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"
This document summarizes the use of Six Sigma to improve UNIX print server availability for GE Medical Systems. The business problem was that on average, it took 8.8 days to resolve issues when the UNIX print servers went down. The goal was to reduce the resolution time to less than 24 hours. Data collection found the main root causes were issues transferring trouble calls between teams and coordinating troubleshooting. Improvements such as standardizing print queue naming and giving users access to newer printers reduced defects from 96 to 1, helpdesk calls from 96 to 16, and resolution time from 8.8 days to less than 1 day. This saved over $25,000 and improved the response time from 9 days to less than 24 hours
This document provides an overview and agenda for a training on administration and management of Oracle SOA Suite 11g. The agenda includes sections on provisioning and configuration management, managing systems in production, transactions and fault handling, troubleshooting, and a question and answer period. It also provides information on topics like the SOA domain structure, configuration propagation, high availability architecture, management tools, production readiness, and purging data.
White Paper conducted by an independent research firm of Technology Business Research. The paper highlights IBM\'s x86 servers have been rated No 1 by its clients in customer satisfaction survey based on quality and services for the last 5 consecutive quarters.
The document outlines a program integration master plan involving multiple systems, workflows, and stakeholders. It shows the flow of information between a program office, contract office, engineering, supply chain, and production. Key elements include a program scheduling database, workflow assessments, contract changes, engineering releases, production planning, and quality control processes.
High Performance Computing: State of the IndustryIMEX Research
The document discusses the state of the high performance computing (HPC) industry. It covers key topics like HPC technologies, issues, trends and applications. Some of the main points made are:
- HPC has seen rapid progress over the past few decades in terms of performance, price reduction and target audiences. Systems have become more affordable and accessible to smaller businesses and professionals.
- Cluster computing has risen significantly, allowing organizations to build powerful systems from commodity hardware. Standardization has made HPC more mainstream.
- Major market drivers include the availability of affordable industry-standard hardware and software, as well as cluster-ready applications accelerating adoption across industries like engineering, bioinformatics and finance.
-
This talk/tutorial was one that I delivered to multiple organizations -- ranging from semiconductor houses, to start-up system vendors, to research and academic institutions, back in the 2002 time frame. As the abstract below illustrates, it captures the key essence & principles behind the router designs of two of the most popular and landmark switch/routers in our industry -- the Cisco...
Peter Lanfermann Vodafone D2 LTE deployment in GermanyErwann Thomassain
Peter Lanfermann Vodafone D2 LTE deployment in Germany - slides from the latest Amdocs InTouch Business Forum that took place in Singapore in June 2011
This document summarizes the use of Six Sigma to improve UNIX print server availability for GE Medical Systems. The business problem was that on average, it took 8.8 days to resolve issues when the UNIX print servers went down. The goal was to reduce the resolution time to less than 24 hours. Data collection found the main root causes were issues transferring trouble calls between teams and coordinating troubleshooting. Improvements such as standardizing print queue naming and giving users access to newer printers reduced defects from 96 to 1, helpdesk calls from 96 to 16, and resolution time from 8.8 days to less than 1 day. This saved over $25,000 and improved the response time from 9 days to less than 24 hours
This document provides an overview and agenda for a training on administration and management of Oracle SOA Suite 11g. The agenda includes sections on provisioning and configuration management, managing systems in production, transactions and fault handling, troubleshooting, and a question and answer period. It also provides information on topics like the SOA domain structure, configuration propagation, high availability architecture, management tools, production readiness, and purging data.
White Paper conducted by an independent research firm of Technology Business Research. The paper highlights IBM\'s x86 servers have been rated No 1 by its clients in customer satisfaction survey based on quality and services for the last 5 consecutive quarters.
The document outlines a program integration master plan involving multiple systems, workflows, and stakeholders. It shows the flow of information between a program office, contract office, engineering, supply chain, and production. Key elements include a program scheduling database, workflow assessments, contract changes, engineering releases, production planning, and quality control processes.
High Performance Computing: State of the IndustryIMEX Research
The document discusses the state of the high performance computing (HPC) industry. It covers key topics like HPC technologies, issues, trends and applications. Some of the main points made are:
- HPC has seen rapid progress over the past few decades in terms of performance, price reduction and target audiences. Systems have become more affordable and accessible to smaller businesses and professionals.
- Cluster computing has risen significantly, allowing organizations to build powerful systems from commodity hardware. Standardization has made HPC more mainstream.
- Major market drivers include the availability of affordable industry-standard hardware and software, as well as cluster-ready applications accelerating adoption across industries like engineering, bioinformatics and finance.
-
This talk/tutorial was one that I delivered to multiple organizations -- ranging from semiconductor houses, to start-up system vendors, to research and academic institutions, back in the 2002 time frame. As the abstract below illustrates, it captures the key essence & principles behind the router designs of two of the most popular and landmark switch/routers in our industry -- the Cisco...
Peter Lanfermann Vodafone D2 LTE deployment in GermanyErwann Thomassain
Peter Lanfermann Vodafone D2 LTE deployment in Germany - slides from the latest Amdocs InTouch Business Forum that took place in Singapore in June 2011
1) The BMW marketing and sales headquarters had inefficient image deployment times averaging 45 minutes and up to 1 week.
2) A new imaging server setup with 24 port switches and workstation areas reduced the average deployment time to 1 minute, saving $170,000 annually.
3) Process capability improved from 1.5 to over 2,000 with the new system and trained engineers deploying images via the dedicated server.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
The document introduces the new TPC-E benchmark for evaluating OLTP performance. It explains that the current TPC-C benchmark is over 14 years old and no longer adequately represents modern workloads and system configurations. TPC-E was created to address this by modeling a more complex brokerage firm workload with enforced constraints running on configurations similar to what clients use. Key differences between TPC-E and TPC-C include more complex database transactions and layouts as well as RAID-protected data in TPC-E. The document outlines the details of the TPC-E benchmark and discusses how it will benefit both clients and vendors.
IT-as-a-Service: Cloud Computing and the Evolving Role of Enterprise ITBob Rhubart
The document discusses Oracle Enterprise Architecture and IT-as-a-Service. It provides the NIST definition of cloud computing which describes cloud models as enabling on-demand access to shared configurable computing resources that can be rapidly provisioned. The definition notes the essential characteristics of cloud computing include on-demand self-service, broad network access, resource pooling, rapid elasticity, and measured service. It also lists the common cloud service models of SaaS, PaaS, and IaaS and deployment models of public cloud, private cloud, community cloud, and hybrid cloud. Finally, it outlines how cloud computing impacts different layers of IT architecture from a business, application, information, and technology perspective.
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"
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
NASA has increased its focus on standardized and disciplined engineering processes. SDA was developed to help NASA engineers easily follow rigorous processes with minimal overhead. It automates workflow and allows flexibility to handle exceptions. SDA supports modeling any software process, capturing best practices, and facilitating process execution and visibility for developers, teams, and managers. It has been used successfully at NASA to support processes, projects, and CMMI audits.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
The GEAE Account Image Update project aimed to improve the process of updating and replicating computer images used by GEAE end-users. The existing process took around 34.78 hours on average with extensive administration. The team implemented an automated daily Robocopy program with email notifications to transfer images. This reduced the cycle time to just 0.39 hours. The process improvement eliminated administration costs and ensured all equipment was issued with current images, resulting in estimated annual savings of $11,000.
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"
IT Portfolio Management - lower the entry barriers with LeanIXLeanIX GmbH
What are obstacles for an IT organization to implement an IT portfolio management? How can a tool help? This is the slidedeck as presented in one of our webinars.
Webinar available at: http://www.youtube.com/watch?v=FDyHp0RYq6w
LeanIX offers an innovative software-as-a-service solution for Enterprise Architecture Management (EAM), based either in a public cloud or the client’s data center.
Companies like Adidas, Axel Springer, Helvetia, RWE, Trusted Shops and Zalando use LeanIX Enterprise Architecture Management tool.
Free Trial: http://bit.ly/LeanIXDemoS
The document discusses LinkedIn's infrastructure and technical challenges in building a distributed system to support their professional social network. Key points include:
- LinkedIn needed a way to efficiently perform graph computations across billions of connections stored in a database
- Storing the data in memory provided better performance but they needed a way to keep the in-memory data synchronized with the database
- They explored various options for a "databus" system to replicate database changes to multiple graph engines in real-time without missing any events
- The solution they developed uses Oracle's row-level change tracking to capture all transaction changes and replay them asynchronously to keep the graph engines synchronized with the database.
Symposium on HPC Applications – IIT KanpurRishi Pathak
This document discusses power and energy consumption optimization techniques for high-performance computing (HPC) systems. It begins by showing graphs comparing the top 10 systems by performance on the Top500 and Green500 lists. It then discusses trends for exascale systems, including the need for higher performance per watt. The rest of the document outlines various dynamic power management techniques like dynamic voltage and frequency scaling (DVFS) and how they have been implemented on HPC systems to reduce energy usage without significantly impacting performance. It concludes by discussing NPSF's use of power optimization techniques like workload scheduling, node packing, and a feedback-driven policy engine.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
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.
More Related Content
Similar to Web Page Load Cycle Time Six Sigma Case Study
1) The BMW marketing and sales headquarters had inefficient image deployment times averaging 45 minutes and up to 1 week.
2) A new imaging server setup with 24 port switches and workstation areas reduced the average deployment time to 1 minute, saving $170,000 annually.
3) Process capability improved from 1.5 to over 2,000 with the new system and trained engineers deploying images via the dedicated server.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
The document introduces the new TPC-E benchmark for evaluating OLTP performance. It explains that the current TPC-C benchmark is over 14 years old and no longer adequately represents modern workloads and system configurations. TPC-E was created to address this by modeling a more complex brokerage firm workload with enforced constraints running on configurations similar to what clients use. Key differences between TPC-E and TPC-C include more complex database transactions and layouts as well as RAID-protected data in TPC-E. The document outlines the details of the TPC-E benchmark and discusses how it will benefit both clients and vendors.
IT-as-a-Service: Cloud Computing and the Evolving Role of Enterprise ITBob Rhubart
The document discusses Oracle Enterprise Architecture and IT-as-a-Service. It provides the NIST definition of cloud computing which describes cloud models as enabling on-demand access to shared configurable computing resources that can be rapidly provisioned. The definition notes the essential characteristics of cloud computing include on-demand self-service, broad network access, resource pooling, rapid elasticity, and measured service. It also lists the common cloud service models of SaaS, PaaS, and IaaS and deployment models of public cloud, private cloud, community cloud, and hybrid cloud. Finally, it outlines how cloud computing impacts different layers of IT architecture from a business, application, information, and technology perspective.
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"
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
NASA has increased its focus on standardized and disciplined engineering processes. SDA was developed to help NASA engineers easily follow rigorous processes with minimal overhead. It automates workflow and allows flexibility to handle exceptions. SDA supports modeling any software process, capturing best practices, and facilitating process execution and visibility for developers, teams, and managers. It has been used successfully at NASA to support processes, projects, and CMMI audits.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
The GEAE Account Image Update project aimed to improve the process of updating and replicating computer images used by GEAE end-users. The existing process took around 34.78 hours on average with extensive administration. The team implemented an automated daily Robocopy program with email notifications to transfer images. This reduced the cycle time to just 0.39 hours. The process improvement eliminated administration costs and ensured all equipment was issued with current images, resulting in estimated annual savings of $11,000.
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"
IT Portfolio Management - lower the entry barriers with LeanIXLeanIX GmbH
What are obstacles for an IT organization to implement an IT portfolio management? How can a tool help? This is the slidedeck as presented in one of our webinars.
Webinar available at: http://www.youtube.com/watch?v=FDyHp0RYq6w
LeanIX offers an innovative software-as-a-service solution for Enterprise Architecture Management (EAM), based either in a public cloud or the client’s data center.
Companies like Adidas, Axel Springer, Helvetia, RWE, Trusted Shops and Zalando use LeanIX Enterprise Architecture Management tool.
Free Trial: http://bit.ly/LeanIXDemoS
The document discusses LinkedIn's infrastructure and technical challenges in building a distributed system to support their professional social network. Key points include:
- LinkedIn needed a way to efficiently perform graph computations across billions of connections stored in a database
- Storing the data in memory provided better performance but they needed a way to keep the in-memory data synchronized with the database
- They explored various options for a "databus" system to replicate database changes to multiple graph engines in real-time without missing any events
- The solution they developed uses Oracle's row-level change tracking to capture all transaction changes and replay them asynchronously to keep the graph engines synchronized with the database.
Symposium on HPC Applications – IIT KanpurRishi Pathak
This document discusses power and energy consumption optimization techniques for high-performance computing (HPC) systems. It begins by showing graphs comparing the top 10 systems by performance on the Top500 and Green500 lists. It then discusses trends for exascale systems, including the need for higher performance per watt. The rest of the document outlines various dynamic power management techniques like dynamic voltage and frequency scaling (DVFS) and how they have been implemented on HPC systems to reduce energy usage without significantly impacting performance. It concludes by discussing NPSF's use of power optimization techniques like workload scheduling, node packing, and a feedback-driven policy engine.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
Similar to Web Page Load Cycle Time Six Sigma Case Study (20)
This document contains references to training videos related to Lean Six Sigma. It is organized into sections for the Define, Measure, Analyze, and Improve phases. Each section includes 3-4 sets of 10 video references on topics like voice of the customer, SIPOC diagrams, process mapping, data analysis techniques, problem solving tools, and process improvement methods. The videos are from sources like Gemba Academy, SigmaXL, and LinkedIn learning groups.
The document outlines the analyze phase of a Lean Six Sigma project. It includes reviewing project charter and scope, identifying and prioritizing root causes through various tools like value stream mapping, Pareto analysis, hypothesis testing, and cause-and-effect matrices. Quick wins are targeted using tools like 5S, setup reduction, and Kaizen events. The phase culminates in a tollgate review to develop potential solutions before moving to the improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, identifying quick wins, collecting baseline data, conducting an MSA, analyzing process capabilities, and documenting conclusions. The tools covered are process mapping, data collection planning, operational definitions, basic statistics, histograms, control charts, and calculating sigma levels.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
The document outlines the control phase tools and activities for a Lean Six Sigma project. It includes reviewing project documentation, validating goals and benefits, developing standard operating procedures and controls, implementing and monitoring the solution, confirming attainment of goals, identifying opportunities for replication, and transitioning the project to the process owner. Key metrics are monitored to ensure the process remains in control. Lessons learned are captured to improve future projects.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
The article discusses the lack of real strategy in most strategic plans and outlines a better strategic planning process. It argues that typical plans focus on justifying current activities rather than developing strategy. A better approach starts with defining a vision and strategic result, then identifying 3-4 strategic themes and results. Objectives and initiatives are developed to achieve these results. This ensures strategy drives operations rather than the other way around. The process results in greater employee engagement and organizational alignment around strategic priorities.
The document discusses making performance improvement strategic by starting with high-level strategic thinking and aligning initiatives with organizational goals and strategy. It recommends developing a strategic framework that includes strategic elements, objectives mapped in a strategy map, and performance initiatives to address gaps in objectives. This allows initiatives to be logically tied to vision and strategy. The approach ensures line-of-sight alignment between goals, strategy, and performance at all levels of the organization.
The document discusses how news delivery has evolved from print newspapers to online sources. It notes that newspapers represent a 20th century model where information is filtered and delivered by editors, resulting in lag between events and readers learning about them. Online news allows for more reader-based filtering and real-time updates. This evolution reflects the general shift from static, authority-based "Web 1.0" to dynamic, community-driven "Web 2.0" models of information sharing. Similarly, business performance management has shifted from static, lagging finance reports produced by analysts to interactive systems allowing up-to-date access to both financial and non-financial strategic metrics through a balanced scorecard approach. The best automation tools support this Web 2
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
The champion of a Balanced Scorecard training was struggling to explain strategic themes to employees who were unfamiliar with strategy terminology. The employees had proposed themes like "Partner with Microsoft" and "Improve Customer Satisfaction" which were more like objectives or initiatives rather than overarching themes. The consultant explains that champions must be good teachers in order to convey abstract concepts effectively. He provides examples to show that themes should be recurring patterns across an organization's strategy, not single projects or objectives, and outlines how to properly introduce the concept of themes to students.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It explains that strategy-based scorecards align employee work with organizational strategy and vision. The document outlines how to develop a strategy-based balanced scorecard including defining mission, vision, strategic perspectives and objectives. It emphasizes linking these strategic components to create organizational alignment and communicate value creation for customers.
The document discusses how organizations can integrate innovation into their overall strategy using a balanced scorecard approach. It defines breakthrough and sustaining innovation and argues both can be managed. A balanced scorecard maps objectives across financial, customer, process, and capacity perspectives to ensure innovation supports the organization's mission and vision. Innovation becomes strategic when fully integrated into planning and management through objectives, measures, and initiatives on a strategic theme map.
1. Six Sigma in Action:
Web Application Performance
Master Black Belt: Steven Bonacorsi
2. Six Sigma in Action
TEDS Systems Performance
Customer Profile - 31,000 active Training & Employee
Development System (TEDS) users – and potentially every GE
Medical Systems employee, contractor, and vendor. Process Capability Analysis for Module 2nd C
Process Capability – Before
USL
Business Problem & Impact USL
Process Data
4.00000 ST
LT
Average web page load time was 5.8 seconds. GEMS Learning Target
LSL
*
*
Mean 4.70867
Solutions General Manager Pete McCabe requested a 4 sec. Sample N
StDev (ST) 0.607092
21
average time based on general rules from other web applications, StDev (LT) 0.624410
such as the GEMS homepage. Potential (ST) Capability
Cp *
Measure & Analyze CPU
CPL
Cpk
-0.39
-0.39
*
Data Collection: Web page load time was measured. The existing Cpm *
3 4 5 6 7
process sigma was less than 1. Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance
Pp * PPM < LSL * PPM < LSL * PPM < LSL *
Root Cause: The JRun server was improperly configured not to PPU
PPL
-0.38
*
PPM > USL
PPM Total
904761.90
904761.90
PPM > USL
PPM Total
878458.02
878458.02
PPM > USL
PPM Total
871799.38
871799.38
compile data, which slowed down many processes. Ppk -0.38
Improve & Control Process Capability Analysis for Module 2nd C
Removed the Djava.compiler=none setting from JRun server, Process Capability – After USL
taking it out of debug mode and allowing it to run more USL
Process Data
4.00000 ST
Target * LT
efficiently. Load times decreased 3.1 seconds and the sigma LSL *
Mean 1.69512
increased to greater than 6. To control the process, the TEDS Sample N 52
StDev (ST) 0.276561
server was placed under the Topaz monitoring scheme, which StDev (LT) 0.325387
sends a text message alert to a pager when the page load Potential (ST) Capability
time drops below 4 seconds. Cp
CPU 2.78
*
CPL *
Results/Benefits Cpk
Cpm
2.78
*
1.0 1.5 2.0 2.5 3.0 3.5 4.0
By decreasing the web page load time of the average TEDS page Overall (LT) Capability Observed Performance Expected ST Performance Expected LT Performance
by 3.1 seconds (making it 47% faster), this frees up over $34K in Pp
PPU 2.36
* PPM < LSL
PPM > USL 0.00
* PPM < LSL
PPM > USL 0.00
* PPM < LSL
PPM > USL 0.00
*
productivity cost savings per year. Additionally, all page load times PPL
Ppk 2.36
* PPM Total 0.00 PPM Total 0.00 PPM Total 0.00
average less than 4 seconds, satisfying the main customer CTQ.
A savings of over $34,000 per year.