1. A Six Sigma Based Quality Leadership Program

2. Management By Facts
What does Six Sigma equate to in the Industry
Sigma Level 1
DPMO = 691,462
Defect % = 69%
Success Rate = 30.865%
Sigma Level 2
DPMO = 308,538
Defect % = 31%
Success Rate = 69.146%
Not Competitive
Below Industry Standard
Above
Industry Average
Sigma Level 3
DPMO = 66,807
Defect % = 6.70%
Success Rate =
93.319%
Sigma Level 4
DPMO = 6,210
Defect % = .62%
Success Rate =
99.379%
Sigma Level 4.2
DPMO = 3,470
Defect % = .347%
Success Rate =
99.653%
Significantly
Above
Average
Industry
Leading
World
Class
Sigma Level 5
DPMO = 233
Defect % = .02%
Success Rate =
99.976%
Sigma Level 6
DPMO = 3
Defect % = .00034%
Success Rate =
99.9996%
Sigma Level 7
DPMO = 0
Defect % = .000%
Success Rate =
100%
Industry Average

3. Management By Facts
A Six Sigma based approach, used to improve workflow performance. This is conducted, reviewing
People, Process and Technology steps and identifying the root cause of constraints and under
performing functions. This process is led by our Certified Black Belt, working in collaboration with the
process owners to unlock potential and improve the overall customer experience.
MBF Playbook
Collaboration between business
owners to realize process
capabilities and supporting
actions.
Metric based methods, deliver
precision on current and future
state performance
Enterprise Dashboard that
provides transparency to
progress and demonstrate control
Leverages an array of tools
to best understand the
process capabilities through
metrics
Supported by enterprise wide
Champion model, bringing subject
matter expertise and Best-in-Class
solutions.
Led by a Certified Black Belt in
Six Sigma
Management By Facts
An overview of the objective and the playbook

4. Management By Facts
An overview of the objective and the playbook
C. Nuccio – Bio - Certified Six Sigma Black Belt
Certified in November 2007.
Post certification – Quality Leadership and Business Process Reengineering for the past 8 years.
The MBF process was created in April of 2011 with our top clients and have expanded this
process year over year, supporting over 50 clients to date.
Currently involved in completing the Master Black Belt requirements.
Champion Model
The Champion is a leader that supports the process as a client advocate. Although the
Champion may not have all the qualitative skills or certifications, they understand the theory
of Six Sigma management and it’s importance to the customer experience.

5. • Baselines an
understanding of the
“Current Customer”
experience
• Leverages a 3-dimensional
model to illustrate customer
satisfaction against four
attributes:
• Basic- Performance-
Attractive-Indifferent
• Measures the customer’s
perception of specific
service attributes for
importance and satisfaction
• Unmistakably integrates
the “Voice of the Customer”
data into MBF’s service
model
Management By Facts
The KANO model compliments our Six Sigma focus with the VOC experience.

6. Management By Facts
The results are visible in our dashboard metrics
• 5 Why Analysis is used to identify the
true root cause of the defect. This is
completed through an in depth and
inquisitive approach to an investigation,
leading the symptoms to the actual root
of the problem.
• An FMEA, or Failure Mode Effects
Analysis, is used to proactively identify
failure points in a process and the
effectiveness of the controls that are in
place.
• The KANO analysis is grouped with
these tools to capture the VOC data on
the overall customer experience.
• Capture all relevant quality
defects in our centralized data
base system EtQ (Excellence
Through Quality). Each quality
incident (internal and external)
are captured for remediation
and metrics review.
• Workflow Mapping is the creation
of the current road map of any
process. This illustrates change
in control, manual controls and
critical decisions that must occur.
• Adelta T is a Value Added
Process tool that defines value to
non value added steps. Works in
conjunction with a well defined
workflow map.
• Demonstrate control with consistent
review of progress over time. The MBF
represents a long term approach to
control within a process.

7. Management By Facts
The results are visible in our dashboard metrics
I. PerformanceI. Performance
Problem Statement: A clearly defined understanding on
the current state of the account between quarters
Objective: Based on the problem statement, what are we
looking to accomplish, near and long term.
Key Initiative: Self explanatory, what are we doing to mitigate
the problems affecting the problem statement.
Desired State: Demonstrate commitment to Client,
solidifying improving the overall “Customer Experience”.
Opportunities Defects Sigma DPMO
May-14 55,085 1 5.6 18
Jun-14 48,642 0 6.9 0
Jul-14 455,505 0 6.9 0
Aug-14 55,308 0 6.9 0
Sep-14 49,282 0 6.9 0
Oct-14 432,682 0 6.9 0
Nov-14 57,885 0 6.9 0
Dec-14 70,164 0 6.9 0
Jan-15 593,529 2 5.7 11.56
Feb-15 49,662 0 6.9 0
Mar-15 59,003 0 6.9 0
Apr-15 483,807 20,672 3.2 42727
May-15 116,844 0 6.9 0
Jun-15 55,093 0 6.9 0
Jul-15 497,943 0 6.9 0
Aug-15 53,319 0 6.9 0
Sep-15 59,075 0 6.9 0
Oct-15 504,543 2 5.9 3.96
SunAmerica Six Sigma Progression18 Months History
Client
Opportunities
Mechanical breakdown caused
envelopes to sit on the belt longer
than expected
Issue #2
In October 2015,client reported a
missed SLA
In April 2015, the client reported
that several packages arrived
unsealed
II. Root CausalsII. Root Causals
Issue #1
Manual process in final preparation,
miss classified these piece for that
mail date

8. Management By Facts
The results are visible in our dashboard metrics