores para asegurar la comercialización de productos seguros. Finalmente, crea una fundación para promover la mejora de condiciones de seguridad, especialmente en pymes.
O documento lista os cargos da direção municipal da Secretaria Municipal de Juventude de Cruz das Almas, corrigidos de acordo com as resoluções do 2o Congresso Nacional da Juventude do PT. Ele também informa que as diretorias serão preenchidas de forma proporcional entre os jovens filiados do diretório municipal.
- The Sensex ended up 97 points after the interim budget was announced in Parliament. Gains were capped due to the budget announcements.
- Key highlights of the interim budget included the fiscal deficit target being contained at 4.6% of GDP for FY2014 and a target of 4.1% for FY2015. Excise duties were cut on certain automobile categories.
- Sector gains were led by banks, power and automobiles. Key stocks contributing most to the Sensex gains included ICICI Bank, Mahindra and Mahindra, and Tata Power.
The document discusses Lean Six Sigma and provides definitions, principles, and guidance on its application. Some key points:
1. Lean Six Sigma is a framework that provides a structured approach to eliminate waste and improve customer satisfaction. It aims to fix processes to improve outcomes.
2. Measurement is key to Lean Six Sigma as it allows for identification of problems and tracking of improvements. Processes must have measurable outcomes.
3. Lean Six Sigma can be applied to both manufacturing and service industries by focusing on eliminating waste and defects across the entire lifecycle of a product or service.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
The document discusses Six Sigma, a methodology for improving business processes. It defines Six Sigma as aiming for virtually error-free business performance. The document outlines the steps to implement Six Sigma, which include training leadership, developing communication systems, assessing training needs, creating a framework for continuous improvement, selecting processes for improvement projects, and conducting projects led by Green and Black Belts. The benefits of Six Sigma include increased profits, higher customer satisfaction, and lower costs.
Total quality parameters - new venturesMayank Singh
Six Sigma is a methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It is driven by close understanding of customer needs and uses statistical analysis to improve processes. The Six Sigma methodology involves defining problems, measuring key aspects, analyzing causes of defects, improving processes, and controlling improvements. The goal is to achieve a high level of quality that creates value for customers through eliminating waste and defects.
This document provides an overview of Six Sigma and the DMAIC methodology. It discusses:
- What Six Sigma is and the goals of the DMAIC phases (Define, Measure, Analyze, Improve, Control)
- Key steps in the Define phase including defining the problem, forming a project team, creating a charter and project plan, identifying customers and requirements, and documenting the current process
- The importance of the project champion and developing a problem statement in the Define phase
- Types of process maps used to document the current process such as top-level, detailed, and functional maps
- The upcoming Measurement phase and determining the appropriate metrics to measure
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and a structured strategy to identify and eliminate sources of errors and variation in manufacturing and business processes. The document discusses Six Sigma's scientific and practical approach, how it has been successfully implemented by companies like GE and Motorola to significantly reduce costs and improve quality, and barriers to its implementation.
The document describes Enstoa's Sprint 0 management consulting service. Sprint 0 takes 2 calendar weeks to complete workshops at a client's office to define management metrics, pain points, and opportunities. It produces a strategic plan, roadmap for enhancements, and list of performance initiatives. Clients in different industries praise how Sprint 0 helped them develop strategic plans, identify issues, and determine solutions. The benefits of Sprint 0 include developing a plan for information systems support of project goals and mitigating risks of major process changes without proper planning.
How CX Leaders Succeed with Journey Analytics: 8 Real-Life Use Cases and Succ...Pointillist
As a CX, analytics or marketing professional, you’re probably hearing a lot about how customer journey analytics can help you better understand your customers. That sounds great in theory, but what does it look like in practice? How are leading organizations actually using journey analytics to acquire, serve and retain customers, as well as measure and improve customer experience?
Check out this presentation to learn how world-class organizations in a variety of industries are using journey analytics software to discover actionable customer insights and translate them into tangible business results.
You’ll learn about 8 real-life use cases for how you can use journey analytics to:
-Measure & improve customer experience
-Streamline operational efficiency & reduce costs
-Grow revenue & maximize customer lifetime value
-Improve customer retention & churn
IRJET- Quality Improvement for LED Lights using Six SigmaIRJET Journal
This document summarizes a quality improvement project using Six Sigma methodology to improve the quality of LED lights manufactured by a company. The project used the DMAIC approach to define, measure, analyze, improve, and control the manufacturing process. Key issues identified included defective materials, improper processes, and lack of training. Solutions implemented included process changes, material quality checks, staff training, and use of statistical process control charts to monitor improvement. Implementing 5S principles such as sorting, organizing, and standardizing the workspace also helped reduce defects. As a result of these changes, the project successfully reduced defects from initial levels to below the target of 5 per 3,000 pieces, improving quality, productivity and meeting customer demands.
- Covance implemented Six Sigma in 2005 to improve process efficiency and quality while reducing costs and time for clinical trials.
- A Six Sigma green belt project reduced medical writing narrative work time by creating a SAS program to automate standard header creation, achieving the goal of reducing time by 50%.
- Ongoing Six Sigma projects aim to further reduce times for tasks like writing clinical study reports and quality checking tables and figures.
- Six Sigma provides a measurable way to improve processes by reducing variability between the actual process performance and customer requirements.
The document discusses requirements management practices for new product introductions. It emphasizes the importance of clearly documenting customer needs and linking them to product features, capabilities, and tests throughout the design and development process. A stage-gate process is used to drive cross-functional collaboration and ensure customer expectations are met. Key questions are provided for leadership reviews at each stage to assess alignment with customer needs and authorize moving to the next stage of product development.
This document provides an overview of Six Sigma implementation at Wipro Technologies. It discusses how Wipro adopted Six Sigma to improve quality and reduce defects. Some key points:
- Wipro was an early adopter of Six Sigma in India to drive process excellence. It trained over 15,000 employees and certified over 180 Black Belts.
- Six Sigma methodologies like DMAIC were used to improve existing processes, while DSSP focused on new processes and products.
- Implementation challenges included building a quality culture, selecting pilot projects, and training.
- Benefits included lower costs, higher productivity, and on-time deliveries above industry averages.
- Today Wipro provides Six Sigma
The document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical tools and methodology applied to projects selected for high impact.
2) Major companies like GE and Motorola have successfully adopted Six Sigma, achieving significant cost savings and quality improvements.
3) Six Sigma aims for near-perfect processes, with less than 3.4 defects per million opportunities. Achieving six sigma quality levels can have substantial financial benefits for companies.
Six Sigma is a data-driven approach and methodology for eliminating defects and improving processes. It uses statistical methods and tools to measure a process, analyze data, improve performance, and control processes. The main goals of Six Sigma are to reduce variation and defects in manufacturing and business processes. Key aspects include establishing a infrastructure with Champions, Black Belts, Green Belts and training. Successful Six Sigma programs at companies like Motorola and GE focused on measurable results, strong leadership support, and aggressive project selection.
Design for Six Sigma (DFSS) is a methodology for designing products and processes to meet customer requirements and business objectives. It follows the DMADV methodology of Define, Measure, Analyze, Design, and Verify. The goal of DFSS is to proactively design processes and products to reduce variability and defects, whereas traditional Six Sigma focuses on reactively improving existing processes. DFSS uses techniques like simulation, computer aided engineering, and predictive modeling to design robust products and processes from the beginning. Examples of successful DFSS applications include reducing engine cooling simulation time in automotive and improving turbine blade containment in aerospace.
This document provides a benchmark report summarizing the business benefits customers achieved after implementing Oracle's HCM Cloud solution. It finds that customers experienced improvements in operational excellence like reduced payroll processing time (68%) and compliance costs (70%). Customers also saw gains in HR modernization like improved reporting productivity (79%) and workforce engagement (15%). The report provides these benchmark results to help customers identify strengths and areas for improvement and set goals.
This document discusses various quality management concepts and methodologies including Total Quality Management (TQM), Six Sigma, ISO 9000, Quality Function Deployment (QFD), and Zero Defects. It provides definitions and comparisons of these approaches. It also addresses questions related to the differences and similarities between TQM and Six Sigma, how customers' needs are incorporated, and how quality is designed into products and services.
This document discusses various quality management concepts and methodologies including Total Quality Management (TQM), Six Sigma, ISO 9000, Zero Defects, and Quality Function Deployment (QFD). It provides definitions and comparisons of these approaches. It also addresses questions related to differences between TQM and Six Sigma, similarities between them, differences between Zero Defects and Six Sigma, key aspects of the various methodologies, and how concepts like customer focus, continuous improvement, and organizational learning relate to quality management.
The document discusses Design for Six Sigma (DFSS), a methodology for designing products and processes to meet customer needs and expectations from the beginning. DFSS aims to create designs that are efficient, high-quality, and robust. It recasts the DMAIC model into DMADV or I2DOV, emphasizing early design phases to predict and improve quality upfront. DFSS changes organizations from focusing only on functionality to incorporating statistical analysis of failure modes and risk assessment into design.
Similar to Deployment Output Improvement Six Sigma Case Study (20)
This document contains references to training videos related to Lean Six Sigma. It is organized into sections for the Define, Measure, Analyze, and Improve phases. Each section includes 3-4 sets of 10 video references on topics like voice of the customer, SIPOC diagrams, process mapping, data analysis techniques, problem solving tools, and process improvement methods. The videos are from sources like Gemba Academy, SigmaXL, and LinkedIn learning groups.
The document outlines the analyze phase of a Lean Six Sigma project. It includes reviewing project charter and scope, identifying and prioritizing root causes through various tools like value stream mapping, Pareto analysis, hypothesis testing, and cause-and-effect matrices. Quick wins are targeted using tools like 5S, setup reduction, and Kaizen events. The phase culminates in a tollgate review to develop potential solutions before moving to the improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, identifying quick wins, collecting baseline data, conducting an MSA, analyzing process capabilities, and documenting conclusions. The tools covered are process mapping, data collection planning, operational definitions, basic statistics, histograms, control charts, and calculating sigma levels.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
The document outlines the control phase tools and activities for a Lean Six Sigma project. It includes reviewing project documentation, validating goals and benefits, developing standard operating procedures and controls, implementing and monitoring the solution, confirming attainment of goals, identifying opportunities for replication, and transitioning the project to the process owner. Key metrics are monitored to ensure the process remains in control. Lessons learned are captured to improve future projects.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
The article discusses the lack of real strategy in most strategic plans and outlines a better strategic planning process. It argues that typical plans focus on justifying current activities rather than developing strategy. A better approach starts with defining a vision and strategic result, then identifying 3-4 strategic themes and results. Objectives and initiatives are developed to achieve these results. This ensures strategy drives operations rather than the other way around. The process results in greater employee engagement and organizational alignment around strategic priorities.
The document discusses making performance improvement strategic by starting with high-level strategic thinking and aligning initiatives with organizational goals and strategy. It recommends developing a strategic framework that includes strategic elements, objectives mapped in a strategy map, and performance initiatives to address gaps in objectives. This allows initiatives to be logically tied to vision and strategy. The approach ensures line-of-sight alignment between goals, strategy, and performance at all levels of the organization.
The document discusses how news delivery has evolved from print newspapers to online sources. It notes that newspapers represent a 20th century model where information is filtered and delivered by editors, resulting in lag between events and readers learning about them. Online news allows for more reader-based filtering and real-time updates. This evolution reflects the general shift from static, authority-based "Web 1.0" to dynamic, community-driven "Web 2.0" models of information sharing. Similarly, business performance management has shifted from static, lagging finance reports produced by analysts to interactive systems allowing up-to-date access to both financial and non-financial strategic metrics through a balanced scorecard approach. The best automation tools support this Web 2
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
The champion of a Balanced Scorecard training was struggling to explain strategic themes to employees who were unfamiliar with strategy terminology. The employees had proposed themes like "Partner with Microsoft" and "Improve Customer Satisfaction" which were more like objectives or initiatives rather than overarching themes. The consultant explains that champions must be good teachers in order to convey abstract concepts effectively. He provides examples to show that themes should be recurring patterns across an organization's strategy, not single projects or objectives, and outlines how to properly introduce the concept of themes to students.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It explains that strategy-based scorecards align employee work with organizational strategy and vision. The document outlines how to develop a strategy-based balanced scorecard including defining mission, vision, strategic perspectives and objectives. It emphasizes linking these strategic components to create organizational alignment and communicate value creation for customers.
The document discusses how organizations can integrate innovation into their overall strategy using a balanced scorecard approach. It defines breakthrough and sustaining innovation and argues both can be managed. A balanced scorecard maps objectives across financial, customer, process, and capacity perspectives to ensure innovation supports the organization's mission and vision. Innovation becomes strategic when fully integrated into planning and management through objectives, measures, and initiatives on a strategic theme map.
Deployment Output Improvement Six Sigma Case Study
1. Six Sigma in Action:
Demonstrating Customer Value
A Six Sigma in Action summary offers an example of the
value a Six Sigma project can bring to a customer.
Master Black Belt: Steven Bonacorsi
2. Six Sigma in Action:
Deployment Optimization
Customer Profile – 4100 Seat Hospital Medical Center Campus
Business Problem & Impact
Customer requested an improvement in workstation
deployment output for a 2500 seat migration project.
Measure & Analyze Week 1-3
Week 4-6
Daily workstation deployment output had dropped 63% from
40 to 15 per day, causing significant project delays. Statistical
analysis proved that root causes were driven by system
failures, as well as process failures.
Improve & Control
Improvements included instituting a GE ITS Project Manager,
working directly with the customer to improve system failures
impeding project output, as well as developing a dedicated
extranet portal to eliminate delay-inducing communication
gaps between the customer and GE ITS project teams.
Results/Benefits
Improved deployment yield 70%, bringing the project back to
original timeline. These improvements included a direct
savings to the client of over $300K.
Improved Deployment Output 70% While Mitigating a $300K Risk to the Customer!