Service Quality Management -

Lecture 3

Dr. Sriram Devanathan

Jan 2010

1
 Objectives

„ Review
Re ie roles and responsibilities of ke
key
players in the Six Sigma organization

„ Explain the role of the Guiding Coalition

„ Explain Six Sigma organizational structure

Six Sigma Roles - Champion
„ Sets and maintains broad g
goals for improvement
p
projects in area of responsibility

„ Coaches and approves changes,

changes if needed,
needed in
direction or scope of a project

„ Finds (and
( negotiates)) resources for
f projects

„ Represents
p the team to the Leadership
p g
group
p and
serves as its advocate

„ Works with MBB to submit opportunities to the

Project Hopper
 Six Sigma Roles - Champion
„ Helps smooth out issues and overlaps that arise
between teams or with people outside the team

„ Works with Process Owners to ensure a smooth

handoff at the conclusion of an improvement
project
j t

„ Applies process improvement knowledge to own

management tasks

„ Assures that control plan is effective in

improving Y
 Six Sigma Roles – Master Black
Belt
„ Owns subsidiary,
y, function,, or market deployment
p y plan
p
and results
„ Administrative manager for BBs
„ Keeps BBs on track
„ Keeps Champions & Managing Director involved
„ Leads culture change
„ Communicates Six Sigma methodology and tools
„ Creates Six Sigma stories
„ Leverages best practices
„ Manages
g p project
j hopper
pp and pprioritizes p
projects
j
Six Sigma Roles – Master Black
Belt
„ Develops high-potential
high potential talent and builds the
organization’s capability with Black Belts and
Green Belts
„ Drives project identification and completion
„ Keeps
p the p project
j hopper
pp full
„ Checks projects for alignment with corporate
goals
„ Communicates, teaches, and coaches
„ Applies
pp tools and methods to areas outside of
current focus
 Six Sigma Roles – Black Belt
„ Proficient in Six Sigma
g tools and their
application
„ Selects right
g team members with Champions
p
and MBBs
„ Leads p
project
j team
„ Implements DMAIC methodology
„ Drives
Di hi
high
h iimpactt programs tto b
bottom
tt liline
„ Shares best practices
„ Mentors Green Belts
Six Sigma Roles – Black Belt
„ Drives projects with high energy

„ Facilitates, communicates, and teaches

„ Runs projects in a team environment

„ Develops high-potential talent and builds the

organization’s
organization s capability with Green Belts

„ Looks for applicability

pp y of tools and methods to
areas outside of current focus
Six Sigma Roles – Green Belt
„ Leads process improvement teams on part
part-
time basis
„ Supports
pp strategic
g Black Belt p
projects
j byy
leading a sub-project
„ Technical pprocess expert
p
„ Drives continuous improvement
„ Works
o s in o
own functional
u ct o a a
area
ea
„ All salaried employees will be Green Belt
trained
Six Sigma Roles – Finance
„ Establishes common measures of project
success
„ Signs
g off on p project
j estimates and results
„ Provides input to the project selection process
„ Identifies risks and opportunities associated with
projects
„ Works
o s with t MBB,, C Champions,
a p o s, Managing
a ag g
Director to quantify projects
„ Confirms the Project Y objective as defined by
the BB is appropriate and will result in “hard”
savings
 Six Sigma Roles – Coach/Trainer
„ Trains MBBs and BBs

„ Trains Green Belts with help from BBs and MBB

„ Coaches BBs and GBs in proper use of tools for project

success

„ Consulting resource for project teams

„ Responsible for all translation of training materials into

local language

„ Maintains and develops curriculum

Six Sigma Roles – Process Owner
„ Maximizes high level process performance
„ Launches and sponsors improvement efforts
„ Coordinates and communicates with other
process owners and with functional managers
„ Assigns responsibility for control plan
„ Maintains process documentation
„ Measures/monitors process performance
„ Tracks financial performance
„ Understands
The key process
Process Owner becomes the key variables andSix
driver to achieve their
Sigma levels of quality, efficiency and flexibility
relationship to other processes
Six Sigma Roles – Process Owner
Control Plan Responsibility
„ Participates on BB team
„ Creates (with BB) control plan documentation
„ Trains (with BB) people who work the process in
use of control plan (including SPC if applicable)
„ Measures and monitors (SPC) “Critical
Critical X
X’s”
s and
identifies effectiveness of control plan
„ Identifies opportunities for improvement
„ Tracks financial benefit and updates Six Sigma
Charter for this project (during the 12 month
tracking period)
Guiding Coalition

„ A small group of dedicated people are

needed to lead a change effort

„ Champions, the senior members of the

coalition, must be fully engaged

„ The coalition must work as a unified team

„ The Champion, Master Black Belt, and Black

Belt are the basic Six Sigma
g guiding
g g coalition
 Guiding Coalition

Master
Black Champion
Belt
Six Sigma
Si Si
Resource and
Leads BBs, manages Director Process Owner
project
p j portfolio,
p and
drives culture change
Black
B lt
Belt

Project Team Leader

Project Coalition

„ In addition to the Guiding Coalition, a project

coalition of Champion, BB, and Process Owner
may form to guide a specific project
„ Champion focuses on high level accountability
and ownership
„ Black
Bl k Belt
B lt is
i project
j t leader
l d and d tool
t l master,
t
solves the problem y = f(x), and works with
Process Owner to develop a control plan
„ The Process Owner is responsible for maximizing
performance implementing an effective Control
performance,
Plan, and tracking financial benefits
 Coalitions
Guiding
Master
Black Belt Champion

Project

Six Sigma
Director
Champion

Black Belt
Green
Belt / Process
Black Owner
B lt
Belt
 Structure of the Six Sigma Organization
Area
ea Market
a et Ce
Center
te Ot e
Other
VP Exec VP MC

6σ 6σ 6σ
Exec. Dir. Director Director MBB
(Possibly shared)

6σ Staff
MD GM/VP
Team Exec

Functional or (Similar approach (Similar approach

Critical Y1 Business Leader
BB to MD) to MD)

Functional or
Critical Y2 Business Leader BB MBB
Exact approach at the
Critical Y3 Functional or
BB business/staff area
Business Leader Trainer
level will vary
GB
Champion depending on Critical
GB
Ys and scope

Functional or
Business Leader
 Project Screening System
DEFINE Goal Tree Linkage,
Global Strategic Plan

Multiple Sources: Project Ideas/

MBB, Champion, Work Process Identified?
Cluster Scoreboard Metrics,
Metrics gap
BB, Finance, ...
Fine Filter between BSL & ENT/Goal?
Clear line of sight from
Project Y to Critical Y?

YES to p
proceed
Address Critical Y
(top down)? Coarse Filter Ranked Projects Approved
Cause for Pain for BB (with resources) by
(bottom up)? Projects in Queue VP, Six Sigma Director, MBB,
Champion, Controller($),
Steering
g Committee(s)
( )
YES to proceed

Process Map
Large
g $ Opportunity?
pp y MEASURE Many
C& Matrix
C&E i
Unknown Solution? Medium Filter X’s
Use of Six Sigma Tools? ANALYZE Reduced FMEA
High Level of Complexity X’s
(BB or GB project)? Few Key
Multi-Vari
IMPROVE
X’s
Expts
YES to proceed 2-3
Critical
CONTROL X’s Ctrl Plan

Optimized Process