Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
The role of Geography in climate education: science and active citizenship
Leading the way in six sigma
1. Webinar - Leading the Way in Six Sigma
With - Craig M. Hoel
Six Sigma Master Black Belt
APRIL 19th, 2018
11:00 AM ET | 04:00 PM UTC
www.invensislearning.com
2. 2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of
the trusted certification training partners for many Fortune 500 organizations and Government institutions
worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of
categories such as IT Service Management, Project Management, Quality Management, IT Security and
Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis
Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS,
ISACA, DevOps Institute, EXIN, and PEOPLECERT.
3. 3
Housekeeping
The webinar will last up to 60 minutes
You can ask questions throughout the Webinar, using the Chat panel on the right hand side of the
screen. These will be answered during the Q&A session towards the end.
Post webinar, a recorded copy will be sent to your email
4. 4
Speaker Profile
Craig M. Hoel
Six Sigma Master Black Belt
Craig M. Hoel is a Six Sigma Master Black Belt expert with 30+
years of experience. He was a Boeing Certified Six Sigma Black
Belt instructor and training material lead and has retired since
2014. He has worked on many patented and industry best
practices in the form of Geometry Assurance and FA-18 Landing
Gear and Aircraft Program respectively for the US Navy. With over
30+ years of experience, Craig M. Hoel has a vast knowledge of
Six Sigma implementation and how to lead critical Six Sigma
projects and develop training programs for leaders,
project/product managers, and team members.
5. 5
Objectives
Leadership in the use of Six Sigma processes that are coordinated with Lean to improve the
performance of your organizations
Describing “YOUR” Six Sigma commitment – What it is, What deliverable value to expect from it
Understand the process in selecting, chartering, and planning either Lean or Six Sigma projects, so
that the most significant and challenging problems are worked first
Committing the necessary guiding Six Sigma resources for process and product improvement, so that
they will support your improvement projects to deliver the expected value
6. 6
Why Six Sigma?
The cause and effect of problems in “Complex Systems” are not closely related in time and space.
Attempting to resolve these problems without use of a “Systems” approach is ineffective.
The Fifth Discipline by Peter Senge
7. 7
Core Competencies
Detailed Expectation, Knowledge and Problem Focus
Defined Scale, Business Impact and Value Deliverable
Lean Competency with Six Sigma Integration
F O C U S
8. 8
The Tools All Work Together
Production
Preparation
Process (3P)
Value Stream
Improvement
Process
Distribution
Kaizen
Workshop
Total Productive
Maintenance
Six Sigma
Accelerated
Improvement
Workshop
Lean
Manufacturing
Assessment
Critical
Project Mgmt.
Theory of
Constraints
Process
Based
Mgmt.
Autonomous
Maintenance
Workshop
9. 9
Decisions Must Be Based on Data to Impact Root Cause
Ready!
Fire!
Aim!
Taking action without fully
understanding the problem
will typically cause further
problems
10. 10
Financial Analysis
The Financial Analysis element in each project assures that improvements can be expressed in
terms of an actual cost savings/avoidance or revenue opportunity for the Company
The financial analysis is an integral part of each Six Sigma project, because that is where meaningful
VALUE is determined
11. 11
Is Six Sigma Only Relevant to Manufacturing?
NO! It is used to significantly improve processes throughout the Business, including office, management,
finance, factory, transportation, supplier coordination, etc.
12. 12
So what is Six Sigma?
Six Sigma is a targeted, business driven, customer based, fact and data approach to process
improvement, reducing costs, increasing profits and customer satisfaction
Six Sigma is a structured methodology and set of tools for improving processes and increasing
capacity
• Through problem solving, root cause analysis, variation reduction, developing new processes or improving
existing processes
Six Sigma is part of Lean
Six Sigma is a process improvement methodology used to
identify critical issues, find their root causes and identify preventative solutions
13. 13
Basic Sigma Concept
A measure of variation
Sigma refers to the standard deviation
Standard
Deviation
of a
Process
Frequency
Measurement
14. 14
Statistical Analysis
The Sigma value is a measure of quality, it measures process capability
Too much
Hard to produce output within customer
(specifications)
Low sigma values
(< 2)
Moderate
Most output meets
customer requirements
Middle sigma values
(3–5)
Very little
Virtually all output meets
customer requirements
High sigma values
(6)
15. 15
Process Variation and the Goalpost Model
The goalpost model says that just meeting specs or requirement is sufficient
lower
spec
upper
spec
Target
Nominal / target value
All product equally good All product
equally bad
All product
equally bad
16. 16
Six Sigma Phased Approach - DMAIC
Define : Identify the customers, their priorities and the underlying problem
Measure : Determine how the process is performing and how is it measured
Analyze : Identify the most important causes of the defects
Improve : Remove the causes of the defects
Control :Develop a strategy to maintain the improvements
Six Sigma makes use of facts and data to identify root causes of defects and
variation, permanently resolving chronic problems
17. 17
Roles and Responsibilities
Leadership Team:
Focused on the Business and the Customer
Establish strategic direction
Establish priorities for the Business Unit
Ensure organizational support
Review progress on key metrics to identify improvement opportunities
Recognize and communicate efforts
Share and replicate improvements
18. 18
Roles and Responsibilities
The Leader:
Focuses on the Six Sigma Program and People by:
Identify business goals that should be addressed via Six Sigma
Communicate Six Sigma methods
Participate on Leadership Teams
Assist, initiate and participate in Project selection
Participate in Project Reviews to set deliverable expectations
Support projects and team recommendations
Recognize people and teams for their efforts
EVERY practitioner or supporter is a Leader!
19. 19
Roles and Responsibilities
Project Sponsor(s):
Focused on the Project Deliverable and its Success
Determine processes to improve/ Problems to resolve
Identify key process stakeholders and users
Link project teams to Business Goals and Objectives
Collaborate with project team leader, stakeholders, and Six Sigma Coordinator to define value
deliverable and scope projects
Identify needed resources and remove barriers to change
Review progress in a timely manner implementing all incremental process changes
Celebrate successes!
20. 20
Roles and Responsibilities
Who should be the project sponsor or leader?
The person with the authority to approve and implement the team’s incremental changes and final
deliverable value and solution
The person that owns the process source of the problem.
Collaboration all of the various integrated or interacting processes may be necessary to change
companion processes that are the source of affecting processes.
21. 21
Leader/Sponsor Responsibilities: Business Perspective
Deployment of Six Sigma methods must be tied either to business value driven goals and objectives
or to opportunities and risks identified
Understand that time and resources must be allocated to work process improvement projects
• Six Sigma practitioners must be provided as a resources to work projects
• Selected projects are an investment: initial cost, time and resources are the leverage for a future payback
22. 22
Leader/Sponsor Responsibilities: Business Perspective
Select proven performers to become Black Belts as part of becoming effective business leaders
Set the expectation that employees are to improve processes, reduce variation, waste and defects.
Lead by example
23. 23
Why is a Focused Improvement Strategy Needed?
When Market Forces and
Competition Drive Income
Down
Revenue
Loss
Revenue
Do Nothing
Option One
Do Nothing
Waste
25% to
50%
Profit
Waste
25%
to
50%
Total
Cost
Cost of
doing
right
things
Right
Current State
Profit
Waste
Focused
Improvement
Strategy
Option Two
Eliminate Waste
Potential
State
Waste
25% to
50%
Waste
25%
to
50%
Cost of
doing
right
things
Right
Cost of
doing
right
things
Right
Waste is the result of variation, rework, defects, and nonvalue added effort.
24. 24
Taguchi Loss Function
The Taguchi Loss Function relates “cost (losses)” to “variation”.
Fundamental concepts:
• Any loss in quality is defined as a deviation from a target, not a failure to conform to specification.
• High quality can only be achieved economically by being designed in from the start, not by inspection and
screening.
More variation will add more cost to the user (customer): Examples
• Modifying product for acceptance
• Misunderstandings, bad or incomplete data
• Researching for data that could have been provided
• Ambiguity
• Misalignment
$Cost“L”
(LossinQualityperunit)
TargetLower
Spec
Upper
Spec
26. 26
Project Selection
“We once conducted an informal poll of colleagues who have been involved in Six Sigma and other
process improvement initiatives, and found an unanticipated consensus: Each person identified project
selection as the most critical, and most commonly mishandled, activity in launching Six Sigma.”
Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh
Authors of The Six Sigma Way
27. 27
Project Selection
The goal is to identify and work the best projects that support specific business and organizational goals
Who cares about this project enough to drive it to completion, and why do they care? (Business Goals
& Objectives, Role Authority Accountability, etc.)
Potential to identify Return on Investment (ROI) thresholds
Business level projects focus on strategic goals and objectives
Operations level projects focus on important technical and operational problems that have a link to our
strategic goals and objectives
28. 28
The Significance of Project Selection
Properly Selected Improperly Selected
Completion Time Fast (1-4 months) Lag, stall, or die
Results Realized and verified Little ROI, late
Morale High Low
Motivation High Low
Future Impact Look for next one Unwilling to volunteer
29. 29
Select Projects
Three ingredients of a Six Sigma project are:
There is a gap between current and needed performance
• Ask: Is there a problem or opportunity?
The cause of the problem clearly understood
• Ask: Is the cause known?
The solution is unknown or not apparent
• Ask: Is the solution pre-determined or obvious?
If your answers are Yes, No, No, you have a qualified Six Sigma project. Now, is it a project you want to
invest your resources in?
30. 30
Prioritize Projects
Bottom-Line Impact
Organizational Strategy
Customer Focus
Critical Process
Push Leverage
Complexity
Resources
Intangible Impact
Use criteria with a basis in data or facts, such as:
What causes you the most stress?
What is your largest source of rework?
31. 31
Authorize the Project
Assign Black Belt or Green Belt as team leader or project executer
Clearly provide and bound RAA (Who is going to make it happen)
• Hold sponsor and Six Sigma practitioner accountable for project progress and success
Resource the team – people and funding
32. 32
Project Strength Matrix (example)
Project Name:
Rank the potential impacts of the project across the 8 criteria:
9=High (direct, strong, significant)
3=Moderate (indirect)
1=Weak (minimal)
High
(9 Points)
Moderate
(3 Points)
Low
(1 Points) Rank
1
Is there a Defined "VALUE" as a deliverable aligned with the
Goals
Greater than $500K.
100 to 200K. Less than 100K
2
Is there a definable relationship to the Business or Department
Goals?
Directly related.
Indirectly related.
Slight relationship.
3 Is there a deliverable VALUE Benefit to ALL of the external VALUE would meet or exceed Some external customer Value and
There is some minimal Value or
benefit.
4
Is there existing DATA that define the process and can
applied?
Higher level tools: statistical methods
applicable
Descriptive Data: mean, median, standard
Very basic tools: data charts
Flowcharts
5 Can other Business Units, groups, and/or processes benefit?
Potentially applicable to multiple
services
Potentially applicable to more than a single
opportunity.
Single opportunity.
6
The project be completed in a time frame that supports the
Goals and is in reasonable for existing resources
Implement is direct; - few, if any,
6 months max.
Implementation will be difficult - 6-12
maximum.
Implementation will be extremely
greater than 12 months.
7
What is the investment level (people, capital, opportunity and
required?
Budget and People are available in/or
timeframe.
Some Budget and Resources with some
Budget and Resources are currently
unavailable
8
How much will the potential Process, Product improvement and
impact.
Direct and/or significant impact Moderate impact (30% - 69%)
Little to no impact (9% - 30%)
Score Ideal (>72%) Strong (71% – 42%) Moderate 41% – 24% Weak (23% - 8%)
33. 33
Opportunity
BG&O’s – Are they being met? Can they be improved
upon?
- Gaps between Value Stream current and future states
- Chronic issues such as rework, late parts
BG&O’s - If you have process data, where is it
directing you?
- If you don’t have process data, Six Sigma can identify
what data should be obtained.
34. 34
Business Alignment Planning
– Identifying Potential Projects
Remember to ONLY identify the potential projects, NEVER suggest any solution!
Process owners and Teams should be the ones responsible to develop the possible solutions, actions to
be taken or the tactics to be used for each of the defined actions….
35. 35
Six Sigma Project Selection Summary
Leadership teams choose the project areas or even the projects themselves
Sponsors base project selection on solid criteria
Launch a reasonable number of projects
Scope projects
STAY ENGAGED!
• Review progress
37. 37
The Project Charter
The Leadership Team identifies the need and rationale for the project
The Green or Black Belt refines the project and develops the charter
The /Sponsor reviews and suggests changes, and reaches mutual agreement with the project team
The charter transfers the project from s or sponsors to project team
It is updated as the project develops, and is the key milestone that starts the project
38. 38
What Does the Charter Tell the Team?
What process or problem to study
Why it is important to customers and to the organization
Project and organizational boundaries
Improvements and the deliverable value expectation
When to begin the project, and timeline target completion date
39. 39
Key Definitions for Charters
Business Y (Need)
Define metric driven by project results – something on which the
leadership is measured or is measuring.
Defect(s)
The defect should define an unacceptable level or variance in the
Business Y. It should be measurable (hopefully easily). It should drive
one of the sponsor’s metrics.
Goal/Objective
Contains QUANTIFIED target for improvement of the Y. Make sure it
does NOT contain a preconceived improvement.
40. 40
Project Reviews
Forces people to do “big picture” thinking
Gives time to delve into details at points selected by reviewers (requires team to have backup details
for all major points)
Allows reviewers to hear full logic of team’s work
Allows both team and reviewers to check for understanding before team departs to continue work, and
agreement on what direction the team will proceed
Provides opportunity to address barriers, problems, and systems’ issues impeding improvement
efforts
41. 41
Who Should We Involve in Reviews?
Sponsor(s)
Team leader
Team members
Green Belt Navigator
Coach (Black Belt Navigator)
Key Process stakeholders
42. 42
Typical Report Out Format
Each project report is to be 15 minutes long with 5 minutes of questions after the presentation
Questions from the audience are held until after the presentation
Each report phase has a template of required information
• Define/Measure
• Analyze
• Improve/Control
Sponsors are expected to attend the report outs
43. 43
Closing Out Projects
Recognition is important for everyone
Recognition should reinforce intrinsic sources of satisfaction and motivation
• A small souvenir related to the project work
• Company Award
• Special Lunch or dinner
44. 44
Summary
You now have a clearer understanding of what Six Sigma is
You have seen that applying Six Sigma practices in your process improvement efforts will generate
quantifiable improvements
You have been exposed to the roles and responsibilities of the Leaders, Sponsors, and Leadership
Teams
You have learned how to select and charter projects, and what to expect from them
45. 45
Exclusive Offer for Webinar Attendees
Avail 20% discount on Lean Six Sigma (i.e., Yellow Belt, Green Belt,
and Black Belt) training. Click on the ‘Offer link’ in your chat window and
fill in the form to block your seat.
This offer is available only for the next
24 Hours
For On-site Group Training requests, email us at
corporate@invensislearning.com
46. 46
Questions
Now the Session is open for Question and Answers
Please drop your questions in the Q & A panel
Incase you would like to ask any questions directly with the speakers kindly
use the “RAISE HAND” option.