1. © 2003 Six Sigma Academy Sustainability & Leveraging Success Champion Workshop

2. © 2001-2003 Six Sigma Academy1 Definition Sustain;* To keep up the vitality of … To provide for, or give support to … To uphold, or affirm the validity of … * Collins English Dictionary

3. © 2001-2003 Six Sigma Academy2 The Four Phases of Six Sigma ® Deployment Origination Alienation Integration Realization Forming, Storming, Norming, Performing

4. © 2001-2003 Six Sigma Academy3 Origination Six Sigma arrives ‘with a bang’! Lots of management noise A great deal of activity Initial successes excite High hopes and expectations! The majority don’t know what it is!

5. © 2001-2003 Six Sigma Academy4 Alienation Six Sigma seen as just another initiative Business continues ‘despite’ Six Sigma Time wasted on bureaucratic arguments Black Belts get lost in the detail Black Belts feel isolated Management begins to lose interest

6. © 2001-2003 Six Sigma Academy5 Integration Six Sigma deployed to enable achievement of key objectives Mass communication/education Everyone plays a part Extended across the entire value stream A fundamental part of management culture/vocabulary

7. © 2001-2003 Six Sigma Academy6 Realization Widespread use of Six Sigma methodology & tools Part of the every day ‘routine’ Six Sigma no longer visible as a ‘program’ Six Sigma evident throughout value stream

8. © 2001-2003 Six Sigma Academy7 The Keys to Sustainability Competence Commitment Integration Results Company organization Communication Self sufficiency Links to other initiatives

9. © 2001-2003 Six Sigma Academy8 Competence Ensure that statistical capability is diffused throughout the organization Ensure that everyone in the organization knows what Six Sigma is and why we’re doing it Remove the mystique from statistical thinking Ensure that suppliers (and where appropriate customers) embrace Six Sigma

10. © 2001-2003 Six Sigma Academy9 Commitment Ongoing, visible management commitment to the need for Six Sigma thinking Management recognition programs must be geared to Six Sigma thinking and results Six Sigma results must be reflected in plans and objectives Non believers/non performers must be removed quickly, i.e. change people or change people

11. © 2001-2003 Six Sigma Academy10 Integration Six Sigma thinking should be ‘woven’ into the ‘fabric’ of the business The organization must strengthen its policy deployment procedures Business decision making must be data driven Management (and others) must change the questions they ask of themselves and their colleagues The business must think in process terms

12. © 2001-2003 Six Sigma Academy11 Results Six Sigma results must support strategic results Project scoping should support the ‘need’ for a continuous flow of successes Success must be publicly recognized and rewarded Black Belts and Champions must remain pragmatic and be accountable for their results

13. © 2001-2003 Six Sigma Academy12 SSO 1 SSO 2 SSO 3 SSO X.... Region1 GMs Process Owners SSO 1 SSO 2 SSO 3 SSO X.... Region 2 GMs Process Owners BB Project 1 Six Sigma Deployment Champion Project Champion Project Champion Project Champion SSO 1 SSO 2 SSO 3 SSO X.... Region X GMs Process Owners BB BB BB Project 4 BB Project 2 BBBB Project 3 Leveragability … Harder than it Looks

14. © 2001-2003 Six Sigma Academy13 Company Organization The organization must facilitate cross-functional cooperation, employee empowerment, etc. The organizational structure must be capable of operating on a matrix basis where required The organization must encourage individual initiative and internal locus of control The organization must encourage job sharing/coverage when required by project activity

15. © 2001-2003 Six Sigma Academy14 Communications Two way communication of plans, opportunities and achievements are critical Individuals/teams must be publicly recognized Project status, progress reporting, etc., must feature as part of the company’s visual management program

16. © 2001-2003 Six Sigma Academy15 Self Sufficiency The company should establish internal capability with respect to training, deployment, internal consultancy, etc., at the earliest opportunity Individual performance development plans must include Six Sigma capability Internal training skills must be recognised and rewarded Wherever possible Six Sigma expertise must be awarded external recognition The company’s visual management program must reflect the skill status of team members

17. © 2001-2003 Six Sigma Academy16 Links to Other Initiatives It is essential to ensure that Six Sigma is correctly positioned alongside any other successful, related business improvement strategies The overall business improvement strategy must be clearly articulated throughout the organization

18. © 2001-2003 Six Sigma Academy17 Six Sigma Deployment Observations Need to decide if you want to just do a few projects or transform the capability of your entire organization It takes time (and some demonstrated wins) for managers to really believe reduced defects can also reduce cost and cycle time Developing good trainer-coaches is a true competitive advantage Training is not putting a binder together - it is changing personal behavior at all organizational levels Achieving Six Sigma will require true cross-company cooperation (it forces contradictions in functional viewpoints to surface) Managing change is a huge skill that requires more expertise than the just statistics and quality tools

19. © 2001-2003 Six Sigma Academy18 Six Sigma Is Here for the Long Term! Requires a change of culture! Must be driven very hard during launch Communications and training are vital! Status measurement & reporting is essential How good do you want to be?