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"
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
The document describes using a random forest algorithm to detect credit card fraud. It begins with an abstract that outlines analyzing a credit card dataset, applying random forest, and identifying fraud transactions with 98% accuracy. Existing methods are discussed that achieve 60-70% accuracy. The proposed system uses random forest classification to analyze the dataset, which can process large amounts of data quickly and achieve 98% accuracy. Literature on the topic is surveyed. Random forest and the system architecture are described in more detail, including modules for data collection, preprocessing, feature extraction, model evaluation and visualization of results. The random forest model achieves 98.6% accuracy, outperforming other methods. Conclusions discuss potential improvements like using more data and preprocessing techniques.
Infor participated in The BI Survey 12 with 69 customer responses. Infor performed well across several peer groups, ranking first in product satisfaction for the BI Giants peer group. It requires relatively few administrators per user and received positive customer feedback. Infor offers a flexible and user-oriented BI portfolio including reporting, dashboards, analysis and performance management tools. It competes well with large software vendors in many categories.
Webinar on Functional Safety Analysis using Model-based System AnalysisDeepak Shankar
To learn more, visit https://www.mirabilisdesign.com or email: info (at) mirabilisdesign.com.
To meet the ISO-26262 Parts 4,5,6 Requirements.
Failure Analysis, Identification and Resolution of Electronics and Software
Join Mirabilis Design for a Webinar to evaluate performance and power consumption, measure the quality of your architecture in the event of failures and, the recovery time from the failures. During this Webinar, we will demonstrate a step-by-step approach to dynamic system modeling, fault generation, and evaluation of diagnostics to cover both ISO26262-Part 4,5,6.
Using the VisualSim modeling and simulation software, we will validate and optimize the system architecture, apply failures, add diagnostics to identify the failures, and create logic to resolve the error condition. This model will be used to measure the compliance of the functional safety setup to meet the requirements of ISO26262-Part 4,5,6.
At the Webinar, we will
1. Cover hardware, software, network, RTOS and power systems.
2. Construct an architecture model of a braking system.
3. Apply failures, add methods to detect errors and algorithms to return the system to normal operation.
3. Analyze the models to meet the timing, power and functional requirements during an event of a failure.
System failure analysis plays a vital role in avoiding any real-time injuries/dangers, especially in aerospace, automotive and medical appliances. While designing the system, a proactive and systematic method to evaluate where and how the system might fail, the outcome of the failure, and how the failures can be prevented helps to consider required safety measures. This minimizes the cost, resources, and time-consumed after the occurrence of an unexpected incident.
The document discusses Driverless API, which is a software that can automate machine learning tasks like preprocessing, cleaning, and applying algorithms to large datasets within seconds. It has the ability to visualize accuracies, feature importance, and other metrics without human intervention. The API uses a 5-stage pipeline from input to output, preprocessing data efficiently and performing feature scaling. It implements classification algorithms through cross-validation and generates analysis reports and visualizations to help choose the best classifiers quickly. The document provides examples of the API's results on different datasets and discusses its potential for applications in areas like financial analysis, healthcare, and more. It concludes that automating the ML process is essential as data volumes grow exponentially.
Advanced Methods for Outlier Detection and Analysis in Semiconductor Manufact...yieldWerx Semiconductor
Advanced methods for outlier detection are important for semiconductor manufacturing. There are three main categories of outlier detection: statistical process control using control charts, supervised learning using labeled training data, and unsupervised learning using unlabeled data to find unknown anomalies. Part average testing and dynamic part average testing are key tools that compare individual devices to averages to find outliers. Outlier analysis plays a critical role in semiconductor yield monitoring systems by providing insights into process deviations affecting manufacturing yield. Semiconductor data is crucial for effective analytics and outlier detection.
This document provides an overview of a tutorial on event processing under uncertainty. It begins with an introduction that discusses how most real-world data contains some level of uncertainty and an illustrative example of using event processing to detect crimes from uncertain video surveillance and citizen reports. It then outlines the topics to be covered, including representing and modeling different types of uncertainty, and extending event processing techniques to handle uncertain event data.
The document discusses using Six Sigma methodology to reduce in-process rejections at a manufacturing unit producing wheel cylinders. It analyzes the main causes of rejection, implements solutions, and measures the results. The key defects causing rejection were identified as main bore shift and M10 damage. Solutions like correcting hydraulic leaks, improving clamping, and modifying casting processes reduced monthly rejections from 205 to 15 and increased the sigma rating from 2.92 to 3.62, saving approximately $42,780 annually.
The document describes using a random forest algorithm to detect credit card fraud. It begins with an abstract that outlines analyzing a credit card dataset, applying random forest, and identifying fraud transactions with 98% accuracy. Existing methods are discussed that achieve 60-70% accuracy. The proposed system uses random forest classification to analyze the dataset, which can process large amounts of data quickly and achieve 98% accuracy. Literature on the topic is surveyed. Random forest and the system architecture are described in more detail, including modules for data collection, preprocessing, feature extraction, model evaluation and visualization of results. The random forest model achieves 98.6% accuracy, outperforming other methods. Conclusions discuss potential improvements like using more data and preprocessing techniques.
Infor participated in The BI Survey 12 with 69 customer responses. Infor performed well across several peer groups, ranking first in product satisfaction for the BI Giants peer group. It requires relatively few administrators per user and received positive customer feedback. Infor offers a flexible and user-oriented BI portfolio including reporting, dashboards, analysis and performance management tools. It competes well with large software vendors in many categories.
Webinar on Functional Safety Analysis using Model-based System AnalysisDeepak Shankar
To learn more, visit https://www.mirabilisdesign.com or email: info (at) mirabilisdesign.com.
To meet the ISO-26262 Parts 4,5,6 Requirements.
Failure Analysis, Identification and Resolution of Electronics and Software
Join Mirabilis Design for a Webinar to evaluate performance and power consumption, measure the quality of your architecture in the event of failures and, the recovery time from the failures. During this Webinar, we will demonstrate a step-by-step approach to dynamic system modeling, fault generation, and evaluation of diagnostics to cover both ISO26262-Part 4,5,6.
Using the VisualSim modeling and simulation software, we will validate and optimize the system architecture, apply failures, add diagnostics to identify the failures, and create logic to resolve the error condition. This model will be used to measure the compliance of the functional safety setup to meet the requirements of ISO26262-Part 4,5,6.
At the Webinar, we will
1. Cover hardware, software, network, RTOS and power systems.
2. Construct an architecture model of a braking system.
3. Apply failures, add methods to detect errors and algorithms to return the system to normal operation.
3. Analyze the models to meet the timing, power and functional requirements during an event of a failure.
System failure analysis plays a vital role in avoiding any real-time injuries/dangers, especially in aerospace, automotive and medical appliances. While designing the system, a proactive and systematic method to evaluate where and how the system might fail, the outcome of the failure, and how the failures can be prevented helps to consider required safety measures. This minimizes the cost, resources, and time-consumed after the occurrence of an unexpected incident.
The document discusses Driverless API, which is a software that can automate machine learning tasks like preprocessing, cleaning, and applying algorithms to large datasets within seconds. It has the ability to visualize accuracies, feature importance, and other metrics without human intervention. The API uses a 5-stage pipeline from input to output, preprocessing data efficiently and performing feature scaling. It implements classification algorithms through cross-validation and generates analysis reports and visualizations to help choose the best classifiers quickly. The document provides examples of the API's results on different datasets and discusses its potential for applications in areas like financial analysis, healthcare, and more. It concludes that automating the ML process is essential as data volumes grow exponentially.
Advanced Methods for Outlier Detection and Analysis in Semiconductor Manufact...yieldWerx Semiconductor
Advanced methods for outlier detection are important for semiconductor manufacturing. There are three main categories of outlier detection: statistical process control using control charts, supervised learning using labeled training data, and unsupervised learning using unlabeled data to find unknown anomalies. Part average testing and dynamic part average testing are key tools that compare individual devices to averages to find outliers. Outlier analysis plays a critical role in semiconductor yield monitoring systems by providing insights into process deviations affecting manufacturing yield. Semiconductor data is crucial for effective analytics and outlier detection.
This document provides an overview of a tutorial on event processing under uncertainty. It begins with an introduction that discusses how most real-world data contains some level of uncertainty and an illustrative example of using event processing to detect crimes from uncertain video surveillance and citizen reports. It then outlines the topics to be covered, including representing and modeling different types of uncertainty, and extending event processing techniques to handle uncertain event data.
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.
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.
1. Six Sigma in Action
Ticket Accuracy
Customer Profile – 41,000 employee pharmaceutical research company
Business Problem & Impact Process Capability –fo r C 3
P C ha rt Before
The customer estimated error rate of 40% in the accuracy of 0.7
tickets logged into the client’s in-house help desk was causing
0.6 3.0S L
80 person-hours of time per month to correct.
0.5
Measure & Analyze
Proportion
0.4
Data Collection: Accuracy of logged calls was measured -
defects
0.3 P = 0.3
existing sigma (long term) was found to be 0.5 (31% defects)
Root Causes: Lack of operational definitions of the calls, 0.2
differences in agent interpretation, too many options for 0.1
classifying tickets and the accuracy of supporting databases
0.0 -3.0S
were identified as root causes.
0 10 20
Improve & Control S am p le Num b e r
Existing databases that feed the ticket system were corrected and maintenance controls were established.
The number of fields that client help desk staff had to select from was reduced, and operation definitions
were clarified and published. Sigma was increased to 2.8 and defects were reduced by 69%.
Results/Benefits
As a result of the project, the customer saved over US$26K in productivity since less time was needed to
correct ticket errors within their process.
A savings of US$26K annual to the customer!