October 2008 Process Improvement John Rodgers, Managing Director, SSA & Company
October 2008
Process ImprovementJohn Rodgers, Managing Director, SSA & Company
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Who We AreWho We Are
Developed in the 1980s, Six Sigma was created on the revolutionary premise that higher quality should lead to lower costs
• For most businesses, the cost of poor quality represents 15-25% of revenues in rework, customer service, Q&A, etc
In 1994, SSA was founded by the progenitors of Six Sigma to deploy at F100 companies
• Started with deployments at GE, Allied-Signal, Dow, and Ford
In 2004, SSA welcomed new investors/managers to its team
• Former CEOs of Hyatt, Office Depot, Goldman Sachs (Vice-Chair)
As the longest operating Six Sigma consulting/training firm, SSA has proof-tested our approach for success
• Developing skills to solve business problems vs. ordinary corporate training
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Client ImpactClient Impact
$277 million 2 years
Source: Company annual reports, 10-Ks
Financial Benefits Time Frame
$750 million 4 years
$1.7 billion 3 years
$1.7 billion 3 years
$3.0 billion 4 years
$4.0 billion 4 years
$12 billion 5 years
$3.5 billion 7 years
Quantitative Results Cultural Impact
Yesterday…“Six Sigma has created the biggest opportunity for growth, increased profitability, and individual employee satisfaction in the history of our company”Jack Welch, former CEO GE
…and Today
“Toyota Financial Services is using SPM to compliment our existing Kaizen program to accelerate growth in what is already a world-class culture”George Borst, President Toyota Financial Services
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Healthcare IndustrialConsumer
FinancialTechnologyEnergy
…As Well as a Broad Range of the F500…As Well as a Broad Range of the F500
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Six Sigma EvolutionSix Sigma Evolution
Copyright (c) 2006Six Sigma Academy International, LLCAll rights reserved; for use only in compliance with SSA license.
1980 1990 2000 2008
Originated in Motorola
Six Sigma Academy founded by Dr. Mikel
Harry
Six Sigma Commercialized –GE and Allied Signal Deployed
Deployed in variety of service industries,
including Merrill Lynch Emerging in Healthcare,
Insurance and Other Professional
Services
Not just for manufacturing anymore!!
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What is Six Sigma?What is Six Sigma?
“Six Sigma is a defined and disciplined business methodology to increase customer satisfaction and profitability by streamlining
operations, improving quality and eliminating defects in every process company-wide.”
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The Premise: Cost of Poor QualityThe Premise: Cost of Poor Quality
Cost of Poor Quality PPM Sigma Level
30-40% revenue 308,537 2σ
20-30% revenue 66,807 3σ
15-20% revenue 6,210 4σ
10-15% revenue 233 5σ
less than 10% revenue 3.4 6σ
Non-competitive
Industry average
World class
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Is 99% Good Enough?Is 99% Good Enough?
“Voice Of Customer” data should drive process performance
99% Good (3.8 Sigma) 99.99966% Good (6 Sigma)
20,000 lost articles of mail/hour Seven articles lost per hour
Unsafe drinking water for almost 15 minutes each day
One unsafe minute every seven months
5,000 incorrect surgical operations per week
1.7 incorrect operations per week
Two short or long landings at most major airports each day
One short or long landing every five years
200,000 wrong drug prescriptions each year
68 wrong prescriptions per year
No electricity for almost seven hours each month
One hour without electricity every 34 years
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Can We Inspect Our Way To Six SigmaCan We Inspect Our Way To Six Sigma
Task: Count the number of times the 6th letter of the alphabet appears in the following
text.
The necessity of training farm hands for first class farms in the fatherly handling of farm live stock is foremost in the eyes of farm owners. Since the forefathers of the farm owners trained the farm hands for first class farms in the fatherly handling of farm live stock, the farm owners feel they should carry on with the family tradition of training farm hands of first class farmers in the fatherly handling of farm live stock because they believe it is the basis of good fundamental farm management.
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A Good Process Involves A Holistic ViewA Good Process Involves A Holistic View
S
Suppliers
I
Inputs
O
Outputs
C
Customers
P
Process
Start with understanding the process from the customer’s perspective…
…Improve by adjusting key process inputs and flow
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Data Is The Foundation Of The Six Sigma Data Is The Foundation Of The Six Sigma
Data is used to classify, describe, improve, or control objects, situations, or phenomenon
Levels of Analysis:1. We only use experience, not data
2. We collect data, but just look at the numbers
3. We group the data so as to form charts and graphs
4. We use census data with descriptive statistics
5. We use sample data with descriptive statistics
6. We use sample data with inferential statistics
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The RolesThe Roles
• Provides executive oversight for all Six Sigma activities
• Controls resources within the functional group
• Drives the Six Sigma initiative• Subject matter
expertise as needed
• Owns project cluster• Breaks down barriers that
prevent project progress• Review projects• Drives projects to
completion• Communication
• Owns the Six Sigma Project• Leads Project Team• Reports progress to
Project Champion • Deployment Support• DMAIC Instruction• DMAIC Mentoring
BusinessChampionBusinessChampion
Team Members
Team Members
Project ChampionProject
Champion CoachesCoaches
BlackBelt
BlackBelt
Deployment Champion
Deployment Champion
• Set Six Sigma Strategy• Build Infrastructure• Support Overall Deployment
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Reducing Variation Reducing Variation
Typically A Few Process Input Variables Have An Extraordinary Influence On The Process Output
The basic premise of variation reduction is that sources of variation can be:
Identified
Quantified
Eliminated or controlled
Managing Process Inputs …
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Variation vs. AveragesVariation vs. Averages
Example 1: Average time to approve is 45 days, most accounts approved between 35 and 55 days
Example 2: Average time to approve is 45 days, most policies approved in no more than 47 days
Average Tells Little About The Customer Experience
Output Variation30 45 60
Account Approval Process ExampleMean
Example #1
Example #2
Days
*
* Represents fabricated example
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Process EntitlementProcess Entitlement
Use LSS to shift overall performance to Entitlement, drivingshort-term improvements in cost and quality
Only after the Entitlement is achieved should significant investments be made in process redesign or technology
MeanEntitlementPerformance
Shift
Upper Specification Limit
Output Variation30 45 60Days
* Represents fabricated example
Account Approval Process Example *
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Improving PerformanceImproving Performance
Off-Target Variation
On-Target
CenterProcess
Reduce Spread
X XXX
XXXXX
XX
X X
X
X
X
XX
X
X
XXX
XX
XXXX
XXXXXXX XX
Copyright (c) 2006Six Sigma Academy International, LLCAll rights reserved; for use only in compliance with SSA license.
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Dynamics Of Execution StrategyThe Funnel EffectDynamics Of Execution StrategyThe Funnel Effect
Optimized Process
Define Phase
Measure
Phase
Analyze
Phase
Improve
Phase
Control
10 – 15 Xs
8 – 10 KPIVs
4 – 8 Key KPIVs
3 – 6 Key KPIVs
30 – 50 Inputs (X)
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DMAIC MethodologyDMAIC Methodology
Select Output CharacteristicsDefine Performance Standards
Define
Determine Process CapabilityImplement Process Controls
Control
Discover Variable RelationshipsEstablish Operating TolerancesValidate Measurement System
Improve
Identify Variation SourcesScreen Potential Causes
Analyze
Validate Measurement SystemEstablish Process CapabilityDefine Performance Objectives
Measure
ANALYZE
MEASURE
DEFINE
CONTROL
IMPROVE
IDENTIFY PROJECTS
STANDARDIZE / LEVERAGE SOLUTIONS
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Process Improvement Under Attack!!Process Improvement Under Attack!!
Why Six Sigma Is on the DownslopeHarvard Business Online - January 10, 2008
3M's Innovation CrisisBusiness Week – June 11, 2007
Six Sigma: So Yesterday?Business Week – June 11, 2007
Debate: Six Sigma vs. InnovationBusiness Week – February 27, 2007
Is Six Sigma a hard-sell now?Chief Executive Magazine - Oct/Nov 2007
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“We couldn’t deploy Six Sigma the same way today as we did at GE in the 90’s. Business environments have changed significantly since then.”
– Jack Welch
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Why GE’s model is outdatedWhy GE’s model is outdated
New opportunities:
• Availability of information (financial, operating data)
• More autonomy and leverage at lower levels in the organization
• Well developed frameworks and tools
• Existing capabilities and skills enable jump-start to revitalize and customize process improvement efforts
New challenges:
• Existing operations are leaner –firms can’t support initiatives with armies
• Less top-down command and control from the C-suite
• Need results faster
• Risk-averse management
• Customers demanding better products, for less, faster…you only get one shot!
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A Revolution in Process Management:The New PrioritiesA Revolution in Process Management:The New Priorities
Alignment
• Everyone understands company strategy and methods to achieve it
1 Rapid Improvement
• No 5-year plans
• CEO and Board want change ASAP
• 30- to 90-day results
2 Employee Engagement
• Flexible processes
• Custom training
• Employee input
3
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Strategic Process Management(SPM)
A New Model to Meet Today's Business EnvironmentA New Model to Meet Today's Business Environment
Business Relationship Map (BRM)• Identify core
process• Assess cost,
time, quality metrics
• Craft fact-based roadmap
Rapid Improvement Project (RIP)• Attack critical
processes• 60- to 90-day
projects• Clearly defined
goals• Integrated LSS
framework
On Demand Training• Flexible,
responsive• Program
management• Just-In-Time• Create culture of
process improvement
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SPM Engagement ModelSPM Engagement Model
SCOPE EXECUTE ROLL OUT & SUSTAIN
1 week 60-90 days 3-12 monthsFinancial impact accrues
• Develop BRM• Understand how
processes add business value
• Align strategy and processes
• Conduct RIPs to improve processes in a systematic way
• Align organization/ engage employees
• Replicate across small number of value streams
• Develop roadmap• Add more BU’s,
locations, etc.• Foster continued
improvement culture• Train and coach
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SSA & Company630 Fifth Ave., Suite 1900
New York, NY 10111Tel. (212) 332-3797www.ssaandco.com