Post on 28-Oct-2014
description
SIX SIGMASIX SIGMA
How to get started with How to get started with Six Sigma?Six Sigma?
Leaders must be committed Leaders must be committed on two levels:on two levels:
Must commit company resources Must commit company resources to help the Six sigma initiative to to help the Six sigma initiative to succeedsucceed
Must commit their time and Must commit their time and energy to actively promote the energy to actively promote the initiativeinitiative
Are you and your company Are you and your company ready?ready?
Does your company have a clear Does your company have a clear strategic course?strategic course?
Are the people in your company Are the people in your company ready and willing to accept and ready and willing to accept and react to changes?react to changes?
How effectively does your How effectively does your company focus on meeting company focus on meeting customer expectations?customer expectations?
Are you and your Are you and your company ready?company ready?
Are you ready to begin measuring Are you ready to begin measuring the defect levels and yields for each the defect levels and yields for each service, product and process?service, product and process?
Are you ready reducing defect rates Are you ready reducing defect rates by at least 50 percent over time?by at least 50 percent over time?
Are you ready to begin looking at Are you ready to begin looking at how much you spend in fixing how much you spend in fixing mistakes- the cost of poor quality?mistakes- the cost of poor quality?
Are you and your company Are you and your company ready?ready?
Are you ready to reduce the cost Are you ready to reduce the cost of poor quality by 25 percent of poor quality by 25 percent over time?over time?
Are you ready to reduce your Are you ready to reduce your process cycle times by 50 percent process cycle times by 50 percent over time?over time?
RequirementsRequirements Find out how well your people Find out how well your people
understand Six Sigma by asking them if understand Six Sigma by asking them if they are familiar with any of the they are familiar with any of the following statistical tools:following statistical tools: Check sheet: a list of check-off items for Check sheet: a list of check-off items for
quick and easy collection of data in a simple, quick and easy collection of data in a simple, standardized formatstandardized format
Histogram: a bar for displaying the frequency Histogram: a bar for displaying the frequency of data in subgroups or categoriesof data in subgroups or categories
Brainstorming: a method for getting people Brainstorming: a method for getting people to openly exchange ideas for specific to openly exchange ideas for specific problems or opportunitiesproblems or opportunities
RequirementsRequirements Find out how well your people Find out how well your people
understand Six Sigma by asking them understand Six Sigma by asking them if they are familiar with any of the if they are familiar with any of the following statistical tools:following statistical tools: Process mapping: a graphical view of your Process mapping: a graphical view of your
process steps for a given situation, process steps for a given situation, showing inputs and outputs and flowshowing inputs and outputs and flow
Pareto chart: a bar graph used to break Pareto chart: a bar graph used to break down a problem into the relative down a problem into the relative contributions of its components, to contributions of its components, to identify the vital few elements on which identify the vital few elements on which you should focusyou should focus
RequirementsRequirements
Find out how well your people Find out how well your people understand Six Sigma by asking understand Six Sigma by asking them if they are familiar with any them if they are familiar with any of the following statistical tools:of the following statistical tools: Run chart: a chart that displays any Run chart: a chart that displays any
given measurement over a specified given measurement over a specified time sequencetime sequence
Cause and effect diagram: a figure Cause and effect diagram: a figure used to identify and classify causes used to identify and classify causes of a given effectof a given effect
Key PlayersKey Players
Roles of the executive leadersRoles of the executive leaders Decide to do Six sigma and to Decide to do Six sigma and to
publicly endorse it and promote it publicly endorse it and promote it throughout the organizationthroughout the organization
Need to actively display confidence Need to actively display confidence in the people charged with making in the people charged with making it workit work
Must show integrityMust show integrity
Should be models of patienceShould be models of patience
Key PlayersKey Players
Roles of the ChampionsRoles of the Champions Senior-level manager who promotes the Senior-level manager who promotes the
Six Sigma methodology throughout the Six Sigma methodology throughout the company and especially in functional company and especially in functional groupsgroups
A champion should be a senior manager A champion should be a senior manager who:who:
Understands at least the basics about the tools Understands at least the basics about the tools and techniques used in Six Sigmaand techniques used in Six Sigma
Understands and supports Six SigmaUnderstands and supports Six Sigma
Key PlayersKey Players
Roles of the Champions:Roles of the Champions: A champion should be a senior A champion should be a senior
manager who:manager who: Has direct access to other senior Has direct access to other senior
managersmanagers
Is responsible for the area that is the Is responsible for the area that is the focus of the Six Sigma projectfocus of the Six Sigma project
Is able to remove barriers for the team Is able to remove barriers for the team and committed to doing soand committed to doing so
Key PlayersKey Players Roles of the Champions:Roles of the Champions:
Champions are responsible for Champions are responsible for monitoring and managing each critical monitoring and managing each critical element in a Six Sigma projectelement in a Six Sigma project
Champions select black belt candidates; Champions select black belt candidates; identify project areas, and establish clear identify project areas, and establish clear and measurable goals for projectsand measurable goals for projects
Champions are ultimately responsible for Champions are ultimately responsible for the Six Sigma projectthe Six Sigma project
Champions should do whatever it takes Champions should do whatever it takes to support the black beltsto support the black belts
Key PlayersKey Players
Roles of the Master Black BeltsRoles of the Master Black Belts The master black belt: Expert in Six The master black belt: Expert in Six
Sigma tools and tactics and a Sigma tools and tactics and a valuable resource in terms of valuable resource in terms of technical and historical expertisetechnical and historical expertise
Ensures that the necessary Ensures that the necessary infrastructure is in place and that infrastructure is in place and that black belts are trainedblack belts are trained
Focuses 100 percent of his efforts Focuses 100 percent of his efforts on business improvementon business improvement
Key PlayersKey Players
Roles of the Master Black BeltsRoles of the Master Black Belts Has the ability to skillfully facilitate Has the ability to skillfully facilitate
problem-solving without actually problem-solving without actually taking over a projecttaking over a project
Coordinates and collaborates with Coordinates and collaborates with the executive managers, and the executive managers, and particularly with the championsparticularly with the champions
Key PlayersKey Players
Roles of the Black BeltsRoles of the Black Belts Lead a team on a selected project on a full-Lead a team on a selected project on a full-
time basis, working strictly on defining, time basis, working strictly on defining, measuring, analyzing, improving, and measuring, analyzing, improving, and controlling processes to reach desired controlling processes to reach desired outcomesoutcomes
Trained to be technical leaders in using Six Trained to be technical leaders in using Six Sigma tools and methods to improve qualitySigma tools and methods to improve quality
By applying Six Sigma statistical tools in By applying Six Sigma statistical tools in tandem with critical data, they can mine tandem with critical data, they can mine hidden dollarshidden dollars
Key PlayersKey Players
Roles of the Green BeltsRoles of the Green Belts Assist Black Belts in their Assist Black Belts in their
functional areafunctional area
Apply Six Sigma tools to examine Apply Six Sigma tools to examine and solve chronic problems on and solve chronic problems on projects within their regular jobsprojects within their regular jobs
Help Black Belts in collecting, Help Black Belts in collecting, analyzing data, running analyzing data, running experiments, or doing other experiments, or doing other important tasks in a projectimportant tasks in a project
Key PlayersKey Players
Roles of the Project Team Roles of the Project Team membersmembers Employees who work as members of Employees who work as members of
project teamsproject teams
Come fromvarious functions and Come fromvarious functions and work part time on projectswork part time on projects
Have the least training in Six SigmaHave the least training in Six Sigma
Are accountable as individuals and Are accountable as individuals and together for specific taskstogether for specific tasks
Recognition and RewardsRecognition and Rewards
The executive team should create The executive team should create rewards that employees can earn rewards that employees can earn in the short term for exceptional in the short term for exceptional efforts and rewards for team efforts and rewards for team members who meet their members who meet their indivdual and team goalsindivdual and team goals
Roles of the ConsultantsRoles of the Consultants
May help you start with Six May help you start with Six SigmaSigma
Should be focused on knowledge Should be focused on knowledge transter, on showing how to solve transter, on showing how to solve problems throughout the most problems throughout the most effective methods and fix process effective methods and fix process defects with the right toolsdefects with the right tools
Role of the ControllerRole of the Controller Crucial to get advance buy-in from your Crucial to get advance buy-in from your
controllercontroller
Need to be operating from the same Need to be operating from the same monetary baseline:monetary baseline: Need to agree on how you distinguish between Need to agree on how you distinguish between
hard dollars and soft dollarshard dollars and soft dollars
Hard dollars: savings that are tangible and Hard dollars: savings that are tangible and quantifiable ( reduced hours, reduced quantifiable ( reduced hours, reduced inventory levels,..)inventory levels,..)
Soft dollars: savings that are intangible Soft dollars: savings that are intangible expenses that you avoid ( such as not expenses that you avoid ( such as not increasing hours, inventory, or physical increasing hours, inventory, or physical workspace)workspace)
CommunicationCommunication Should explain Six SigmaShould explain Six Sigma
Should explain why the organization Should explain why the organization is implementing Six Sigmais implementing Six Sigma
Should list the business goals the Should list the business goals the executive managers have set for the executive managers have set for the initiativeinitiative
Should outline the deployment planShould outline the deployment plan
Should make the point that Six Sigma Should make the point that Six Sigma depends on all team membersdepends on all team members
Deployment PlanDeployment Plan Workshops for the executive teamWorkshops for the executive team
Workshops for the championsWorkshops for the champions
Selection of initial projectsSelection of initial projects
Selection of black belt and green belt Selection of black belt and green belt candidatescandidates
Training for finance personnelTraining for finance personnel
Training for potential black belt and Training for potential black belt and green belt candidatesgreen belt candidates
Deployment PlanDeployment Plan
Goals for the initiativeGoals for the initiative
Strategy for the initiativeStrategy for the initiative
Roles of executive team Roles of executive team members, champions, master members, champions, master black belts, and black beltsblack belts, and black belts
Criteria for selecting projectsCriteria for selecting projects
Deployment PlanDeployment Plan
System for evaluating and System for evaluating and prioritizing project ideasprioritizing project ideas
System for tracking projectsSystem for tracking projects
Reward and recognition planReward and recognition plan
Communication planCommunication plan
TrainingTraining
For Executives:For Executives: Executive workshop including:Executive workshop including:
An overview of Six SigmaAn overview of Six Sigma
A review of case studiesA review of case studies
A definition of the roles of executive A definition of the roles of executive team membersteam members
A discussion of deployment strategiesA discussion of deployment strategies
An exploration of scientific tools and An exploration of scientific tools and methodsmethods
TrainingTraining
For Executives:For Executives: Executive workshop including:Executive workshop including:
A presentation of statistical analysis A presentation of statistical analysis and measurementsand measurements
A discussion of management controlsA discussion of management controls
Development of a draft deployment planDevelopment of a draft deployment plan
An identification of areas to target for An identification of areas to target for improvement and the champions of improvement and the champions of these areasthese areas
TrainingTraining
For Executives:For Executives: Workshop of 3 to 5 days for the Workshop of 3 to 5 days for the
people identified as champions people identified as champions during the executive workshopduring the executive workshop
TrainingTraining
For Champions:For Champions: Training provides the managerial and Training provides the managerial and
technical knowledge necessary to plan technical knowledge necessary to plan and implement Six Sigma and mentor and implement Six Sigma and mentor black beltsblack belts
Training covers the principles, tools, and Training covers the principles, tools, and applications of Six Sigma, including applications of Six Sigma, including deployment tactics and strategies for deployment tactics and strategies for establishing metrics, selecting black belts establishing metrics, selecting black belts and projects, and implementing Six and projects, and implementing Six Sigma.Sigma.
TrainingTraining
For Black BeltsFor Black Belts Training should be thorough but Training should be thorough but
not overwhelmingnot overwhelming
A tool should be taught before the A tool should be taught before the training participants need to use ittraining participants need to use it
Goal: Create an independent Goal: Create an independent thinker, technical leaders, advanced thinker, technical leaders, advanced practitioners and teachers of Six practitioners and teachers of Six SigmaSigma
TrainingTraining
For Black BeltsFor Black Belts Need for the onsite support of an Need for the onsite support of an
experienced master black belt that experienced master black belt that can guide and coach the black belt can guide and coach the black belt candidates and work with candidates and work with champions to help overcome champions to help overcome barriers and obstaclesbarriers and obstacles
TrainingTraining
For Green BeltsFor Green Belts Receive training in the Receive training in the
methodology, so they can help and methodology, so they can help and support the black beltssupport the black belts
Develop their technical knowledge Develop their technical knowledge to the point that they become local to the point that they become local experts at solving problemsexperts at solving problems