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©2002 by Business Strategies, All rights reserved.
Strategic Six Sigma
Business Improvement using Strategic Six Sigma
Strategic Six Sigma - 2©2002 by Business Strategies, All rights reserved. [email protected]
Goals
♦ At the end of this presentation the audience should be able to:
Explain how Six Sigma can be used to improve business resultsExplain how Strategic Six Sigma can help implement a strategic or operational planExplain how Strategic Six Sigma incorporates other management initiatives
Strategic Six Sigma - 3©2002 by Business Strategies, All rights reserved. [email protected]
Six Sigma
Six Sigma is a methodology for pursuing continuous improvement in customer satisfaction and profit
Six Sigma is about putting Results on Financial Statements
Strategic Six Sigma - 4©2002 by Business Strategies, All rights reserved. [email protected]
Six Sigma
♦ All work we perform is a process♦ The important outputs are called Key Process Output Variables or
KPOVs♦ The important inputs are called Key Process Input Variables or
KPIVs♦ Six Sigma is a Process for identifying factors, KPIVs, that drive
KPOVs
ProcessInput Output
Customer
KPIV KPOV CTQ
Strategic Six Sigma - 5©2002 by Business Strategies, All rights reserved. [email protected]
Six Sigma
DefineProject
Control
Measure
PassiveAnalysis
ProactiveTesting
KPOV’s are knownOrganizational Wisdom connects KPIV’s to KPOV’s
Define KPOV
Collect observational data to connect KPIV’s to KPOV’sCause and Effect not established
Establish Cause and Effect relationship between KPIV’s and KPOV’sLearn to control KPOV’s with KPIV’s
KPIV’s are understood Control KPIV’s to give desired values for KPOV’s
D
M
A
I
C
Strategic Six Sigma - 6©2002 by Business Strategies, All rights reserved. [email protected]
Design for Six Sigma
♦ Design for Six Sigma (DFSS)New Product/Process Development
Deliver a product that is right the first time
Business CaseIdeas
Customer
Product/ Process
Development
Mfg. Scale-Up Production
Strategic Six Sigma - 8©2002 by Business Strategies, All rights reserved. [email protected]
Six SigmaEx
ecut
ive
Stee
ring
Cham
pion
sPr
ojec
t Te
ams
Select Champions
and BB's
Define Operational
Goals
Establish accountability
Select key projects with Leadership
buy-in
Define a project selection process
Identify Team
Members
Facilitate Culture Change
Support BB and Team
Define Communication
Plan
Share BestPractices
Define
Motivate and Sustain Change
Measure Analyze Report
Allocate Resources
Develop Incentive Plans
Improve Control
Strategic Six Sigma - 9©2002 by Business Strategies, All rights reserved. [email protected]
Six Sigma
♦ High Level Business MetricsCapital UtilizationGrowthRevenueProfitReturn on Assets
Operational Metrics
High Level Business Metrics
Strategic Six Sigma - 10©2002 by Business Strategies, All rights reserved. [email protected]
Six Sigma
Operational MetricsQuote TimeQuoting MarginClose RateDefect RatesCycle TimeWasteDays Sales OutstandingOn-Time Delivery Product DimensionalInventoryHead CountEtc.
Operational Metrics
High Level Business Metrics
Strategic Six Sigma - 11©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
The use of Business, Lean, TOC, Six Sigma and DFSS tools to develop and implement a strategic plan
to achieve the goals of the company
Strategic Six Sigma - 12©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
♦ Operational MetricProduct Yield Loss
Thou
sand
s
Strategic Six Sigma - 13©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
♦ High Level Business MetricEconomic Profit
Strategic Six Sigma - 15©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
Executive Planning and Process Identification
Management and BB Prj Selection
Business Goals Strategies High Potential Areas Projects
Inc. Qtrly Profits 15%
Reduce Costs
50%
New Markets
20%
Inc Revenue Streams from
Existing Customers
30%
Executives set business goals and identify appropriate strategy
High level managers can overlap with Executives when identifying strategies
Strategic Six Sigma - 16©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
♦ Use Corporate Supply Chain map to identify:High Potential areas for strategies
Lean Enterprise can be used as a high potential way to satisfy strategies; reduce cost, retain and gain new customers
Product data
package
Order entry & demand management
Acceptable data packagereceivedSpecified mat’lreceived on-time & completeProduct shippedon-time &complete
Supplier
Mfg. Plant
Freight CarrierDistributor
orCustomer
Productdeliveredon-time &complete
Lab
Correct:-product (perf.)-quality (consist.)-quantity-on-time service-pricing
(RM’s & Comp’ts)-product (perf.)-quality (consist.)-quantity-on-time service-pricing
Strategic Six Sigma - 17©2002 by Business Strategies, All rights reserved. [email protected]
SupplierA wks
PlantB wks
PlantC1 wks
PlantC2 wks
PlantC3 wks
WarehouseD2 wks
WarehouseD3 wks
WarehouseD4 wks
WarehouseD5 wks
WarehouseD1 wks Customer
or Market
Customer or Market
Customer or Market
Customer or Market
Time from Raw Material to Customer: A + B + C2 + C3 + D5
Time from Raw Material to Customer
Strategic Six Sigma
♦ More detailed Supply Chain map to identify logistical issues between plants and customers
Strategic Six Sigma - 18©2002 by Business Strategies, All rights reserved. [email protected]
Bottom Up Operational ForecastingB u s in e s s G o a ls S t ra t e g ie s H ig h P o t e n t ia l A re a s P ro je c t s
In c . Q t r ly P ro fi t s 1 5 %
R e d u c e C o s t s
5 0 %C u s t o m e r
L o s s e s
W a re h o u s e In ve n t o ry
R e d u c e P la n t O p e ra t in g E x p e n s e
C re d i t s : W ro n g P r ic in g / P ro d u c t $ 1 3 0 K
L a t e D e l ive r ie s $ 7 2 k
A / R : D S O $ 3 2 0 K
R e d u c e R a w M a t e r ia l C o s t
C o n s o l id a t e W a re h o u s e s $ 5 5 0 K
S m o o t h C u s t o m e r
O rd e rs$ 1 7 5 K
R e d u c e L a b o r C o s t $ 4 0 0 K
R e d u c e E n e rg y E x p e n s e $ 1 2 0 K
R e -a s s e s s S p e c s $ 6 1 0 K
S e c o n d S o u rc e $ 1 8 0 K
C u s t o m e r C o m p la in t s :
Q u a l i t y
W a rra n t y $ 1 1 0 K
R e d u c e Y ie ld L o s s $ 2 0 0 KManagers and BB’s
identify and select projects
Executives can overlap with managers and BB’s when selecting HP areas
Strategic Six Sigma - 19©2002 by Business Strategies, All rights reserved. [email protected]
Bottom Up Operational Forecasting
New Markets
20%
Inc Revenue Streams from
Existing Customers
30%
Reduce Raw Material Cost
Smooth Customer
Orders$175 K
Re-assess Specs $610 K
Second Source $180 K
Marketing
New Products
New Solutions
Merger
Distribution
Develop New Capabilities or
Products
Strategic Six Sigma - 20©2002 by Business Strategies, All rights reserved. [email protected]
Strategic Six Sigma
♦ Strategic Six Sigma develops a business plan, executes and provides feedback to the planning process
Stra
tegi
c Pl
anni
ng
Define Measure Analyze Improve Control
Verif
y Im
pact
Return Results to Strategic Planning
Define Measure Analyze Design Verify
Work using DMAIC philosophy
Strategic Six Sigma - 21©2002 by Business Strategies, All rights reserved. [email protected]
Summary
♦ Six Sigma focuses on putting results on financial statementsMetrics – customer and internalInfrastructure
♦ Strategic Six Sigma can help implement a strategic or operational plan
Control Charts for Business metricsBUOF
♦ Strategic Six Sigma incorporates other management initiativesBUOFUse Six Sigma methods to implement