DR' RICK L' EDGEMAN, SIX SIGMA BLACK BELT

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MIDDLE EAST QUALITY ASSOCIATION
Unraveling the Knots Connecting the Dots
Quality Global Leadership MARCH 2007

• DR. RICK L. EDGEMAN, SIX SIGMA BLACK BELT
• PROFESSOR CHAIR, DEPARTMENT OF STATISTICS,
• HTTP//WWW.WEBPAGES.UIDAHO.EDU/REDGEMAN/
• REDGEMAN_at_UIDAHO.EDU

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Often, problems are knots with
many strands, looking at those
strands can make
make a problem seem
different. Mr. Fred
Rogers
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• Business Excellence is
• Total Quality Management is
• Six Sigma is
• All of the Above require
• Abundant Foresight thatRetains its
  Brilliance in Hindsight and itsFlames are Fanned
  by People Who Excel

v
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Cultural
That depends a good deal on where you want to get
to.
Ethical
Moral
Would you tell me, please, which way I ought to
go from here?
Legal
Telling is not Leading!!!
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Global Corporate Financial Influence 1997 Of the
100 Wealthiest Nations (in Gross Domestic
Product) And Corporations (in Sales) Corporations
outnumbered Nations 5149 General Motors-24
Ford Motor 28 Royal Dutch Shell 34
General Electric 48 Nippon Telephone
Telegraph 53 Philips Group 99 Deutsche Telecom
- 100
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The Global Village

• If the world were a village of 100 people ..
• 56 Asians, 21 Europeans, 9 Africans, 8 South
  Americans, 6 North Americans.
• Of these, 30 would be Christians, 18 Moslems, 13
  Hindus, 6 Buddhists, 5 animists, and 21 atheists
  or agnostics.
• 6 would control half of the total income.
• 50 would be hungry
• 60 would live in shantytowns
• 70 would be illiterate.
• The combined wealth of the worlds richest 225
  people is 1 TRILLION. The combined annual income
  of the worlds 2.5 billion poorest people is 1
  TRILLION.

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Leadership on the Global Stage
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1. Personal Leadership

• FOUNDATIONS
• Self-awareness understanding yourself
• Self-development renewing yourself
• Self-esteem valuing yourself
• KEY BEHAVIORS
• Aggressive insight
• Confident humility
• Authentic flexibility
• Reflective decisiveness
• Realistic optimism

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The Top Five Personal Leadership Skills

• When asked to identify the two most important
  personal qualities for leadership, business
  executives said
• Leading by example 56
• Facing change uncertainty with confidence 45
• Being motivated by strongly held principles
  beliefs 38
• Knowing ones own strengths shortcomings 31
• Being committed to continuous learning 30

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2. Social Leadership

• Engaging Challenging Others Behaviors
• Pragmatic trust
• Urgent listening
• Constructive impatience
• Connective teaching
• Collaborative individualism (Claire
  CrawfordMason Theory of Profound Consciousness)

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Top Five Social Leadership Skills

• When asked to identify the two most important
  aspects of working with and influencing others,
  business executives said
• Inspiring others to action excellence 70
• Listening communicating effectively 63
• Encouraging others to adopt common goals values
  29
• Teaching coaching others 23
• Transforming conflict into creative action 16

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Regional Differences in Social Leadership

• ASIANS encourage others to adopt common goals.
• LATIN AMERICANS transform conflict into
  creative action.
• EUROPEANS inspire others to excellence.
• NORTH AMERICANS listen and communicate
  effectively.
• AUSTRALIANS / NEW ZEALANDERS teach and coach
  others.

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3. Business LeadershipFocusing Mobilizing Your
Organization

• Relentless change forces companies to be fast and
  flexible as they navigate through chaos to create
  value for customers.
• By creating environments that bring out the best
  in people, and teaching them how the business
  works, business-literate leaders build cultures
  of learning and innovation.
• Liberating leaders at all levels of the business
  is the secret to success.

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Top Five Business Leadership Skills

• When asked to identify the two most important
  ways of mobilizing people, global business
  executives said
• Building a culture of learning innovation 65
• Helping people adapt to continuous change 41
• Focusing on leadership development 40
• Giving all employees decision making authority
  34
• Educating people about how the business works
  17
• Promoting the importance of employee job security
  3

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4. Cultural Leadership
Valuing Leveraging Cultural Differences

• Does Multicultural Experience Matter?
• New Zealand 52 Sweden 40
• United Kingdom 47 China 40
• Singapore 45 Germany 39
• Philippines 44 Mexico 36
• Netherlands 44 South Korea 33
• France 44 United States 28
• Brazil 41 Canada 26
• Hong Kong 40 Australia 25

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Countries with the Most International Customers

• Percentage of companies with customers in 10
  countries
• 86 Netherlands 60 South Korea
• 84 France 56 Brazil
• 73 Australia 47 Japan
• 70 Sweden 47 United States
• 70 New Zealand 45 Canada
• 70 United Kingdom 39 Philippines
• 63 Germany 36 Mexico
• 63 Singapore 33 Hong Kong

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Do You Have Multicultural Experience?

• Percentage of Executives Responding Positively
• 44 Europe
• 41 Latin America
• 39 Asia
• 33 Australia / New Zealand
• 28 North America

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Ideas Values for the Global Leader
Human Ingenuity
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Kyo sei
Profit as Residue that which remains after
the meeting of all obligations.
Living and Working For the Common Good
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Stewardship
The conscious election of service over
self-interest This extends to a more ancient
construct that chastises mere caretaking and
rewards fruitfulness, whether through
multiplication of resources or transformation
thereof into a something of greater value.
Stewardship of Material Resources Stewardship
of the Environment Stewardship of People So
What Do We Value?
STEWARDSHIP is ACTIVE
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Excellence Through Quality
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Business Excellence
An Excellence Model
an overall way of working that balances
stakeholder interests and increases the
likelihood of sustainable competitive
advantage and hence long-term organizational
success through operational, customer-related,
financial and marketplace performance excellence.
Edgeman, Dahlgaard, Dahlgaard Scherer ..
Quality Progress (1999)
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Plan
Study (Baseline Description)
Hold the Gain Maintain Benefits
Do
Act
Planned Change
Standardize
Study
A Modified Plan-Do-Study-Act (PDSA) Approach
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COPIS Model
Process Steps
Outputs
Inputs
Suppliers
Customers
SIPOC from a Six Sigma Perspective
From the Six Sigma Perspective, the model is a
COPIS one in the sense that Six Sigma projects
are customer-driven, begin with the customer, and
are pushed back through the value chain to the
supplier.
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S
S
IGMA
IX
IS A HIGHLY STRUCTURED STRATEGY FOR ACQUIRING,
ASSESSING, AND ACTIVATING CUSTOMER, COMPETITOR,
AND ENTERPRISE INTELLIGENCE LEADING TO SUPERIOR
PRODUCT, SYSTEM, OR ENTERPRISE INNOVATIONS AND
DESIGNS THAT PROVIDE A SUSTAINABLE COMPETITIVE
ADVANTAGE.
DEPARTMENT OF STATISTICS
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Define the problem and customer requirements.
Measure 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 ensure
that defects do not recur.
Define
Control
Measure
Improve
Analyze
INNOVATION THE DMAIC ALGORITHM
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DESIGN FOR SIX SIGMA (DFSS)
Define
Define customer requirements and goals for the
process, product or service. Measure and match
performance to customer requirements. Analyze
and assess the design for the process, product
or service. Design and implement the array of
new processes required for the new process,
product or service. Verify results and maintain
performance.
Measure
Verify
Design
Analyze
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Cornerstones in the House of
Sustainability
SUSTAINABLE DEVELOPMENT is development that
meets the needs of the present generation
without compromising the ability of future
generations to meet their own needs.
REQUIRES ACTIVE ATTENTION TO THE TRIPLE BOTTOM
LINE Environmental Responsibility, Economic
Responsibility, Social Responsibility
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• Extract Fossil Fuels Minerals, and Produce
  Persistent
• Substances Foreign to Nature, at Rates that are
  not Faster than
• Their Slow Redeposit into the Earths Crust
• Reduce the Use of the Four Generic Resources
  Used in Construction
• Energy, Water, Materials and Land.
• Maximize Resource Reuse and / or Recycling
• Use Renewable Resources in Preference to
  Non-Renewable Resources
• Minimize Air, Land and Water Pollution at Global
  and Local Levels
• Create a Healthy, Non-Toxic Environment
• Maintain and Restore the Earths Vitality and
  Ecological Diversity
• Minimize Damage to Sensitive Landscapes,
  Including Scenic,
• Cultural, Historical and Architectural

iophysical / Environmental Sustainability
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• Ensure Financial Affordability for Intended
  Beneficiaries
• Promote Employment Creation
• Enhance Competitiveness in the Marketplace by
  Adopting
• Policies and Practices that Advance
  Sustainability
• Use Full-Cost Accounting and Real-Cost Pricing
  to
• Set Prices Tariffs
• Choose Socially Environmentally Responsible
  Suppliers
• and Contractors
• Invest Some of the Proceeds from the Use of
  Non-Renewable
• Resources In Social and Human-Made Capital to
  Maintain
• the Capacity to Meet the Needs of Future
  Generations

conomic Sustainability
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• Improve the Quality of Human Life,
• Including Poverty Alleviation
• Make Provision for Social Self-Determination and
• Cultural Diversity in Development Planning
• Protect and Promote Human Health Through a
• Healthy Safe Working Environment
• Implement Skills Training and Capacity
  Enhancement of
• Disadvantaged People
• Seek Fair or Equitable Distribution of the
• Social Costs of Development
• Seek Equitable Distribution of the Social
  Benefits of
• Development
• Seek Intergenerational Equity

ocial Sustainability
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echnical Sustainability

• Construct Durable, Reliable and Functional
  Structures
• Pursue Quality in Creating the Built Environment
• Use Serviceability to Promote Sustainable
  Construction
• Humanize Larger Buildings
• Fill in and Revitalize Existing Urban
  Infrastructure with a Focus
• On Rebuilding Mixed-Use Pedestrian Neighborhoods

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Integrated Views
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SCIENCE TECHNOLOGY- INTENSIVE FIELDS
ENVIRONMENTAL MANAGEMENT ENGINEERING
Knowledge Methods Transfer Across Domains
BUSINESS
ENGINEERING
HEALTH BIOMEDICAL FIELDS
LEGAL SOCIETAL APPLICATIONS
Mutual enrichment of fields as indicated by
increasingly permeable boundaries and two-way
arrows. Stimulated by interdisciplinary intra-
and entrepreneurial innovation and invention and
creation of new markets encourages both lending
to and borrowing from other fields.
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SCIENCE TECHNOLOGY- INTENSIVE FIELDS
cura personalis
ENVIRONMENTAL MANAGEMENT ENGINEERING
Expanding Frontier
FUSING APPLICATIONS AREAS
ENGINEERING
BUSINESS
HEALTH BIOMEDICAL FIELDS
SOCIETAL APPLICATIONS
Anno Domini 2020 Vision Boundary-less model for
fusion of Quality Excellence with other fields
wherein increasingly free exchange of
information, methods and strategies concurrently
expands the frontiers of multiple fields and
blurs their boundaries.
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BEST Business Excellence
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Scientific, Military Defense
Biotechnology Genomics
Built Environment
Nature Society
Athletic Endurance
Human Rights
Arts, Entertainment Humanities
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Ideas Collaboration Welcome
Office 1 208-885-4410
redgeman_at_uidaho.edu
Mobile [phone]