beyond 6-sigma - a holistic approach -- 6s qualtec

8/2/2019 Beyond 6-Sigma - A Holistic Approach -- 6S Qualtec

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Improving Your Business ResultsImproving Your Business ResultsSix SigmaQualtecSix SigmaQualtec

Six Sigma Qualtec All Rights ReservedSix Sigma Qualtec All Rights Reserved June 26, 2002

BEYOND SIX SIGMA:

A HOLISTIC APPROACH TO

IMPROVING BUSINESS RESULTS

Pete Robustelli

Executive Vice President

Six Sigma Qualtec, Inc.


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How Six Sigma has been Deployed Key Elements

The Enterprise-wide Model

Differences

Agenda Overview


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Meeting Managements Expectations &

Achieving Success

The Vital Few

X1 = Senior Executive commitment and involvement

X2 = Up front planning

X3 = Project selection that makes an impact on the

bottom line of the business

X4 = Full-time Best of the Best Black Belts

X5 = Metric systems to track progress

Y = f(X)Y = f(X)


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SSQ Six Sigma Approach

66

Infrastructure

ChampionsBlack Belt

Green Belt

Yellow Belts

Tools

Measure

Analyze

Improve Control


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Key Elements

Apply MAICApply MAIC

Identify CoreIdentify Core

ProcessesProcesses

Establish ProcessEstablish Process

Control SystemsControl Systems

IdentifyIdentify

PerformancePerformance

GapsGaps

Define Mission and Vision Create Strategy Classify Core Processes and Enabling Processes Prioritize Focus Based on Strategy

Map Key Processes

Determine VOC, VOB, VOE Requirements Establish Indicators

Establish Measurement Systems Determine Baselines and Targets Characterize Gaps

Administrate PCS

Measure Analyze Improve Control


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The Six Sigma Deployment Success Strategy:

Five Workstreams

Initiative Planning

& Startup

Client is prepared togain full

benefits of Six Sigma

Executive

Training &

Onboarding

Client Executives prepared

to lead and select projects

with impact

Employee Training

& OnboardingClient is reaping initiative

benefits

Transition Training &

Implementation

Client is

prepared to train

future waves

Initiative & Project Management ActivitiesClient attains Self Sufficiency

& is Self Sustaining

Workstream

#1

Workstream

#2

Workstream

#3

Workstream

#5

Workstream

#4


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A successful six sigmaA successful six sigma

deployment requires adeployment requires a

variety of sometimesvariety of sometimes

opposing abilities to beopposing abilities to be

successful!successful!

A successful six sigmaA successful six sigma

deployment requires adeployment requires avariety of sometimesvariety of sometimes

opposing abilities to beopposing abilities to be

successful!successful!

Three Dimensions of any Deployment

Behavioral

Technical

StrategicProcess

Tools

TacticalPr

oblem

-Solving

Management

Expert

ise


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SSQ Enterprise-Wide Model

to Performance Improvement


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Enterprise-Wide Model to Performance

Improvement

Business Results: Understanding the economic relationship of

process performance to overall business results.

Customer Value Proposition and Value Chain: Maximize the

customer value proposition through GAP analysis to identify

key sources of pain.

Process Management, Improvement and Design: Maximizethe ability of your processes and people to deliver customer

value through three key methodologies (Six Sigma, Lean and

Process Management).

Develop Leadership and Human Capital: Enterprise-wide

development of human capital to enable on-going performance.


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Engagement Activities

Frame the Value Proposition

Customer's Customer

Translate the Value Proposition into ACTIONS for

Change

Create a deployment to achieve the business results

Implement Change: Process Management

MAIC

DFSS

Leadership and Human Capital Development

Partner for Growth

Review and adjust for continued value add


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Business Results

Engagement Activity:Frame the Value Proposition

Identify value enhancing opportunities focusing on

business results needed/expected

Assess and develop executive leaderships

understanding of their roles and required activities

for the DECISIONS that need to be made going

forward.

Identify and develop business performance metrics

that matter.


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Business Results

Outcomes:

Definition and measurement of interventions based

on their impact to the business results the client

values.

Communication details as appropriate for the

audience e.g., EVA at the executive level vs.project results at the BB or Team Member level.

Value concept created for all levels.


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Customer Value Proposition

& Value Chain

Engagement Activity:Translate the value

proposition into actions for change.

Map value streams ands identify critical

organization and process relationships.

Identify or create organizational performance

metrics.

Design a DEPLOYMENT to maximize the value

proposition and value chain to achieve businessresults.


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Customer Value Proposition

& Value Chain

Outcomes: Identification of client's existing metrics linked to

their Customer Value Proposition.

Map of the client's Customer Value Chain

identifying relationships among organizational units,identification of core processes and likely process

intervention areas impacting the Customer Value

Chain.

Linkage of solutions to the client's Business Resultsthrough their Customer Value Proposition and

associated processes.

I i Y B i R l


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Six Sigma Process Management,

Improvement & Design

Engagement Activity:Implement Change

Develop middle and first line leadership.

Align organization goals vertically.

Align and develop the infrastructure.

Implement process management.

Align enabling processes

Implement process improvement

I i Y B i R lI i Y B i R l


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Outcomes: Improvement culture, tool, skill and knowledge transfer from SSQ

to client personnel through training and support of Process

Management, MAIC, IMAIC, DFSS and Lean in context with the

client's Customer Value Chain.

Completed projects showing impact on the Customer Value Chainand economic return on intervention investments.

Assessment of the people developmental gaps impacting the

sustained implementation of the transferred improvement culture,

tools, skills and knowledge.

Process and infrastructure to effectively manage and leverageacross the client's organization the results and impact of SSQ

interventions.

Six Sigma Process Management,

Improvement & Design

I i Y B i R ltI i Y B i R l


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Develop Leadership & Human Capital

Engagement Activity: Develop Leadership andHuman Capital at all levels.

Initialization sessions for Executive and Senior

Management to align them on the strategies and tactics

for achieving Business Results.

Identify knowledge, skill, and ability gaps in front and

middle management necessary to implement change.

Extend and expand on current education and knowledge

management content and tools.

Develop and implement an education and trainingstrategy.

I i Y B i R ltI i Y B i R l


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Develop Leadership & Human Capital

Outcomes:

Superior on-job performance of all

employees necessary to have appropriate

return on intervention investments.

Practical mechanism for maintaininghuman performance levels well beyond the

time frame of initial implementation.

I i Y B i R ltI i Y B i R ltSi SiSi Si


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Partner for Growth

Review and confirm the value ofinterventions in achieving business

results.

Partner with mutual strengths to expandthe value proposition for both the client

and SSQ.

Improving Your Business ResultsI i Y B i R ltSi SiSi Si


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Engagement Activities Contrasted

Work Stream #1: Initiative

Planning and Start-up (MAIC)

Workstream#2: Executive

Training (MAIC, Champion)

Workstream #3: EmployeeTraining (MAIC, DFSS)

Workstream#4: Transition and

Implementation

Workstream#5: Sustained

Initiative by Client (6 Sigma)

Frame the Value Proposition:

Customer's Customer Translate the Value Proposition

into ACTIONS for Change:

Create a deployment to achieve

the business results

Implement Change:

Process Management

MAIC

DFSS

Leadership and Human Capital

Development

Partner for Growth: Reviewand adjust for continued value

add

Improving Your Business ResultsImproving Your Business ResultsSi SiSi Si


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SSQ Enterprise-Wide Model

to Performance Improvement



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Workstream #1 - Initiative Planning & Start Up

Initiative Planning

& Startup

Client

Prepared to Gain Full

Benefits of Six Sigma

Workstream #1

1. Readiness Analysis

2. Policy Deployment

3. Six Sigma Training for Finance

4. Human Resources Planning

5. Communication Plan Development

6. Awareness Training Development

7. Corporate Project Selection

8. Initial Planning Session



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Workstream #2 - Executive Training &

On-Boarding

Executive

Training &

Onboarding

Client

Executives Prepared to Lead and

Select Projects With Impact

Workstream #2

1. Senior Executive Six Sigma Training

2. Leading Six Sigma Management Training

3. Champion Training and Project Selection

Improving Your Business ResultsImproving Your Business ResultsSix SigmaSix Sigma


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Workstream #3 - Employee Training &

On-Boarding

Employee Training

& Onboarding

Client

Reaping Program Benefits

Workstream #3

1. Black Belt2. Green Belt

3. Yellow Belt

4. Design For Six Sigma



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Workstream #4 - Transition Training & Implementation

Transition Training

& Implementation

Client

Prepared to Train Future Waves

Workstream #4

1. Right to train, reproduce materials, receiveupdates, content revisions and change

notices.

2. Train-the-Trainer

3. Transition Planning



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Improving Your Business ResultsImproving Your Business ResultsSix SigmaQualtecSix SigmaQualtec Workstream #5 - Initiative / Project Management

Initiative & ProjectManagement Activities

Client

Attains Self Sufficiency

& is Self Sustaining

Workstream #5

1. Account Management/Executive Coaching

2. Evaluation and Certification System

beyond 6-sigma - a holistic approach -- 6s qualtec

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