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SIX SIGMA SIX SIGMA
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Six Sigma

Oct 28, 2014

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Page 1: Six Sigma

SIX SIGMASIX SIGMA

Page 2: Six Sigma

How to get started with How to get started with Six Sigma?Six Sigma?

Page 3: 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

Page 4: Six Sigma

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?

Page 5: Six Sigma

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?

Page 6: Six Sigma

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?

Page 7: Six Sigma

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

Page 8: Six Sigma

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

Page 9: Six Sigma

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

Page 10: Six Sigma

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

Page 11: Six Sigma

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

Page 12: 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

Page 13: Six Sigma

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

Page 14: Six Sigma

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

Page 15: Six Sigma

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

Page 16: Six Sigma

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

Page 17: Six Sigma

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

Page 18: Six Sigma

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

Page 19: Six Sigma

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

Page 20: Six Sigma

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

Page 21: Six Sigma

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)

Page 22: Six Sigma

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

Page 23: Six Sigma

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

Page 24: Six Sigma

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

Page 25: Six Sigma

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

Page 26: Six Sigma

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

Page 27: Six Sigma

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

Page 28: Six Sigma

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

Page 29: Six Sigma

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.

Page 30: Six 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

Page 31: Six Sigma

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

Page 32: Six Sigma

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