Six Sigma Deployment

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Six Sigma Deployment
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Deployment Models Is there a right way?

• There is no one way to deploy Six Sigma.
• It is very much dependent on the culture of the
  organisation, Do you take a top down or bottom up
  approach??

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The Classical( Proven) Approach

• Company leadership decide to implement Six Sigma.
• Business leaders attend a one day Six Sigma
  Executive training session. This group should
  establish a Six Sigma Leadership team with
  defined responsibilities, identify key business
  issues , set aggressive Six Sigma goals and
  establish implementation and deployment
  guidelines.
• A Six Sigma Senior Champion is appointed .
  This sends the message that senior management are
  serious. Deployment Champions are also
  appointed. These go through certified champion
  training.
• This group then develop the detailed deployment
  plan which includes training plan , finance plan
  communication plan etc.
• Projects and candidates are selected. A
  clustered or phased deployment is then commenced.
  

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Six Sigma Roles
Organisational Roles and Responsibilities
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Define
Recognise

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The Six Sigma Players

• Customer
• Green Belts
• Black Belts
• Master Black belts
• Champions
• Executive Leadership

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The Six Sigma Players

• Project Champions take their company's vision,
  missions, goals, and metrics and translate them
  into individual unit tasks. Additionally,
  Champions must remove any roadblocks to the
  program's success.
• Project Champions are involved in selecting
  projects and identifying Black and Green Belt
  Candidates. They set improvement targets, provide
  resources, and review the projects on a regular
  basis so that they can transfer knowledge gained
  throughout the organisation.

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The Six Sigma Players

• Master black belt--
• This is the highest level of technical and
  organisational proficiency.
• Because master black belts train black belts,
  they must know everything the black belts know,
  as well as understand the mathematical theory on
  which the statistical methods are based.
• Masters must be able to assist black belts in
  applying the methods correctly in unusual
  situations.
• Whenever possible, statistical training should be
  conducted only by master black belts.
• . Because of the nature of the master's duties,
  communications and teaching skills should be
  judged as important as technical competence in
  selecting candidates

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The Six Sigma Players

• Candidates for technical leader (black belt)
  status are technically oriented individuals held
  in high regard by their peers.
• They are the doers
• They should be actively involved in the
  organisational change and development process.
• Candidates may come from a wide range of
  disciplines and need not be formally trained
  statisticians or engineers.
• Six sigma technical leaders work to extract
  actionable knowledge from an organisation's
  information warehouse.
• Good computer skills
• Probably more important that their technical
  skills is their people management skills.
  Implementing change successfully demands the
  ability to involve people and persuade the
  necessity for change.

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The Six Sigma Players

• Green Belts provide internal team support to
  Black Belts. While they are not trained to the
  same depth of knowledge as Black Belts, they are
  able to assist in data collection, computer data
  input, analysis of data using the software, and
  preparation of reports for management.
• Typically, a Green Belt will be a respected
  worker who can manage the team in the absence of
  the Black Belt. Green Belts are part-time workers
  on a team and may migrate to this position
  because of their skills using basic quality
  analysis tools and methods and their ability to
  facilitate team activities. Many become Black
  Belts over time as they build a personal base of
  experience that boosts them into a more technical
  role.

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What are the key elements for success

• Clear need, strategy, and goals (monetary) for
  improvement
• Management that is involved Procedures for
  selecting strategic improvement projects.
• Good improvement methodology
• Dedicated and trained resources
• Periodic reviews by various levels of management
• Communication of need and benefits
• Recognition, reward, and celebration

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Lessons learned to date

• Management commitment has to be 100 . Dont
  start until you get solid buy-in
• Difficulty in getting Black Belt candidates
  released - too busy. Managers would prefer to
  retain the firefighters.
• The first projects we choose were too big and
  hence have taken too long.
• Tailor the scope of the project to approx.. 3 to
  4 months
• The only way to answer Is this another fad !
  brigade is to produce results.

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Lessons learned to date

• Six sigma can create a hierarchical class culture
  e.g. Training Engineers to Greenbelt only
  status can be seen as negative.
• How to reward Blackbelts?
• Having the organization prepared for the
  consequence of six sigma e.g. a redundancy
  programme.
• These are management challenges that can be faced
  down. No deployment will 100 right first time .
  The benefits we have had so far with six sigma
  far outweigh any negatives.
• SIX SIGMA WORKS!.