Six Sigma 2002 Planning

Six Sigma – iSixSigma Forums Old Forums General Six Sigma 2002 Planning

Viewing 8 posts - 1 through 8 (of 8 total)
  • Author
  • #28162

    Craig Trevor

    Hi everyone,
    I’m a MBB and am interested in beginning a discussion around planning for the 2002 Six Sigma year. With respect to Six Sigma within your organization, what goals are everyone setting up for their organizations? I’ve brainstormed the following and need to present to management — please let me know your thoughts:
    * General employee training levels (increased %)
    * Completed Black Belt projects (# completed, $ cost savings, $ revenue increase)
    * Completed Green Belt projects (# completed, $ cost savings, $ revenue increase)
    * Core process sigma improvement
    How else might I show that my organization is progressing? What else should be in my planning pitch to management? Thanks for your thoughts!


    Patrick Swift

    shouldn’t the customer, the most important person in six sigma be included somewhere. Perhaps include metrics on customer satisfaction or escaping defects to your customers (internal or external). I think it is something that we often forget, even though it should be at the core of what we do.



    In my view the first and the foremost metrics or improvement target should be around Voice Of Customer (VoC) process for any Six Sigma program anywhere.
    The whole Six Sigma philosophy revolves around CUSTOMER and I have seen many places where focus of the entire effort gets internal improvements revolving around COST CUTTING and though there is no harm in doing that , when it comes to prioritization of Six Sigma efforts and projects, I would strongly recommend customer impact project should be TOP priority.
    Good Luck with your plans!



    Thing you should focus on are
    1) Verbatim by Customer/then clarifying them.
    2)  Company Policies & Objectives which should lead to a) Profitability b) Growth and c) Prepetuity. as you have mentioned in ur comments which a company would be interested in.
    3)  Companies like Motorola started in (1987),Texas Instruments(1988), ABB(1993),Allied Signals(1994), GE (1995) GenCorp(1995),SIEBE-(1998), Navistar-(1990),Nokia-(1998),GTL-(2000) they are also looking  forward to ascalation as per their organisational Strategy


    Kim Niles

    Dear Craig:
    This is an interesting topic that I haven’t seen addressed in the Six Sigma literature other than in either very general terms such as you’ve addressed or from other non-Six Sigma specific books such as ‘Keeping Score” by Mark Graham Brown and “Measuring Performance” by Dr. Bob Frost.  There are a lot of other books on the subject from perspectives of economic value added (EVA), enterprise resource planning (ERP), balanced scorecards, activity based costing (ABC), cost of quality (COQ or COPQ), strategic planning, etc.
    Like O.P. suggested above, you must start with the CEO’s vision, then goals and objectives, then tie in a hand full of key metrics that must happen to allow the goals to be met.  After that, 10-30 critical metrics should be developed that stem from the key metrics.  The results of your BB improvement projects are reflected in the critical and key metrics.  However, one of the critical metrics would likely be average ROI from BB improvment projects, etc.  Other books call them critical and performance metrics or add other tiers of metrics but the point is the same.
    I hope that helps. Good luck,


    Ravi Bagaitkar

    Six Sigma effort in any organization must be completely aligned with the long & short term company objectives and must help working towards those objectives. The Corporate & SBU level Balanced Score Card  can help decide the BB & GB Projects and the metrics. Also projects should be selected such, that all the departments participate. “Customer Sigma Level” of our products and services is an important measurement and enhancement targets for this measurement will lead to several important actions.



    I’m a certified BB for a Fortune 500 company: The following are some of our goals as BBs and my training of GBs:
    1-2% of the employees should be certified BBs. Each should be able to mentor and train 10 GBs each year. For example a 400 employee operation should have 4-8 active BBs and 40-80 active GBs working on projects and/or being trained.
    Completed BB projects annually – 3-4, total savings $1,000,000+ hard savings, revenue increase not defined as a goal but approximated at $250,000 in soft savings and or additional capacity available.
    Completed GB Projects annually – 1-2 for each GB, total savings $10,000-$50,000 per project,  revenue increase not defined as a goal.
    Core process Sigma improvement – 2 or more levels per year until 6 achieved. For example, 2 sigma level to 4 sigma level or 3 to 5 or 6. 1 sigma core process is not expected to get to level of 6 with single project.
    Hope this helps.



    A few metrics that I haven’t seen mentioned are number of  GBs, BBs, MBBs certified or number of people involved in active projects.  Those might be a better indication of whether the company is making progress toward a strategic goal of adopting a Six sigma mindset that just the number of people trained.

Viewing 8 posts - 1 through 8 (of 8 total)

The forum ‘General’ is closed to new topics and replies.