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Six Sigma 2-0

Srikrishna Vadrevu
Srikrishna Vadrevu

Six Sigma for the new Knowledge Economy - More Innovation, More Customer delight, Less Statistics, Less Defect Focus. Join us in developing Six Sigma 2.0!

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An Introduction to the next generation of Six Sigma SigMax-e
Six Sigma Limitations Robert Nardelli, used Six Sigma to take Home A Balanced Depot to # 1 Retailer. Profitability soared but at a approach, cost. Gradually, worker morale drooped and taking account customer sentiment followed. His successor, Frank of all stake Blake (also GE) is dialing back giving more lee way holders is important! to Store Managers. Ann Fudge, (also GE), CEO, tried to sell Six Sigma to ad executives at Young & Rubicam and flamed out quickly Six Sigma teaches Dave Carter is going slow with Six Sigma in its selling the application to innovative processes at Raytheon. idea not Most Six Sigma practitioners are very strong on steam rolling! the left brain, innovation very much starts in the right hemisphere
Moving away from its roots Initially designed for improvements in manufacturing environments, Six Sigma now reaches well into every industry, from Financial Services to Health Care to Tourism. Initially on the assembly line, Six Sigma is now implemented at every level, from VPs to quality managers to software engineers, and in every process, from Customer Service to Human Resources to Accounting.
Moving away from its roots While companies like GE have used six sigma almost like a strategic tool, many enterprises, both big and small, and especially the super successful companies of the internet, are not known to have adopted six sigma with the same passion, despite its many, well published benefits. Some of the key reasons for six sigma failing to conquer a larger market share or even mind share are: Eliminating defects is not the holy grail of the knowledge economy Innovation is; and six sigma needs strengthening here Customer delight is; and six sigma needs strengthening here too It is generally accepted today that while VOC is good for feedback, it is not as good for product / service development. We need to anticipate customer needs. Service and knowledge sectors do not generate as much of defect data, and definitions of various terms are not as sharp as six sigma would like.
Time for change? "did not fully What this is telling us is that Six meet our Sigma as practiced today, faces "there was a strong requirements resistance form some customer ", resistance to the segments (VOC feedback). extreme numbers / "did not have enough of Careful changes to some of its statistics focus", content on features whether originally innovation". intended or not can make it much more relevant for todays Manager. ? ? We all know that the very complexion of business is changing today. Globalization, the internet, ?? ? social media, more competition, greater emphasis on innovation and rising customer expectations are just a few of the signs we see everywhere.
Where to? We believe, there is immense power in the core DMAIC / DMADV methodology of six sigma. It has the openness as well as the rigor to adapt to the changes in todays market place. The key areas requiring such change are: A greater focus on process where numbers are not (readily) available Introduction of a strong kit of innovation and brainstorming tools Shift focus away from defect reduction to Customer Delight beyond customer expectations, beyond the VOC!
Six Sigma 2.0 Six Sigma is a Disciplined, Data-driven, and Team-based approach to solving problems. Its aim is to enhance customer satisfaction by understanding the customer, defining their requirements and giving them a superior experience. The purpose of Six Sigma is to do things Better, Faster, and Cheaper. It can be used to improve Any Product, Any Process, and in every facet of business, from production, to human resources, to order entry, to technical support.
The 'Process' Approach to Problem Solving Four Powerful Methodologies (Cross business & Cross functional) Understanding, Measuring & BPMS Reporting Work Improving Work DMAIC Designing New Works DMADV Changing The Way We Work CAP
The 'Process' Approach to Problem Solving Practical Statistical Statistical Practical Problem Problem Solution Solution Observations Themes Opportunities Solutions * (Particular (Generalised (General (Particular Problem) Problem) Solution) Solution) The Approach to Problem Solving Employees across the Organization need simple tools (and Handymen with more powerful tools) to perform these underlying processes. There are well-known, specific tools that employees can use for each of these processes: Adapted from Ideo http://www.ideo.com & "TRIZ Russian acronym for the "Theory of Inventive Problem Solving." G.S. Altshuller and his colleagues in the former U.S.S.R. developed the method between 1946 and 1985.
Exploiting Six Sigma 2.0 Six Sigma No 2.0 Got Problem? No Yes Know the Project solution? Management No Yes Can Have No implement Capability ? ? Yes Yes Kick Action
New elements of Six Sigma 2.0 Generic problem solving Performance Management: Processes Projects People Creative thinking Change Management Moments of truth Automation You may as well call me Swiss Sigma
Contact: For more information Srikrishna Vadrevu www.sigmax-e.com Email: sri@sigmax-e.com Tel: +603-8313-8135 Mob: +601-2221-2553 Srikrishna Vadrevu Blog http://asciance.blogspot.com/

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Six Sigma 2-0

  • 1. An Introduction to the next generation of Six Sigma SigMax-e
  • 2. Six Sigma Limitations Robert Nardelli, used Six Sigma to take Home A Balanced Depot to # 1 Retailer. Profitability soared but at a approach, cost. Gradually, worker morale drooped and taking account customer sentiment followed. His successor, Frank of all stake Blake (also GE) is dialing back giving more lee way holders is important! to Store Managers. Ann Fudge, (also GE), CEO, tried to sell Six Sigma to ad executives at Young & Rubicam and flamed out quickly Six Sigma teaches Dave Carter is going slow with Six Sigma in its selling the application to innovative processes at Raytheon. idea not Most Six Sigma practitioners are very strong on steam rolling! the left brain, innovation very much starts in the right hemisphere
  • 3. Moving away from its roots Initially designed for improvements in manufacturing environments, Six Sigma now reaches well into every industry, from Financial Services to Health Care to Tourism. Initially on the assembly line, Six Sigma is now implemented at every level, from VPs to quality managers to software engineers, and in every process, from Customer Service to Human Resources to Accounting.
  • 4. Moving away from its roots While companies like GE have used six sigma almost like a strategic tool, many enterprises, both big and small, and especially the super successful companies of the internet, are not known to have adopted six sigma with the same passion, despite its many, well published benefits. Some of the key reasons for six sigma failing to conquer a larger market share or even mind share are: Eliminating defects is not the holy grail of the knowledge economy Innovation is; and six sigma needs strengthening here Customer delight is; and six sigma needs strengthening here too It is generally accepted today that while VOC is good for feedback, it is not as good for product / service development. We need to anticipate customer needs. Service and knowledge sectors do not generate as much of defect data, and definitions of various terms are not as sharp as six sigma would like.
  • 5. Time for change? "did not fully What this is telling us is that Six meet our Sigma as practiced today, faces "there was a strong requirements resistance form some customer ", resistance to the segments (VOC feedback). extreme numbers / "did not have enough of Careful changes to some of its statistics focus", content on features whether originally innovation". intended or not can make it much more relevant for todays Manager. ? ? We all know that the very complexion of business is changing today. Globalization, the internet, ?? ? social media, more competition, greater emphasis on innovation and rising customer expectations are just a few of the signs we see everywhere.
  • 6. Where to? We believe, there is immense power in the core DMAIC / DMADV methodology of six sigma. It has the openness as well as the rigor to adapt to the changes in todays market place. The key areas requiring such change are: A greater focus on process where numbers are not (readily) available Introduction of a strong kit of innovation and brainstorming tools Shift focus away from defect reduction to Customer Delight beyond customer expectations, beyond the VOC!
  • 7. Six Sigma 2.0 Six Sigma is a Disciplined, Data-driven, and Team-based approach to solving problems. Its aim is to enhance customer satisfaction by understanding the customer, defining their requirements and giving them a superior experience. The purpose of Six Sigma is to do things Better, Faster, and Cheaper. It can be used to improve Any Product, Any Process, and in every facet of business, from production, to human resources, to order entry, to technical support.
  • 8. The 'Process' Approach to Problem Solving Four Powerful Methodologies (Cross business & Cross functional) Understanding, Measuring & BPMS Reporting Work Improving Work DMAIC Designing New Works DMADV Changing The Way We Work CAP
  • 9. The 'Process' Approach to Problem Solving Practical Statistical Statistical Practical Problem Problem Solution Solution Observations Themes Opportunities Solutions * (Particular (Generalised (General (Particular Problem) Problem) Solution) Solution) The Approach to Problem Solving Employees across the Organization need simple tools (and Handymen with more powerful tools) to perform these underlying processes. There are well-known, specific tools that employees can use for each of these processes: Adapted from Ideo http://www.ideo.com & "TRIZ Russian acronym for the "Theory of Inventive Problem Solving." G.S. Altshuller and his colleagues in the former U.S.S.R. developed the method between 1946 and 1985.
  • 10. Exploiting Six Sigma 2.0 Six Sigma No 2.0 Got Problem? No Yes Know the Project solution? Management No Yes Can Have No implement Capability ? ? Yes Yes Kick Action
  • 11. New elements of Six Sigma 2.0 Generic problem solving Performance Management: Processes Projects People Creative thinking Change Management Moments of truth Automation You may as well call me Swiss Sigma
  • 12. Contact: For more information Srikrishna Vadrevu www.sigmax-e.com Email: sri@sigmax-e.com Tel: +603-8313-8135 Mob: +601-2221-2553 Srikrishna Vadrevu Blog http://asciance.blogspot.com/