Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
The document discusses the Camel Model, which proposes focusing critical planning, decision making, and resource allocation earlier in projects to improve chances of success. It identifies six critical success factors: 1) strong business leadership, 2) well-defined business architecture, 3) solid program/project management, 4) comprehensive change management, 5) clear governance, and 6) trusting relationships. The document advocates establishing communities of excellence around these factors to institutionalize best practices and training at Cisco for more effective project execution.
Tech Ed 2009 Practical Tips To Manage Projects Productivelyrsnarayanan
The document discusses tips for productive project management. It outlines goals of productive project management such as delivering on time, cost and quality. It discusses the role of a project manager and focusing on planning through tools like work breakdown structure and defining, delegating, and ensuring tasks are completed. The document provides examples and emphasizes raising early flags, stating assumptions, assessing competence, and educating clients to improve productivity.
This document discusses how sales analytics can help businesses improve performance tracking and decision making. It covers key metrics to track related to pipelines, activities, CRM adoption, and customers. Tracking the right metrics allows businesses to better understand sales data, manage teams, and determine what behaviors drive consistent results. The document provides examples of metrics and best practices for areas like pipeline management, sales meetings, coaching, and predictive modeling.
This document provides an overview of Six Sigma, including its objectives, methodology, and benefits. Six Sigma is a data-driven methodology for improving processes by reducing defects. It aims for nearly flawless process performance. The document outlines the DMAIC methodology of Define, Measure, Analyze, Improve, and Control used in Six Sigma. It also discusses key Six Sigma concepts like the cost of poor quality, sigma levels, and the roles of Champions, Black Belts and Green Belts in driving process improvement. Implementing Six Sigma can help organizations increase profits by improving customer satisfaction and reducing costs through lower defects.
Lean Six Sigma For Municipal GovernmentStephen Deas
This presentation took place June 4, 2009 at the Texas Municipal Human Resources Association mid year conference in San Antonio, Texas. The presentation was given by Waters Consulting, Inc. and Quality Minds, Inc. The presentation covers using lean six sigma to improve municipal government and the role of Human Resources in the lean six sigma initiatives within municipal governments
This document provides an introduction to Six Sigma, which is a data-driven methodology for improving business processes. It aims to reduce defects and variability in processes by focusing on customer needs. Key aspects include using a define-measure-analyze-improve-control approach to projects led by Black Belts over 3-5 months. The goal is to drive processes to be defect free over 99.9997% of the time (3.4 defects per million opportunities). Senior leadership commitment is critical to the success of Six Sigma.
Lean Six Sigma - Executive Overview Introduction BrochurePartner
This is eXample Consulting Group's brochure of "Lean Six Sigma - Executive Overview" program aimed at Top/Senior management professionals in organizations considering launching Six Sigma initiatives.
Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
The document discusses the Camel Model, which proposes focusing critical planning, decision making, and resource allocation earlier in projects to improve chances of success. It identifies six critical success factors: 1) strong business leadership, 2) well-defined business architecture, 3) solid program/project management, 4) comprehensive change management, 5) clear governance, and 6) trusting relationships. The document advocates establishing communities of excellence around these factors to institutionalize best practices and training at Cisco for more effective project execution.
Tech Ed 2009 Practical Tips To Manage Projects Productivelyrsnarayanan
The document discusses tips for productive project management. It outlines goals of productive project management such as delivering on time, cost and quality. It discusses the role of a project manager and focusing on planning through tools like work breakdown structure and defining, delegating, and ensuring tasks are completed. The document provides examples and emphasizes raising early flags, stating assumptions, assessing competence, and educating clients to improve productivity.
This document discusses how sales analytics can help businesses improve performance tracking and decision making. It covers key metrics to track related to pipelines, activities, CRM adoption, and customers. Tracking the right metrics allows businesses to better understand sales data, manage teams, and determine what behaviors drive consistent results. The document provides examples of metrics and best practices for areas like pipeline management, sales meetings, coaching, and predictive modeling.
This document provides an overview of Six Sigma, including its objectives, methodology, and benefits. Six Sigma is a data-driven methodology for improving processes by reducing defects. It aims for nearly flawless process performance. The document outlines the DMAIC methodology of Define, Measure, Analyze, Improve, and Control used in Six Sigma. It also discusses key Six Sigma concepts like the cost of poor quality, sigma levels, and the roles of Champions, Black Belts and Green Belts in driving process improvement. Implementing Six Sigma can help organizations increase profits by improving customer satisfaction and reducing costs through lower defects.
Lean Six Sigma For Municipal GovernmentStephen Deas
This presentation took place June 4, 2009 at the Texas Municipal Human Resources Association mid year conference in San Antonio, Texas. The presentation was given by Waters Consulting, Inc. and Quality Minds, Inc. The presentation covers using lean six sigma to improve municipal government and the role of Human Resources in the lean six sigma initiatives within municipal governments
This document provides an introduction to Six Sigma, which is a data-driven methodology for improving business processes. It aims to reduce defects and variability in processes by focusing on customer needs. Key aspects include using a define-measure-analyze-improve-control approach to projects led by Black Belts over 3-5 months. The goal is to drive processes to be defect free over 99.9997% of the time (3.4 defects per million opportunities). Senior leadership commitment is critical to the success of Six Sigma.
Lean Six Sigma - Executive Overview Introduction BrochurePartner
This is eXample Consulting Group's brochure of "Lean Six Sigma - Executive Overview" program aimed at Top/Senior management professionals in organizations considering launching Six Sigma initiatives.
Six Sigma is a data-driven approach to improving processes by reducing defects. It aims for near perfect processes, with fewer than 3.4 defects per million opportunities. The key aspects of Six Sigma are that it is a philosophy, metric, and business strategy focused on improving quality to reduce costs. It uses a problem-solving approach called DMAIC (Define, Measure, Analyze, Improve, Control) to drive process improvements through projects led by Black Belts and Champions. The goals are to reduce variation, defects, and improve customer satisfaction and profits.
The document provides an overview and introduction to Six Sigma. It discusses what Six Sigma is, its origins at Motorola, how it spread to other companies like GE, and the typical project methodology of DMAIC. It also outlines the common roles in a Six Sigma organization such as Green Belt, Black Belt, and Master Black Belt. The overall document serves to familiarize readers with the basic concepts and approach of Six Sigma.
Six Sigma for the new Knowledge Economy - More Innovation, More Customer delight, Less Statistics, Less Defect Focus. Join us in developing Six Sigma 2.0!
The document provides information about Benchmark Six Sigma's Green Belt certification program. It discusses Six Sigma methodology and how it is applied through DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify) processes. The summary highlights that Benchmark Six Sigma offers experienced trainers, programs in multiple cities, and ongoing support to help professionals complete projects and earn certification to further their Six Sigma knowledge and skills.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to achieve breakthrough performance improvements for metrics like customer satisfaction, costs, and quality. Six Sigma projects follow DMAIC or DMADV methodologies to either improve existing processes or design new ones. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings from implementing Six Sigma.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to deliver breakthrough performance improvements in key metrics. Six Sigma projects follow DMAIC or DMADV methodologies and are implemented by Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings through Six Sigma by reducing costs and improving quality.
Wicked Problems and SharePoint - Rethinking the ApproachPaul Culmsee
The document discusses how wicked problems are common in IT projects like SharePoint deployments. It describes how achieving a shared understanding of problems is important but difficult. Issue Mapping and its structured approach to collaboration is presented as a key tool to help groups develop shared understanding and tackle wicked problems more effectively. Integrating Issue Mapping outputs with SharePoint is also presented as a powerful combination for project management.
This document provides an overview of Six Sigma, including:
- Six Sigma is a statistical measure and management philosophy that aims to reduce process and product variations and eliminate defects.
- It was developed by Motorola in the late 1970s and relies on statistical methods.
- Key aspects of Six Sigma include the DMAIC and DMADV approaches, different roles like Black Belts and Green Belts, and how it has been applied across industries.
- Benefits of Six Sigma include improved quality, growth, process improvements, customer satisfaction, reduced costs and time. Motorola saved over $15 billion using Six Sigma over 10 years.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
This document provides an overview of Six Sigma, including:
- Six Sigma aims to measure and reduce defects to 3.4 defects per million opportunities. It is a methodology and symbol of quality.
- Six Sigma is used to eliminate defects, meet customer specifications, and drive money savings, quality improvements, customer satisfaction, competitive advantage and growth.
- The five phases of a Six Sigma project are Define, Measure, Analyze, Improve, and Control (DMAIC).
- Key Six Sigma roles include the Executive Leader, Champions, Master Black Belts, Black Belts and Green Belts.
- Advantages include implementation across industries, profit motive, and customer satisfaction. Disadvantages include less process
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
Six Sigma (6σ) is a set of practices used to improve manufacturing and business processes by minimizing defects. It aims for near perfect process performance, with fewer than 3.4 defects per million opportunities. Six Sigma was developed by Motorola and uses data-driven methods and belt classification to reduce variation and improve quality, reducing costs and increasing profits. It works through the DMAIC process of Define, Measure, Analyze, Improve, and Control or the DMADV process for new product or process development.
six sigma in strategic Management studies.pptxSheenaAgarwal5
Six Sigma seeks to improve the quality of
process
outputs by identifying
and removing the causes of
defects.
Six Sigma approach is a collection of managerial
and statistical concept and techniques that
focuses on reducing variation in
processes and preventing deficiencies in product.
The concept of Variation states “NO two items
will be perfectly
identical.”
This document discusses applying Six Sigma methodology to improve global sales processes. It provides an introduction to Six Sigma and outlines some of the key challenges in implementing Six Sigma initiatives within sales organizations. These include sales processes being less defined and data being more fragmented compared to manufacturing. The document also lists some companies that have successfully applied Six Sigma to improve specific sales processes and increase profits.
SIX SIGMA"Delivering Tomorrow's Performance Today" Harishankar Sahu
Six Sigma is a data-driven approach to improving processes by reducing variability. It aims for near perfect processes with fewer than 3.4 defects per million opportunities. The technical definition is achieving six standard deviations between the mean and the nearest specification limit. Six Sigma uses the DMAIC methodology of Define, Measure, Analyze, Improve, and Control and defines belts/roles such as Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts. Benefits include sustained success, improved customer satisfaction, and accelerated improvement.
----- a french version is available upon request ----- This is a short - and I hope Zen ! -presentation (15 mn should be enough) aiming to make Executives, Board of directors, employees aware of what Lean Six Sigma is and the benefit they could have implementing it.
This document summarizes a presentation about Six Sigma. It defines what Sigma and Six Sigma are, which is a statistical measure of quality that aims for near zero defects. Six Sigma was originally developed by Motorola in the 1980s and was later implemented by GE in the 1990s to significantly improve customer satisfaction and shareholder value. The presentation provides details on GE's implementation of Six Sigma, including retraining their workforce and setting specific goals. It notes the significant outcomes GE achieved through Six Sigma, such as increased revenues, earnings, and operating margins. In conclusion, it states that over 25% of Fortune 200 companies now claim to have serious Six Sigma programs.
The document provides an overview of Six Sigma, a methodology used for quality management. It defines Six Sigma as a data-driven, project-based approach that applies statistics to business processes to reduce defects. Key aspects include using the DMAIC process for projects, selecting economic projects, requiring trained belts and champions to lead projects, and focusing on money savings. The goal of Six Sigma is to reduce waste and better use resources through teamwork and changes. While implementation carries some risks, Six Sigma is meant to be a flexible approach tailored to each individual company.
Equable Lean Six Sigma Boe English Presentationfranckstrub
This is a presentation of the Equable company which offers services in Lean Six Sigma field and which promotes its own model of Lean Six Sigma Deployment within an Organization, which is service marked called "Business Operations Excellence"
The document discusses using the MAST (Market Survey Assessment Tool) to diagnose marketing performance issues and develop a turnaround plan. It provides an overview of MAST, describes how it can identify gaps in an organization's marketing capabilities across six key dimensions, and showcases how MAST was used by a financial services company to reduce efforts by 30% and shift focus to more impactful planning and learning activities. The key takeaways are to understand current capabilities, perform a diagnostic assessment with MAST, build an improvement roadmap, and execute changes in a phased approach with defined metrics for success.
The document discusses developing meaningful metrics and provides an overview of key considerations for measurement including definitions, reasons for measuring, barriers, pitfalls to avoid, characteristics of good measures, and examples. It addresses how to determine what to measure, where to measure, and how to develop measures that are actionable and drive improvement. The presentation provides guidance on establishing an effective integrated system of metrics across all levels of an organization.
Six Sigma is a data-driven approach to improving processes by reducing defects. It aims for near perfect processes, with fewer than 3.4 defects per million opportunities. The key aspects of Six Sigma are that it is a philosophy, metric, and business strategy focused on improving quality to reduce costs. It uses a problem-solving approach called DMAIC (Define, Measure, Analyze, Improve, Control) to drive process improvements through projects led by Black Belts and Champions. The goals are to reduce variation, defects, and improve customer satisfaction and profits.
The document provides an overview and introduction to Six Sigma. It discusses what Six Sigma is, its origins at Motorola, how it spread to other companies like GE, and the typical project methodology of DMAIC. It also outlines the common roles in a Six Sigma organization such as Green Belt, Black Belt, and Master Black Belt. The overall document serves to familiarize readers with the basic concepts and approach of Six Sigma.
Six Sigma for the new Knowledge Economy - More Innovation, More Customer delight, Less Statistics, Less Defect Focus. Join us in developing Six Sigma 2.0!
The document provides information about Benchmark Six Sigma's Green Belt certification program. It discusses Six Sigma methodology and how it is applied through DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify) processes. The summary highlights that Benchmark Six Sigma offers experienced trainers, programs in multiple cities, and ongoing support to help professionals complete projects and earn certification to further their Six Sigma knowledge and skills.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to achieve breakthrough performance improvements for metrics like customer satisfaction, costs, and quality. Six Sigma projects follow DMAIC or DMADV methodologies to either improve existing processes or design new ones. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings from implementing Six Sigma.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to deliver breakthrough performance improvements in key metrics. Six Sigma projects follow DMAIC or DMADV methodologies and are implemented by Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings through Six Sigma by reducing costs and improving quality.
Wicked Problems and SharePoint - Rethinking the ApproachPaul Culmsee
The document discusses how wicked problems are common in IT projects like SharePoint deployments. It describes how achieving a shared understanding of problems is important but difficult. Issue Mapping and its structured approach to collaboration is presented as a key tool to help groups develop shared understanding and tackle wicked problems more effectively. Integrating Issue Mapping outputs with SharePoint is also presented as a powerful combination for project management.
This document provides an overview of Six Sigma, including:
- Six Sigma is a statistical measure and management philosophy that aims to reduce process and product variations and eliminate defects.
- It was developed by Motorola in the late 1970s and relies on statistical methods.
- Key aspects of Six Sigma include the DMAIC and DMADV approaches, different roles like Black Belts and Green Belts, and how it has been applied across industries.
- Benefits of Six Sigma include improved quality, growth, process improvements, customer satisfaction, reduced costs and time. Motorola saved over $15 billion using Six Sigma over 10 years.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
This document provides an overview of Six Sigma, including:
- Six Sigma aims to measure and reduce defects to 3.4 defects per million opportunities. It is a methodology and symbol of quality.
- Six Sigma is used to eliminate defects, meet customer specifications, and drive money savings, quality improvements, customer satisfaction, competitive advantage and growth.
- The five phases of a Six Sigma project are Define, Measure, Analyze, Improve, and Control (DMAIC).
- Key Six Sigma roles include the Executive Leader, Champions, Master Black Belts, Black Belts and Green Belts.
- Advantages include implementation across industries, profit motive, and customer satisfaction. Disadvantages include less process
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
Six Sigma (6σ) is a set of practices used to improve manufacturing and business processes by minimizing defects. It aims for near perfect process performance, with fewer than 3.4 defects per million opportunities. Six Sigma was developed by Motorola and uses data-driven methods and belt classification to reduce variation and improve quality, reducing costs and increasing profits. It works through the DMAIC process of Define, Measure, Analyze, Improve, and Control or the DMADV process for new product or process development.
six sigma in strategic Management studies.pptxSheenaAgarwal5
Six Sigma seeks to improve the quality of
process
outputs by identifying
and removing the causes of
defects.
Six Sigma approach is a collection of managerial
and statistical concept and techniques that
focuses on reducing variation in
processes and preventing deficiencies in product.
The concept of Variation states “NO two items
will be perfectly
identical.”
This document discusses applying Six Sigma methodology to improve global sales processes. It provides an introduction to Six Sigma and outlines some of the key challenges in implementing Six Sigma initiatives within sales organizations. These include sales processes being less defined and data being more fragmented compared to manufacturing. The document also lists some companies that have successfully applied Six Sigma to improve specific sales processes and increase profits.
SIX SIGMA"Delivering Tomorrow's Performance Today" Harishankar Sahu
Six Sigma is a data-driven approach to improving processes by reducing variability. It aims for near perfect processes with fewer than 3.4 defects per million opportunities. The technical definition is achieving six standard deviations between the mean and the nearest specification limit. Six Sigma uses the DMAIC methodology of Define, Measure, Analyze, Improve, and Control and defines belts/roles such as Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts. Benefits include sustained success, improved customer satisfaction, and accelerated improvement.
----- a french version is available upon request ----- This is a short - and I hope Zen ! -presentation (15 mn should be enough) aiming to make Executives, Board of directors, employees aware of what Lean Six Sigma is and the benefit they could have implementing it.
This document summarizes a presentation about Six Sigma. It defines what Sigma and Six Sigma are, which is a statistical measure of quality that aims for near zero defects. Six Sigma was originally developed by Motorola in the 1980s and was later implemented by GE in the 1990s to significantly improve customer satisfaction and shareholder value. The presentation provides details on GE's implementation of Six Sigma, including retraining their workforce and setting specific goals. It notes the significant outcomes GE achieved through Six Sigma, such as increased revenues, earnings, and operating margins. In conclusion, it states that over 25% of Fortune 200 companies now claim to have serious Six Sigma programs.
The document provides an overview of Six Sigma, a methodology used for quality management. It defines Six Sigma as a data-driven, project-based approach that applies statistics to business processes to reduce defects. Key aspects include using the DMAIC process for projects, selecting economic projects, requiring trained belts and champions to lead projects, and focusing on money savings. The goal of Six Sigma is to reduce waste and better use resources through teamwork and changes. While implementation carries some risks, Six Sigma is meant to be a flexible approach tailored to each individual company.
Equable Lean Six Sigma Boe English Presentationfranckstrub
This is a presentation of the Equable company which offers services in Lean Six Sigma field and which promotes its own model of Lean Six Sigma Deployment within an Organization, which is service marked called "Business Operations Excellence"
The document discusses using the MAST (Market Survey Assessment Tool) to diagnose marketing performance issues and develop a turnaround plan. It provides an overview of MAST, describes how it can identify gaps in an organization's marketing capabilities across six key dimensions, and showcases how MAST was used by a financial services company to reduce efforts by 30% and shift focus to more impactful planning and learning activities. The key takeaways are to understand current capabilities, perform a diagnostic assessment with MAST, build an improvement roadmap, and execute changes in a phased approach with defined metrics for success.
The document discusses developing meaningful metrics and provides an overview of key considerations for measurement including definitions, reasons for measuring, barriers, pitfalls to avoid, characteristics of good measures, and examples. It addresses how to determine what to measure, where to measure, and how to develop measures that are actionable and drive improvement. The presentation provides guidance on establishing an effective integrated system of metrics across all levels of an organization.
William E Cook is an expert in auditing quality management systems for various standards including ISO 9001, ISO/TS 16949 for automotive, and TL9000 for telecommunications. The document provides information on revisions and requirements for maintaining certification to these and other standards such as ISO 13485 for medical devices, ISO 14001 for environmental management, and OHSAS 18001 for occupational health and safety. It also lists some process improvement frameworks referenced in quality management systems including Six Sigma, Lean Manufacturing, and Kaizen.
The document provides 10 tips for job searching in 2010. It advises to cope with job loss by not blaming yourself and joining a support group. It stresses creating a detailed job search plan with goals and a timeline. It also recommends reflecting on your skills, passions and desired work environment, researching salary information, optimizing cover letters, resumes and interviews, and actively networking to find new opportunities.
How Social Networking Can Drive Innovation and Improvement in an Organization Haroon Abbu
The document discusses how social networking tools like blogs, groups, and social networks can drive innovation and improvement in organizations. It provides examples of how companies are using these tools internally to improve communication, solve problems collaboratively, and engage all employees. The document also outlines some of the benefits these tools provide like tapping into employees' desire to connect and make an impact, as well as unleashing more potential through greater collaboration. It concludes with recommendations for how companies can get started with these social networking tools.
The document provides guidance on how organizations can survive economic downturns through quality improvement. It recommends listening to customer needs, establishing strategic objectives, mapping key processes, measuring performance metrics, identifying issues and their causes, prioritizing the most important problems, involving employees, eliminating waste from processes, standardizing procedures, and demonstrating the business case for quality improvement. Quality improvement is presented as a way for organizations to adapt, change, improve performance and competitiveness, and ensure long-term survival during difficult economic times.
The document discusses ASQ's advocacy for social responsibility and how quality management tools can support socially responsible practices. It notes that 83% of respondents to a Quality Progress poll agreed that social responsibility should be part of quality management. Additionally, two-thirds of executives believe the economic turmoil has increased the importance of governance programs. The document proposes ways ASQ can develop tools and practices to help organizations implement social responsibility, including leveraging existing techniques like Lean and Six Sigma and understanding and promoting the emerging ISO 26000 standard on social responsibility.
Presenation by Jim Thornton, Certified Hypnotist and Principal of Northstar Consulting Group International to ASQ Section 1508 Tampa/St Petersburg on April 13th, 2009
Presentation made to ASQ section 1508 Tampa/St Petersburg chapter by Sam Farney, Principal Supply Chain Advisors on April 13th 2009. Copyrighted material, all rights reserved
This document discusses probabilistic risk assessment and factors that influence risk tolerance. It addresses the classification of probability and severity of hazardous events. It also examines different types of risks, including voluntary and involuntary risks. Mortality rates from various causes such as accidents, diseases, and natural hazards are presented to illustrate perceptions of risk tolerance.
Essential Leadership Skills - Presentation by AJ Yilmaz, Executive Director, American College of Nutrition & CEO, Target Action presented to Tampa/St Petersburg section of ASQ on Feb 9, 2009.
Presentation from Ted Nardin, President, Quality3 and Ray Quiñones, Vice President and Six Sigma Black Belt, Quality3 on
Quality Customer Service in the Call Center Environment. Presentation made to the Tampa/St Petersburg section of ASQ on Feb 9, 2009
Using Sterling/Bladrige Management system to build an integrated and sustainable organization by Robert Madeiros, Supplier Quality Engineering Manager at Honeywell and Master Examiner at Florids Sterling Council
Presented to ASQ Section 1508 members on Jan 12, 2009
InnovationStation Experience –
The “Intellectual & Emotional Thoughtspace” for Value Creation
By Bernie Saboe, Performance Consultant for Raytheon Professional Services, LLC
Presented to ASQ Section 1508 meeting on January 12, 2009
Oct 2008 Presentation Connecting Culture To Quality Improvement Haroon Abbu
This document discusses how to connect an organization's culture to continuous quality improvement. It highlights the importance of leadership commitment, continuous learning at all levels, and collaboration. Leadership must support initiatives, commit resources long-term, and link improvements to strategic goals. Continuous learning must be shared and encouraged throughout the organization. Collaboration across functions and sharing of results is also important. The culture should strive for improvement as a daily practice involving everyone.
The ASQ Biomedical Division aims to promote quality principles and technologies in the biomedical industry. It provides forums for professionals through discussion groups to learn, teach and discuss issues related to medical devices and diagnostics. The division offers conferences, speakers, publications and certifications to help members achieve excellence. Membership in the biomedical division has grown in recent years, indicating its programs are sustaining and growing the profession.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
1. Objectives
D
• Give a brief history of the Six Sigma methodology
M
• Provide a summary of the principles for
A
implementing Six Sigma in a business
I
C
• How to restart a stalled or inactive initiative
• Getting engagement from organizational leaders by
ASQ Section 1508 St. Petersburg /
implementing Business Process Charting
p g g
Tampa DINNER MEETING Monday
Monday,
March 9, 2009
Bringing a Stalled Six Sigma Initiative Back to Life
by Peter Peterka
To receive a copy of the presentation send an email to tampa@sixsigma.us
2
1 SixSigma.us March 2009
Common Mistakes
Project Failure Stats
• Thinking the key to Six Sigma is Statistics, Statistics,
Statistics - NO! IT IS A MANAGEMENT SYSTEM !!!
• 71% of projects fail each year
• Overemphasis on Cost Reduction
• They take 84% more time than planned
• Failure to address improvement as part of the job
• They cost 56% more money than planned
• They achieve 93% of what they set out to • Ignoring team dynamics as a cause of project failures
deliver (falling to 67% on projects that are • Overreliance on the Black Belt, Six Sigma equals projects
delayed or over budget) • Not understanding common cause vs. special cause
• 0.5% of project managers admit to working on variation
failed projects • Failure to apply the concept of the customer internally
• Recognizing management’s involvement not just
commitment
Why should Six Sigma be any different? • Ignoring the management of change
- Peter Peterka
3 4
SixSigma.us March 2009 SixSigma.us March 2009
2. Change is never easy An Overview of Six Sigma – Why?
but not always bad….
• Six Sigma is a business strategy and methodology
• Six Sigma creates Breakthrough Performance
• Six Sigma saves money
• Six Sigma improves a company’s value in the eye of
their customer:
– Reduced Cost
– Improved Delivery
– Faster and more on target New Products
• Six Sigma applies to all organizations and processes
“The problems we face cannot be solved with
the same thinking that created them.”
-Albert Einstein
5 6
SixSigma.us March 2009 SixSigma.us March 2009
An Overview of Six Sigma – What? A History Lesson
• Breakthrough Improvement • Infancy
– In 1984 Motorola developed the concept of Six Sigma
• Systematic and Focused Approach
performance
• Right Projects
– They had major issues in Manufacturing and
• Right People
Assembly with the focus on defect reduction
• Right Project Management – There was a lot of training on great tools but limited
• Methodology for Sustaining The Gains insight on application
• Right Results – Texas Instruments, Kodak, others tried later to
implement
• Process Thinking
• Right Place / Right Time from Walmart MBB
7 8
SixSigma.us March 2009 SixSigma.us March 2009
3. A History Lesson A History Lesson
• Adolescence • Young Adulthood
– In the mid-1990’s AlliedSignal and GE popularized the – Focus begins to change to focus on application to
method major financial contributors to the business, not just
for operations or individual functions
– A variety of roadmaps are developed with varying
tools to apply for process improvement – Defined roadmaps are developed for development of
new product offerings and services
– The focus changed from defect reduction to ROI
– GE focuses majority of it’s efforts on Non
Non-
–SSome efforts started towards application to Design
ff t t t d t d li ti tDi
Manufacturing / Services, Financial services
and Service functions, especially in GE
– Bank of America, JPMorgan Chase, American Express
– Ford, DuPont, 3M, Dow Chemical are other follow-ons
enter into the game
in these efforts
9 10
SixSigma.us March 2009 SixSigma.us March 2009
A History Lesson Why ‘do’ Six Sigma?
• It should be identified as a business strategy for improvement
• Adulthood
and value generation
– Focus changes to value generation for the entire • It’s focus is on providing breakthrough performance
business – a corporate initiative, not just a ‘quality • It can aid in saving money
thing’ • It can improve a company’s value in the eye of their customers
– Roadmaps are defined separately for Development and shareholders through:
efforts (DFSS) and Process Improvement (DMAIC) – Reduced cost
– Improved delivery performance
– Integration of Lean practices and tools becomes more
– Reduced warranty claims and costs
widely visible
– Improved and on-target new offerings (products and
– Applications to government, military, health care, services)
hotels, and other businesses continues to rise • The application to all processes in all organizations
11 12
SixSigma.us March 2009 SixSigma.us March 2009
4. The DMAIC Methodology
Transforming Business Decisions
Methods used to
Issues
solve problems
1. Simple, non critical, easily reversed
Feelings
What is
Define important?
2. Following trends, minor changes in
Simple Problem
processes, could be reversed if necessary
Solving Tools
Measure How are we doing?
3. Differences between groups, major process
Process Analysis
changes, changes difficult to reverse
h h diffi l
Tools & Methodology
4. Major process changes or large capital
Analyze What is wrong?
Complex analysis
expense, changes nearly impossible to
DOE, Regression
reverse
Improve What needs to be done?
Change the methods used to make decisions
from feelings to the use of data How do we guarantee
Control performance?
13 14
SixSigma.us March 2009 SixSigma.us March 2009
Tools in the Funneling of X’s Financial Control Model
Y = f (X1 X2 X3 X4 X5 X6 X7…Xn) Project Y
Define
PM identifies process
Project Charter And potential savings
123 4-6 1 2 3 4 5 6 7 8 9 10 11 12
?
Measure 12 Month Financial Control Period
Process Maps
Process Map C&E prioritizes inputs
C&E Matrix Implement
MSA on X’s assures can be controlled
Analyze Improvements
MSA
FMEA reduces variation and
FMEA effects for “inputs gone wrong”
Multi-Vari
Improve Multi-Vari identifies Noise variables
and reduces the X’s for DOE 2 Month
Report Quick Wins 6 Month
DOE Financial
DOEs identify the Critical Xs and Financial
Control their relationship to the Y Review Review
Control Plans
SPC Develop controls for Critical Xs to
maintain performance of the Y
Y = f (X5 , X22, X37)
12 Month Financial Review
The Roadmap “funnels” down the Xs from the trivial
many to a “vital few” - the Red Xs
15 16
SixSigma.us March 2009 SixSigma.us March 2009
5. Key Lessons for Leaders What is Crucial for Success?
• Demand for breakthrough improvement
First…
• A systematic and focused approach
1. A compelling reason for change must be articulated
• Selection of the right projects
2. Leadership team must be trained, and must believe
• Training and holding accountable the right people
that Lean Six Sigma is the solution, and drive projects
• Management leadership for implementation of project
Then…
findings
3. Select the best people to become Black Belts
pp
• Project management to drive projects to completion
4. Assign critical mass of Black Belts full time
• Controls and conformance for sustaining the gains
5. Projects driven by strategy
• Driving for the right business results, financial or other
6. Institutionalize by transferring training and coaching
• Acceptance of process thinking throughout the business
initiative from Consultant to internal organization
17 18
SixSigma.us March 2009 SixSigma.us March 2009
Deployment Principles That
Six Sigma Success Factors
Always Work – Critical Success Factors
• The bottom line focus and big dollar impact
1. A Sense of Urgency for change must exist
– Encourages and maintains top management commitment
2.Strategically align and connect business metrics and Lean Six
• The emphasis on - and consistent use of - a unified and
Sigma metrics
quantitative approach to process improvement
3.Senior organization leaders must be engaged in the process
– The DMAIC methodology provides a common language so
Line organization owns resources & are accountable for project
that experiences and successes can be shared through the
results
organization
Lean Six Sigma should be integrated into the daily management
–C Creates awareness th t decisions should be based on
t that d i i h ld b b d
practices of the organization
factual data
4.Business Leaders own resources & are accountable for project
• The emphasis on understanding & satisfying customer needs
results
– Creates focus on doing the right things right
5.A strong and respected Command Deployment Champion should
– Anecdotal information is replaced by factual data
report to Senior Leadership
• The combination of the right projects, the right people and the
6.Deploy critical mass of key full-time resources (Black Belts,
right tools
Deployment Directors)
– Careful selection of projects and people combined with
hands on training in using statistical tools in real projects
19 20
SixSigma.us March 2009 SixSigma.us March 2009
6. Deployment Principles That
TWENTY KEY LESSONS LEARNED
Always Work – Critical Success Factors
7. Resources should be selected from “future leaders of the
1. The time is right.
organization”
2. The enthusiastic commitment of top management is
8. Establish a consistent process for Project Identification and
critical.
Selection
3. Develop an infrastructure.
9. Actively manage Projects-in-Process to reduce/control project
4. Commit top people.
lead times
5.
5 Invest in relevant hands-on training.
training
Use Rapid Improvement Events for quick-hit projects
6. Select initial projects to build credibility quickly.
10.Track results rigorously: Lean Six Sigma results should “pay as
you go” and be confirmed by objective parties 7. Make it all pervasive, and involve everybody.
11.Black Belts/Green Belts must have team leadership skills 8. Emphasize DFSS.
12.Integrate with other initiatives where applicable 9. Don’t forget design for reliability.
10. Focus on the entire system.
Gerald J. Hahn, “20 Key Lessons Learned,” Six
Sigma Forum Magazine, May 2002, pages 28-34.
21 22
SixSigma.us March 2009 SixSigma.us March 2009
Secretariat 1973 Belmont Stakes quot;The Photoquot;
TWENTY KEY LESSONS LEARNED
11. Emphasize customer CTQs (critical to quality).
12. Include commercial quality improvement.
13. Recognize all savings.
14. Customize to meet business needs.
15. Consider the variability as well as the mean.
16. Plan to get the right data.
g g
17. Beware of dogmatism.
18. Avoid nonessential bureaucracy.
19. Keep the tool box vital.
20. Expect Six Sigma to become a more silent partner.
Gerald J. Hahn, “20 Key Lessons Learned,” Six
Sigma Forum Magazine, May 2002, pages 28-34.
23 24
SixSigma.us March 2009 SixSigma.us March 2009
7. Key Elements of Business Process Charts
Business Process Charting
Business Metric number with operational
1.
• A graphical and numerical analysis method for
definition
any type of business process data used for
Process Owner Labeled on Chart
2.
insight into understanding and improvement of
Business Data Plotted over time often monthly
business results. 3.
Business Goal Marker
• Based upon Statistical Thinking Theory 4.
Statistical Based Limits often based on
• Directed toward identifying opportunities for 5.
Individual and Moving Range to start
improving business results
• A way to engage business leaders!
Peter Peterka Peter Peterka
25 26
SixSigma.us March 2009 SixSigma.us March 2009
Key Elements of Business Process Chart How to: Determine the Proper Metrics
1. Name and number of
Business Metric:
• Actual Process Map of Business Process
5. Statistical Limits
• Cause and Effect Matrix approach relating metrics
2. Process Owner Metric 1.42
to business goals
• Affinity Brainstorming of Metrics
• Have each business leader give their 10 “sweat”
metrics
ti
• Traditional Financial Measures
• Customer Measures
• Indicators or Predictors of Performance (Xs)
4. Business
Goal
3. Business Data Plot Overview time often
monthly
Peter Peterka
27 28
SixSigma.us March 2009 SixSigma.us March 2009
8. Example of Business Measures:
Determine the Operational Definition for the Metric
• Customer • % Waste
• Definitions that will be interpreted the same way
Complaints
by different people in different situations. • $$ Waste
• Economic Profit
• Same method of calculation • Raw Material Costs
• Order Fulfillment
• Same method of counting • Cycle Time
• Product Availability
• Inventory Turns
• Customer Credits
• Premium Freight
• Inventory Levels
• IMC Index
• Delivery Costs
• DSO
• Number of New
Products/Sales $$ • Market Share
• Safety
All Great Six Sigma Projects!!
29 30
SixSigma.us March 2009 SixSigma.us March 2009
The Current Method of Business Analysis
Metrics for Six Sigma Implementation
• Summarize business results with a table of
• Percent Projects Completed
numbers.
• Savings from Projects
• Compare to last period, same period last year or
• Percent Projects in Company Database
goal.
• Percent Course Attendance
• React to big percent changes; ignore small percent
• Consultant work days changes.
• Instructor Scores • Focus attention on those portions that are getting
• Percent Courses with Correct Material worse.
• Six Sigma Billing Errors
31 32
SixSigma.us March 2009 SixSigma.us March 2009
9. Three Methods of Analysis
Three Methods of Analysis
The Goal Approach The Average Approach
– Current values are judged to be either – Compare actual results to average results
acceptable or not based on comparison with the – Above vs. Below average is not a meaningful
goal, target, budget limit, etc. “break point” in performance
– Alternate between “doing okay” and “in – Below average months are inevitable
trouble”
– Creates internal comparisons that may not be
• When “ “doing okay” ignore it
” either fair or helpful
• When “in trouble” take action – Other variations on this approach include:
• On-again, off-again approach is the complete • Best/worst result (there will always be one!)
antithesis of continual improvement.
• Best/worst result in X months
• Goals are useful as a means to improvement,
but when they become the end, to the degree of
disrupting improvement, they are a problem!
33 34
SixSigma.us March 2009 SixSigma.us March 2009
Three Methods of Analysis “To Measure or Not to Measure”
The Business Process Chart Approach Raw Monthly Number: $, Total, %
– Results are judged first on whether they Aggregate Numbers
represent a real change in the underlying Percent to Sales or Similar Business Ratio
process (special cause) or not (common
Mix of Monthly and Year to Date
cause)
Percent Changeg
– The capability of the business process is
% Change vs. Same Month Last Year
compared to any goals, targets, etc.
Year to Date Percent Increase
Take Care with Accounting Accruals/Adjustments
35 36
SixSigma.us March 2009 SixSigma.us March 2009
10. Statistical Thinking is ....
Benefits of Business Process Charting
• Improve Business Results • A philosophy of learning and action based on the
following fundamental principles:
• Make better predictions, improve credibility
– All work occurs in a system of interconnected
• Detecting real trends not “phantom”
processes,
• Learn more about processes
– Variation exists in all processes, and
• Ask more helpful questions
p q
– Understanding and reducing variation are keys
• Identify chronic opportunities for Six Sigma
to success.
• Engage Champions more in Six Sigma
• A Way of Thinking
37 38
SixSigma.us March 2009 SixSigma.us March 2009
Benefits of Statistical Thinking
What Action is Appropriate?
• Strengthens the connection between improving the
business and improving the business process
• Improve predictability and credibility
Something Important
• Defines the appropriate direction for action
• Focuses scarce resources on the right issues
•LLearn faster about processes
ft bt
I
• Engaging Champions more in Six Sigma
Last Period This Period
39 40
SixSigma.us March 2009 SixSigma.us March 2009
11. Common-Cause and Special-Cause
Variation
It Depends!
• From Common Causes
What is happening to me? What happened to me?
– Systemic, Chronic, Built-in Variation
• From Special Causes
– Sporadic, Exceptional, Atypical Variation
41 42
SixSigma.us March 2009 SixSigma.us March 2009
Appropriate Type of Action
The Special and Common Cause Spectrum
• If special causes dominant
– Isolate and address the special cause(s)
The Real World
– Don’t over-fix
• If common causes dominant
Massive Common
Special Causes
– Make a permanent change to the
p g
Cause Only
system
– Don’t tamper after at each data point
It is important to know, at any point in time,
which type of variation is dominant.
44
43 SixSigma.us March 2009 SixSigma.us March 2009
12. 0
500
1000
1500
2000
2500
3000
Individual Value
May-99
60
65
70
75
80
85
90
Jun-99 Nov-97
Jul-99
Jan-98
Aug-99
Mar-98
Sep-99
May-98
Oct-99
Jul-98
Nov-99
Dec-99 Sep-98
E
Jan-00 Nov-98
Feb-00
Jan-99
Mar-00
Mar-99
Apr-00
May-99
May-00
A
ACE
Jul-99
47
45
Jun-00
Month
Special Cause Flag
Jul-00 Sep-99
Aug-00
Nov-99
Sep-00
Jan-00
Oct-00
CONTINENTAL AIRLINES
Mar-00
Nov-00
Weather in Houston
New Product Growth
May-00
Dec-00
Jul-00
Jan-01
Feb-01 Sep-00
Growth Line
Mar-01
Nov-00
Business Metric with Special Cause
Apr-01
Jan-01
May-01
Mar-01
SixSigma.us March 2009
SixSigma.us March 2009
0
0
500
500
1000
1500
2000
2500
3000
1000
1500
2000
2500
3000
May-99 May-99
Jun-99 Jun-99
Jul-99 Jul-99
Aug-99 Aug-99
Sep-99 Sep-99
Oct-99 Oct-99
Nov-99 Nov-99
Dec-99 Dec-99
Jan-00 Jan-00
Feb-00 Feb-00
Mar-00 Mar-00
Apr-00 Apr-00
May-00 May-00
48
46
Jun-00 Jun-00
Jul-00 Jul-00
Aug-00 Aug-00
Sep-00 Sep-00
Oct-00 Oct-00
Nov-00 Nov-00
New Product Growth
New Product Growth
Dec-00 Dec-00
Jan-01 Jan-01
Feb-01 Feb-01
Growth Line
Mar-01 Mar-01
Apr-01 Apr-01
May-01 May-01
Forecast
SixSigma.us March 2009
SixSigma.us March 2009
Goal