Six Sigma EPM – Version 2 MPUG Demonstration

5/4/2004

Phoenix, Arizona

Wayne MacDonaldSenior Principalwayne.macdonald@immedient.com

Agenda• Overview of Six Sigma

– What it is– How it’s done

• The Six Sigma Accelerator– What it does– Who wants to use it

• Features, Functions and Specifications• Additional Information

What is Six Sigma

• Developed at Motorola

• Provided Granularity for Measuring Defects

• Motorola Created the Methodology and Culture Change Required

• Definitions Vary

What is Six Sigma

• Statistical Process Management Methodology

• Standard Deviation from the Mean

2 308,5373 66,8074 6,210

2336 3.4

PPMPPM

ProcessCapability

ProcessCapability

5Defects per

Million Opp.

99.99966% (6 Sigma)

• 20,000 lost articles of mail per hour

• Unsafe drinking water for almost 15 minutes each day

• 5,000 incorrect surgical operations per week

• Two short or long landings at most major airports each day

• 200,000 wrong drug prescriptions each year

• No electricity for almost seven hours each month

• Seven articles lost per hour

• One unsafe minute every seven months

• 1.7 incorrect operations per week

• One short or long landing every five years

• 68 wrong prescriptions per year

• One hour without electricity every 34 years

99% (3.8 Sigma)

Methodologies

• DMAIC– Define– Measure– Analyze– Improve– Control

Copyright 2003 by Thomas Pyzdek

Methodologies

• DMADV– Define– Measure– Analyze– Design– Verify

• DFSS– Design for Six Sigma

• CMM Level 4 and Level 5

An integrated set of products, services, and Microsoft authored An integrated set of products, services, and Microsoft authored guidance designed to solve specific customer business problemsguidance designed to solve specific customer business problems

What is an Accelerator

Is mentor, trainer, and coach of Black Belts and others in the organization. Brings the broad organization up to the required Six Sigma competency level.

Is a leader of teams implementing the Six Sigmamethodology on projects. Uses more sophisticated statistical tools to help team members and the broader organization.

Tracks the improvement savings and costs.

Participates on the project teams. Supports the goals of the project, typically in the context of his or her existing responsibilities.

Master Black Belt

Black Belts andGreen Belts

Champion

Financial Controllers

Team Members(Suppliers / Process Owners)

Is responsible for coordinating a business roadmap to achieve Six Sigma. Selects projects, executes control, and alleviates roadblocks for the Six Sigma projects.

Who Uses the Accelerator

Six Sigma Role Microsoft Project Server Group

Corp VP of Six Sigma Executives

Site VP of Six Sigma Executives

Master Black Belt Project Managers

Black Belt Project Managers

Green Belt Project Managers

Team Member Team Member

Champion Executives

Stakeholder Executives

Finance Executives

Executive Sponsor Executives

HR Representative Executives

Six Sigma Office Administrators

Typical Roles

Why Use the Accelerator

• Project Tracking– How many projects are in progress– What are their critical milestones– What is the current status– When do they complete

• Financial Results Tracking– What are the targeted savings for this project– How are they measured– Where are they tracked

Why Use the Accelerator

• Six Sigma Reporting– What is the reporting cycle– Who gathers reports– What is the project initiation (hopper) process

• Resource Management– Which BB’s and GB’s are assigned to projects– When do they become available for another

project

Why Use the Accelerator

• Strategic Alignment– What is the portfolio of project– How do those projects support our objectives

• Institutionalize Processes– Are all my BB’s and GB’s using the same

tools– When the tools are improved, how are they

distributed– What is the friction free way of distributing

those tools

Important to EPM, Not Six Sigma

• No Earned Value!– % Complete is Good Enough

• Minimal Interest in Resource Utilization– Manage to the Delivery Dates– SWAG the BB / GB Run Rate

• Don’t Assign Team Members– BB / GB do most of the work and reporting

• No Risk, Action Items– Do the work, by a certain date

Immedient’s Six Sigma Solution

• Promotes standards and collaboration across the organization– Consistent use of methodologies and tools

• Easy to use project guides and tailored interfaces• Project templates, including DMAIC

– Centralized archive of project data• Promotes collaboration across the business• Leverages successes and best practices

Immedient’s Six Sigma Solution

• Delivers increased visibility and control– Flexible, real-time project and portfolio

reporting– Powerful, easy-to-use portfolio analysis tools– Improve risk management and project

success– Aligns project with business

Product Architecture by Role

Execs, Champions,Team Members Master Black Belts, Black Belts

Green Belts

*Green Belts need Project Professional if scheduling and resourcing features are required

Role Based ViewsExecutives / ChampionsTeam MembersBlack BeltsGreen Belts

Master Black Belts

Microsoft ProjectWeb Access

Microsoft ProjectProfessional 2003

Microsoft Project2003 Server

CentralizedCentralized

Tailored InterfacesTailored Interfaces

Key Features• Project Collaboration

• Training Reinforcement, Process Guidance, & Automation

• Financial Results Tracking

• Project Pipeline

• Data Assistant

• Six Sigma Reporting

Project Management Tool

Role Based Views

Team Collaboration Site

Project Guides & Help

DMAIC Project Templates

Six Sigma Tool Management

Financials Module

Project Selection

PowerPoint Reporting

Automated Dashboards

Analysis Tools

Project Guides

• Helps Green Belts and Black Belts– Navigate the project plan– Directly access common

features

• Context Sensitive Help– Features & Tools– Policies & Best Practices

Ease of UseEase of Use

Project & Tool Templates

• Central “Library”– Project Templates– Six Sigma Tool Templates

• Embody Corporate Standards and Best Practices

• Centrally maintained

• Ready access to most current versions

• Automatically copies Tools to new project

Process ControlProcess Control

Financials Module• Track Benefits and Expenses by Project

• Customized “Chart of Accounts”(Categories, Sub-categories, etc.)

• Roll-up across Projects for Reporting & Analysis

• Each Financial Metric has monthly / weekly:– Baseline– Actual– Forecast

ConsistentTracking

ConsistentTracking

• What are Financial Groupings? – Savings and Cost Avoidance containing

Labor, Material, & Other

– Define outline levels of metrics in Categories.

– Rollup metric values to critical reporting classifications

Financial Module

Reporting & Analysis

• Project Reports– Manual Status Reports– Financial Benefits/Expenses, Variances

• Portfolio Analysis– Customizable Dashboards– Interactive Analysis– Charts & Graphs– Resource Reports & Analysis

• PowerPoint Generation

Visibility& Insight

Visibility& Insight

New Feature: Data Assistant

• Pull Excel objects & tables into a “Gallery”• Snap objects selected from the Gallery into

PowerPoint using pre-defined slide layouts• Data refreshes with most current every time

the PowerPoint presentation is opened• Requires Microsoft Office Powerpoint 2003

New Feature: Data Assistant

New Feature: Project Selection

• Project idea pipeline management

• Enter project ideas

• Iterative “flesh out”, scoring, scheduling

• Dashboards for pipeline management

• Requires Microsoft Office InfoPath

New Feature: Project Selection

New Feature: Project Selection

Outlook Integration

• Email notification w/ hyperlink to PWA

• Automatically inserts meeting reminder

• Team members can update % Complete directly in the meeting record

New Feature: Outlook Integration

Software Requirements

• Required Server Software– Windows Server 2003– Windows SharePoint Services– Office Project Server 2003– SQL Server 2000– .NET Framework

• Optional Server Software– SharePoint Portal Server 2003– Exchange 2003– BizTalk Server 2004

• Required Client Software– Project Professional 2003 (Project

Mgr’s only)

– Project Web Access– InfoPath 2003– Internet Explorer 5.01 or later– Microsoft Windows 2000 or

later• Optional Client Software

– Microsoft Windows XP– Microsoft Office 2003

Benefit Calculation of the Accelerator

Average-size DMAIC/DFSS project ($ benefit) $150k

Average # DMAIC/DFSS projects (per year) 250

Projected productivity improvement 8%

Projected incremental # projects (per year) 20

Projected incremental benefit ($ per year) $3M

Why Immedient

• Experienced EPM Delivery

• Experienced Six Sigma Delivery

• Analyzes your goals and configures specifically to solve real-world business problems

• Systems Integrator – in business for 16 years, 8 national offices

Accelerating Results – July 21, 2004

• A Six Sigma Management System– Motorola University and Immedient

• How to implement Six Sigma as a Management System for your company

• How to institutionalize your departmental Six Sigma program

• How to improve the productivity of your Six Sigma Teams

• How to manage your Six Sigma portfolio