This document provides an introduction to Six Sigma. It discusses the history and origins of Six Sigma, defining it as a highly statistical methodology to improve business processes and prioritize projects. The goals of Six Sigma are to reduce defects, improve profits, increase customer satisfaction and quality. It also outlines some common Six Sigma methodologies like DMAIC and DMADV as well as some tools used in Six Sigma like CTQs, Ishikawa diagrams, control charts, FMEAs and SIPOCs. The document stresses that Six Sigma should be implemented as a management system to drive continuous improvement.
Optimize Financial Processes and Systems for Better Business PerformanceMatt Foster
Trends and challenges in financial management processes and technology
Aligning financial processes and information across time dimensions to optimize business value
Best practices in achieving better business performance
Technology’s role in optimizing financial business processes
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
Optimize Financial Processes and Systems for Better Business PerformanceMatt Foster
Trends and challenges in financial management processes and technology
Aligning financial processes and information across time dimensions to optimize business value
Best practices in achieving better business performance
Technology’s role in optimizing financial business processes
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
Provides an overview of the problems Finance professionals face, the solution Host Analytics provides, and why the cloud provides the best delivery model and support for future growth.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
Using Six Sigma to Drive Service Desk Improvementskirkholmes11
In this talk, the speaker provides an overview of Lean Six Sigma and walks through a case study that used the techniques to improve an IT Service Desk.
Certifications included:
Certified Professional in Six Sigma Yellow Belt (CPSSYB)
Certified Professional in Six Sigma Green Belt (CPSSGB)
Certified Professional in Lean Six Sigma Green Belt (CPLSSGB)
Certified Professional in Six Sigma Black Belt (CPSSBB)
Six sigma kavramlari: Gelistirme (DMAIC) ve Dizayn (IDDOV)Mustafa Said YILDIZ
Six Sigma'nin surec gelistirme-iyilestirme metodu DMAIC ve gelistirilmeye imkani olmayan surecler veya mevcut olmayan sureclerin dizayni metodu IDDOV'un anlatildigi ve bu kapsamda kullanilan araclara yer verildigi sunum cevirisi.
...
Web'den erisilebilir bir Ingilizce sunumun Turkcelestirilmesinden ibarettir.
....
Six sigma process improvement method DMAIC, Six Sigma design method IDDOV and tools which is used for these methods are reported in presentation. (for generating open source Turkish quality and six sigma library - an openly accessible PPT is used)
....
ACIK KAYNAK TURKCE KALITE MATERYALI OLUSTURMA PROJESI kapsaminda uretildi 11 Nisan 2014
Provides an overview of the problems Finance professionals face, the solution Host Analytics provides, and why the cloud provides the best delivery model and support for future growth.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
Using Six Sigma to Drive Service Desk Improvementskirkholmes11
In this talk, the speaker provides an overview of Lean Six Sigma and walks through a case study that used the techniques to improve an IT Service Desk.
Certifications included:
Certified Professional in Six Sigma Yellow Belt (CPSSYB)
Certified Professional in Six Sigma Green Belt (CPSSGB)
Certified Professional in Lean Six Sigma Green Belt (CPLSSGB)
Certified Professional in Six Sigma Black Belt (CPSSBB)
Six sigma kavramlari: Gelistirme (DMAIC) ve Dizayn (IDDOV)Mustafa Said YILDIZ
Six Sigma'nin surec gelistirme-iyilestirme metodu DMAIC ve gelistirilmeye imkani olmayan surecler veya mevcut olmayan sureclerin dizayni metodu IDDOV'un anlatildigi ve bu kapsamda kullanilan araclara yer verildigi sunum cevirisi.
...
Web'den erisilebilir bir Ingilizce sunumun Turkcelestirilmesinden ibarettir.
....
Six sigma process improvement method DMAIC, Six Sigma design method IDDOV and tools which is used for these methods are reported in presentation. (for generating open source Turkish quality and six sigma library - an openly accessible PPT is used)
....
ACIK KAYNAK TURKCE KALITE MATERYALI OLUSTURMA PROJESI kapsaminda uretildi 11 Nisan 2014
A portion of an internal training session at EBSL Technologies Int\'l
Principles of IT Operations, to include ISO 27001, COBIL ,ITIL,IT Security, IT Frameworks.
1. EBSL
Intro to Six Sigma
EBSL Technologies Int'l
www.ebsltechnologies.com
internal consultant training
IT Operations
Training
Presented by
Jon CRG Shende FBCS CITP
Director IT Services
October 2008
2. EBSL
Six (6) Sigma- History
Sigma as a measurement standard can be traced back to Carl Frederick Gauss
(1777-1885). He introduced the concept of the normal curve
Sigma as a measurement standard i.e. product variation, can be traced to
Walter Shewhart in the 1920's who demonstrated that three sigma from the
mean is the point where a process requires correction
However credit for coining of the term “Six Sigma” goes to a Motorola
engineer named Bill Smith
Other prominent contributors to 6 sigma are, Mikel Harry, the Japanese,
Unisys Corp in 1988 & Asea Brown Boveri(ABB) in 1993
ABB gave Six Sigma its final finishing touch by putting emphasis on
customer satisfaction
2
3. EBSL
What is Six (6) Sigma?
Six(6) Sigma is a highly statistical methodology which provide an
organization with tools to improve business processes
It prioritizes projects and aligning resources to support key strategic
initiatives
Six (6) Sigma aims to increase performances and decrease process variations
leading to
- defect reductions
- improvement in profits
- improved employee morale and
- improving an organization's quality of product or services
3
4. EBSL
Six (6) Sigma
Six (6) Sigma is a customer-centric process which can
1. Yield major returns on investment from projects
2. Changes how management functions
3. Increase customer satisfaction e.g. a 5% increase in customer retention
has shown to increase profits by more than 25%
There is an estimate that companies lose 15-20% of revenues each year
due to ineffective and inefficient processes
4. Conduct measurable tracking to show what processes are working and
which are not – speeding up significant improvement
4
5. EBSL
EBSL & Six (6) Sigma
Improve and increase customer acquisition
Build a culture of ownership and empowerment
Ensure a seamless integration of organizational processes
Accelerate revenue growth and sustain our profitability in the long term
Implementation
Focus on customer driven service and excellence
Improve customer satisfaction level
Improve customer referral
Ensure quality in deliverables
Manage cost of quality
Six Sigma can be used to achieve a
Quality Framework -iQMS
5
6. EBSL
Roles and Responsibility
Deployment Identify and Prioritize Projects by Division
Manager Assign & review activities of Black Belts
Champions/ Facilitate Project Implementation & Key Stakeholder
Sponsors
Master Black Belts Mentor/coach Black Belts
Teach Six Sigma techniques
Black Belts Lead 4-6 strategic improvement projects/year
Seasoned expert in Six Sigma techniques
Help local organization in Six Sigma disciplines
Green Belts Domain Experts-Spend 20-30% time on a Project
6
7. EBSL
6 Sigma Methodologies
Two basic methodologies are DMAIC & DMADV
Define, Measure, Analyze, Improve and Control most common method
DMAIC is robust,provides a framework and checklist to prevent critical steps
from being missed. It also defines CTQs 1st
CTQs key drivers provides data on process performance
This data can be used to improve process performance
Define project Measure current situation Analyze to identify causes
Improve Control
DMAIC Flow Diagram 7
8. EBSL
DMAIC Flow
Define Measure Analyze Improve Control
Value Stream Map Ops Definitions Pareto Charts Brainstorming Control Charts
Financial Analysis Data Collection Plan C&E Matrix Benchmarking Standard Operating
Charter Form Pareto Chart Fishbone Diagrams Process Improvement Procedures (SOP’s)
Stakeholder Analysis Histogram Brainstorming Techniques Training Plan
Communication Plan Box Plot Detailed ‘As-Is’ Process Line Balancing Communication Plan
SIPOC Map Stat Sampling Maps Process Flow Implementation Plan
High-Level Process Measurement System Basic Statistical Tools Improvement Visual Process
Map Analysis Non Value-Added Constraint Control
Non-Value Added Setup Reduction Analysis Identification Mistake-Proofing
Analysis Kaizen Hypothesis Testing Operations Planning Process Control Plans
VOC and Kano Control Charts Confidence Intervals FMEA Project
Analysis Process Capability FMEA Solution Selection Commissioning
Lean Quality Function Simple & Multiple Matrix Project Replication
Deployment (QFD) Regression Process Maps Plan-Do-Check-Act
RACI & Quad Charts One way ANOVA Simulation
Supply Chain Analysis Piloting
Adapted from Lean Six Sigma for Service by Michael George 8
9. EBSL
Some 6 Sigma Tools
CTQ Diagram
CTQs influenced by VOC and customers view of quality
It is specific and measurable
Can be defined via specification to determine whether CTQ characteristic has
been met
VOC
CTQ
Need CTQ
Driver CTQ CTQ
CTQ
CTQ
9
10. EBSL
Some 6 Sigma Tools
Ishikawa (Fishbone) Diagram
A visual tool used to logically organize and brainstorm possible causes to address a specific
problem or effect.
Ishikawa Diagram helps in identifying root causes
Primary Cause
Secondary Cause
Backbone Problem
Root Cause
10
11. EBSL
Some 6 Sigma Tools
Parento Chart
A Parento Chart is a vertical bar graph where the y axis represents the frequency or impact of
problems. They are arranged in descending order of height from left to right.
This chart addresses Causal Analysis and Resolution and helps to identify vital causes
responsible for 80% of the defects
35 100%
30
80%
25
20 60%
15 40%
10
20%
5
0 0%
L K A F B C G R D
11
Frequency Cumulative Frequency
12. EBSL
Some 6 Sigma Tools
Control Chart: This is a graphical plot of a parameter over time used to identify assignable
variations allowing adjustments to the process being monitored
They are the primary tools used for Statistical process Control and can be used to
quantitatively manage a project’s defined process. This to achieve a project’s established
quality and process-performance objectives
We can use this in tandem with a Control – Impact Matrix
Control
Vital Few Cost Ineffective
High Control – High Low Control – High Impact
Impact
Impact
Cost Ineffective Trivial Many
High Control – Low Impact Low Control – Low Impact
12
13. EBSL
Some 6 Sigma Tools
- The Potential-Problem Analysis (PPA) method provides a challenging analysis of a
developed idea or action in order to pre-empt any potential for going wrong
PPA helps in addressing areas within Risk Management by listing possible causes for
each potential problem and developing preventive actions and contingency plans
- FMEA helps achieve specific goals of Risk Management. It identifies potential failure
modes and rates the severity of their effect. It outputs an objective evaluation of cause
occurrence with an ability to detect when those causes occur. It ranks the order of
potential product and process deficiencies and focuses on eliminating product and
process concerns
13
14. EBSL
FMEA
Failure Mode
The manner in which a service does not meet a customer’s expectations
Effects Analysis
A study of the effects of failure on the function or purpose of a service.
Increases the likelihood that potential failures, their effects and causes are considered prior to a
final execution of product or services, by ensuring proper planning of preventive actions
Key to its success are effective time management, focusing on decisions driven by data, using
this data to verify the relationships between root causes as well as establishing criteria ratings
and mapping effective preventive actions
An FMEA can also be used as to gauge the starting point for later control plans, trouble-
shooting guides or preventive maintenance plans and is best applied in an iterative process
containing detailed information about a product or process
14
15. EBSL
6 Sigma as a Management System
Management should implement 6 Sigma as a means of responding to critical
organizational needs by integrating proactive, customer-focused management
into our daily routine.
Six Sigma as a management system is not owned by senior or middle
management
It is a discovery processes integrating solutions, ideas, and improvements
that take place at the front lines of the organization
15
16. EBSL
Practical Exercise
-Define Suppliers-Inputs-Process-Ouputs-Customers ( SIPOC) & CTQs
SIPOC can be seen as a high-level process map; process is defined as [Y = f(X)]
-Prioritize SIPOC Input & Output
Define Processes (Value Added Chain Diagram- VACD / BPMN)
Generate RA(S)CI Chart [role and responsibility reporting]
-Navigate to Fishbone
-Assign & define details for Critical Factor
-Allocate Critical Factors to processes (VACD / BPM)
-- Design Critical to Quality-Tree(CTQ-Tree)
-- Improve processes
16