American society for quality april six sigma meeting april 27 th 2010
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American Society for Quality – April Six Sigma Meeting April 27 th , 2010. E2E Sourcing Model: Project Champion - Heather Busch Master Black Belts - L. Erik Anderson, Kyle Kovac Black Belt - Jason Mudd. Agenda. Process Innovation Team Process Innovation Team Engagement Model

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American Society for Quality – April Six Sigma Meeting April 27 th , 2010

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American society for quality april six sigma meeting april 27 th 2010

American Society for Quality – April Six Sigma MeetingApril 27th, 2010

E2E Sourcing Model:

Project Champion - Heather Busch

Master Black Belts - L. Erik Anderson, Kyle Kovac

Black Belt - Jason Mudd


American society for quality april six sigma meeting april 27 th 2010

Agenda

  • Process Innovation Team

  • Process Innovation Team Engagement Model

  • IBM Transformation Principles

  • Case Study: E2e Sourcing Model Black Belt Project Lessons Learned


American society for quality april six sigma meeting april 27 th 2010

Process Innovation Team

  • Business Values

  • (Gained From Process Innovation Projects)

  • Improve Critical to Customer Processes

  • Drive Cost / Workload savings

  • Drive the use of ongoing Process Metrics

    • - to monitor & develop continuous improvement

  • Drive Lean Six Sigma into the DNA of the operations

    • - Employ a structured methodology to enable a culture change toward fact-based and process driven decision making

  • Provide an Independent E2E view

Vision:

LSS will be integrated into the fabric of ISC/STG, resulting in a standardized approach for problem-solving, fact-based decision making, and a process driven culture.

Mission:

To deploy LSS across ISC/STG, providing incremental business value through the application of a “structured” process evaluation to specific business problems

2009

2005

2006

2007

2008

  • Established in 3Q as a pilot team

  • Sponsored by Bob Moffat

  • 1st year of “Production”

  • Team expanded to 14 members globally

  • Expanded work in ISC

  • Savings = $13.5M

  • Team expanded to 54 members WW

  • Production expanded

  • Savings= $84.4M

  • PI Pilot expansion

  • Education established

  • Management System established

  • Proof-of-concept

  • Expanded into STG support

  • Steady production

  • Savings =$333.6M

CONCEPT

DEVELOPMENT

IMPLEMENTATION

GROWTH

3


American society for quality april six sigma meeting april 27 th 2010

Agenda

  • Process Innovation Team

  • Process Innovation Team Engagement Model

  • IBM Transformation Principles

  • Case Study: E2e Sourcing Model Black Belt Project Highlights


American society for quality april six sigma meeting april 27 th 2010

PI Team Engagement Model

Project Request

PI Website

CF/ITD

Proc/BTO/Mfg

GOPS

Other Enterprise

Focal Point

Focal Point

Focal Point

Focal Point

Focal Point

  • Productivity Challenges

  • Specific Business Problems

  • Establish Metric Systems

  • Improve Critical Customer Processes

  • Reduce cost and improve efficiency

  • LSS Education & Deployment

Project Evaluation

  • Work with Executive/Sponsor to understand

    • Strategic goals

    • Business problem & Scope

    • Objectives of the project/initiative and linkage to strategy

  • Evaluate LSS compatibility - process related, data driven, unknown solutions

    • Need for LSS education/deployment (GB/YB) vs. pin pointed problem resolution (BB)

MBB

RECOGNIZE PHASE

Project Prioritization

Importance to Customer

Strategic Value

Impact on other Processes

Savings

Investment

Feasibility/Complexity of Project

Strategy

Financials

Project Pipeline


American society for quality april six sigma meeting april 27 th 2010

PI Team Engagement Model - Education

Team Structure

Yellow Belt

Green Belt

Black Belt

Training Knowledge Experience

GB

GB

BB

GB

GB

YB

YB

SME


American society for quality april six sigma meeting april 27 th 2010

PI Team Engagement Model - Projects

Green Belt Projects

Black Belt Projects

Specific Scope

Broader Scope

Faster Results

Slower Results

Smaller Benefits

Larger Benefits

IBM Lean Six Sigma 2-Pronged Approach

  • Specific Scope

    • Single Process or Geo

    • Drives Lean Six Sigma into the DNA of the Org.

  • 4 – 6 Months Duration

  • Benefits > $50K

  • Broad Scope

    • Cross-Geo

    • Cross-Org

    • Impact large number of people

  • 9-12 Month Duration

  • Benefits > $200K


American society for quality april six sigma meeting april 27 th 2010

Agenda

  • Process Innovation Team

  • Process Innovation Team Engagement Model

  • IBM Transformation Principles

  • Case Study: E2e Sourcing Model Black Belt Project Lessons Learned


American society for quality april six sigma meeting april 27 th 2010

IBM Initiative Deployment Success Factors

3. Strategic Alignment

& Project Selection

Achieving scalable results requires a well thought out and proven framework

The transformation architecture is key to providing an enduring flow of benefits

Integrating Data Systems & Strategy

1. Committed Leadership

Strategic

focus

2. Customer Focus

& Requirements

4. Full Time Resourcing

& Organization

5. Business Process

Framework

Analyze /

Explore

Improve /

Develop

Control /

Implement

Project

Methods

Define

Measure

Supporting Infrastructure

9. Capabilities,

Learning

& Knowledge

6. Integrated

Approach to Change

10. Deployment

Management

8. Performance

Management

7. Benefits &

Tracking Rigour

Factors based upon IBM’s Lean Sigma research and experience 1996 – 2005


American society for quality april six sigma meeting april 27 th 2010

LSS Enterprise Management Program

StrategyIntegration

Rewards &

Recognition

Training &

Staffing

Committed

Leadership

Measurements

& Metrics

Governance &

Communication

Process

Management

“Must Haves” For A Successful LSS Enterprise Management Program

  • To be successful all factors:

    • Must be aligned and fully-integrated

    • Must be tailored to uniqueness of each organization

  • “Committed Leadership” is THE central factor in implementation for any successful program

R

E

S

U

L

T

S


American society for quality april six sigma meeting april 27 th 2010

LSS Maturity Model Assessment


American society for quality april six sigma meeting april 27 th 2010

Agenda

  • Process Innovation Team

  • Process Innovation Team Engagement Model

  • IBM Transformation Principles

  • Case Study: E2e Sourcing Model Black Belt Project Lessons Learned


American society for quality april six sigma meeting april 27 th 2010

E2e Sourcing Model Project Lessons Learned

  • Manage Time Zones

  • Manage SMEs

  • Manage Implementation Owners

  • Establish Interview processes & protocol

  • Data Collection & Analysis can be time consuming…It is important to identify key measures up front & begin measurement as soon as possible

  • Measure & Improve Phases were the most challenging phase due to time, details, and coordination required

  • Decided on process mapping software up front

  • Understand the limitations of the mapping software

  • Establish agreed upon definitions of value, non-value, and waste prior to analyze

  • Scope management e.g. break up E2E process mapping projects into smaller components

  • Involve the IT team often and early i.e. if you know that there will be IT impacts on the project

  • Review and re-review the model often as a team b/c the model will reveal additional improvement opportunities over time


American society for quality april six sigma meeting april 27 th 2010

Questions?

Jason Mudd

[email protected]

(919) 486-2884


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