D R. R ICK L . E DGEMAN, P ROFESSOR & C HAIR & S IX S IGMA B LACK B ELT

1. SIX SIGMA FROMPRODUCTSTO POLLUTION TO PEOPLE:MIGRATIONFROMBUSINESS & ENGINEERINGTONATURAL & SOCIAL ENVIRONMENTS DR. RICK L. EDGEMAN, PROFESSOR & CHAIR & SIX SIGMA BLACK BELT DEPARTMENT OF STATISTICS, UNIVERSITY OF IDAHO HTTP://WWW.WEBPAGES.UIDAHO.EDU/~REDGEMAN/RLE/EDGEMAN-Q&P-2005-CONF.PPT HTTP://WWW.WEBPAGES.UIDAHO.EDU/~REDGEMAN/RLE/EDGEMAN-Q&P-MAY-2005.DOC REDGEMAN@UIDAHO.EDU

2. 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 OFSTATISTICS

3. “Often, problems are knots with many strands, & looking at those strands can make make a problem seem different.” Mr. Rogers

4. ORIGIN DESTINATION

5. ORIGIN How? Deployment Moral Ethical Competing Stakeholder Concerns By When Legal DESTINATION

6. Consider the difficulty - in the material sense - of making something out of nothing. Our generation consistently makes inefficient use of resources, human and natural alike. It may well be possible to make something - and make it better - out of less.

7. Definethe 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 DMAICALGORITHM

8. DESIGN FOR SIX SIGMA (DFSS) Define Definecustomer requirements and goals for the process, product or service. Measureand match performance to customer requirements. Analyzeand assess the design for the process, product or service. Designand implement the array of new processes required for the new process, product or service. Verifyresults and maintain performance. Measure Verify Design Analyze

9. DEPARTMENT OFSTATISTICS BUSINESS Six Sigma Innovation and Design Origins ENGINEERING Figure 1. Early intellectual focus of Six Sigma Innovation & Design wherein application and development occur primarily in business and engineering but with methodologies borrowed liberally from, e.g., statistics, the so-called seven “old” or statistical tools of quality, and the seven “new” tools of quality. Initial thrust: improve quality and financial results with melded disciplines such as Engineering Management or Management of Technology attempting to bring these together in identifiable academic homes.

10. Students from Science & Technology Intensive Fields SSID Curriculum Deployment Figure 2.The Magnet instructional model deploys a Six Sigma Innovation & Design (SSID) curriculum via central control at the unit, departmental, or college level – typically as an initiative emanating from one of statistics, business, or engineering – first for its own students, but also to attract students from other, targeted fields from across the institution.

11. SCIENCE & TECHNOLOGY- INTENSIVE FIELDS EXPANDING SIX SIGMA ENGINEERING BUSINESS  Figure 3.Six Sigma Innovation & Design as solutions provider with limited expansion of SSID to new fields as well as some new learning within SSID from other fields as depicted by the two-way arrow and the semi-permeability of the inner-circle. New areas, e.g., Systems & Entrepreneurial Engineering (SEE) are identified.

12. Deep Disciplinary Applications Boundary Crossing Applications Expanding Frontier SSID Core Figure 4. The radiant instructional model has a core of courses in Six Sigma Innovation & Design provided by the central unit, but with elective SSID courses in “boundary crossing” and “discipline specific” areas offered to students from and in other technology-intensive fields across the institution. Other fields follow.

13. SIX SIGMA INNOVATION & DESIGN COLLABORATION InterdisciplinaryTeams & Projects Disciplinary Breadth Product & Systems Innovation & Design TechnicalFeasibility Intelligent Systems Innovation & Design. Concept  Technical Feasibility  Commercial Feasibility. CommercialFeasibility Selling the Solution Project Management Figure 5.Six Sigma Innovation & Design’s Core Curricular Trajectory

14. SIX SIGMA INNOVATION & DESIGN COLLABORATION University Requirements: Disciplinary Breadth Quality Innovation & Design Statistics Technology / Entrepreneurship Six Sigma Innovation Systems Innovation & Design Entrepreneurial Mentors: Intellectual Property Office of Technology Commercialization Design for Six Sigma Academic Major: Functional Depth Legal Environment Entrepreenurship Program Innovation & Design Capstone Six Sigma Mentors Quality Innovation & Design Mentors Technical Feasibility & Project Management Interdisciplinary Teams & Projects: Disciplinary Integration Mentor’s Mentor: Program Management Figure 6. An Six Sigma Innovation & Design curriculum featuring a common core and extensive intra- and extra-program engagement.

15. SIX SIGMA INNOVATION & DESIGN COLLABORATION InterdisciplinaryTeams & Projects Disciplinary Integration Entrepreneurial Mentors Innovation & Design Mentors Intellectual Property / Tech. Commercialization Mentor’s Mentors Functional Depth Six Sigma Mentors Faculty Mentors Public Sector Private Sector Six Sigma Black Belts Corporate Mentors Figure 7. The people providing core level breadth and depth in an academic Six Sigma Innovation & Design program. The model is both intra- and extra- institutional.

16. Gather Intelligence Initiate Leverage: Your friend is my friend Outreach Learn & Inform Su amigo es mi amigo Raise Friends: A Core Expansion and Fusion Strategy Built on CRM Applications will Follow Exchange Extend: Broaden, Deepen, Lengthen Cultivate Invite Reciprocate Deliver: Provide the Win-Win RESULT Engage Enrich Deepen the Win-Win Vision Establish Formalize Figure 8.Spreading the Six Sigma Innovation & Design Gospel

17. SCIENCE & TECHNOLOGY- INTENSIVE FIELDS ENVIRONMENTAL MANAGEMENT & ENGINEERING SIX SIGMA AND RECIPROCITY BUSINESS ENGINEERING HEALTH & BIOMEDICAL FIELDS LEGAL & SOCIETAL APPLICATIONS Figure 9.Mutual enrichment of Six Sigma Innovation & Design and other 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 SSID to both lend to and borrow from other fields.

18. SCIENCE & TECHNOLOGY- INTENSIVE FIELDS ENVIRONMENTAL MANAGEMENT & ENGINEERING Expanding Frontier SIXSIGMA FUSION ENGINEERING BUSINESS HEALTH & BIOMEDICAL FIELDS SOCIETAL APPLICATIONS Figure 10. Anno Domini 2020 Vision for Six Sigma:Boundary-less model for fusion of Six Sigma Innovation & Design with other fields wherein increasingly free exchange of information, methods and strategies concurrently expands the frontiers of multiple fields and blurs their boundaries.

19. Whither Six Sigma?

20. Cornerstones in the House of Sustainability

21. Extract Fossil Fuels & Minerals, and Produce Persistent • Substances Foreign to Nature, at Rates that are not Faster than • Their Slow Redeposit into the Earth’s 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 Earth’s Vitality and Ecological Diversity • Minimize Damage to Sensitive Landscapes, Including Scenic, • Cultural, Historical and Architectural iophysical / Environmental Sustainability

22. 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

23. Ancient Jewish Conception: Profit as Residue that which remains after the meeting of all obligations.

24. 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

25. 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

26. Sustainability@α Inter- and Intra Generational Equity Plan Figure 11. BEST Sustainability Model

27. Leadership Balanced Stakeholder- Driven Master Plan Resources Communication Partnerships People Policy & Strategy Processes Society Sustainable Competitive Advantage People Results Orientation Performance Customer Figure 12: Business Excellence and the EFQM Criteria

28. Figure 13. BEST Business Excellence

29. Military & Defense

30. The Built Environment

31. Biotechnology and Genomics

32. Nature and Society

33. Human Rights

34. Arts Entertainment & Humanities

35. Athletic & Endurance

36. ORIGIN DESTINATION

37. Narnia: Restoring Eden

38. Human Ingenuity

39. Ideas & Collaboration Welcome Office: 208-885-4410 redgeman@uidaho.edu Mobile: 240-994-9204 HTTP://WWW.WEBPAGES.UIDAHO.EDU/~REDGEMAN/RLE/EDGEMAN-Q&P-2005-CONF.PPT HTTP://WWW.WEBPAGES.UIDAHO.EDU/~REDGEMAN/RLE/EDGEMAN-Q&P-MAY-2005.DOC