Client, Enterprise

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CUSTOMER COMPETITIVE INTELLIGENCE
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FOR SYSTEMS INNOVATION DESIGN
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
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DMAIC The Define Phase
DEPARTMENT OF STATISTICS
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a highly structured strategy for acquiring,
assessing, and applying customer, competitor, and
enterprise intelligence for the purposes of
product, system or enterprise innovation and
design.
DEPARTMENT OF STATISTICS
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Why is Six Sigma Important?
The Villain
Cost of Poorly Performing Processes (CP3)
s level DPMO
CP3 2 308,537 Not Applicable 3 66,807
25-40 of sales 4 6,210 15-25 of
sales 5 233 5-15 of sales 6 3.4 lt 1 of
sales Each sigma shift
provides a 10 net income
improvement
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Six Sigma Innovation Structured
Problem-Solving with DMAIC The Analytic
Heartbeat of Six Sigma
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Voice of the Customer
Improve
Analyze
Measure
Define
Control
Institutionalization
The DMAIC Model
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Six Sigma Road Map R DMAIC
SI Breakthrough
Stage Strategy Phase Objective
Identification Recognize Identify Key
Business Define Issues
Characterization Measure Understand
Current Analyze Performance Levels
Optimization Improve Achieve
Breakthrough Control Improvement
Institutionalization Standardize Transform
How Day-to Integrate Day Business is
Conducted
Black Belt Projects
Breakthrough Strategy
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Define
Define the problem and customer requirements. Me
asure defect rates and document the process in
its current incarnation. Analyze process data
and determine the capability of the
process. Improve the process and remove defect
causes. Control process performance and ensure
that defects do not recur.
Control
Measure
Improve
Analyze
Six Sigma Innovation the DMAIC Algorithm
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Six Sigma Projects Begin with a Detailed
Assessment of Customer Needs DEFINE A.
Identify project CTQs what does the customer
think is essential? B. The Team Charter
represents the business case for the project. C.
Define and build a process map that relates
measurable internal processes to customer
needs. These will now be addressed in greater
detail
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Define A. Identify project CTQs what does the
customer think is essential?
Voice of the Customer (VOC)

• That which is critical to the quality of the
  process according to your customer.
• VOC tools
• Surveys
• Focus Groups
• Interviews
• Customer Complaints

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Survey Development Information

• What do I need to know when this study is
  complete?
• What is my budget?
• What information will the survey provide that
  cannot be obtained elsewhere?
• How much time do I have to complete the study?
• Who will be surveyed and how do I reach these
  people?

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Survey Development Steps

• Review survey objectives.
• Determine appropriate sample.
• Identify specific areas of desired information.
• Write draft questions and determine measurement
  scales.
• Determine coding requirements.
• Design the survey.
• Pilot the surveyboth the individual questions as
  well as the total survey against the objectives.
• Revise and finalize.

Creation of Electronic Surveys www.zoomerang.com
or www.surveyz.com
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• Define
• A. Identify project CTQs what does the customer
  think is essential?
• Who is the customer and what do they want? This
  may be derived from
• Business Goals Complaint Information Customer
  Surveys or Focus Groups
• Benchmarking Data Executive-Level Discussions
  or Job-Specific Discussions.
• We need a Process / Product Drill-Down Tree
• Y f(X1, X2, )
• Big Y is a function of X1, X2, where the Xs
  are internal process characteristics
• or CTQs that can be controlled. CTQs represent
  customer desired outcomes.
• Drill Down Trees Integrate Customer CTQs and
  Business Strategy.
• In this drill down tree the Big Y is decomposed
  into little ys that are subprocesses of Y.
• This drill down continues through DEFINE and
  MEASURE. The Xs are part of ANALYZE.

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Process/Product Drill
Down Tree
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Define B. The Team
Charter represents the business case for the
project. a. Define the BUSINESS CASE for the
project that is, what is its importance? What
are the consequences of NOT doing the project?
What are the priorities? How does it fit with
business initiatives of the organization? b.
Provide a problem statement that describes the
opportunities for improvement and a goal
statement that defines the improvement
objective. Problem Statement Goal
Statement Team Focus c. Define the Process
place appropriate boundaries on the process, that
is its limitations and constraints. d. Select
the team this should be carefully done and
needs-based. Also necessary is determination of
the role, responsibilities and expectations of
each team member.
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SMART

• Problem Goal Statements Should be
• Specific
• Measurable
• Attainable
• Relevant
• Time-Bound

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Define The Team Charter Business Name
Project Name Project Charter   Prepare
d by _____________ Version ___________ Date
________ Champion _____________ Process
Owner _____________________ Team Leader
____________ Coach ___________________________  
Approval Signatures Champion
______________ Process Owner ____________________
_ Other Stakeholder ________ Other
Stakeholder___________________ as
needed as needed
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Define The Team Charter Table of
Contents   1.   EXECUTIVE SUMMARY
3 2.   PROJECT
OBJECTIVES3 3.   PROJECT
SCOPE ..3 4.  
BUSINESS CASE 3 5.  
PROJECT ORGANIZATION 3 6.
  SCHEDULES.4 7.  
COMMUNICATION PLAN ...4
8.   PROJECT CONTROL PROCEDURES ...4
9.   PROJECT ASSUMPTIONS ..
4 10. CONFLICT RESOLUTION
. 5
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Define The Team Charter 1.0 EXECUTIVE
SUMMARY   Provide a brief description of the
project, its goals and objectives. This is the
elevator speech for the project.   2.0 PROJECT
OBJECTIVES   Describe what the project hopes to
accomplish. If this projects purpose is to
design a new product or service, describe same.
At a high-level, describe the potential
customers of the new product/service and their
needs. Include goals or targets for the new
product or service (customer and business
related). If the projects purpose is to
redesign an existing product, service or
process, develop problem and goal statements.
Attempt to quantify the pain and associated
goals using data.
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Define The Team Charter 3.0 Project
Scope Describe the project deliverables (i.e. a
new product or redesigned and implemented
business process) and the boundaries of the
project. This is a further definition of the
what is to be designed / redesigned. Scope
aspects to consider include products / services
and/or processes to be designed / redesigned,
facilities to be employed, organizational
structures or labor agreements, compensation
plans, and use of existing hardware/ software
platforms. As the project progresses, the scope
may be refined via a Multi-Generational Product /
Process Plan (MGPP). Include the MGPP
here. 4.0 Business Case Describe why this
particular project is important to the business.
This may include a description of a business
opportunity, and / or a cost/benefit analysis.
This latter analysis may include tangible and
intangible benefits and costs. Assumptions made
should be clearly documented. This section may
also include a risk analysis, focused on factors
that could act as barriers to the projects
success. The risk analysis should identify the
risk factor, and mitigation strategies
identified to manage the risks.
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Eight Steps for Establishing Project Boundaries

• Map your process
• Map the process at it works today (as is).
• Map the informal processes, even if there is no
  formal, uniform process in use.
• Determine where in the process the CTQs can be
  most seriously affected
• Use a detailed flowchart
• Estimate which steps contain the most variability
• Evaluate which CTQs have the greatest
  opportunity for improvement
• Consider available resources
• Compare variation in the processes with the
  various CTQs
• Emphasize process steps which are under the
  control of the team conducting the project
• Define the project to improve the CTQs you have
  selected
• Define the defect to be attacked

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Define The Team Charter 5.0 PROJECT
ORGANIZATION   Define how the project is to be
run. This includes who will work on the project,
roles responsibilities of project members and
supporting staff (i.e. Master Black Belts) and
reporting relationships to the champion/managemen
t. A project organization chart and roles and
responsibilities matrix may be shown here. The
matrix should include each role, the roles
responsibilities, the business resource(s)
assigned to the role and the level of
commitment for each resource.    6.0 SCHEDULES
RESOURCES   Describe when the project should be
completed and the key project milestones.
Initially, the project completion date (define
what completion means) and milestones based on
the steps of DMADV may be included. As the
project is better defined, more detailed project
plans may be included in Gantt / PERT format.
The DMADV Tollgates may be used to develop a
work-breakdown structure for the project. Based
on the resource commitments identified in
Section 5.0 of the Charter, the schedule can be
resource loaded (either to determine the finish
date based on available resources, or to
identify required resources based on a targeted
completion date).
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Define The Team Charter 7.0 COMMUNICATION
PLAN Define how the project team will
communicate with business leaders, staff and
other stakeholders. A table such as shown
below is an easy way of summarizing the
communication plan. Included are examples of
typical communication types
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Define The Team Charter 8.0 PROJECT
CONTROL PROCEDURES Describe how the project will
be controlled and managed. Depending on the
projects scope, risk and perhaps regulatory
issues, the extent of the necessary control
processes will vary. Some control processes to
consider include Quality Assurance Plan Test
Plan Progress Control Change Control Issue
Resolution Problem Reporting Resolution
Risk Management Change Acceleration
Processes   9.0 PROJECT ASSUMPTIONS This
section should document any assumptions that have
not previously been covered and that are
important to the success of the project. These
may include market or organizational conditions,
availability of resources or others. 10.0
CONFLICT RESOLUTION Describe and Contractually
Commit to the expectations of each team member,
deliverables required of each member, dates and
formats of those deliverables acceptable and
unacceptable means and forms of communication,
and agreed upon means of resolving
project-related conflicts among team members.
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Project Scope

• On what process will the team focus on?
• What are the boundaries of the process we are to
  improve? Start point? Stop point?
• What resources are available to the team?
• What (if anything) is out-of-bounds for the team?
• Under what (if any) constraints must the team
  work?
• What is the time commitment expected of team
  members?
• What are the advantages to each team member for
  the time commitment?

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Eight Steps for Establishing Project Boundaries

• Identify the customer
• Who receives the process output?
• (May be an internal or external customer)
• Define customers expectations and needs
• Ask the customer
• Think like the customer
• Rank or prioritize the expectations
• Clearly specify your deliverables tied to those
  expectations
• What are the process outputs? (Tangible and
  intangible deliverables)
• Rank or prioritize the deliverables
• Rank your confidence in meeting each deliverable
• Identify CTQs for those deliverables
• What are the specific, measurable attributes that
  are most critical in the deliverables?
• Select those attributes that have the greatest
  impact on customer satisfaction.

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The SIPOC Model
Process Steps
Inputs
Outputs
Suppliers
Customers
Inform Loop
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Six Sigma COPIS Model
Process Steps
Outputs
Inputs
Suppliers
Customers
How does Six Sigma Work?
The Voice of the Customer (VOC) is aggressively
sought and rigorously evaluated and used to
determine needed outputs and hence the optimal
process configuration needed to yield those
outputs and their necessary inputs for which the
best suppliers are identified and allied
with. From Concept to Market the Voice of the
Customer
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• Define
• C. Define and build a process map that relates
  measurable internal
• processes to customer needs. (COPIS)
• The High-Level Process Map
• Displays the relationship between the customer
  and the process
• Identifies key inputs and c.
  Identifies key customer requirements.
• C customers key requirements O outputs P
  process steps I Inputs S suppliers

Process Steps
Outputs
Inputs
Customers
Suppliers
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• Process Mapping Top-Down Flowchart The
  Whats
• List the fundamental process steps. Limit your
  list to about five major steps.
• Write these down, in the order they occur, from
  left to right across the top of a
• writing surface.
• c. Under each major step, list in the order of
  occurrence, the major sub-processes
• that compose the major step (again, only five or
  six of these).

A
B
C
D
E
A.1
B.1
C.1
E.1
D.1
A.2
B.2
C.2
E.2
D.2
A.3
C.3
E.3
D.3
A.4
D.4
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• Process Mapping
• Deployment Flowchart Whats
  Whos
• List the fundamental process steps in the order
  they occur.
• Across the top of your writing surface, list the
  names of the people
• or organizations involved in the process.
• Beneath the name(s) of those responsible for the
  first step, draw a
• box and list the step in that box.
• If any other entities assist or advise those with
  primary responsibility
• for that step, list the entity name and draw an
  oval around it. Connect
• these ovals to the box.
• e. Repeat this process for the second and
  subsequent steps.
• In this way we will have both the what
  and who listed.

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Entity 1
Entity 2
Entity 3
Entity 4
Entity 5
Step A
Step B
Deployment Flowchart
Step C
Step D
Step E
Step F
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Start / Stop
Operation
Process Mapping Detailed Flowchart 1. Draw
the first symbol and record a description of the
process step therein. 2. Do similarly with all
remaining process steps, connecting these to
indicate process flow. 3. Stop when you have
mapped the (portion of the) process of
interest. Each symbol should represent only
one action or one yes/no decision.
Decision
Document
No
Yes
Delay
Input / Output
Operation
Operation
Decision
Operation
Operation
Yes
Measurement
Decision
No
No
Decision
Yes
Storage
Yes
Transportation
Start / Stop
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End of Session
DEPARTMENT OF STATISTICS