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The Six Sigma Champion

Copyright Management and Strategy Institute

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Management and Strategy Institute

Six Sigma Champion Certified (SSCC)™


• The interest in Six Sigma is increasing as companies

realize the need for competitiveness, high performance,

and growth.

• The Champion is the individual in your company who

has the background knowledge of the Six Sigma

methodology combined with a high level understanding

of the business processes for the company.


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• The intent of this course is to provide you with the key

knowledge of tools and process execution to successfully

serve as a Champion for Six Sigma Projects.

• Depending on the nature of your company, organization,

or business; operations, the amount of time you spend on

projects, and the number of projects you manage as the

Champion may vary but the fundamental skillset will be the

same.


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• The Six Sigma Champion by definition is the individual in

your company who translates the mission, vision, and

values into a Six Sigma deployment strategy which

supports the goals of the company.

• They do this by determining which projects to deploy and

identifying resource needs and removal of roadblocks.


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• Six Sigma team formation consists of stakeholders,

executives, champions, and team members (yellow

belts) who are led by a green belt or black belt.

• Project level membership may include master black

belts, black belts, green belts, or yellow belts who help in

management of the improvement initiative.

• Team members are obtained throughout the organization

for expertise and technical guidance.


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• Executives provide the strategic alignment within the

organization for initiatives and Six Sigma projects.

• Champions guide the team through organizational

support and resources, removing roadblocks.

• Master black belts train black and green belts and

manage the strategic direction of the Six Sigma program.

• Black belts lead problem solving Six Sigma teams.

• Green belts assist with data collection and analysis for

black belt projects.

• Yellow belts review overall activities and participate as

project team members.


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This chart provides an “at a glance” overview of the

different positions and their roles in a project.


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Position Role Action

Executive Management Champions Sponsor the project

Black Belts Consultants Provide Guidance

Green Belts Consultants Operations

Yellow Belts Consultants Identify processes that need improvement

Project team Process Execute the Actual Work

Subject Matter Experts Expertise Provide Guidance

Position Roles and Responsibilities


• The Champion is the person that develops the idea to

undertake a Six Sigma project within a part of the business.

They are the person sponsoring the deployment.

• They will generally be a senior manager, often an

executive within the business such as a Vice President or

Director. They should have training in Six Sigma for

Champions in order to have a deep understanding of the

principles of the methodology.


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• The Six Sigma Champion plays several important roles

in leading Six Sigma teams to the successful completion

of projects. Their responsibilities are to:

– Mentor and coach Six Sigma teams

– Remove organizational obstacles the team

encounters

– Ensure projects are aligned with the business’s

strategic plan

– Maintain team focus

– Ensure timely completion of projects


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The Six Sigma Champion will support the project team by

providing several infrastructure needs such as:

• Supporting resources

• Inter-organization communications

• Six Sigma expertise and process driven techniques

• Project management skills

• Business metric development

• Training needs for project teams and company

employees for Six Sigma

• Spread and sustain improvements


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• Six Sigma Project Champions drive the performance of

project black belts and green belts and are responsible for

the results of Six Sigma projects under their guidance.

• They communicate the link between Six Sigma and the

business strategy and identify the black belt and green

belts for the project based on their skillsets and the

requirements of the project.


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• The Champion has a significant responsibility for the

success of a Six Sigma project, typically approving,

reviewing, or managing the project by providing the

resources, eliminating bottlenecks, and diffusing conflict.

• The champion is not expected to do a project, but they

are expected at a high level to have an in-depth

understanding of the process and requirements of Six

Sigma.


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• The Champion is expected to have process knowledge

and Six Sigma knowledge at the level they can explain a

project to both Six Sigma belts and to executive leaders.

• As our course progresses, you will understand the

complexity of the level of Six Sigma knowledge you will

need for success.


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Fundamentally, the Six Sigma Project Champion will have

these three business traits:

• Inherent customer focus

• Understanding of the company’s business metrics

• Solid foundation of Six Sigma Fundamentals


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Under the three larger fundamentals, each Six Sigma

Champion should be able to perform a multitude of

functions which include:

• Being able to provide the history behind Six Sigma

• Recognizing the role of Six Sigma in the business’s

value

• Understanding the need for measurement

• Understanding benchmarking of Six Sigma competition

• Understanding the breakthrough requirements of each

phase of DMAIC


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The Six Sigma Champion Proficiencies

Using these traits, the Champion’s efforts for each project

are broken into 4 proficiency areas. These include:

• Business and operations interface

• Project selection

• Pace mediation and roadblock removal

• Results implementation

We will discuss these four areas in depth as we progress in

the course.


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Business and Operations Interface

• The Champion is tasked with developing the solutions

for improving company value that meets business

strategies and creates customer value.

• Their goal is to reduce defects, improve return on

investment, and improve customer satisfaction. This is

accomplished through driving Six Sigma as the individual

responsible for belt performance.

• These are the individuals who execute the vision

throughout the company and identify and prioritize

projects.


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• Champions first serve as the business and operations

interface. This means that the individual who is the Six

Sigma Champion inherently has a solid foundation of the

business operations of the company.

• This means they have an established understanding of

each process used to build customer value. They deeply

understand the human resource composition, market

presence, financial matters, real estate holdings, and

strategic focus of the company and are able to apply

analytic intelligence to optimize the company’s function.


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• A primary role of the Champion is to ensure that

operational level projects are aligned with the strategic

level business objectives.

• Once the specific projects are chosen, the Champion

makes sure that the projects progress as planned and

produce the results that drive the organization.

• The Champions will be responsible for developing the

metrics that measure the performance of the projects.


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• Champions must also have good communication skills,

leadership skills, and decision making capabilities.

• These Champions are leaders who plan ahead for the

future.


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• Key to supporting and managing the project process is

the underlying Six Sigma knowledge a Champion must

have.

• Having a Six Sigma black belt or green belt is not

required for the Champion, but many of them do pursue

certification in order to perform at the optimal level.

• Achieving certification is highly encouraged because the

Champion’s role is much different and more complex

than other chartered project team members. The

Champion actually leads and encourages the team

members and belts and is the liaison and “explainer” to

other management. It is difficult to play this role if you do

not understand the rigors of the DMAIC Process.


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• Champions such as yourself have sought additional

expertise through courses such as this to expand their

knowledge and truly understand t=heir responsibilities.

• The Champion should understand at a minimum the

basics of the DMAIC Methodology and be able to

understand their impact in each project using Six Sigma.

• We will discuss the key points you will need as the

business and operations interface for your company as

the Champion. We will do some brief overview of each

phase and then explain what you should be translating

into business language.


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• The Six Sigma Methodology improves processes to a

level that produces only 3.4 defects per million opportunities.

• Sigma levels determine the rate of defects and are a

standardized measure of the error rate of a process, based

on the Defective Parts Per Million Opportunities (DPMO)

estimate. The Sigma Level estimate is a long-term estimate

of the process capability. Sigma is an industry standard

estimate of process Sigma Levels developed by Motorola

and adopted throughout business and industry.



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• At the 6th Sigma level, 3.4 defective parts per million

occur.

• At the 5th Sigma level, 233 defective parts per million

occur.

• At the 4th Sigma level, 6,210 defective parts per million

occur.

• At the 3rd Sigma level, 66,807 defective parts per million

occur.

• At the 2nd Sigma level, 308,538 defective parts per

million occur.


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The Basic DMAIC activities at each level include:

• Define core activities includes: the project charter, scope, deliverables, process map, cost benefit analysis, and stakeholders analysis.

• Measure core activities includes: measurement systems analysis, benchmarking, return on investment calculations, failure mode and effects analysis, and Gauge R&R.

• Analyze core activities includes: analyze data, determine root causes, determine correlations, mean, mode, median, variance, variation, and correlation as well as hypothesis testing and design of experiments.


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- Continued:

Basic DMAIC activities at each level include:

• Improve core activities includes: determine 3-5

solutions, pilot solutions, and roll out solutions.

• Control core activities includes: the control plan and

control chart.


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This chart

shows an

overview in

table format:

the DMAIC

phases with

their

associated

activities and

the general

tools you may

use in the

phase.



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Six Sigma Tools

DMAIC Phase Activities involved Tools you can use

DEFINE

Define the problem, agree on

the goals, and listen to the

voice of the customer.

Develop Project name and

Purpose

Complete Project Charter

Develop a High-Level Process

Map

Identify Process Owner,

Champion, Team

Define Customers and

Requirements CTQ

Align Goals with Business

Initiatives

Determine Projected ROI

Project Charter Template

Brainstorming

Graphs

Stakeholder Analysis

Historical Data

Voice of the Customer

MEASURE

What is your baseline?

Collect Data

Take Measurements

Develop Detailed Process Maps

Measure your Measurement

System

Data Collection Plan

Benchmarking

CTQs, Histogram, Pareto Chart,

Scatter Diagram, Control Charts,

Sigma Level, ROI, FMEA,

Validate, Gage R&R

ANALYZE

Analyze the data for variation

and root causes.

Analyze Data

Define Performance Objectives

Identify Value and Non Value

Processes

Determine the Root Cause

Value-Stream, Historical Data

5 Whys, Fishbone, Hypothesis

testing, DOE,

Histogram, Pareto Chart, Scatter

Diagram, Control Charts,

Statistical Analysis

IMPROVE

Choose the solution/s, pilot the

solution, mistake proof, roll out

the improvement and evaluate

the results.

List Potential Solutions

Rank Solutions

Select Solution and Try

Check Results

Roll Out

Evaluate Improvement

Analysis, Brainstorming

Decision Matrix

Capability Study

Pilot

Implementation Plan

CONTROL

Verify the Voice of the

Customer is being met, check

your ROI, implement your

Verify Improvement Processes

Document Procedures

Update Standard Operating

Procedures and Policies

Sigma, ROI, Balance Scorecard,

Control Chart

Control Plan Document

Control Plan Form


The purpose of the Define phase is to refine the project teams understanding of the problem being addressed and the scope.

The activities the team will perform include:

– Developing the Project Name and Purpose

– Completing a Project Charter

– Developing a high level process map

– Identifying the process owner, champion, and team

– Defining customer requirements

– Determining the project Return on Investment

• Your charge as Champion is to make sure the project aligns with business operations.


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The fundamental improvement tools used in the Define

phase are:

• Develop a project charter

• Brainstorm

• Graph development

• A stakeholder analysis

• Historical data chart

• The Voice of the Customer


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The voice(s) of the customer is the most important aspect

of Six Sigma; it tells us what the customer wants.

• The voice of stakeholder is lower costs.

• The voice of the customer from customers is world class

service.

• The voice of the customer is validated customer

satisfaction scores.


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In the Measure phase, the Champion highlights the project opportunities and provides the structure for the improvement. Data collection techniques are established based on business operations. As the Champion, you will ask your team these questions:

• What is our process?

• Which outputs affect our Critical to Quality (CTQ) measures the most?

• Which inputs affect our CTQ’s the most?

• Are you able to detect defects?

• How is your process currently functioning?

• How good could it be functioning?

• What is the best it can perform?


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The key improvement activities performed in the measure

phase will include:

• Collect data

• Take measurements

• Develop process maps

• Understand and measure measurement systems


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The tools used in the measure phase will include:

• Data collection plans

• Benchmarking

• Histograms

• Pareto charts

• Scatter diagrams

• Control charts

• Sigma Level

• Return on Investment

• Gage R&R


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• The goals of the measure phase are to determine the baseline performance for Key Performance Output Variables (KPOVs) and develop a preliminary list of Key Performance Input Variables (KPIVs) to be evaluated during the Analyze phase.

• You need to ensure the measurement(s) systems are robust and take into consideration sources of variability for each KPOV. Verify manually collected and historical data sets against each other to validate measures using short run data sets, and then extend the data collection time.


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• In the Analyze phase, the Champion coaches the team

to look further into data as it relates to business

operations.

• The Champion is key to monitoring each phase to make

sure the inputs and outputs align with the business

objectives.


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As the Champion, you will ask your team these questions

in the analyze phase:

• Which inputs affect the company’s outputs the most?

• What variables affect outputs?

• If observations are made in one process, are they the

same in another?

• What level of confidence do you have in your data?

• Which inputs have the biggest impact on outputs?

• Can you describe input and output relationships in

statistical form?


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The activities performed in the analyze phase will include:

• Analyze the data

• Define your performance objectives

• Determine root causes

• Identify activities in your process which are value added

and non-value added activities


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The tools used in the analyze phase are:

• Statistical analysis

• Control charts

• Fishbone diagram

• 5 WHYs

• Value stream mapping

• Histograms

• Pareto charts

• Historical data


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In the Improve phase, the Champion monitors the

brainstorming of ideas that improve the process and

supports the pilot of new ideas. As the Champion, you will

ask your team these questions:

• If I know the inputs that affect the outputs, how do I

standardize them?

• How many pilots, trials, or PDSAs will result in the

optimal process improvement?


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The activities performed in the improve phase will include:

• Develop a list of potential solutions

• Rank the solutions

• Select the best solution(s) and trial them

• Review the results

• Perform a full rollout and evaluate the results


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The tools used in the improve phase are:

• Brainstorming ideas

• Decision matrix

• Pilot

• Implementation plan


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In the Control phase, the Champion institutionalizes the

improvements into the culture of the organization and

monitors ongoing performance. As the Champion, you will

ask your team these questions:

• Once you have an implementation plan, how do you

keep the improvements relevant?

• How does the project team keep it going?

• How do I set this process up for long term success if my

employees change, my customer base changes, or

technology changes?


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• The control phase is used to define and validate

monitoring and control systems, develop standards and

procedures, and implement statistical process controls,

control charts and check sheets.

• Baseline performance data is collected for the current

state process. The data later is verified following the

improvements to validate the impact of processes.


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The activities performed in the control phase will include:

• Document procedures

• Update policies

• Update standard operating process documentation

• Develop your control plan


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The tools used in the control phase are:

• A balanced scorecard

• Control charts

• Control plan documents, checklist, or forms

• Communications plan


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• As the Champion, you are responsible for Organizational

process management and measuring impact on

stakeholders. The critical X is the term used to refer to

the key inputs which are measurable characteristics

critical to the customer. These are the critical to quality

(CTQ) measures. The most common forms are:


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Critical to Quality MeasuresCTC Critical to cost

CTS Critical to safety

CTP Critical to process

CTD Critical to delivery


• The Champion approves projects, prioritizes which

projects the company will pursue, and celebrates

successes. The alignment of projects with CTQs is vital

for customer satisfaction.

• The Champion is the organizational interface between

the project team and others of the leadership team. The

Champion requires an in depth knowledge of Six Sigma,

project team functions, and business knowledge at a

level that they can do the following:


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• Explain to stakeholders the significance of the project,

the risks, and expected outcomes.

• Explain to fellow leadership what the Six Sigma team is

doing and how it impacts the strategic operations of the

business.

• Explain to the Six Sigma team the expectations of the

project and whether the project aligns with business

objectives as it progresses.


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• Serving as the Champion will require you to provide your

Six Sigma project team with the empowerment to shift

the paradigm of the current process and develop the

new state.

• You do so through an awareness of priorities and

hierarchies within the company, understanding

limitations of the organization, and cultivating awareness

based on business intelligence and cultural growth of the

learning organization.


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Project Selection

• Six Sigma Project Selection is the next proficiency required for the Six Sigma Champion.

• Champions assign Six Sigma projects to the green belt or black belt assigned to the project. They are also responsible for aligning each project with the core business strategies of the company.

• The Champion is required to be a leader who is articulate with communications, Six Sigma knowledge, and a deep understanding of the goals of the company. They develop a strategy for deployment based on knowing what projects need to be accomplished, who needs to do the project, and how it corresponds to business goals.


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Project Selection

• Working as the Champion requires understanding how

processes and projects align with the strategic goals of

the organization. This alignment is a critical part of

project selection.


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Project Selection

• There are many criteria which your business or company may use to determine the best projects. As the Champion, you will determine your criteria and include it in your project selection matrices.

• We are providing guidance for you here, but every company is different and every company has some key qualities that help give it the competitive edge. You develop your criteria based on the competitive edge you want to gain with your company. Some of the Key Project Selection Criteria will follow for your use as a Champion. These are selection criteria and are not listed in order of weight or significance.


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Project Selection

• Common Project Selection

Criteria

• Customer Impact

• Available Data

• Meets Business Objectives

• Known Solution

• Is Six Sigma the answer?

• Return on Investment


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• Process Stability

• Project Timeline

• Process Management

• X and Y measures of defects

• Team Composition

• Implementation Probability

Project Selection


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Project

Criteria

Decisional Factor

Customer

Impact

Determine through the voice of the customer

analysis if the project will truly have an impact on

the customer’s perception of quality.

Available

Data

Ensure data is available for the process metrics.

If it is not available, be sure you can obtain it.

Meets

Business

Objectives

Determine if the company’s strategic goals are

supported by the project. Use a cost-benefit

analysis (CBA) or Return on Investment (ROI) to

demonstrate the value of the project. Ensure the

project can be adequately funded.

Project Selection


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Project

Criteria

Decisional Factor

Known

Solution

DMAIC may not be needed if the solution is already

available. Your employees are the best resources to

determine if answers to the process problem are

already in existence.

Is Six Sigma

the answer?

Determine if other process improvement, project

management applications, or business techniques can

be used to solve the problem. Be sure the rigors of Six

Sigma are required, or you will overcomplicate the

solution and disengage employees.

Return on

Investment

Determine the capital investment to solve the

problem and determine if the benefits are worth the

results or if a risk determination should be made.

Project Selection


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Project

Criteria

Decisional Factor

Process

Stability

Ensure the process meets customer specifications. If

it is a new process, data may not be sufficient to

determine defects. Process stability is used to

determine key issues such as the DPMO and Sigma

level.

Project

Timeline

Determine if the project can be completed in the

required timeframe. The recommended timeframe is

6 months for a DMAIC project.

Process

Management

Determine if the changed project will yield a refined

process which is more manageable, not more

complex and unnecessarily complicated.

Project Selection


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Project

Criteria

Decisional Factor

X and Y

measures of

defects

Ensure your defects are operational in nature such as

processing time, error rates, or takt time.

Team

Composition

Make sure you have the right team members who

have designated time to work on the project separate

from their daily functions. As the Champion, you

should designate assigned green and black belts.

Project Selection


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Project Criteria Decisional Factor

Implementation

Probability

This is a difficult criteria to determine and

involves the ability of the Champion to determine

the level of acceptance the changed process will

encounter after modification. High employee

resistance will result in low probability of

implementation. In order for solutions to be

effective, they must be implemented, and this

often involves organizational changes.

Project Selection

• Project selection within your company is critical to the success of your company and the success of projects.

• Selecting the right projects improves the bottom line and results in customer satisfaction. Selecting the right projects prevents wasted resources, uncompleted projects, unnecessary work, and proper alignment with your strategy.

• Selecting projects should be a standardized process with a structured approach using criteria-based measures. Your approach should weigh the risks and benefits, added value, and ability to be exported or used throughout the organization.

As the Champion, you should be able to identify good DMAIC projects, prioritize them, and align resources.


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Project Selection

• Champions are charged with identifying process

problems which may necessitate a Six Sigma project.

This is most commonly done by collection and analysis

of process data or by requesting input from the users

(employees) or stakeholders.

• Common tools for the Champion include:

– Problem Identification Worksheets

– Project Review Checklists

– Project Priority Worksheet

– Project Selection Matrix


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Project Selection

• Problem Identification Worksheets are deployed to employees so that they can identify significant process issues. (Reviewed by Champions)

• Project Review Checklists help you determine if the scope is adequate, metrics are available, and if the project improves customer satisfaction and the bottom line of the company.

• Project Priority Worksheet helps align risk, value added aspects, and deployment factors for individual projects.

• Project Selection Matrix houses multiple projects for scoring.


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Project Selection

• Samples of each sheet follow

• Problem Identification Worksheets are deployed to

employees so that they can identify significant process

issues. (Reviewed by Champions)


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Project Selection


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Problem Identification Worksheet

What process, product, or service is involved in the failure?

When is the failure point? Pre user deployment or post (identified by the user?

Who has observed the issue?

When was it observed?

How often has it been observed?

What percentage of our process does this occur?

Additional comments:

Champion Review Date and comments:

Champion Decision

Problem Identification Worksheet

The problem

identification

worksheet

asks the end

user for how

and when a

problem

occurs.

Project Selection

• Project Review Checklists help you determine if the

scope is adequate, metrics are available, and if the

project improves customer satisfaction and the bottom

line of the company.

• It can be used for in-process projects to maintain

progress.


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Project Selection


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Project Review Checklist

Review the plan and modify if

necessary.

Set the date, time, and

location

SIX SIGMA Project Review Template

Project Review Item

1. Clarify the objectives of the

project

2. Have the required

stakeholders been informed

of the project.

3. What are the current open

issues?

4. What new issues have

developed?

5. What are the upcoming

project milestones?

7. When is our next project

review?

6. Are we meeting the goals

of the project plan?

8

9

10

Comments

Align with the project charter

and aim statements or

problem statements.

Include all with a vested

interest in the problem and

improvement.

Develop actions for each issue

Collect data and develop a

plan

Are we at risk?

Results of the Review

The project

review

checklist

provides a

check of the

key

components

you want to

be reviewed

as the

Champion…

think what are

we missing?

Project Selection

• Project Priority Worksheet helps align risk, value

added aspects, and deployment factors for individual

projects.


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Project Selection


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Project Priority Worksheet

Project title Evaluators name

Date Evaluators position

1 = $100,000

2 = $75,000

3 = $50,000

4 = $25,000

5 = $<10,000

Value added annual cost impact

Project Priority Worksheet

Medium = 2 High =3

Transferability and transportability within the company

Minimal transfer

application = 3

Moderate ability to

transfer to several

processes = 2

Easily transferred to

many processes = 1

Core Components to individual project evaluation

Risk x Added Value x Transferability

Risk calculation based on environmental, safety, cost, and customer constraints

Low = 1

The project

priority

worksheet

helps you to

score an

individual

project to

determine its

worthiness. As

the Champion,

you will

develop your

scoring criteria.

Project Selection

• Project Selection Matrix houses multiple projects for

scoring. The Project Selection Matrix provides the

Champion with a weighted system of criteria so that the

clarity and utility of a project are more apparent along a

continuum of variable criteria.


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Project Selection

• By using the prioritization matrix, the Champion and project teams are able to weigh the ultimate decisions and quantitatively show to stakeholders how the decision to make improvements was developed or determined.

• The following chart shows a weighted Six Sigma project prioritization matrix. In addition to the prioritization matrix, project viability matrices are used to determine the viability of a project. Notice the weighting goes 1 to 5 with scoring of definitely no, no, possibly, definitely, etc.

• Following are 2 examples of these matrices. These are used to prioritize multiple projects within the organization.


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Project Selection


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Six Sigma Project Prioritization Matrix

Project

Selection

Criteria Clin

ica

l E

xce

lle

nce

Re

gu

lato

ry/JC

Pa

tie

nt

Sa

tisfa

cti

on

Ea

se

of

Imp

lem

en

tati

on

Fin

an

cia

l Im

pa

ct

Tim

e t

o C

om

ple

te

Su

sta

ina

bilit

y

Acce

ss

Pro

du

cti

vit

y

1 - Low 5-High

Project Name Project Description

Project

Estimated

Value

Relative

Importance to

the Facility

Weighted

Priority Scale Assigned To:

Project or

RPIW

Date

Assigned:

Deliverable

Date:

Final

Deliverable:

Mail

A substantial amount of revenue is expended on postage

for appointment letters sent untimely to patients.

Develop a plan to eliminate mailings similar to private

sector where you receive an appointment card and

follow up call. 3 1 5 4 4 4 4 1 5 31

Access Template

Build an exportable template with best practices for

measuring supply and demand. 4 4 4 3 4 3 3 5 5 35

Actions Required

Build a sustainable process for limiting actions required

to a set parameter or develop a mechanism to automate

their resolution. 5 4 4 3 5 3 4 5 5 38

Dashboard

Develop a sustainable solution to performance measures

failing the measure. 5 5 4 3 3 3 3 3 3 32

FAC Work

Develop an analysis and recommendations to ensuring

the facility receives credit for work performed. 5 4 4 3 5 3 4 4 4 36

Productivity

Dashboard Develop a provider data warehouse. 5 3 3 4 3 4 4 3 5 34

BDOC Reduce bed days of care for a specialty. 5 4 4 1 4 2 3 3 4 30

Vested Patients

Develop an exportable plan to increase the number of

vested patients. 3 3 3 3 4 3 3 3 3 28

Diversion Build a master plan for reducing facility diversion. 5 3 3 4 3 4 4 3 5 34

Community Patients

Develop an actionable plan to reduce community fee

base costs. 4 4 3 2 5 3 3 4 2 30

Octane

Shows the Critical to Quality factors

which are weighted and lead to a

score.

Project Selection


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Six Sigma Project Prioritization Matrix

Project Selection Criteria Excellence B

enchm

ark

Custo

mer

Satisfa

ction

Ease o

f Im

ple

menta

tion

Fin

ancia

l Im

pact

Tim

e to C

om

ple

te

Susta

inability

Pro

ductivity

Name Improvement Description

Estimated

Value

Relative Importance to the

Facility

Weighted

Priority

Scale Assigned To:

Date

Assigned:

Deliverable

Date:

Final

Deliverable:

Revenue per employee

Develop a plan to improve sales per employee

including training formal education and practice

exercises. $20,000,000 Costs of goods sold 5 1 3 5 2 4 1 21

Process wastes

Implement additional 5S teams to deploy throughout

clothes and homes similar to warehouse

improvements. Develop a tracking system for 5S and

ROI in functional areas. $15,000,000 Costs of goods sold 5 2 4 4 3 4 4 26

Maintenance costs

Develop a multidisciplinary team to evaluate financial

costs, engineering perspective, and store satisfaction

with maintenance and areas for improvement. $5,000,000 Costs of goods sold 2 1 2 5 2 3 1 16

Advertising costs

Develop an internal marketing and advertising team to

develop a plan for refined advertising and increasing

the impact per dollar. $12,000,000 Costs of goods sold 3 1 3 5 3 4 1 20

Unfriendly employees

Implement a training program with mentors, examples,

and incentives for providing the "best" customer

service. $7,000,000 Customer Satisfaction 5 5 4 5 2 4 3 28

Unhelpful employees

Implement "a day in your shoes" program so all levels

view work from the customers level and develop

improvements. $5,000,000 Customer Satisfaction 5 5 4 5 2 4 3 28

Return policy

Develop new policy with management and floor

employees with customer input…deploy immediately

…. This is an easy fix. $2,000,000 Customer Satisfaction 5 5 5 3 1 4 1 24

Includes values

Project Selection

These examples show a linear weighted scale based on

specific KPI quality indicators. You may choose your own

cutoff points for projects. The cutoff point will be based on

your resources, viability, risk, and business strategy.

Primarily you want to determine a scoring cutoff that will tell

you one of three things:

• Whether the project is viable as a DMAIC project.

• Whether a project is a possible DMAIC project and will

require further validation.

• Whether the project is not a viable DMAIC project and it

may be better to use another approach.


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Project Selection

• Incorrect project selection is one of the core project

deployment and execution problems, but this is one area

where there are actions which can be put into place to

easily prevent incorrect project selection.

• This begins by properly vetting the potential project

through three groups: the executive level, the operational

level, and the Six Sigma project level. This provides top

down support of the project where there is a flow from

the strategic level, to the operational level, down to the

process improvement level.


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Project Selection

• Watch to ensure Six Sigma project leaders’ scopes are

not too broad and there are not weak or unclear problem

or goal statements.

• A Six Sigma prioritization matrix may be your best tool in

terms of excellence, benchmarks, customer satisfaction,

use of implementation, financial impact, time to

complete, sustainability, and productivity.


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Pace Mediation/Roadblock Removal

• The next required competency for the Champion are

pace mediation and roadblock removal.

• Pace mediation is when the Champion controls,

monitors, and manages the pace or progression of

project timelines.

• Roadblock removal when a Champion uses their skills,

resources, or position to maneuver a project and team

members to success.


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• The Champion has the difficult task of keeping projects

on track. This can often become cumbersome but is a

challenge where you are holding your project team

accountable for their work. The greatest part of the

challenge is managing unexpected project change

requests, scope creep, or changing deadlines.

• To make the job more simple, we have listed some of the

actions you can take as a Champion to keep projects on

track.


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• Early involvement - The Champion should be involved

with the key planning meetings for each project. They

need to be able to explain the Six Sigma requirements to

fellow leaders and stakeholders within the context of the

company business operations. When the project team

encounters issues, they turn to leadership for discussion

on the effects they will have on the project. The Champion

needs to be able to frame the solution and discussions.

• Clear scope - Clearly define the scope of the project and

have the shareholders sign off on the scope. Scope creep

is a major cause of risk to project completion. Very minor

changes will add up over time of you do not monitor and

contain them.Copyright Management and Strategy Institute

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• Design SMART GOALS - SMART goals are a best practice framework for setting goals. A SMART goal should be specific, measurable, achievable, realistic, and time-bound.

• Quantify measures - Using the SMART goals, all projects should have a calculated Return on Investment and the project should be held accountable to achieve those objectives.

• Set role expectations - Every member of management, shareholders, and project team members should be aware of their roles and expectations if not specifically outlined in the project charter.


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• Communication - This should go unsaid but is commonly a problem within the business world. Be sure a project communication plan is followed as we outlined. Adjust your communications based on the project status with good or bad news. Keep the communications clear, concise, and as frequent as stated in the communication plan.

• Have realistic expectations - Set realistic completion dates and know the abilities of your project team. It is your determination as for when to add additional resources. You coach the team to keep them on time and on budget.


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• Frequent reviews – As the Champion, set up routine time on your calendar to review key metrics of project success. Do the same separately for your leadership colleagues to discuss with you the project status and then again separately with project team members. Discuss the timeline, target objectives, and KPI measures.

• Proactive response for potential pitfalls - Develop a monitoring checklist with your Six Sigma team for key areas to monitor to prevent surprises as the project progresses. You won’t know everything that can pop up unexpectedly, but you can be more reactive if you have already identified what could go wrong in advance.


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• Have an escalation plan - Indicate to your team in

advance for key issues that you want escalated “trigger

points.” Let them know what should be escalated, how it

can be escalated, and what they should solve at their

own level.


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Common Six Sigma Project roadblocks include:

• Project Scope too large

• Employee resistance

• Change management deployment

• Lack of resources

• Team selection

• Training

First, we will discuss deployment mistakes, which can

develop into or compound roadblocks.


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Deployment Mistakes

• There are many benefits to a properly executed Six Sigma project: the improvements, reduction in problems, and benefits to the customer can be significant.

• On the converse, a poorly executed project can waste valuable time and resources as well as money. A poorly executed Six Sigma project may also result in negative thoughts towards promoting Six Sigma further within the company.

• The most easy way to ensure that Six Sigma deployment is successful for a company or individual leading the implementation is to ensure that Six Sigma projects meet the intended savings desired by the company, fully achieve their objectives, and achieve their desired results.


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The number one failure… Lack of Management Support.

Support and commitment for a Six Sigma deployment from

the leadership of a company is the key driver for success.

The Leadership must emphasize the importance of Six

Sigma in the culture of the company. If the company has

support from leadership, the chances of successfully

embedding the Six Sigma methodology are improved

significantly. Sustained growth should be included in

strategic planning.

Other Deployment Mistakes include:


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• Unwillingness to accept cultural change occurs through lack of leadership and inclusion in strategic planning. Employees are not challenged to pursue excellence in process improvement.

• Incorrect Strategy Deployment occurs when employees are confused because there is a lack of alignment in operations and strategic goals.

• Incorrect Project Selection occurs because there is no active project selection matrix, lack of data, or lack of a business focus. This often results in stopping projects which are already in motion or lack of interest for employees. This can be avoided by focusing the team on the business and customer goals of the project.


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• Poor Project Team Member Selection sometimes occurs

when a team struggles because they do not have the

correct team members to solve the problem or do not have

people on the team who are empowered to make actions.

• Lack of Process Owner Support may occur if the

process owner is not involved in the project from the

beginning and often results in not completing the Improve

or Control phases of the DMAIC model.

• Incorrect Project Scope can also be a problem if not

properly managed or may even result in scope creep.

Teams should focus on minimizing the variation in single

characteristics of a product or service. Use caution not to

include too many improvements or too wide of a scope.Copyright Management and Strategy Institute

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Insufficient Training and lack of communication are

often cited as reasons for project failure. Employees

should receive enough training that they feel confident in

performing their tasks related to the project. They should

also not be overwhelmed by the level of a required

training, allowing them to practice what they learned in

sufficient detail. Make sure the training focuses on real

life application and not too heavily on theory.

Using Incorrect Measurement Systems may occur if

your Six Sigma team fails to check the validity of their

measurements. A measurement systems analysis should

be performed at the beginning of every project. Copyright Management and Strategy Institute

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Identify Roadblocks Early in order to develop strategies

and accelerate robust corrective actions before they

become an issue.


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What Should Have Been Done Differently?

• There are some Six Sigma projects and deployments that have struggled and some things that should have been done differently.

• It would be unfair to categorize any Six Sigma project as a failure simply because, when you take the project and look at it at its fundamental level, the process and actions of encouraging the company’s employees to define the customers needs, determine the inputs and outputs, measure them, analyze them, develop improvements to deploy, and develop methods to sustain them is astounding.


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• Six Sigma projects have significant impact in developing

and building the culture of improvement within the

company. This simple action sets your company apart

from those who do not use Six Sigma.

• Six Sigma greatly enhances your abilities as a learning

organization.


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When Six Sigma professionals review common roadblocks,

they look at things that should have been done differently.

Here is a broad overview providing insight into what they

should have done and things you can avoid.

• It’s best to always develop your projects based on

realistic expectations.

• Always understand the voice of the customer and their

expectations.

• Tie customer expectations to your company strategic

planning.

• Always have visible leadership involvement in Six Sigma

projects.


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Champions will encounter roadblocks when implementing

new strategies to improve the business. The most common

roadblocks are:

• Employee resistance

• Training

• Organizational change management

• Six Sigma team selection


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Employee resistance is one of the common Six Sigma

roadblocks companies experience. Employees resist

change for a number of reasons. These could be that:

• They like the old way and have no desire to change.

• They find the change threatening to their job.

• They feel that they no longer have control of the process.

To remove this roadblock, include every employee in the

change. Ask for feedback and let all employees be

included. They will have less resistance to the change if

they feel they have a say and when they see the positive

change of the improvement.


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Team selection is another Six Sigma roadblock. Team selection roadblocks occur when the wrong team members are put on a project. Remember team composition should be a diverse section of multidisciplinary team members with the right skill sets and experience.

• A team with very similar skills and personalities will make less progress. Always strive to vary skill sets and choose employees who will be the most successful with a certain project.

• Project management principles dictate that you will have the most success with a diverse team with creativity, drive, and a willingness to succeed.


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Team dynamics are important. As the Champion, be

cognizant of toxic teams and project mismatch with team

members, but also be aware that not all actions are

roadblocks. Sometimes it is the natural flow of team

formation.

Recall that teams go through five phases of development

that include the phases which follow. If your team is newly

formed, they may be getting used to one another not

having difficulties.


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Team dynamics

• Forming is the development of a team with a variety of knowledge, skillsets, and abilities.

• Storming is the second phase and involves open honest communication with some disagreement and significant brainstorming.

• Norming occurs when the members agree on how they will operate and succeed with the project.

• Performing occurs when the team is fully functioning and developing actionable solutions to the problem.

• Adjourning is the closure of the project and disbanding of the project team.


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• When any team comes together for the first time, it is

recommended that they take some time to get to know

each other and develop as a cohesive unit.

• Six Sigma teams are no different, but the expectation

placed upon it by the business may be to get up and

running very quickly. It is key that the right people are

pulled into the team to ensure its success.


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• The team has collective responsibility for the success or

failure of the project.

• There should be no blame or finger pointing, but

acceptance to learn from errors and move forward.

• The team must also be receptive to the customers

comments and value the contributions of all with

objective viewpoints. It is important to be understanding

and rationalize these at each point to progress the

project.


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• Most green and all black belts will demonstrate

facilitation skills, and as such, they should be clearly able

to overcome conflicts and disagreements within the

team.

• Occasionally, it may be of benefit to utilize an

independent facilitator if project conflicts continue. The

Champion should be aware of the conflicts and

determine what actions should be taken to change team

members or modify their performance.


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Training is another Six Sigma roadblock.

• Training roadblocks occur when a company does not

spend money on training for employees when a project

involves process changes. Employees should never be

expected to “figure it out.” Leaving employees ill-

prepared will further compound process difficulties for

the company.

• The Champion is responsible to make sure the right

resources are available for success and training is key to

the success of any project. Investment in training allows

employees to do their jobs to the best of their ability.


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Change management is a Six Sigma roadblock that the

Champion must address prior to the implementation of the

change or improvement.

• Change management is an organizational function that

requires evaluation of which employees will be affected

by the change, to what extent, what the desired results

will be, and what cultural changes and communication

will be required to be successful.

• Change management requires an organized structure

approach to implementation which includes training and

communication.


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• Removing roadblocks is a key function of the Six Sigma

Champion. The goal of removal of the roadblocks is to

prevent failure of the project. Projects require significant

resources, project team commitment, $$ money, and

several months for completion. For most of us, failure is

not an option. That is where the Champion comes in.

• If you have a good Six Sigma project team, a strategic

goal, and the right resources in place, you should be

able to meet the Voice of the Customer, and the

Champion is the leader who helps you get there.


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• Pace mediation is best controlled using the basic project management tools for timeline constraint. The Champion has a significant responsibility to make sure the project adheres to the original timeline or, if there are timeline changes, that they are acceptable to the company. Remember, more time = more money. There are other tangible results as well, such as lost efficiency and lost morale.

• When projects get off course, Champions require the project team to crash and crunch the timeline to better meet the timeline of the critical path. Most Six Sigma project teams use the critical path method. Always monitor your timelines.


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• The Critical Path Method is a pace mediation technique

using schedule network analysis to determine the

amount of scheduling flexibility on the network path of a

project schedule to determine the minimum project

duration.

• The Critical Path is the sequence of schedule activities

that determines the duration of the project.


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• Crashing is a project schedule compression technique

performed by taking action to decrease the total project

duration by analyzing alternatives to get the maximum

schedule duration compression for the least additional

cost. This may involve the addition of resources

determined by the Champion.

• Crunching is a less formal term that involves establishing

priorities based on the Champions determination of the

companies needs or priorities and prioritizing them

based on resources. Crunch times are an indicator of

failure of project management.


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• Project planning is important for establishing your

project’s timeline with realistic and attainable deadlines.

• The plan and timeline will make sure that you spend

appropriate amounts of time on each step of the process

and help keep you on track. Typically Gantt, CPM, or

PERT charts are used to visually display tasks,

deliverables, milestones, and resource constraints in a

continuum which is called the critical path and is the

minimum amount of time needed for the completion of

the project.


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Sample Gantt charts are shown on the next three slides.

Project Schedule

Task Owner Week Milestones

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1

0 1 2 3 4 5 6 7

Define

Measure

Analyze

Improve

Control



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This Gantt chart

shows individual

DMAIC phases

and their

expected

durations.



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Results implementation

• Results Implementation is the process of managing

projects to achieve the business result.

• Results implementation is the tangible tie of the

expected outcomes of a project conveyed in terms of

measurable metrics and timelines and the corresponding

level of achievement based on the metric and the

required timeframe for implementation or completion.

• When a project is completed, it should have a calculated

potential savings. This is the metric the Champion

should be held accountable for. Metrics drive

performance.


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Results Implementation

• Each Champion has their own way of monitoring

projects.

• There are two perspectives you can look at for the

implementation.

– One is how you perform your small tests of change

using PDSA cycles

– The other is how well you monitor progress in terms

of your control measures. In order to implement your

results, you should have a clearly designed control

plan.


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• PDCA cycles are used to implement your results. They

are used to make small tests which grow into significant

changes.

• We will discuss the PDCA cycle and then the control

tools the Champion uses in the Control Phase.


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Using PDCA allows the Champion to monitor and control the

small tests of change. By monitoring the PDCA cycle, you can

control the small implementation.

The steps in the Deming PDCA or PDSA Cycle are:

1. Plan a change or test it (P).

2. Do it, (D) by carrying out the change or test on a small scale.

3. Check it (C) by observing the effects of the change or test.

4. Study it (S) by reviewing what you have done or changed.

5. Act on what you have learned (A).

6. Repeat and continuously evaluate the process.


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Stage of

PDSAPDSA Cycle #1 PDSA Cycle #2 PDSA Cycle #3 PDSA Cycle #4

Plan:Plan the test (what will

you change; who will do

what, when, and how to

set up and execute test)

Do:Try out the test on a small

scale, list what was done

Study:Analyze the data/

study the results:

Adapt, Adopt, or Abandon?

Act:Refine the change, based

on what was learned from

the test

The Plan-Do-Check-Act (PDCA) Cycle is easily tracked using a

PDCA tracking chart such as this one below. Taking the process

you want to improve, you would take the process through each

step of the PDCA cycle until the desired results were achieved.



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• PDCA builds on small tests of change

• Start with your improvement idea

• Determine how to measure your improvements

• Plan the change

• Test it on a small scale

• Measure your outcomes

• Was it what you wanted? If not, what else can you do? If

so, can you test it on a larger scale…remember PDCA

begins on a small scale.


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PDCA – Plan – Do – Check - Act


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Plan - set your

objectives and

develop a plan

Do – execute

your plan,

document

actions, and

gather data

Act – make

changes and

execute the

next PDCA

Check –

analyze and

reflect


PDCA – Plan – Do – Check - Act


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Plan Do Act Check

Continuous

Improvement

using the PDCA

cycle begins to

see more

improvement in

shorter

amounts of

time.

Impro

vem

ent

Time



• Communication of the control plan provides routine

feedback through the PDSA and implementations you

have developed.

• Communication of the progress should be done on a

daily basis and should be displayed in prominent areas

that encourage employees to be engaged and part of the

process. Improvement is catchy and is interesting even

to those not involved in the project.

• This display of information should occur through the use

of visual boards which we will discuss in a moment.


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• Control phase activities help manage the results

implementation and involve:

– Verifying that the voice of the customer is being met

– Checking ROI

– Implementing the control plan

– Verifying improvement processes, document

procedures

– Update standard operating procedures and policies

– Build a transition plan

– Close out the project


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• The control plan is a key component for sustainment and

for Champion monitoring. The control plan is a document

that lists what is monitored in a product, service, or

process as far as characteristics of quality.

• The control plan plays an important part in sustaining

product quality long after a manufacturing process is

developed and launched.


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• There is no set type format or style of project control plan

for a specified particular improvement.

• Use a combination of spreadsheets and text documents

to keep track of the measures being improved.

• In general, you determine all of the headers and labels

for your control plan which are critical to quality, proven

to be important to the customer, and include a

hierarchical reference number.


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The control plan shows the key measures you are

implementing and their progress towards improvement.

The Control Plan shows your company’s:

• Metrics and KPIs

• Target Values

• Data Sources

• Who collects the data

• The sample size and frequency

• The collection method

• The review frequency


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Here is a sample control plan. The control plan easily

shows the Champion what measures are critical to

quality and should be monitored for progress.



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Prepared by: Page: of 7

52675 Approved by: Document No:

Location: Approved by: Revision Date:

Area: Approved by: Supercedes:

KPOV KPIV

Training Funding

Employee

activityTime

Employee

activityTime

Employee

activityFunding

Training Time

Training Time

Employee

activityTime

Unhelpful employees Implement training program Training, exercises, practice 200/0 Secret shopper 50 employees

100 Surveys

Who Measures Where Recorded Decision Rule/ Corrective Action SOP Reference

Corporate

Unfriendly employees Implement training program Training, exercises, practice 200/0

Laryn Clay

Committee process

team meeting

minutes

Implement immediately Clothes and Home policyReturn policy Develop new policy New policy and activation N/A N/A N/A Weekly

200 employees Weekly Jim Kuhn

Committee process

team meeting

minutes

Training plan should be developed in 6 weeks Clothes and Home policy

Weekly John Turrent

Committee process

team meeting

minutes

Training plan should be developed in 6 weeks Clothes and Home policy200 employees

12 advertisements - 3

commercialsWeekly Paul Walker

Committee process

team meeting

minutes

N/A Industry benchmarking

Weekly Mike Morgan

Committee process

team meeting

minutes

N/A Mechanical contractor standards20 repairs

Adverting costsDevelop advertising and

marketing expertiseReduced costs Dec-00 Advertisements

Maintenance costsDevelop team to review

maintenance nuancesReduced costs 20/0 Repairs

Emilio Martinez

Committee process

team meeting

minutes

N/A ISO Standards

Weekly Layrn Clay Business ledger N/A Clothes and Home financial

Completion

Revenue per employeeDevelop the plan to improve

sales per employee.Training, exercises, practice 25/0 Sales 25 employees

Sample Size FrequencySub Process Sub Process StepCTQ

Specification CharacteristicSpecification/ Requirement

Measurement Method

USL LSL

5 5S projects WeeklyProcess wastesImplement 5S throughout

Clothes and homeImplement May-00

Six Sigma Process Control PlanProcess Team Six sigma team Donald Barnett 2

Customer Int/Ext John Simmons

This is a completed control plan showing the metrics a

Six Sigma process team chose.

This is a sample implementation plan. The Champion

should monitor the expected implementation and actual

actions.



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• Implementing the results includes the requirements of controlling, spreading, and sustaining the implementation.

• In order to maintain implementation over time, you must sustain and spread the results throughout your company.

• Sustainability is defined as performance improvements that persist over time. Spread is defined as using the results and tools learned in a project outside of the original project area.

• In order to spread and sustain the results, you must use a control plan and continuous monitoring. This prevents situations where old processes reappear or the new processes disappear reversing the effects and efforts of the team.


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Sustainability is affected by employee attitudes and can be a predictor of project success. There are ways to determine your level of results implementation. Here are some ways to determine your level of implementation for a project through a rating indicator.

• Excellent – is a project that is fully implemented and has sustained its goal for greater than 12 months.

• Good – is a project that has significant implementation and sustained results for 6 months.

• Fair – is a project that some implementation occurs but did not sustain goal for more than three months.

• Poor – is a project that has no implementation and did not meet goals for at least 3 months following the implementation.


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Other factors can help with the results implementation

process. These actions include:

• Maintaining accountability for performance metrics

• Routinely posting improvement result data for all levels

of employees.

• Driving change from the lowest levels within the

company.

• Communicating the results at all levels.


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• Champions continually review previous project lessons learned. The lessons learned from all phases of a project identify how improvements can be replicated and applied to other processes in the organization.

• Training plan deployment is also important to achieve the best results implementation. The Champion facilitates the development of training plans to ensure continued support of the improved process.

• Training includes progressive deployment for training of additional organization yellow belts, green belts, and black belts. It includes awareness for Six Sigma improvement projects within the organization to increase the culture for Six Sigma engagement.


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• To maintain the results, new procedures should be

developed and documented including standard operating

procedures (SOPs), work instructions, etc., to ensure

that the improvements are sustained over time.

• Six Sigma belts are responsible to ensure that

organizational documents are updated with the

progression of the project and used to sustain progress

for quality initiatives. These are maintained in the

“Control” phase.


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Ongoing evaluation is required during the results

implementation. The Champion identifies and applies tools

for ongoing evaluation of the improved process, including

monitoring for new constraints, additional opportunities for

improvement, etc.


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The communications plan will help the team facilitate updates to

the control plan at the required frequency. The communications

plan helps the Champion ensure communications are consistent

and routine through the organization. A sample plan is shown here.



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Stakeholder

Level of

communication--

Storyboard, paragraph

update, tollgate

summary

How information is

communicated--

1:1, meeting, email,

newsletter

Where information

is communicated--

e.g. if during a

standing meeting,

which is the most

appropriate forum?

Frequency of

communication--

every other week,

at tollgate, at end

of project

Who is responsible

for doing the

communication?

Dates for

communication

to occur

CEO Tollgate summary Email Agenda Every other week Herman Clark

Champion Paragraph update Email Agenda Every other week Basil Santos

Store level department

managers represented on

the team Paragraph update Meeting Team meeting Weekly Jim Kuhn

Managers who have staff

represented on the project

team Paragraph update Meeting Team meeting Weekly Sydney Peyton

Executives Paragraph update Email Email Every other week Reilly Ashton

Steering Committee Storyboard Email Email Every other week Susan Evans

Process Owners Storyboard Email Email Every other week Don Barnett

Overall Organization Paragraph update Email Email Every other week Susan Evans

Individual responsible for

validating project ROI Paragraph update Email Email End of project Sydney Peyton


Some quick tips for implementing your results:

• Too many on a team makes it difficult to schedule

meetings, so keep it under five.

• Verify data early in the process. Bad data found later

extends the project and breaks project focus; always

verify the data.

• Show the results to get support for future change.

• A black or green belt should have ownership of the

process.


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• For the Champion, results implementation and the

control phase of the DMAIC Model are the most

important.

• If you do not maintain, contain, and sustain your results,

all of your project team efforts are lost.

• Always follow the roadmap outlined in the project

charter.


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A balanced scorecard is another acceptable tracking form for

the Champion based on customer metrics. It provides feedback

on both internal business processes and external outcomes to

continuously improve strategic performance and results.


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Customer Metrics

Customer Objective Type Measures Targets Q1 Q2 Q3 Q4 Annual Analysis

Market share Market share by dollars Increase market share from 15% to 25% by the

end of the year in market B.

15.00% 18.00% 21.00% 26.00% 26.00% Target exceeded

Market share Market share by units Increase the number of units sold to market A

from 20,000 to 25,000 by the end of the year.

Market share Percentage of key customers within target market Contract with 75% of all customers within target

vertical C.

Customer profitability Percentage of unprofitable customers Reduce percentage of unprofitable customers

from 10% to 0% by the end of the year.

Customer profitability Customer profitability percentage Increase overall customer profitability from 25%

to 30% by the end of the year.

Customer satisfaction Customer satisfaction percentage Increase customer satisfaction (as measured by

external survey) so that 75% of all customers are

"somewhat" or "very" satisfied.

Customer satisfaction Number of unresolved issues Reduce the number of unresolved issues by 50%

by the end of the year.

Customer satisfaction Number of customer returns Reduce the number of returns by 75% by the end

of the year.

Customer satisfaction Out-of-stock percentage Reduce percentage of out-of-stock items by 60%

by the end of year.

Cost reduction/productivity Revenue per employee Increase revenue per employee from $110,000 to

$115,000 by the end of the year.

Cost reduction/productivity Cost reduction rate Increase cost reduction rate by 2% by the end of

the year.

Cost reduction/productivity Indirect expenses as a cost of sales Reduce general and administrative expenses as

a percentage of sales from 15% to 12%, to meet

competitors' expense ratios.

Cost reduction/productivity Unit cost per transaction Reduce unit cost per procurement transaction

from $0.75/unit to $.50/unit by the end of the

year.

Operations Product quality Defects will be reduced from 3 in every 1,000 to 1

in every 1,000 by June.

When showing your teams results to stakeholders and

fellow leadership, there are a number of tools which can

show the results implementation including Pareto charts,

scatter diagrams, and control charts such as this one.



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Control Chart for Mean and Standard DeviationRevenue Per Employee

Quality Characteristic Average Sales, X-bar

Sample Size, n 250

k 10

45

25

[Date]

Control Limit

Upper Control Limit

Lower Control LImit

20

22

24

26

28

30

32

34

36

38

40

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Aver

age S

ales

, X-b

ar

Sample 1

CL, 4.360

UCL, 6.315

LCL, 2.405

0

1

2

3

4

5

6

7

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Stan

dard

Dev

iatio

n

Sample 2


As a Champion, to get the most from your implementation,

use a combination of the DMAIC control features coupled

with visual reminders for your employees. If they see the

change, they want to be a part of its implementation.

Control Plan + Visual Reminders = Success


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Visual factories, A3 diagrams and Six Sigma project boards

are used in the implementation of Six Sigma projects and

visually let workers know the status of activities through

signs and andons. These are located in the work area and

are typically reviewed at the start of each day. The typical

visual factory information includes:


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Process measures Reject rates, achievement to target, run charts, KPI's, and progress measures

Process measures

Organizational information

Growth Strategies

Safety information Visual identification of safe areas and hazards

Safety information

Work instructions Standard work instructions in visual form using photographs, samples, flow charts

Work instructions


Sample Six Sigma Board shows ongoing project results

and A3 documentation of the PDSA cycle.


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Visual factoryProcess

metrics

Metric

Status

There are countless

tools to use in

process

improvement, and

new and better tools

are developed over

time. This chart

shows some of the

many that

Champions will use

based on the

desired result of the

project.



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A3 report Control chart Gage repeatability Process decision

program chart (PDPC)

Affinity diagram Decision matrix Gantt chart Quality function

deployment (QFD)

Arrow diagram Design of

experiments (DOE)

Histogram Relations diagram

Balanced scorecard Eight disciplines (8D) House of quality Scatter diagram

Benchmarking Evaluation and

decision-making

tools

Kano model Seven basic quality

tools

Box and whisker plot Failure mode effects

analysis (FMEA)

Matrix diagram SIPOC diagram

Brainstorming Fishbone Mistake-proofing SMART matrix

Cause-and-effect

/Ishikawa/fishbone

diagram

Five S (5S) Multivoting Spaghetti diagram

Cause analysis tools Five whys and five

how’s

Pareto chart Tree diagram

Check sheet Flowchart Gage repeatability Value stream mapping

Force field analysis Plan-do-check-act

(PDCA) cycle

Voice of the customer

(VOC)

Common Champion Pitfalls To Avoid

The Champion has a significant amount of oversight on

projects. Here are some common pitfalls of Champions to

avoid:

• Making broad assumptions not based on data

• Failure to eliminate bureaucracy

• Failure to use tangible measures

• Being too involved as a team member, not the Champion

• Failing to make time for the team


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Six Sigma Champion Summary

The four proficiency areas of the Champion

Business Operations Interface + Project selection + Results implementation + Pace

mediation and roadblock removal = Successful Projects


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Project selection

Results implementation

Pace mediation and roadblock

removal

Business Operations Interface

Champion

Proficiencies

Successful

Projects =

Successful

Companies


So what makes a good Six Sigma Champion?

• Someone who can manage the process by managing

these four competency areas - business operations

interface, project selection, pace mediation and

roadblock removal and results implementation,

combined with knowing the business and leading the

transformation.


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• Selects the projects

• Mentors and coaches project teams

• Provides project resources

• Removes obstacles

• Maintains project focus

• Ensures business alignment

• Ensures timelines are followed

• Drives results


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The Six Sigma Champion develops the infrastructure that

supports Six Sigma projects within the business or

company. These actions include:

• Providing training in Six Sigma

• Promoting communications

• Development of metrics

• Providing project management support

• Facilitating roll out


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• The Champion is tasked with developing the solutions

for improving company value that meets business

strategies and creates customer value.

• Their goal is to reduce defects, improve return on

investment, and improve customer satisfaction.

• This is accomplished through driving Six Sigma as the

individual responsible for belt performance. These are

the individuals who execute the vision throughout the

company, and identify and prioritize projects.


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• Six Sigma Project Selection is the next proficiency required for the Six Sigma Champion. Champions assign Six Sigma projects to the green belt or black belts assigned to the project.

• They are also responsible for aligning each project with the core business strategies of the company. The Champion is required to be a leader who is articulate with communications, Six Sigma knowledge, and a deep understanding of the goals of the company.

• They develop a strategy for deployment based on knowing what project needs to be accomplished, who needs to do the project, and how it corresponds to business goals.


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The next required competencies for the Champion are

pace mediation and roadblock removal.

• Pace mediation is when the Champion controls,

monitors, and manages the pace or progression of

project timelines.

• Roadblock removal when a Champion uses their skills,

resources, or position to maneuver a project and team

members to success.


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• Results Implementation is the process of managing

projects to achieve the business result.

• Results implementation is the tangible tie of the

expected outcomes of a project conveyed in terms of

measurable metrics and timelines and the corresponding

level of achievement based on the metric and the

required timeframe for implementation or completion.

• When a project is completed, it should have a calculated

potential savings. This is the metric the Champion

should be held accountable for. Metrics drive

performance.


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The Six Sigma Champion plays several important roles in

leading Six Sigma teams to the successful completion of

projects. Their responsibilities are to:

• Mentor and coach Six Sigma teams

• Remove organizational obstacles the team encounters

• Ensure projects are aligned with the businesses strategic

plan

• Maintain team focus

• Ensure timely completion of projects


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The Six Sigma Champion will support the project team by

providing several infrastructure needs such as:

• Supporting resources

• Inter-organization communications

• Six Sigma expertise and process driven techniques

• Project management skills

• Business metric development

• Training needs for project teams and company

employees for Six Sigma

• Spread and sustainment of improvements


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• Champions play a significant role within the organization

for removing roadblocks, accurately selecting projects,

integrating business knowledge, adjusting deployment

speed, and integrating the implementation.

• By developing the required competencies for

Champions, organizations have an even greater chance

for Six Sigma Project success.


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Training Material Complete

• Please click the “X” in the top right corner to close the

presentation viewer and proceed to the next section.

• Additional certifications we recommend for those

interested in leading Six Sigma Teams:

– Six Sigma Black Belt Professional (SSBBP)

– Change Management Specialist (CMS)

– Strategic Organizational Leadership Certified (SOLC)


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