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1. 1 Six Sigma Improvement HIMSS November 21, 2003 The objectives of our current efforts are as follows:
1. Create a common understanding of the importance of continuous improvement
To rejuvenate continuous improvement efforts throughout the System
2. Develop a system-wide CI process and training program to support cultural change
To link training with real operational improvements
To integrate new technologies with professional work activities and challenges to improve organizational performance
To build upon and integrate skills and methods currently in place
3. Develop a common language and set of tools to enable leaders
To make data-driven decisions that are customer and process-focused
To create employee/stakeholder buy-in for cross-functional initiatives
To share best practices across the System
To strategically plan and lead change
To drive change and improvement rapidly
To hold the gains
4. Create a framework for CI and development of employees, key processes and the SystemThe objectives of our current efforts are as follows:
1. Create a common understanding of the importance of continuous improvement
To rejuvenate continuous improvement efforts throughout the System
2. Develop a system-wide CI process and training program to support cultural change
To link training with real operational improvements
To integrate new technologies with professional work activities and challenges to improve organizational performance
To build upon and integrate skills and methods currently in place
3. Develop a common language and set of tools to enable leaders
To make data-driven decisions that are customer and process-focused
To create employee/stakeholder buy-in for cross-functional initiatives
To share best practices across the System
To strategically plan and lead change
To drive change and improvement rapidly
To hold the gains
4. Create a framework for CI and development of employees, key processes and the System
2. 2 Six Sigma Improvement Objectives The objectives of our current efforts are as follows:
1. Create a common understanding of the importance of continuous improvement
To rejuvenate continuous improvement efforts throughout the System
2. Develop a system-wide CI process and training program to support cultural change
To link training with real operational improvements
To integrate new technologies with professional work activities and challenges to improve organizational performance
To build upon and integrate skills and methods currently in place
3. Develop a common language and set of tools to enable leaders
To make data-driven decisions that are customer and process-focused
To create employee/stakeholder buy-in for cross-functional initiatives
To share best practices across the System
To strategically plan and lead change
To drive change and improvement rapidly
To hold the gains
4. Create a framework for CI and development of employees, key processes and the SystemThe objectives of our current efforts are as follows:
1. Create a common understanding of the importance of continuous improvement
To rejuvenate continuous improvement efforts throughout the System
2. Develop a system-wide CI process and training program to support cultural change
To link training with real operational improvements
To integrate new technologies with professional work activities and challenges to improve organizational performance
To build upon and integrate skills and methods currently in place
3. Develop a common language and set of tools to enable leaders
To make data-driven decisions that are customer and process-focused
To create employee/stakeholder buy-in for cross-functional initiatives
To share best practices across the System
To strategically plan and lead change
To drive change and improvement rapidly
To hold the gains
4. Create a framework for CI and development of employees, key processes and the System
3. 3 Six Sigma Improvement Critical Success Factors
Integration/Alignment
Positioning
Ownership
Leadership Commitment
Metrics
Support Systems/Infrastructure
Certified Faculty
4. 4 Six Sigma Improvement Key Strategies Leadership Commitment
Direction - Vision/Strategies/Goals
Integration/Alignment
Training/Projects
Change Leadership
Knowledge Transfer
5. 5 Core Curriculum Since the core workshops provide the basis for the CI initiative, they are to be considered mandatory. For those employees required to attend, denoted as mandatory by the “M”, progress will be evaluated in the Performance Planning and Development System.
Since the core workshops provide the basis for the CI initiative, they are to be considered mandatory. For those employees required to attend, denoted as mandatory by the “M”, progress will be evaluated in the Performance Planning and Development System.
6. 6 Advanced Curriculum Since the core workshops provide the basis for the CI initiative, they are to be considered mandatory. For those employees required to attend, denoted as mandatory by the “M”, progress will be evaluated in the Performance Planning and Development System.
Since the core workshops provide the basis for the CI initiative, they are to be considered mandatory. For those employees required to attend, denoted as mandatory by the “M”, progress will be evaluated in the Performance Planning and Development System.
7. 7 PI Deployment Strategy Notes:Notes:
8. 8 Strategic Quality Planning Notes:Notes:
9. 9 Curriculum Application Notes:Notes:
10. 10
11. 11 Performance Improvement Dr. J.M. Juran developed the important distinction between control (sporadic problem solving) and breakthrough (chronic problem solving), and described the elements of effective problem solving in each case.
While the performance of a process will vary from day to day, the average performance and the range of variation are fairly constant over time. This level of performance is inherent in the process. The Control Zone depicts this accepted average and accepted range of variation in performance. This zone is often adopted as the standard of performance or chronic level of deficiency.
In the Control Zone, performance will sometimes fall outside the accepted, or standard, range of variation. Taking corrective action will enable you to re-establish performance within the standard. The corrective action on sporadic spikes requires you to: (a) detect the change (the sporadic spike), (b) identify the cause of the change, and (c) take corrective action to restore the status quo. While solving problems (spikes) in the Control Zone is important, solving problems in the Breakthrough Zone has even greater impact.
The goal of problem solving efforts in the Breakthrough Zone enables you to reach a level of performance never before achieved. This requires a radical departure in our approach to the historical performance of a process, an approach so radical that it is referred to a the “Breakthrough.”Dr. J.M. Juran developed the important distinction between control (sporadic problem solving) and breakthrough (chronic problem solving), and described the elements of effective problem solving in each case.
While the performance of a process will vary from day to day, the average performance and the range of variation are fairly constant over time. This level of performance is inherent in the process. The Control Zone depicts this accepted average and accepted range of variation in performance. This zone is often adopted as the standard of performance or chronic level of deficiency.
In the Control Zone, performance will sometimes fall outside the accepted, or standard, range of variation. Taking corrective action will enable you to re-establish performance within the standard. The corrective action on sporadic spikes requires you to: (a) detect the change (the sporadic spike), (b) identify the cause of the change, and (c) take corrective action to restore the status quo. While solving problems (spikes) in the Control Zone is important, solving problems in the Breakthrough Zone has even greater impact.
The goal of problem solving efforts in the Breakthrough Zone enables you to reach a level of performance never before achieved. This requires a radical departure in our approach to the historical performance of a process, an approach so radical that it is referred to a the “Breakthrough.”
12. 12 Probability of Performing Perfectly Notes:Notes:
13. 13 Total Cost of Quality Notes:Notes:
14. 14 Costs of Poor Quality Notes:Notes:
15. 15
16. 16 The ITOH Model An interesting question to ask many leaders is, “How do you spend your time in relation to the three managerial practices found in the Trilogy?”
In the Itoh model, the horizontal scale represents the percentage allocation of a person’s time and runs from zero to 100 percent. The vertical scale represents levels in the traditional organizational hierarchy. The diagram illustrates where executive leaders should be spending the majority of their time - on planning and improvement. Executive leaders should be spending a substantial amount of their time specifically on strategic planning. Their time spend on control should be small and focused on major control subjects.
As you move progressively down the levels of the organization, time spent on strategic planning declines. Conversely, the time spent on control and maintenance grows rapidly. Finally, at the staff level, time is predominately spent in control and maintenance. However, some time may still be spent on planning and improvement activities.
An interesting question to ask many leaders is, “How do you spend your time in relation to the three managerial practices found in the Trilogy?”
In the Itoh model, the horizontal scale represents the percentage allocation of a person’s time and runs from zero to 100 percent. The vertical scale represents levels in the traditional organizational hierarchy. The diagram illustrates where executive leaders should be spending the majority of their time - on planning and improvement. Executive leaders should be spending a substantial amount of their time specifically on strategic planning. Their time spend on control should be small and focused on major control subjects.
As you move progressively down the levels of the organization, time spent on strategic planning declines. Conversely, the time spent on control and maintenance grows rapidly. Finally, at the staff level, time is predominately spent in control and maintenance. However, some time may still be spent on planning and improvement activities.
17. 17 Notes:Notes:
18. 18 Managing Complex Change Resistance to change has been characterized as one of the most significant drivers of human behavior. Without acknowledging and addressing this resistance, our improvement effects have little chance of success. The dimensions of “Change Management” include:
Resistance to change has been characterized as one of the most significant drivers of human behavior. Without acknowledging and addressing this resistance, our improvement effects have little chance of success. The dimensions of “Change Management” include:
