Six Sigma Simplicity - PowerPoint Presentation

Slide1

Six Sigma Simplicity

“85% of the reasons for failure to meet customer requirements are related to deficiencies in systems and processes…rather than the employee. The role of management is to change the process rather than badgering individuals to do better.”- W. Edwards Deming (1900 -1993)

An Introduction to Process ImprovementSlide2

Agenda

What is Lean Six Sigma?Why are we using it?How are we deploying it?L6S Roles and ResponsibilitiesDMAIC phasesSix Sigma SimplicitySlide3

History of Lean Six Sigma

Began in 1979 at Motorola – Art Sundry at a management meeting – “The real problem at Motorola is that our quality stinks”Initiative was designed to help a business anticipate problems, not just react to them (Saved $2.2 billion over 4 years with Six Sigma)Lean began with Ford – then Toyota – emphasis was on improving efficiency by optimizing flow – based on Toyota Production SystemIn the 1980’s it was named “Lean Production” because of the focus on removing wasteIn the late 1990’s Allied Signal and Maytag independently developed curriculum including aspects of Lean and Six SigmaThe goal of combining these programs was to reduce waste and cost while improving quality

Six Sigma SimplicitySlide4

Who Has Used Lean Six Sigma?

GE – operating margin improvement of 16.7% in 3 yearsAllied Signal - $2 billion in cost savings in 5 yearsRaytheon - $1 billion annuallyMotorola - $500 million annuallyCaterpillar - revenue grown of 80% in 4 yearsOther examples:Amazon.comBank of AmericaGIECOChaseCSXThousands more…

Six Sigma SimplicitySlide5

Common Objections to Lean Six Sigma

Just another flavor of the month – here today, gone tomorrow Too costly to implementNot effective – have heard horror storiesIt can be done without a formal program or structureIt’s another way to reduce headcountIt’s only theorySix Sigma SimplicitySlide6

Top Ten Ways Lean Six Sigma Programs Fail

Make sure senior management is only lightly involvedChoose the least-experienced employees to become ‘Black Belts’Select a Lean Six Sigma training company based on cost, not credentials (in other words, skimp on training)Select projects that are not aligned with your core business strategySelect very low-value, low-impact projectsAssign projects then forget about them

Provide everyone in the company with Six Sigma awareness training, then walk away

Think of Lean Six Sigma as a collection of projects rather than business transformation efforts

Expect results in short periods of time – patience is a virtue

Only expect operational improvements – customers may or may not ever feel the improvements

Six Sigma SimplicitySlide7

Lean concepts came from the Toyota Production System, translated through teachings of Ohno and Shingo

The goal of Lean is to:Eliminate waste (muda) such that you are only doing value added workValue added is defined as:Customer recognizes the value (willing to pay for it)Changes the product in a desired mannerProcesses that are done right the first time

What is

Lean?

Six Sigma SimplicitySlide8

Sigma is a letter in the Greek Alphabet

Sigma is a symbol which shows the degree of variation in a process (standard deviation)The goal of a Six Sigma capable process is to:Minimize variation Center the processThe degree of acceptable variation in a process depends on knowing the target.

Do you know where your target is?

What is

Six Sigma

(

)

?

How close are you to meeting your target?

Six Sigma SimplicitySlide9

Why Combine Lean and Six

Sigma?Simple:Common SenseReduction of wasteReduction of variationReduced operating costsComplex:Vision & strategic approachMethodology that aligns improvements to strategic objectives & utilizes aggressive goal-setting to drive real bottom-line financial improvementTool for: customer focus,

continuous

improvement, p

eople involvement, operational excellence

Six Sigma Simplicity

Slide10

What Lean Six Sigma Is / Isn’t

What it isn’tA here today/ gone tomorrow approachThe only way to solve a problemOnly applicable in manufacturing industryWhat it isA data-driven methodology focused on bottom-line resultsA methodology focused on driving out waste and variation to improve efficiencyCulture focus on optimizationStructured approach to what we’re already doingSix Sigma SimplicitySlide11

It’s About Changing Mentality / Mindset

Traditional way of thinkingProblem = Trial and Error SolutionThis way can be painful, and is not always based on fact, leading to unforeseen consequencesNo view of upstream or downstream impactsLean Six Sigma way of thinkingPractical Problem translated to a statistical problem, which is solved by a statistical solution, and then translated to a practical solutionData-driven solutions that have long-lasting and meaningful impact to problemsSix Sigma SimplicitySlide12

Lean Six Sigma Way of

Thinking (Stevedoring)Reduce vessel start times from 24 minutes to 15 minutesPractical ProblemStatistical Problem

Statistical Solution

Practical Solution

Vessel Start times are slower than expected

The assignment of the first move is statistically significant to vessel start times

First move for UTRs given at gate entrance, instead of at vessel

Six Sigma SimplicitySlide13

Types of Problems

You Will Normally SolveSimpleComplex

How many times have you heard this?

“I

feel

the

problem is…”

Changing the Decision-Making Processes

Decision-Making

Growth Path

Intuition, gut feel, I think …

We have Raw Data and look at it.

We make graphs/charts of the data.

We use advanced statistical tools to evaluate the data.

Six Sigma SimplicitySlide14

Removal of waste to reduce time to execute processes

Improving performance by flawless executionAchieving rapid breakthrough improvementApplying advanced breakthrough tools that workMaking a positive and deep cultural changeUltimately –“Getting Real Financial Results”Lean Six Sigma FocusSix Sigma SimplicitySlide15

Agenda

What is Lean Six Sigma?Why are we using it?How are we deploying it?L6S Roles and ResponsibilitiesDMAIC phasesSix Sigma SimplicitySlide16

Why now?

Burning PlatformThe slow-moving economy is keeping volumes lowIn some regions, market share is shrinking compared to our competitionMarket competition is driving down ratesIncreased pressure from union’s are driving up labor costsCustomer wants things performed fasterSix Sigma SimplicitySlide17

Why we are doing this…

Reduce daily firefighting, increase in strategic-thinkingImprove profitability of business unit through more targeted projectsProvide management tools that can be applied at all levels of the businessCreate a continuous improvement business cultureIdentify a baseline for future improvementsSix Sigma SimplicitySlide18

Why we are doing

this… (cont’d)Increase data exchange and communication between Management/ Operations/ Shared Service Center… It’s a Team Sport !Support your business to succeed and ultimately… Save

/ Make Money

!

Six Sigma SimplicitySlide19

What does it mean to implement Lean Six Sigma?

Setting clear expectations for breakthrough in business executionAchieving excellence through process characterization, optimization, and controlCreating a “One Company” approach to drive performance breakthroughs Same roadmap Same toolsSame languageDriving improvement from facts

Six Sigma SimplicitySlide20

Our Common Enemy

VariationCommon causeIs present in every process Is produced by the process itself (the way we do business)Special causeUnpredictableCaused by unique disturbances or a series of themWasteThe 7 types of waste:Defects, Over-production, Transportation, Waiting, Inventory, Motion, ProcessingWaste is so often right in front of us that we don’t always see it!

Six Sigma SimplicitySlide21

Business Impacts of Variability

Prevention CostsEducation and trainingSafetyControlling processes Appraisal CostsIncoming inspectionMaintenance and calibration of equipmentProcess auditsInternal Failure

Incorrect gate transactions

Wrong boxes out gate

Rework

Re-inspection

Late Start Times

External

Failures

Processing customer inquiries

Incurring

penalties/claims

Lost sales

Six Sigma SimplicitySlide22

Statistical Measures of Distribution

Measures of the Center of DataMean: Arithmetic average of a set of valuesMedian: Reflects the 50% rank - the center number after a set of numbers has been sortedMeasures of the Spread of DataRange: the distance between the extreme values of a data set (Highest - Lowest)

Variance

( ):

the Average Squared Deviation of each data point from the Mean

Standard Deviation ( ):

the Square Root of the Variance









Six Sigma SimplicitySlide23

Distribution Shape: Normal

The Normal Distribution is a distribution which has certain consistent propertiesThese properties are very useful in our understanding of the characteristics of the underlying system from which the data were obtainedMany natural phenomena and most processes can be adequately represented by a normal distributionSix Sigma SimplicitySlide24

The Normal Distribution

Property 1: A normal distribution can be described completely by knowing only the : mean and standard deviation

Distribution 1

Distribution 2

Distribution 3

What is the difference between these normal distributions?

Six Sigma SimplicitySlide25

The Normal Curve and Probability Areas

Property 2: The area under the curve can be used to estimate the probability of certain “events” occurring

4

3

2

1

0

-

1

-

2

-

3

-

4

# of standard deviations from the mean

40%

30%

20%

10%

0%

95%

Frequency

99.7%

68%

Cumulative probability of obtaining a value between two values

Six Sigma SimplicitySlide26

Voice of The Customer

Voice of The Process

USL

LSL

Taking 6 Sigma One Step Further

Compares

the

Voice of the Process

to the

Voice of the

Customer

Upper Spec Limit (USL) & Lower Spec Limit (LSL) come from the Customer

Six Sigma SimplicitySlide27

Dissecting

Capability

LSL

USL

Waste/defects

resulting in additional cost

Process

Distribution

Environment

Process

Variation

Material / Component Variation

Measurement Variation

Six Sigma SimplicitySlide28

U

p

p

e

r

S

p

e

c

L

o

w

e

r

S

p

e

c

s

s

s

s

s

s

3 Sigma Process

Six Sigma SimplicitySlide29

Lower Spec

Upper Spec

s

s

s

s

s

s

s

s

s

s

s

s

6 Sigma Capability (in Red)

Recall: this is 3 Sigma Capability

Six Sigma SimplicitySlide30

Visualizing

– Which is Better? Why?

4

3

2

1

0

-

1

-

2

-

3

-

4

0

.

4

0

.

3

0

.

2

0

.

1

0

.

0

Lower Spec. Limit

Upper Spec. Limit

3 Sigma

8

6

4

2

0

-

2

-

4

-

6

-

8

0

.

4

0

.

3

0

.

2

0

.

1

0

.

0

Lower Spec

Limit

Upper Spec.

Limit

6 Sigma

Six Sigma SimplicitySlide31

Terminal X - Vessel Start Capability (Before)

Six Sigma SimplicitySlide32

Terminal X - Vessel Start Capability (After)

Six Sigma SimplicitySlide33

Waste

Goal - Eliminate downtime (waste) such that you are only doing value added workThe common types of waste:Defects - incorrect data entry, inspectionOver production - preparing extra reports, reports not acted upon, multiple copies in data storageWaiting - processing monthly not as the work comes in (i. e. closings, billings, collections)Non-utilized resourcesTransportation - extra steps in the process, distance traveled (equip.)

I

nventory - transactions not processed

M

otion - extra steps, travel from office to office / desk to desk, extra data entry...

E

xcess

Processing – redundant work, multiple sign-offs, multiple inspections

Six Sigma SimplicitySlide34

Sources Of Waste

Layout (distance)Long set-up timesIncapable processesPoor maintenancePoor work methodsLack of trainingLack of adherencePoor supervisory skillsIneffective schedulingInconsistent performance measuresDies-Functional organization Excessive controls

No back-up/cross-training

Unbalanced workload

No decision rules

No visual control

Lack of workplace organization

Supplier/Partner quality

Inconsistent supply of detail information

Over-engineeringInspection

The longer waste occurs, the more accepting your become!

Six Sigma SimplicitySlide35

Waste in the Form of Rework

Waste Causes A "Hidden Factory"Increased Cost & Lost Capacity

Each defect must be detected, repaired and placed back in the process

Each defect costs time and money

Six Sigma SimplicitySlide36

Everyday we are flooded by data and we are forced to make decisions:

Outstanding Receivables Increases from 8% to 12%Overtime Increases from 716 to 833 HoursCompany Earnings are Off $240 MillionNear Miss Occurrences are Up 2% US Trade Deficit Rises By $40 Billion

Should We Take Action ?

How Do We Know When to Take Action?

Six Sigma SimplicitySlide37

2

3

Scrap Level (%)

1

J F M A

1996

1997

Party Time

APRIL 1996

The factory scrap level is at a year low of

2%

Manager

presents an award to the

plant

Ceremony

in the cafeteria: pizza and refreshments for all

!

“

Everyone should be proud of what you’ve accomplished”

Derived from

Understanding Variation: The Key To Managing Chaos

, Donald J. Wheeler, SPC Press. 1993.

Six Sigma SimplicitySlide38

2

3

1

J F M A M J J

1996

1997

Manager wants to take back award

Scrap Level (%)

JUNE 1996

Three consecutive months of scrap

increases

Manager wishes he could take back the

award

“Recognition has backfired

”

Instead of holding the gains, scrap went right back

up

Manager

is thinking about taking action

Derived from

Understanding Variation: The Key To Managing Chaos

, Donald J. Wheeler, SPC Press. 1993.

Six Sigma SimplicitySlide39

2

3

1

J F M A M J J A S O N D

1996

1997

No more “Soft Management”

Scrap Level (%)

NOVEMBER 1996

Scrap rises to a value of 2.6%

, manager

decides to take

action

A “special meeting” is called to solve this problem once and for

all

After a sound lecture on the importance of scrap, the manager leaves. Employees aren’t sure what to do. Besides, they have other metrics which have more importance. So they do nothing.

Derived from

Understanding Variation: The Key To Managing Chaos

, Donald J. Wheeler, SPC Press. 1993.

Six Sigma SimplicitySlide40

1996

1997

2

3

1

J F M A M J J A S O N D

J F M A M J

Scrap Level (%)

Manager concludes:

“Tough Love Makes Things Happen”

JUNE 1997

Manager has seen reduced scrap levels since the end of last year. “Things are looking-up!”

His takeaway: “A tough management style gets results!”

Derived from

Understanding Variation: The Key To Managing Chaos

, Donald J. Wheeler, SPC Press. 1993.

Six Sigma SimplicitySlide41

2

3

1

J F M A M J J A S O N D

1996

1997

UCL

J F M M J J A S O

LCL

Scrap Level (%)

Statistical Process Control (SPC)

Tells a different story…

Derived from

Understanding Variation: The Key To Managing Chaos

, Donald J. Wheeler, SPC Press. 1993.

Six Sigma SimplicitySlide42

Manager concludes, “Tough Love Makes Things Happen!”

J F M M J J A S O

2

3

Scrap Level (%)

1

J F M A M J J A S O N D

1996

1997

Party Time

Manager Wants

To Take Back Award

No more soft management

UCL

LCL

SPC Tells a Different Story –

Why

?

Old View - “Hey

, I made my decision based on data - How can I go wrong?”

New View

-

“

Your decisions were made from observing high and low points as signals. When in reality, it was all noise. Look at the data, there was no significant change in the process.”

Six Sigma SimplicitySlide43

1 Sigma

2 Sigma

3 Sigma

1 Sigma

2 Sigma

3 Sigma

60-75%

90-98%

99-99.9%

% of Data Points

UCL

LCL

TIME

The Item

We Are

Measuring

Rules of Standard Deviation

“Where should the data lie?”

Six Sigma SimplicitySlide44

Terminal X - Vessel Start Times - Before

Six Sigma SimplicitySlide45

Terminal X - Vessel Start Times - After

Six Sigma SimplicitySlide46

Agenda

What is Lean Six Sigma?Why are we using it?How are we deploying it?L6S Roles and ResponsibilitiesDMAIC phasesSix Sigma SimplicitySlide47

A Simple Approach

The right support +The right projects+The right people+The right

roadmap and tools

=

The right results

Six Sigma SimplicitySlide48

The

Right SupportInfrastructure to drive Lean Six Sigma throughout the company is in place:Champions for each business unitSponsors are identified and trainedOperational units provide subject matter expertsData is made availableBU finance identifies the savingsBU leaders emphasize the urgency

Six Sigma SimplicitySlide49

The Right

ProjectsIdentifies a problem to be solvedProblem is of major importance to the BUClear connection to business prioritiesStrategic and annual operating plans Clear quantitative measures of successBaseline, goals and entitlement well-definedReasonable scopeScope too large is a common problemManagement support and approvalNeeded to get the resources and remove barriers

Reduce/optimize/increase:

(project Y)

from

(current value)

to

(goal level)

for

(specific area)

while holding

constant (constraints)

“A project is a problem scheduled for solution.”

- J. M. Juran

Six Sigma SimplicitySlide50

The Right

PeopleChampions (BU)Sponsors (BU)Controllers (BU)Process Owners (BU)Master Black Belts (Process Excellence)Black Belts (Process Excellence + BU)Green Belts (BU)Kaizen Facilitators (BU)Six Sigma SimplicitySlide51

Technical Conscience

Project ReviewsMentor BeltsAssist Local LeadersDMAIC Execution (Teams)

Complete the Charter

Break Barriers

Select the Team

Review Projects

Meet

with

Belt

Establish Business Goals

Select Projects

Establish Project Priorities

Conduct

Reviews

Verify Savings

Audit Control Plans

Identify Projects

Monitor Lean Six Sigma Metrics

Assist BU Leadership

Lean Six

Sigma Projects

MBBs

Belts

Sponsors

Local

Leaders

BU

Champs

Process Owner

Own the Control Plan

Own the improvements

The

Right

People

Six Sigma SimplicitySlide52

Agenda

What is Lean Six Sigma?Why are we using it?How are we deploying it?L6S Roles and ResponsibilitiesDMAIC phasesSix Sigma SimplicitySlide53

Advocates Lean Six

Sigma within the BUTracks number of Belts and projectsDevelops hopper of Lean Six Sigma project ideasSelects projects to be charteredInterfaces with the Process Excellence L6S Program OfficeOwns the project success within the BUChampion Roles and ResponsibilitiesSix Sigma SimplicitySlide54

Sponsor

Roles & ResponsibilitiesProvides leadership and direction to the BeltsArticulates the need for a projectBreaks down organizational barriersStakeholder - key beneficiary of project improvementReview progress continuouslyDevelops project charters with BeltSix Sigma SimplicitySlide55

Controller’s

Roles & ResponsibilitiesThe local controller is responsible for approving the savings claimed on projectsBe part of the chartering process for prioritizationProper categorization as completion year EBITDA impact or cost avoidanceAt the conclusion of a project, the controller is responsible for financial approval of the final savings determination for a local projectBy ‘Approving’ a completed project, the controller is agreeing that the stated savings are real

Six Sigma SimplicitySlide56

Process Owner’s

Roles & ResponsibilitiesOwns the changes to the process after the project is completedParticipates as part of the teamEnsures the change is implementedMonitors the control plan and reacts as requiredSix Sigma SimplicitySlide57

Master Black Belt

Roles & ResponsibilitiesExperts in Lean Six Sigma Tools and MethodologyEnsure results achievementAssist in project identification and Lean Six Sigma administrationBreaks down technical barriersCoaches and mentors Belts during projectContinuously improves Lean Six Sigma processIdentify, share and deploy Best Practices

An optional Growth Path for

Belts

Six Sigma SimplicitySlide58

Black Belt

Roles & ResponsibilitiesLeaders of strategic, high impact process improvement projectsDevelopers of a functional teamExperts in applied Lean Six Sigma toolsChange AgentsHigh energy result gettersLeadership development pool100% DEDICATED to Lean Six Sigma initiativeSix Sigma SimplicitySlide59

Green Belt

Roles & ResponsibilitiesLeaders of process improvement projectsWork in own functional areaDrive continuous process improvement Technical process expertsAppliers of Lean Six Sigma toolsChange AgentsSix Sigma SimplicitySlide60

Kaizen Facilitator

Roles & ResponsibilitiesLeaders of Kaizen eventsPrimarily work in own functional areaDrive continuous process improvement Technical process expertsAppliers of Kaizen toolsChange AgentsSix Sigma SimplicitySlide61

BU

ChampionBU LeadershipL6S Process Excellence

Process Owner

BELT

Ext. Team

Core Team

Sponsor

Provides

Business

Direction

Select a Project

Coach & Develop

Works

together on

t

he problem

Monitor & Assist

Provides Project Update

Works to

implement

BU Controller

Provide financia

l

c

alculations &

validation

High-Level Process Improvement Interactions

Six Sigma SimplicitySlide62

Agenda

What is Lean Six Sigma?Why are we using it?How are we deploying it?Roles and ResponsibilitiesDMAIC phasesSix Sigma SimplicitySlide63

Define

What is the scope of the problem?Measure What is the frequency of the problem?

Analyze

Where and why

does it occur

?

Improve

How can we fix the process?

Control

How can we ensure the process stays fixed?

Process Output Y =

f

(Input variables x1

, x2 ….)

To improve Y, control the key x’s

A Simple Approach: The Right

Roadmap & Tools

Six Sigma SimplicitySlide64

Define Phase

During the define phase, the emphasis is on understanding the current stateWhere the problem is occurringDuration of the problemWhat the problem is (in numbers)What is the KPIFinancial impact of the problemWhat is the scope and key stakeholdersSix Sigma SimplicitySlide65

Define Phase Toll-Gate Review

At the end of the Define Phase, the team should have the following deliverables presented to the Project Sponsor, BU Financial Controller, and Master Black Belt for approval to proceed:Internal and external customers identifiedContract reviewedCurrent state mapCommunication plan developedEstimated Completion Dates for Measure, Analyze, Improve, and Control phases determinedTeam properly sized and resourced from appropriate areasObjectives for project set with SMART goalsSix Sigma SimplicitySlide66

Measure Phase

The Measure Phase is about understanding the current state and collecting data to establish a baselineKey Process Input Variables (KPIV’s) and Key Process Output Variables (KPOV’s) that have a heavy influence the process or are the result of the process In this phase, consideration is taken into how accurate and reliable the measurement system that we use isMeasurement system could potentially be the cause of the problemSix Sigma SimplicitySlide67

Measure Phase Toll-Gate Review

At the end of the Measure Phase, the team should have the following deliverables presented to the Project Sponsor and Master Black Belt for approval to proceed:KPIV’s and KPOV’s identifiedMeasurement System Analysis (MSA) conductedData collection plan created and executedBaseline capability establishedAppropriate graphs and charts developed to display statistical dataSix Sigma SimplicitySlide68

Analyze Phase

The Analyze Phase is where the team does a deep-dive on the data collected in order to determine the root cause of the problemThe analyze phase involves determining where the gaps and opportunity areas lie that could provide the biggest impact to the problemSix Sigma SimplicitySlide69

Analyze Phase Toll-Gate Review

At the end of the Analyze Phase, the team should have the following deliverables presented to the Project Sponsor and Master Black Belt for approval to proceed:Sources of Variation identifiedCause and Effect DiagramDetailed process map generated for root causePareto charts to highlight key sources of variationCorrelation studies to show causal relationshipSix Sigma SimplicitySlide70

Improve Phase

The focus of the Improve Phase is to implement improvements that were brainstormed and agreed to in the analyze phaseThe improve phase typically involves ideas being piloted with the results being validated to ensure that no adjustments need to be madeSix Sigma SimplicitySlide71

Improve Phase Toll-Gate Review

At the end of the Improve Phase, the team should have the following deliverables presented to Project Sponsor, Master Black Belt, and Process Owner for approval to proceed:Implementation PlanResults of pilot(s)Six Sigma SimplicitySlide72

Control Phase

The focus of the Control Phase is to establish how the results are going to be sustained and monitoredThe Control Phase typically involves the creation of metrics and plans to be executed when the metrics indicate that the process is not behaving as expectedSix Sigma SimplicitySlide73

Control Phase Toll-Gate Review

At the end of the Control Phase, the team should have the following deliverables presented to the Project Sponsor, BU Champion, Master Black Belt, BU Financial Controller and Process Owner for approval:Control PlanRisk AnalysisClose-out PresentationSix Sigma SimplicitySlide74

Project Tollgate Approvers

BU ChampionSponsorProcess OwnerBU

Financial Controller

Master Black

Belt

Project

Charter Approval

X

X

X

X

X

Define

X

X

Measure

X

X

X

Analyze

X

X

X

X

X

Improve

X

X

X

Control

X

X

X

X

X

Projects are continually reviewed and approved

Recap of the tollgates and who’s will need to sign-off on the project

Signatures can be electronic or scanned for now, and will be retained with the project documentation

Six Sigma SimplicitySlide75

Top Tools

Process map

Cause and effects matrix

Measurement system analysis

Capability analysis

Descriptive statistics

Graphical techniques

Box Plots

Histograms

Scatterplots

Time series plots

Run charts

Pareto charts

Check sheets

Statistical process control charts

Correlation

Simple and multiple regression

Inferential statistics

Confidence intervals

Failure modes and effects analysis

Multi-vari studies

Fractional factorial experiments

Full factorial experiments

Response surface methods

Transformations

Normal distribution

Sample size determination

Test for Equal Variances

Fishbone diagrams

Hypothesis testing

F-test

T-test

Chi-square test

Tests for normality

Non-Parametric Tests

Analysis of Variance

Six Sigma SimplicitySlide76

A Simple Approach: The Right

ResultsThe right support +The right projects+The right people+

The right

roadmap and tools

=

The right results

Everyone’s Responsibility

BU’s Responsibility

BU’s & Process Excellence’s

Responsibility

Process Excellence’s

Responsibility

BU’s Responsibility

Six Sigma SimplicitySlide77

The Lean Six Sigma Lifecycle

Project Sponsor & BeltEveryoneChampion & Local Leadership

Project Sponsor

Process Owner

Project Sponsor, Project Team, Process Owner

Opportunity

Identification

Charter

Development

Charter

Prioritization

Resource

Allocation

Project

Execution

Project

Monitoring

Six Sigma SimplicitySlide78

Review

What is Lean Six Sigma?Why are we using it?How are we deploying it?Roles and ResponsibilitiesDMAIC phasesSix Sigma Simplicity