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One Six-Sigma or several SS Projects?

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  • #34368

    mman
    Participant

    Can any expert who has already  worked with SS Company(Motorla…etc) tell us :Is it one “huge”SS Campaign with main score or is it several SS with different scores??     MMAN

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    #94572

    Heebeegeebee BB
    Participant

    Please reframe your question.   I don’t understand what you are asking for.
    Thanks,
    Kel

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    #94575

    Mannu Thareja
    Participant

    Hi MMAN,
    It is several SS with different scores.
    Each SS project will have a different sigma level.  All the sigma levels of all the projects can be averaged to find out a overall sigma of the organisation.
    Regards,
    Mannu
     
     

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    #94579

    mman
    Participant

    Kel ,thanks for responding:Is it one common average Sigma Score for the whole company?Or  is it different Sigma Scores for different processes throughout the  organization?In another way:Is it an integrated efforts or scattered efforts,considering the different “sigma” levels of the processes?.Should we expect  a full slate of accurate Sigma performance data for every part of the company in a determined period?I believe a lot of confusion has to be clarified in this regard.
    Kind Regard,                                                        MMAN

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    #94581

    mman
    Participant

    Thank You Mannu.Please try again to consider my question as it was reframed,kind regards.     MMAN

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    #94582

    John J. McDonough
    Participant

    mman
    Although you will typically have many projects, they will typically be coordinated under a single program. Remember that the ultimate objective is to achieve the company’s goals.  The resources applied to these projects need to be applied appropriately.
    Often, there are several layers in the program.  As an example, you may have a corporate program for training and certifying the practitioners, and perhaps for setting goals for the corporation and for the businesses.
    Each business/product/whatever breakdown makes sense will typically have a champion and a group of Master Black Belts who work together to execute the Six Sigma program against the business goals.
    Even within a larger project there may be several subprojects.  For example, one of the early deliverables in Design For Six Sigma is a “Multi Generation Project Plan”.  This plan outlines a high level goal, typically something very hard to achieve.  It then outlines a few different generations, or major steps on the way to getting to that goal.  Within each step are the capabilities that are needed at that step, and the approach for developing those capabilities; use something off the shelf, improve something we have (DMAIC), or invent something new (DFSS).
    So while in a large organization there may be hundreds of Six Sigma projects in flight at the same time, that doesn’t imply that they are totally disconnected.  At the end of the day, they should all be focused on achieving the corporation’s objectives.
    –McD

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    #94583

    mman
    Participant

    Thank You McD.You hit the target,kind regards.          MMAN 

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    #94592

    Mannu Thareja
    Participant

    Hi Mman,
    I agree with John McD.
    In the organisation you have different Verticals/ Horizontals (departments) and each of them can have no of SS projects running with different base sigma and goal sigma.
    At the end of the day all the sigmas are taken and averaged to find the Sigma level of the organisation.
    Thanks & Regards,
    Mannu

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    #94607

    Mike Carnell
    Participant

    mman,
    There is no way to run a Six Sigma program, with any meaning, on a single overall metric. First it would be a metric that wouldn’t have anything behind it (unless it was a pure data collection effort) except a “guesstimate” which makes it an oxymoron in the world of Six Sigma.
    The process is dependent on multiple efforts across your various processes and products. There is also a decision making process that accompanies that process. Not everything is worth expending resources on. In some fast moving technologies where a product is near end of life you let it die a quiet death (move your people resistant to change to these programs so they realize they can accept change or their career can have the same fate as the product) and focus on the future (assuming you do not have infinite resources). There are core processes and strategic products that should be a priority. There is also a Pareto of these processes (where you would have to compare dissimilar processes – for those who cannot imagine why anyone would compare dissimilar processes – a previous post) where you need to determine the economic value in additional resources – how much and when.
    Don’t worry about perfect data from everyone. Unless you are an unusal company, the process are so screwed up you have lots of room for error and the number can improve in accuracy over time (assuming nobody gets fired because they have the courage to step up and tell someone that it is actually worse that what they have been reporting). Set the expectation early that it is a crude number. If you have a decent COPQ number (you should have to make the business case for starting the SS program) you can demonstrate the cost of waiting for perfect data. We had one company – using their data – that showed it was costing them about $4 per second – to maintain status quo. You can forgive a lot of sins for that kind of money. 
    The thing you need to remember is that a SS program without some form of DFSS (IDOVE. DMADV, or whatever acronym gets you excited) is a waste of time. The money is in the design phase and most dMAIC type projects are rework of a bad design/product launch process. The goal of a good SS program is a transition to DFSS type programs. Most companies want to launch with the typical dMAIC type process so they get that immediate gratification. That is symptomatic of sitcom mentality – 30 minutes from problem identification to solution. Why delay the process, DFSS, that takes longer to produce results? Unfortunately that doesn’t happen often so at least understand that the future vision needs to be a program focused on DFSS using multiple dMAIC projectsm to clean up until you get a decent design/launch process.
    Sorry about the lenth of the answer. It is early and I am looking for a good reason not to be doing my on line defensive driving course.
    Good luck.
     

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    #94665

    mman
    Participant

    Mike
    Congratulation….Finally I have received a “convincing”answer,thank  you.                                         MMAN

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