Generic Six Sigma Overview.Short Version For Web
- 1. Six Sigma Overview Facilitated by: John Besaw
- 2. The Context Six Sigma problem solving methodology Tools Techniques Framework for Transformation Sustaining Change Assessment Activities e-Genda
- 3. A whole-systems approach that creates a culture in which everyone is continuously improving processes . Leadership’s commitment Empowered, engaged employees An action orientation Systems Thinking
- 4. “ The biggest reason for the incredible buzz about Six Sigma throughout the business community has been its astonishing success at dramatically improving a company’s bottom-line profitability .” Mikel Harry and Richard Schroeder
- 5. The Six Sigma workshop is based on an adult learning model, which respects people’s experiences. It is not intended to be “taught” but facilitated as a working session. The workshop is structured to be interactive – promoting opportunities for participants to learn from each other. Time is built in for listening, asking questions, reflecting, and sharing insights.
- 6. Six Sigma provides the Problem Solving Methodology, Tools and Techniques for making decisions and solving problems. An organization’s early success will be realized through engaged employees using an empowered approach for process improvement.
- 7. Six Sigma’s Approach Relentless quest for perfection Data-driven, fact-based decision making Focusing the best on the highest priorities Focus on Improvement of processes Rigorous alignment of actions with strategy Measuring bottom-line impact Transforming how people work
- 8. Leader’s Role Stay involved, Actively support, Train, Communicate, and Model the Way.
- 9. Orientation Fixing problems, Not - fixing blame. “ We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship.” Dr. W. Edwards Deming
- 10. Six Sigma is about Success Relentless quest for perfection Data-driven, fact-based decision making Focusing our best people on our highest priorities Improve the processes Rigorous alignment of actions with strategy Measuring bottom-line impact Transforming how people work
- 11. Six Sigma Goals and Benefits Achieve total customer satisfaction and improved operational effectiveness and efficiency Improve communication and teamwork through a common set of tools and techniques (a disciplined, repeatable methodology)
- 12. About Change 90% of all organizations have attempted some form of large scale business change 75% of these attempts fail Fortune Magazine
- 13. Six Sigma Transformation Planning Build a Shared Vision Create a Guiding Coalition Empower Broad-Based Action Generate Short-Term Wins Communicate the Vision Anchor Six Sigma in the Culture
- 14. A Journey of Excellence , not an End State Current Levels of Performance What methods will be used to get there? DMAIC DMEDI Robust Engineering Where we are at today. Where we want to be. Six Sigma How to get there? Step 1 Analyze the Gap: Review the differences between where you are and where you intend to be. Step 2 Plan the Route: Decide actions to progress from present state to future state. Step 3 Lead the Journey: Provide resources, support, train, and model the way.
- 15. The Journey Vision of Future (To Be) Current State (As Is) Gap Analysis Action Plan Implementaion Continuous Improvement
- 16. “ Emotional Rollercoaster” As Is Fear Denial Acceptance Growth Trigger Event To Be Learning Break Through Performance Anger Phase 1 Phase 2 Phase 3
- 17. A Continuous and Accelerating Process – as soon as the “Improved State” is achieved, make it the new “Current State.” R A T E O F C H A N G E TIME Improved State Transition State Current State Improved State Improved State Transition State Transition State Current State Current State
- 18. Keys to Implementation Keep Leaders Involved Align Six Sigma implementation to Business Strategy and Priorities Keep Message Simple and Clear Position as Improved Competitiveness and World Class Focus on Short-Term Results Focus on Long-Term Growth and Development Make Learning an Ongoing Activity
- 19. Action Commitment Understanding Information Steps to Action
- 20. The Knowing Doing Gap It's doing, not knowing, that makes the difference.
- 21. Translate Plan to Actions Plan Actions It’s OK to Learn by Trying 4% for the Plan 96% for Action
- 22. Strategies Vision sets the direction; teams navigate the way. Teams stimulate, coordinate and facilitate the change process. Teams maintain collaborative relationships. Teams create a climate of change. Teams are led by in-the-trenches activists.
- 23. Raise Awareness - Build Enthusiasm Leadership Team Process Owners Coaches Workers
- 24. Cost/Benefit - Cost - Benefit 1ST YEAR 2ND YEAR 3RD YEAR 4TH YEAR 10TH YEAR
- 25. Short Break
Editor's Notes
- #2: www.RapidLeanSixSigma.com www.RapidLeanSixSigma.org
- #8: The relentless quest of perfection – You’ll get the technical definition along with some examples A rigorous way to ensure our best people work on our highest priorities – This is common sense, but often hard to achieve. 6 Sigma provides the structure and rigor to consistently assure this as reality A methodology that includes highly trained dedicated personnel with an extensive set of statistical tools – We’ll cover roles and responsibilities A move to fact-based, data-driven decision-making – Finally, realize that this will require a change in our culture from the intuitive world we currently live in.
- #11: The relentless quest of perfection – You’ll get the technical definition along with some examples A rigorous way to ensure our best people work on our highest priorities – This is common sense, but often hard to achieve. 6 Sigma provides the structure and rigor to consistently assure this as reality A methodology that includes highly trained dedicated personnel with an extensive set of statistical tools – We’ll cover roles and responsibilities A move to fact-based, data-driven decision-making – Finally, realize that this will require a change in our culture from the intuitive world we currently live in.
- #16: Framework… to serve as a roadmap and help guide the way as we talk about transformation, change problems, and change strategies. Visualize your definition of ideal. Jot down your ideas of what ideal means. Assess the current conditions. Are they different from the ideal you’ve imagined? Define the gaps. What’s different between the current and ideal conditions? Plan behavior modifications. Act
- #17: For simplicity sake I have divided the “emotional rollercoaster” into 3 Phases. Phase 1 includes awareness, fear and denial. In Phase 1 people may be experiencing feelings such as frustration, resentment, fear, sadness, or anger. This is normal. Not much rational can take place during this time – emotions have taken over. Each individual moves through this phase differently. It is helpful for the employee to consider the following questions: Why am I acting this way? What is it I really think I am losing? So what do I do now? In Phase 2, individuals begin to accept change and are now ready to develop ways to adapt to it. Phase 3 is the opportunity for growth. The following questions are useful for individuals: What is really expected of me in this changed situation? What resources can I draw from to get underway? What information do I need? Where will I find support.
- #18: 8
- #19: Accountability Action Orientation Broad-based empowerment
- #22: Motivation is what happens when you take hold of an idea. Inspiration is what happens when an idea takes hold of you. -- Wayne Dyer
- #23: Teams must understand the Vision well enough to translate it into appropriate actions. Information disseminated by the team leader is respected and believed. At times, leaders must win followers one by one.
- #25: The industry experience on cost vs. benefit is shown here. Many companies come close to breaking even during the first year, as many of the projects are getting done and produce results tied to the bottom line. During the subsequent years, the benefits escalate and far outweigh the costs. There will be ongoing training costs in view of the planned turnover and ongoing training of new black belts.