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© Copyright Jean-Marie Cote© Copyright Jean-Marie Cote
SIX SIGMA SIX SIGMA A STRATEGIC TOOL A STRATEGIC TOOL
SLA – Toronto June 2005SLA – Toronto June 2005
Jean-Marie CoteJean-Marie Cote
Master Black BeltMaster Black Belt
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
TOPICSTOPICS
Historical BackgroundHistorical Background What is Six Sigma?What is Six Sigma? The MethodologyThe Methodology
ToolsTools Practical Case StudyPractical Case Study
Business StrategyBusiness Strategy
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
1. Motorola (1987)
2. Texas Instruments (1988)
3. IBM (1990)
4. ABB (1993)
5. AlliedSignal / Kodak (1994)
Historical BackgroundHistorical Background
6. GE (1995) - A decisive turning point!!!6. GE (1995) - A decisive turning point!!!
7. Lockheed Martin, Bombardier, & Navistar (1996/97)
8. PACCAR (1998)
9. Amazon.com (1999)
10. Ford Motor Company (2000)
“Six Sigma” as a buzzword can trace itsorigins to Motorola.
The concept that Six Sigma embodiesgoes back much further.
Have they all been successful?Have they all been successful?
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
DRIVING BUSINESS EXCELLENCEDRIVING BUSINESS EXCELLENCE
THE SIX SIGMA UMBRELLATHE SIX SIGMA UMBRELLA
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Different Names But Same Flavor…Different Names But Same Flavor…
Operation ExcellenceOperation Excellence Lean ManufacturingLean Manufacturing Lean Operations Lean Operations Lean Six SigmaLean Six Sigma TPS (Toyota Production System)TPS (Toyota Production System) High Impact KaizenHigh Impact Kaizen Complexity ReductionComplexity Reduction
Six Sigma in its today’s broadest definition means:Six Sigma in its today’s broadest definition means:
““Continuous Improvement in a Structured Approach”Continuous Improvement in a Structured Approach”
© Copyright Jean-Marie Cote© Copyright Jean-Marie Cote
What is Six Sigma? What is Six Sigma? One View.One View.
Six Sigma is a comprehensive and flexible Six Sigma is a comprehensive and flexible systemsystem for achieving and sustaining for achieving and sustaining
business excellence. business excellence.
Six Sigma is uniquely driven by:Six Sigma is uniquely driven by:(1)(1) A close understanding of customer needs and wants A close understanding of customer needs and wants (2)(2) The disciplined use of facts, data and The disciplined use of facts, data and statistical statistical analysis analysis (3)(3) Diligent approach in problem solvingDiligent approach in problem solving
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Six Sigma in Other WordsSix Sigma in Other Words
Quote from W. Edwards Deming:
When you measure, you can understand When you understand, you can control When you control, you can improve When you improve, you can achieve your goal
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
What is “Six Sigma”?What is “Six Sigma”?
A Statistical A Statistical MeasureMeasure of Performance of Performance
A Rigorous Analytical A Rigorous Analytical ApproachApproach for: for: Process Variation ReductionProcess Variation Reduction Complex Problem SolvingComplex Problem Solving Waste ReductionWaste Reduction
AA PhilosophyPhilosophy That Higher Quality Results In That Higher Quality Results In
- Increased Efficiency- Increased Efficiency - - Business Excellence Business Excellence - Enhanced Customer Satisfaction- Enhanced Customer Satisfaction
3 Short Definitions:
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
What “Six Sigma” is NOTWhat “Six Sigma” is NOT It is not just statisticsIt is not just statistics
Statistics is a tool, not an Statistics is a tool, not an end in itselfend in itself
It is not a rigid, mechanical It is not a rigid, mechanical approach approach
Six Sigma is flexible and can Six Sigma is flexible and can adjust to the business needsadjust to the business needs
It is not a panaceaIt is not a panacea Six Sigma is not suited for Six Sigma is not suited for
every situationevery situation
It is not magicIt is not magic
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Why Is It Called “Six Sigma”?Why Is It Called “Six Sigma”?
Sigma or standard deviation is a statistical term used by statisticiansSigma or standard deviation is a statistical term used by statisticians It is a measure of process performanceIt is a measure of process performance
6 standard deviations (sigma) from process center to the nearest specification limit
UpperRequirement
LowerRequirement
We are comparing performance to requirements.
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Doing It Right the first Time and Every TimeDoing It Right the first Time and Every Time
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
A Six Sigma Process Aims at Zero DefectA Six Sigma Process Aims at Zero Defect
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
PracticalPractical Meaning of Six Sigma PerformanceMeaning of Six Sigma Performance(Why 99% Good is often not “Good Enough”)(Why 99% Good is often not “Good Enough”)
99% Good 99.9997% Good
U.S. Postal System
20,000 Lost Articles Of Mail every hour 7 Lost Articles every hour
Football Kicker
4,100 misses in 500,000 attempts < 2 misses in 500,000 attempts
Baggage Handling System – Houston Airport
20,000 Lost bags per Day < 5 Lost bags per day
Delta Airlines (1) : Currently: $100M / year for mishandled luggage (98.75% good)Six Sigma: $25,000 / year (99.9997%)
(1) Airport Equipment & Technology, 2005 p.10 by John Croft
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
The Right PeopleThe Right People
Black BeltsBlack Belts Black BeltsBlack Belts Black BeltsBlack Belts
Green Green BeltsBelts
Green Green BeltsBelts
Green Green BeltsBelts
Green Green BeltsBelts
Building Capability to Drive ExcellenceBuilding Capability to Drive Excellence
Six Sigma Champions
Master Black Belts
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Six Sigma Six Sigma MethodsMethods
Six Sigma Applies Everywhere!Six Sigma Applies Everywhere!
MFG.
DESIGNSERVICE
PURCH.
MAINT. ITD
QA
FinanceFinance
SALES
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
The Breakthrough Strategy –The Breakthrough Strategy –
DMAIC & DMADVDMAIC & DMADV
MeasureMeasure
AnalyzeAnalyze
Improve / DesignImprove / Design
Control / ValidateControl / Validate
DefineDefine
A cookbookA cookbookfor for
improvement!improvement!
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
DEFINE PHASEDEFINE PHASE
Project Selection Must :Project Selection Must : Be in line with the business strategyBe in line with the business strategy Target customers needs and wantsTarget customers needs and wants Add value to the processAdd value to the process WELL DEFINEDWELL DEFINED
• BaselineBaseline• MeasureMeasure• GoalGoal• Time LineTime Line
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
PROJECT DEFINITIONPROJECT DEFINITION
A PRACTICAL EXAMPLE:A PRACTICAL EXAMPLE: Issue:Issue: The Response Time to Customer Request The Response Time to Customer Request
takes to longtakes to long Problem Statement:Problem Statement: Response Time to Customer Response Time to Customer
Request Takes an Average of 3.2 daysRequest Takes an Average of 3.2 days Objective:Objective: Average Response Time to Customer Average Response Time to Customer
Request Must Be 1.2 days (2 days reduction).Request Must Be 1.2 days (2 days reduction).
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
MEASURE PHASEMEASURE PHASE
Understanding The Process:Understanding The Process: Process Characterization Using Soft ToolsProcess Characterization Using Soft Tools
ObjectivesObjectives Gather Data to Create KnowledgeGather Data to Create Knowledge Refine the ProjectRefine the Project Identify NVA (Non-Valued Added Activities)Identify NVA (Non-Valued Added Activities)
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
MEASURE PHASEMEASURE PHASE
Refining the Project:Refining the Project: Statement: It takes in average 3.2 days to answer Statement: It takes in average 3.2 days to answer
customer request.customer request. Findings:Findings:
• 10% of the requests are processed within a day10% of the requests are processed within a day
• 20% of the requests are incomplete20% of the requests are incomplete
• 70% of the requests are improperly routed through 70% of the requests are improperly routed through the systemthe system
Defect Definition: Every time a request is improperly Defect Definition: Every time a request is improperly routed in the system.routed in the system.
© Copyright Jean-Marie Cote© Copyright Jean-Marie Cote
SIX SIGMA TOOLSSIX SIGMA TOOLSMEASURE/ANALYSEMEASURE/ANALYSE
THE SOFTTHE SOFT
AND AND
THE TOUGH THE TOUGH (1)(1)
(1) Translation: “The Beauty and The Beast”
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
THE SOFT TOOLSTHE SOFT TOOLS
Process Map (IPO)Process Map (IPO) If you cannot map the process you don’t understand itIf you cannot map the process you don’t understand it If you don’t understand it, you cannot improve it.If you don’t understand it, you cannot improve it.
Cause & Effect Matrix (QFD)Cause & Effect Matrix (QFD) The “What” and “How”The “What” and “How” ““What” the customer wants and “How” we are addressing itWhat” the customer wants and “How” we are addressing it
Cause & Effect Diagram (Fishbone)Cause & Effect Diagram (Fishbone) What we What we “think”“think” is driving the issue is driving the issue
Waste Elimination ToolsWaste Elimination Tools Value Stream MapValue Stream Map Process FlowProcess Flow
Pareto and Time ChartsPareto and Time Charts
QFD: Quality Functional Deployment
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Process Map ExampleProcess Map Example
Information
AnalysisBooksMagazinesWeb SearchesEnvironmentDatabasesSuppliersAnalyst
Knowledge
Input Output
ServiceService
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Input/Output CharacteristicsInput/Output Characteristics
Input/Output Must Be CharacterizedInput/Output Must Be Characterized Each Characteristics Must be Weighted in Relation Each Characteristics Must be Weighted in Relation
with the Goal or the Issue.with the Goal or the Issue. Critical Characteristics must be measured.Critical Characteristics must be measured. The Number of Characteristics Must be Manageable.The Number of Characteristics Must be Manageable.
Example:Example: Type: electronic or paperType: electronic or paper Shape: round or rectangularShape: round or rectangular Volume: small or largeVolume: small or large Color: white or blackColor: white or black
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
EXERCISEEXERCISE
A SMALL CAR WASH BUSINESS:A SMALL CAR WASH BUSINESS: Issue: Customer’s complaints Issue: Customer’s complaints
• Small damages to their carsSmall damages to their cars• Streak and dull spot (not very clean)Streak and dull spot (not very clean)
The question is: Why?The question is: Why?
Let’s map the process….Let’s map the process….
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Process MappingProcess MappingWashing Your CarWashing Your Car
Prepare Material
Rinse Car
Wash Car
Dry/Polish Car
Rag/SpongeHot Water /SoapBucketDirty Car
Material Ready
Hot Soapy Water
Material Ready
Hot Soapy Water
Clean Soapy Car
Cold Dirty Water
Dirty Rag
Clean Soapy Car
Clean Water
Clean Wet Car
Dirty Rag
Dirty Water
Clean Wet Car
Clean/Dry RagClean Dry CarClean Dry Car
No DamageNo Damage
INPUTS OUTPUTSPROCESS
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Input/Output CharacteristicsInput/Output Characteristics
Input/Output Must Be CharacterizedInput/Output Must Be Characterized Each Characteristics Must be Weighted in Relation Each Characteristics Must be Weighted in Relation
with the Goal or the Issue.with the Goal or the Issue. Critical Characteristics must be measured.Critical Characteristics must be measured. The Number of Characteristics Must be Manageable.The Number of Characteristics Must be Manageable.
Example: the bucket to wash the car - Example: the bucket to wash the car - Material: plastic or steelMaterial: plastic or steel Shape: round or rectangularShape: round or rectangular Volume: small or largeVolume: small or large Color: white or blackColor: white or black
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Main Library Not a Destination
Homeless
Population Density
Businesses
Isolation
Downtown Area
Vision
Sticky Factors
Leadership
Experience
Culture
AV Rental
Cinema
Book Stores
Activities
Internet
Branches
Novelty
Display
Selection
Accessibility
Availability
Parking Cost
Floor Layout
Atmosphere
Public Transport
Location
Training
Sticky Factors
Culture
Motivation
Creativity
Initiative
Staff
Building
Materials
Alternatives
Management
Environment
Main Library C & E Diagram
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Rating of Importance 9 10 5 7 10 7
1 2 3 4 5 6
How?
On
-Lin
e L
ibra
ry
Exp
ert
An
aly
st
Tech
Pu
bli
cati
on
Up
-to
-Date
Mate
rial
Info
. M
an
gem
en
t S
yste
m
Exp
ert
Syste
m
Total
What?1 Timeless Information 9 9 7 7 9 1 352
2 Consistent Service 5 9 5 7 9 5 334
3 Value Added Information 9 9 5 7 5 5 330
4 Reliable Information 1 9 1 9 9 5 292
5 Prevention of litigation 1 9 1 9 1 9 240
6 0
7 0
8 0
Total 225 450 95 273 330 175
Cause and Effect Matrix
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
THE TOOLS THE TOOLS
THE LOW HANGING FRUIT FIRST:THE LOW HANGING FRUIT FIRST:
VALUE STREAM MAPPINGVALUE STREAM MAPPING KAIZEN APPROACHKAIZEN APPROACH
• Eliminating waste and non-value activitiesEliminating waste and non-value activities LEAN MANUFACTURINGLEAN MANUFACTURING
• Focus on optimizing layout, processes and work Focus on optimizing layout, processes and work sequencesequence
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Put Another Way...Put Another Way...
Value-Added: Activities performed to meet Value-Added: Activities performed to meet customer requirements.customer requirements. ““What the customer values is not the service but What the customer values is not the service but
what the service does for him”what the service does for him” Non-Value Added: Activities performed which do Non-Value Added: Activities performed which do
not not directlydirectly contribute to meeting customer contribute to meeting customer requirements.requirements.
Non-Value Added Necessary: Activities that Non-Value Added Necessary: Activities that contribute to running the business but do not directly contribute to running the business but do not directly add value to meeting customer requirements. (e.g., add value to meeting customer requirements. (e.g., legal, regulatory, etc.)legal, regulatory, etc.)
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Process FlowProcess FlowReceive Account
Payable Documents
Check Document Completeness and
Accuracy
Correct?
Sign and Attach supporting documents
Sent to Accounting Audit Group
Correct?
Return to Sender for correction
Return to Account Payable
Department
Send to Controller for final approval
no
yes
yes
noRevise and Re-
submit to Accounting
Waste
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Workflow Diagram - (Spaghetti Diagram)Workflow Diagram - (Spaghetti Diagram)
BLDG A
Warehouse
Walking the process
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
ANALYSE PHASEANALYSE PHASE
Use the Information (data + context) to Create Use the Information (data + context) to Create Knowledge (Information + Expertise)Knowledge (Information + Expertise)
Draw some conclusionsDraw some conclusions
Objectives:Objectives: Find the root causeFind the root cause Propose “options”Propose “options”
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
ANALYSE PHASEANALYSE PHASE
SIMPLE CHARTSSIMPLE CHARTS ParetoPareto Time LineTime Line
Result
0
0.2
0.4
0.6
0.8
Routing Incomplete Correct
Events
0
1
2
3
4
5
6
7
8
1 2 3 4 5 6 7 8 9 10
Day
Sco
re
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Practical ExamplePractical Example
Service: Columbus Metropolitan LibrariesService: Columbus Metropolitan Libraries The issue: The Main Library is not a DestinationThe issue: The Main Library is not a Destination
Looking at Data with a different approachLooking at Data with a different approach Data + Context = InformationData + Context = Information Information + Expertise = KnowledgeInformation + Expertise = Knowledge
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Looking at DataLooking at Data
Branch 1992 1997 2002Driving Park 110,208 130,051 172,136Dublin 332,185 350,288 455,050Franklinton 137,055 109,534 188,108Gahanna 362,283 329,522 444,143Hilliard 276,448 441,254 585,100Hilltop 228,796 366,829 425,796Karl Road 545,315 561,779 585,620Linden 92,633 103,828 168,207Livingston 240,409 245,324 260,211Main 1,383,892 1,349,858 1,273,872ML King 77,660 111,100 177,640Northern Lights 294,423 234,959 318,516Northside 168,106 224,415 263,335Parsons 153,395 139,994 191,275Reynoldsburg 475,115 599,070 611,966Shepard 87,284 94,314 101,582Southeast 243,099 276,827 422,545South High 215,097 207,348 246,032Whetstone 674,698 361,255 642,386Whitehall 146,385 198,968 254,106System Total 6,398,226 6,436,517 7,842,375
Branch 1992 1997 2002Northwest 289,767 472,487Hilliard 464,329 984,105 1,411,460Hilltop 354,577 631,183 768,138ML King 57,783 93,944 173,317Shepard 75,697 122,406 160,404Driving Park 80,869 110,210 134,627Whitehall 202,822 271,450 381,309Gahanna 575,373 743,088 1,253,547Southeast 380,945 485,213 855,966Main 2,061,699 2,550,076 2,525,616Karl Road 860,947 1,018,052 1,191,076Reynoldsburg 944,618 1,101,058 1,356,912Northern Lights 271,587 314,525 404,230Linden 97,587 112,340 157,376South High 252,731 288,866 354,469Dublin 781,221 830,280 1,229,613Franklinton 152,204 161,617 167,589Northside 183,271 193,643 352,507Whetstone 983,783 927,708 1,185,493Livingston 308,283 287,742 313,576Parsons 193,396 175,636 208,006System Total 9,642,350 11,811,189 15,323,558
MEASURE
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Data AnalysisData Analysis
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%G
ah
an
na
So
uth
ea
st
No
rth
sid
e
Du
blin
Hill
iard
ML
Kin
g
Sh
ep
ard
Wh
ets
ton
e
Wh
iteh
all
Re
yno
ldsb
urg
So
uth
Hig
h
Lin
de
n
Hill
top
No
rth
ern
Lig
hts
Ka
rl R
oa
d
Ma
in
Pa
rso
ns
Liv
ing
sto
n
Dri
vin
g P
ark
Fra
nkl
into
n
% Change Book Circulation 1997-2002
MEASURE
© Copyright Jean-Marie Cote© Copyright Jean-Marie Cote
NW NE
SW SE
Columbus Metropolitan Library
Geographical Distribution
No. Location Library Name1 SE Driving Park2 NW Dublin3 SW Franklinton4 NE Gahanna5 NW Hilliard6 SW Hilltop7 NE Karl Road8 NE Linden9 SE Livingston
10 MAIN Main Library11 NE Martin Luther King13 NE Northern Lights14 NW Northside16 SE Parsons17 SE Reynoldsburg18 NE Shepard19 SE Southeast20 SE South High21 NW Whetstone22 NE Whitehall
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Data Analysis: AnovaData Analysis: Anova
NW NE MAIN SW SE
20
30
40
50
60
70
80
Location
% C
hang
ePercent Change 1997 - 2002A
NALYSE
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
THE TOUGH TOOLSTHE TOUGH TOOLS
Statistical Data AnalysisStatistical Data Analysis Variable DataVariable Data
• Hypothesis TestingHypothesis Testing• RegressionRegression• Weibull & Reliability AnalysisWeibull & Reliability Analysis
Attribute DataAttribute Data• Chi-SquareChi-Square
Capability AnalysisCapability Analysis ChartsCharts
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
2520151050-5
USLLSL
Process Capability Analysis for C1
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (Overall)
StDev (Within)
Sample N
Mean
LSL
Target
USL
687520.13
554607.20
132912.93
673422.73
559030.23
114392.51
900000.00
750000.00
150000.00
-0.05
0.37
-0.05
0.16
*
-0.05
0.40
-0.05
0.18
5.12602
4.73941
20
10.7039
5.0000
*
10.0000
Exp. "Overall" PerformanceExp. "Within" PerformanceObserved PerformanceOverall Capability
Potential (Within) Capability
Process Data
Within
Overall
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
A Six Sigma Process Aims at Zero DefectA Six Sigma Process Aims at Zero Defect
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
IMPROVEMENT / DESIGNIMPROVEMENT / DESIGN
IMPROVEMENT:IMPROVEMENT: The process can be fixedThe process can be fixed Viable options exitsViable options exits
DESIGN:DESIGN: The process is brokenThe process is broken Old process cannot be more robustOld process cannot be more robust No valid optionsNo valid options
Goal: Implement Robust Solutions or DesignGoal: Implement Robust Solutions or Design
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
CONTROL / VALIDATECONTROL / VALIDATE
CHALLENGES:CHALLENGES: Foresee the impact of the changesForesee the impact of the changes Communication planCommunication plan Validate resultsValidate results Achieve planned goalsAchieve planned goals
Goals: Goals: A Stable ProcessA Stable Process
A Fix That WorksA Fix That Works
Improvements can be sustainedImprovements can be sustained
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Using the Tools Is Not LinearUsing the Tools Is Not Linear
D M A I C
START Loop back regularly to enhance your
learning about the process.
04/10/2304/10/23 © Copyright Jean-Marie Cote© Copyright Jean-Marie Cote
The way we do business.....
Six Sigma
Strategic Tool
Jean-Marie Cote MBB
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
SuccessSuccess
What is your Mission?What is your Mission? What is your Vision?What is your Vision? Are you generating:Are you generating:
DataData Information Information KnowledgeKnowledge
Data + Context = Information
Information + Expertise = Knowledge
THE PROCESS OF CREATING KNOWLEDGE
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Six Sigma SuccessSix Sigma Success
Actions are in Line with the StrategyActions are in Line with the Strategy Meet or Exceed Customer ExpectationsMeet or Exceed Customer Expectations Meet Management ExpectationsMeet Management Expectations Adding Value to the ProcessesAdding Value to the Processes Doing the Right ThingDoing the Right Thing A Clear and Well Defined StrategyA Clear and Well Defined Strategy
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
StrategyStrategy Strategy as a BridgeStrategy as a Bridge: (1): (1)
Values are the bedrock on which the piers of the Values are the bedrock on which the piers of the bridge are planted.bridge are planted.
The near bank is today’s reality – your baseline.The near bank is today’s reality – your baseline. The far bank is the visionThe far bank is the vision Your strategy is the bridge itselfYour strategy is the bridge itself
(1) Source:The Bottom Line, Joseph R. Matthews, 2002 Librairies Unlimited
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Why Six Sigma Deployment Fails?Why Six Sigma Deployment Fails?The 7 Deadly Sins The 7 Deadly Sins (1)(1)
The 7 Deadly Sins:The 7 Deadly Sins:1.1. Inadequate InformationInadequate Information2.2. Poor Project SelectionPoor Project Selection3.3. Creating Solution-Caused ProblemsCreating Solution-Caused Problems4.4. Serving the Wrong CustomerServing the Wrong Customer5.5. Leaping to the FixLeaping to the Fix6.6. Faulty ImplementationFaulty Implementation7.7. Failing to Consider the Human SideFailing to Consider the Human Side
While they can be deadly, redemption is possible.While they can be deadly, redemption is possible.
(1) Source: J. Zimmerman and Dr J. Weiss, Quality Magazine Jan 05.
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
In Other WordsIn Other Words
““If you want to start doing something new, If you want to start doing something new, you need to stop doing something old” – you need to stop doing something old” – Peter DruckerPeter Drucker..
Insanity: “Doing the same thing over and Insanity: “Doing the same thing over and over and hoping for a change”over and hoping for a change”
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
SOME FOOD FOR THOUGHT...SOME FOOD FOR THOUGHT...
SIX SIGMA TRAINING IS NOT THE END, IT IS JUST THE END OF THE BEGINNING
SIX SIGMA MENTORING IS ABOUT ASKING QUESTIONS, NOT GIVING ANSWER
THE BEST TEACHER IS THE ONE WHO TEACH YOU HOW TO THINK
……WORDS OF WISDOMWORDS OF WISDOM
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
© © Copyright Jean-Marie CoteCopyright Jean-Marie Cote
Prepared and Presented by:
Jean-Marie Cote Six Sigma MBB
Work contact:
Phone: 740-774-5151
email: [email protected]
Personal contact:
Home phone: 614-801-2367
email: [email protected]
Six Sigma in the Service Sector
Special Libraries Association (SLA)
Annual Conference, Toronto, June 2005