Defects Per Million Opportunities

The means to determine the Sigma Level by determining how may opportunites there are where a product or service can go wrong.

Shorthand for the cause of the problem

Bakery Example:

X = Quality of flour, temperature of oven, size of pan, etc.

The outcome of a process

The loaf of bread in the output of a bakery, ergo the Critical Y.

X and Y must be connected:

X:                      Y:

Actions...............Strategic goal achieved

Quality...............Customer Satisfaction

Cycle time...........On-time delivery

D M A I C

Define

Measure

Analyze

Improve

Control

1. Process Improvement

2.Process Design/Redesign

3. Process Management

Strategy to find solutions to eliminate root cause of performance problems

Process Improvement teams find the Critical Xs (causes) that create the unwanted Ys (defects)

Most common methodology is DMAIC

Process Design/Re-design

AKA: Design For Six Sigma (DFSS)

Creating revolutionary new processes, goods, services built around customer requirements and validated by data and tests.

DMAIC adapted into DMADV process

Define customer requirements

Measure performance to requirements

Analyze processes/goods/service designs

Design & implement new processes/services

Verify results and maintain performance

Part of Control phase. Focus is moved away from managing individual functions and towards managing the entire process across the entire organization.

This is work that business leaders do to improve their processes for managing their business and normally falls outside the authority of a Six Sigman improvement team.

Plan - Do - Check - Act

All SS methodologies are based on this cycle, including DMAIC.

1. Leadership Council
2. Project Sponsors and Champions
3. Implementation Leader
4. Six Sigma Coach (Master Black Belt)
5. Team Leader/Project Leader (Black Belt)
6. Team members
7. Process Owner

Senior Manager who oversees a Six Sigma project; accountable to the leadership Council for the success of the project

• Sets rationale & goals
• Approves changes in scope based on data
• Finds resources (time, support, money)
• Advocates team efforts to LC
• Runs interference with Co. roadblocks
• Works with other managers for hand-offs

Supports LC, identifies and recruits key players, selects/develops training material, plans/executes training/ supports sponsors & champions, documents progress, executes internal marketing.

Master Black Belt

Gives expert advice to implementation teams and process owners. Provides guidance on communications, schedules, resistance, validates savings, resolves conflicts, gathers & analyzes data on team activities

Black Belt

Must be familiar with the issues under analysis and are usually part of the process they're trying to improve

Green Belts

4-5 team members per project, add temps as needed for specific tasks. Ideally, should already be familiar with process they are working to improve.

Six Sigma Teams

Improvement Teams

Process Improvement teams

Project Teams/Task Forces/Ad Hoc Teams

Cellular Teams

Self-Directed Teams

Cross-Functional Teams

Natural Work Teams

Quality Circles

Quality Teams

Virtual Teams

6-15 members, generally a natural work area team; may need staff support.

Requires considerable training and exposure; can be given objectives or develop their own; members with co-operative skills help with success.

8-12 Members from different areas, departments, or disciplines.

Members are SMEs and tend to deal more with policies, practices and operations.

8-12 members with Black Belt or Master Black Belt support

Works on specific process or customer based projects of importance; usually disbands at project completion

Any number, borad or specific, part or all management.

Works on specific projects; disbands upon project completion.

8-10 members from a single department.

Initially works on quality topics or overall department performance; can evolve into Self-Directed team.

8-10 members from a single department.

Works on either quality or productivity issues; consists of multi-department members and focus is on process flow and product issues

Leadership Council

AKA:

Steering Committee

Quality Council

Leader:                            Facilitator:

Focused on team results..............Focused on team process

Provides direction ......................Avoid team impasses

Guides implementation of mission...Feedback & summarizes

WOrks with, not over team...........Focus on progress

Trained facilitator & Black Belt.......Assess cultural barriers

Comm hub & mgmt liaison.............Coaches Leader & team

*Facilitator: Cannot take sides, join the discussion, solve a problem, offer an answer, make suggestions on the task instead of the process.

Upper level manager who coordinates process improvement activities and monitors progress regularly; Works with Black Belts to iprove their process and may have core statistical tools training. May be SS champions or sponsors;

Supports team with resources & information; participates in team reviews, knowledgable in SS core elements.

Belbin Team Roles

(Meredith Belbin)

Based on a pattern of behavior, identified as Dominant or Sub-Dominant traits

1. Action Oriented (Shaper, Implementer, Completer)

2. People-Orineted (Coordinator, Team Worker, Investigator)

3. Problem Solving (Planter or Innovator, Evaluator, Specialist)

Shaper

(Belbin)

Pro = Shapers bring drive and courage; committed to achieving ends

Con = Can offend; displays aggession, two or more shapers leads to conflict

Implementer

(Belbin)

Pro = Implementers turn ideas into actions; they work for the team in a practical and realistic way

Con = Conservative, inflexible, slow to respond to new possibilities

Completer/Finisher

(Belbin)

Pro = Finishers find errors andommissions; they deliver on time and pay attention to details

Com = They worry unduly and are reluctant to delegate; tend to be over anxious

Coordinator

(Belbin)

Pro = Coordinators are positive thinkers who support goal attainment and effort in others. They clarify goals and delegate well

Con = Can be seen as manipulative; might not stand out in a team

Team Worker

(Belbin)

Pro = They keep team spirit up and allow other members to contribute; bring cooperation and diplomacy to the team

Con = Indecisive in a crisis, reluctant to offend

Resource Investigator

(Belbin)

Pro = Explores opportunities and develops contacts; good negotiators

Con = Overly optomisitc, may lose interest quickly; not the source of original ideas

Plant / Innovator

(Belbin)

Pro = Brings creativity, ideas and imagination to the team; can solve difficult problems

Con = They ignore incidentals; too preoccupied to communicate effectively

Monitor / Evaluator

(Belbin)

Pro = Not deflected by emotional arguments; serious-minded and bring objectivity and judgment to options

Con = May appear dry, boring, and overcritical; not good at inspiring others

Specialist

(Belbin)

Pro = Dedicated and with initative; provide needed knowledge and technical skills

Con = May only contribute on a narrow front and dwell on technicalities

 A problem is the gap between:

•  what IS, and what SHOULD BE
• Current results and desired results

A clearly defined problem statement is MEASURABLE and should be the initial product for the team.

Timetables are frequently included - consider the team to be working  on a problem that is scheduled for resolution.

Theory X

 (Douglas McGregor, MIT, 1950's)

Traditional mgm't practices are rooted in basic negative assumptions about people:

• Fundamentally Lazy
• Avoid responsibility
• Lack integrity
• Not very bright
• CAnnot direct their own behavior
• Indifferent to organizational needsWant to be directed by others
• Not interested in achievement

Theory Y

 (Douglas McGregor, MIT, 1950's)

• Physical effort at work is as natural as play or rest
• Threat of punishment is not the only means to achieve objectives
• Man can exercise self-direction and self-control
• Commitment to objectives is a function of the associated rewards
• Workers can learn to accept and seek responsibility
• Imagination, ingenuity, and creativity are widely (not narrowly) distributed
• Only a fraction of the intellectual potential of workers is utilized

Motivationsal Factors (1)

(Frederick Herzberg, 1959)

Motivation can be divided into two factors that go by several names:

• Dissatisfiers vs. Satisfiers
• Maintenance Factors vs. Motivators
• Hygiene factors vs. Motivators

EG: Salary is not a motivator, but lack of an appropriate salary can dissatisfy an employee

Motivationsal Factors (2)

(Frederick Herzberg, 1959)

Dissatisfiers:                     Satisfiers:

• Supervision..........................Achievement
• Working Conditions...............Recognition
• Interpersonal relationships....The work itself
• Pay and security...................Responsibility
• Company policies..................Advancement

(French, 1999)

"To empower is to give power, which is done by giving individuals the authority to make decisions, to contribute their ideas, to exert influence, and to be responsible."

Management responsibility to engage the entire workforce in the activity of making things better, usually in these stages:

1. Awareness
2. Understanding
3. Support
4. Commitment
5. Ownership

Six Sigma fits into the Support-Commitment levels of empowerment

Team Stages

(IV 29)

1. Forming: unclear expectations, boundary testing
2. Storming: Conflict & resistance
3. Norming: Group cohesion developed. member acceptance; can happen three ways:
   • Storming is overcome
   • Team develops a routine
   • Team-building events and activities
4. Performing: Working effectively and cohesively
5. Adjourning: team disbands

• Build Phase (Forming/Storming)
• Develop Phase (Norming)
• Optomize Phase (Performing)

Questioning

(Scholtz, 1996)

• Why? (Ask 5 times, 5 levels deep)
• What is purpose
• What will it take to accomplish?
• Who will care of benefit?
• What data is available?
• Where did the data come from?