Index
A
ABB (Asea, Brown, Baveri), 26
accountability
of Six Sigma providers, 58
The Alchemy of Growth (Baghai), 72
alignment
reinvigorating Six Sigma deployment, 341-346
Six Sigma for, 6-7
anchoring change initiatives (deployment architecture stage), 52-53, 304-305
Asea, Brown, Baveri (ABB), 26
assessments. See also change initiatives, reinvigorating
example, 326-328
with Kotter’s philosophical deployment architecture, 352-354
of Six Sigma deployment, 331-333
B
Baghai, Mehrdad, 72
BBs. See Black Belts
Belts. See Black Belts; Green Belts; Master Black Belts
Bennis, Warren, 138
best practices, sharing, 296
big picture clarification. See linking internal activities
certification requirements, 144-146, 272-274
Chemical Design for Six Sigma training programs, 216-218
defined, 11
financial expectations, 36
full time versus part time, 260-262, 316
hiring, 259-260
K-Sigma Black Belt training program, 220-225
number to train, 228-230, 262-263
Operational Black Belt training program, 218-220
as part of infrastructure, 133-135
percentage to be trained, 36
project drivers, 249
responsibilities of, 10-11
retention and career planning, 279-281
succession planning, 271-272
talent selection, 259-268
time dedicated to projects, 230
training programs, 225
Bossidy, Larry, 3, 6, 17, 22, 26, 41, 43, 45-46, 49, 56-57, 69, 101, 107-108, 118-121, 236, 285, 330, 354
bottom-line expectations, 91-99
Bottom-Up prioritization matrix, 170-171
bottom-up projects, 10, 161-165
broad-based change empowerment (deployment architecture stage), 50
Burhnam, Dan, 6
business model, components of, 17-23, 69-70
business process reengineering. See reengineering
Business Team Workshop, 190-195
customizing, 199-204
business unit deployment, division deployment versus, 109-110
business units, Deployment Champions for, 126-128
C
capacity productivity (C-P), 87
career planning for Belts, 279-281
CEO, as part of infrastructure, 120-123
certification requirements, 144-146
for Belts, 272-274
Champion Workshops, 195-199
customizing, 199-204
Champions
Deployment Champions, 46
Initiative Champions, 45-46
responsibilities of, 10-11
anchoring (deployment architecture stage), 52-53, 304-305
connecting Six Sigma with, 106-108
driving change, importance of, 3
reinvigorating, 329-331
deployment efficiency, 340-341
extending Six Sigma, 346-352
leadership roadmap, 334-340
program assessment, 331-333
quality dimensions, 333-334
strategic alignment, 341-346
Six Sigma as, 6
steps to success, 354-355
change readiness, 341
chartering projects, 176-182, 310
charters, defined, 27
Chemical Design for Six Sigma training programs, 216-218
clarifying big picture. See linking
communication (deployment architecture stage), 48-49, 240-241
communication plans, 235-236
creating custom, 238-240
elevator speeches, 250-252
example of, 246-249
Human Resources (HR) role in, 281-284
matrix for, 236-238
media for, 244-245
message presentation, 241-244
topics for, 252
communications department, extending Six Sigma to, 348
complacency, sources of, 42
complexity of message in communications matrix, 236-238
Confronting Reality (Bossidy and Charan), 3, 17, 46, 69, 119-120, 330, 354
consolidating gains (deployment architecture stage), 51-52, 303-304
consultant experience, differentiating Six Sigma providers, 65-66
consultants. See providers
contracts with Six Sigma providers, 67-68
control plans for sustaining performance, 324
COPQ (cost of poor quality), 87, 163
corporate deployment history, differentiating Six Sigma providers, 64
corporate history, differentiating Six Sigma providers, 64
cost of poor quality (COPQ), 87, 163
costs. See ROI (return on investment)
crisis identification, 42
Critical Ys. See goals; operational metrics; outputs
Crystal Ball (simulation software), 299
culture of organization
readiness for change, 341
Six Sigma and, 37
customers, extending Six Sigma to, 351
customization
differentiating Six Sigma providers, 64
of workshops, 199-204
D
decision matrix, selecting providers, 61-63
defects per unit, 93-97
communication plans. See communication plans
components of, 38-40
efficiency assessment, 340-341
extending Six Sigma, 346-352
Human Resources (HR) role in, 255-259, 281-284
Belt retention and career planning, 279-281
position profile example, 268-274
recognition and rewards program, 274-279
talent selection, 259-268
Kotter’s philosophical deployment architecture, 41, 352-354
anchoring change initiatives, 52-53, 304-305
communicating change vision, 48-49, 240-241
consolidating gains, 51-52, 303-304
employee empowerment, 50
guiding coalition, 45-47
sense of urgency, 42-45
short-term gains, 51
stages of, 41
vision and strategy, 47-48
scope of, 105-106
business unit versus division deployment, 109-110
connecting Six Sigma with other initiatives, 106-108
domestic versus global deployment, 110-111
integration of Six Sigma programs, 112-113
integration with Lean Enterprise, 111-112
pilot versus full deployment, 108-109
scheduling events, 113-114
success factors, 351
timing, 40-41
Deployment Champion Workshop, 195-199
customizing, 199-204
Deployment Champions, 46
as part of infrastructure, 126-128
deployment letter example, 282-284
Design for Six Sigma (DFSS), 39, 113
training programs, 215-218
desktop management software solutions, 298-300
DFSS. See Design for Six Sigma
differentiating providers, 63-66
discipline, Six Sigma for, 7-8
division deployment, business unit deployment versus, 109-110
DMAIC roadmap, steps in, 35
domestic deployment, global deployment versus, 110-111
DPU (defects per unit), 93-97
driving change, importance of, 3
E
efficiency. See bottom-line expectations
The 8th Habit (Covey), 6
“elevator speeches,” 47, 250-252
emotional content of message in communications matrix, 236-238
employee empowerment (deployment architecture stage), 50
employees
extending Six Sigma participation, 349
versus independent contractors, differentiating Six Sigma providers, 65
enterprise management software solutions, 287-290
packages for, 297-298
requirements, 290-297
entitlement, 30-32
defined, 161
establishing, 310
evaluations of training plans, 230-234
Excel (spreadsheet software), 299
executing software solutions, 300-301
executive interviews, 199-204
Executive Team, as part of infrastructure, 120-123
Executive Team Workshop, 186-190
customizing, 199-204
expanding software solutions, 301-302
expectations. See also financial targets
bottom-line expectations, 91-99
importance of defining, 90
participation expectations, 100-101
top-line expectations, 99-100
external realities
assessing, 18-19
crisis identification, 42
linking internal activities with, 151, 159-160, 309-310
reinvigorating change initiatives, 330
strategic planning and, 69-85
F
failure modes
in Kotter’s philosophical deployment architecture, 352-354
management support, 338
process improvement plans, 337
project selection, 335
sustaining performance, 339-340
training plans, 336
filters. See project filters
financial function
extending Six Sigma to, 346
importance of, 343
financial impact, tracking, 322
financial metrics. See financial targets
financial support, as part of infrastructure, 139-141
financial targets. See also expectations; money
bottom-line expectations and, 91-92
metrics and, 87-90
reinvigorating change initiatives, 330
Six Sigma processes and, 19-22, 73-75
strategic planning and, 69-85
financial tracking programs, 294
Financial Workshop, 206
Fisher, George, 101
flexibility of software solutions, 296-297
Friel, Joyce, 236
full deployment, pilot deployment versus, 108-109
full time Belts, part time versus, 260-262, 316
G
gain-sharing agreements, 67
gap analysis, 79
GBs. See Green Belts
GE (General Electric), 26
global deployment, domestic deployment versus, 110-111
global presence, differentiating Six Sigma providers, 66
goals, entitlement and, 30-32. See also financial targets
Good to Great (Collins), 7, 42
Great Groups, 138
certification requirements, 144-146, 272-274
defined, 11
financial expectations, 36
full time versus part time, 260-262, 316
hiring, 259-260
number to train, 228-230, 262-263
as part of infrastructure, 135-137
percentage to be trained, 36
position profile example, 268-270
responsibilities of, 10-11
retention and career planning, 279-281
talent selection, 259-268
time dedicated to projects, 230
training programs, 225
guiding coalition (deployment architecture stage), 45-47
H
Hammer, Michael, 57
handbook example, 325-326
Harry, Mikel, 267
head count reductions, 92
Hill, Bill, 11
hiring Belts, 259-260
history of Six Sigma, 25-26
Horizon 1 (strategic planning), 72-73
Horizon 2 (strategic planning), 72
Horizon 3 (strategic planning), 72
Human Resources (HR)
extending Six Sigma to, 347
role in Six Sigma deployment, 255-259, 281-284
Belt retention and career planning, 279-281
position profile example, 268-274
recognition and rewards program, 274-279
talent selection, 259-268
support, as part of infrastructure, 141-142
Human Resources Workshop, 207
I
i-solutions (enterprise management software), 298
iGrafx (desktop management software), 300
independent contractors versus employees, differentiating Six Sigma providers, 65
industry experience, differentiating Six Sigma providers, 64
infrastructure, 117-119, 146-147, 257
Black Belts (BBs), 133-135, 258
CEO and Executive Team, 120-123
certification requirements, 144-146
Deployment Champions, 126-128
financial support, 139-141
Green Belts (GBs), 135-137, 259
Human Resources support, 141-142
Initiative Champions, 123-126
Master Black Belts (MBBs), 130-133, 258
project team members, 138-139
project tracking system, 142
steering teams, 142-143
defined, 11
as part of infrastructure, 123-126
selecting, 45-46
initiatives. See change initiatives
financial metrics and, 19-22
strategic planning and, 73-75
Instantis (enterprise management software), 297
integration
Six Sigma and Lean Enterprise, 111-112
Six Sigma programs, 112-113
intellectual property (IP), 58
differentiating Six Sigma providers, 65
internal activities
linking, 22-23
with external realities, 151, 159-160, 309-310
reinvigorating change initiatives, 330
internalization of training, 226-227
interviews, executive interviews, 199-204
IT department, extending Six Sigma to, 348
J–K
JMP (statistical analysis software), 299
Johnson, Lyndon B., 355
K-Sigma Black Belt training program, 220-225
Kearney, A.T., 56
knowledge management, 296
Kotter’s philosophical deployment architecture, 41, 352-354
anchoring change initiatives, 52-53, 304-305
communication change vision, 48-49, 240-241
consolidating gains, 51-52, 303-304
employee empowerment, 50
guiding coalition, 45-47
sense of urgency, 42-45
short-term gains, 51
stages of, 41
vision and strategy, 47-48
Kouzes, James, 8
Krugman, Herb, 247
L
labor savings, reducing head count, 92
leadership, principles of, 120
The Leadership Challenge (Kouzes and Posner), 8, 120
leadership development, Six Sigma as, 8-9
leadership roadmap, 303
management support, 319, 321-323, 337-338
process improvement roadmaps, 318-319, 336-337
project selection, 151-157, 307-311, 334-335
sustaining performance, 323-325, 339-340
training plans, 312-317, 335-336
leadership workshops. See workshops
Leading Change (Kotter), 6, 41
Lean Enterprise
integration with Six Sigma, 213-215
K-Sigma Black Belt training program, 220-225
Six Sigma integration with, 111-112
training portfolios, 211-213
Lean Sigma, 39
training portfolios, 211-213
legal department, extending Six Sigma to, 348
linking internal activities, 22-23
with external realities, 151, 159-160, 309-310
Linsenmann, Don, 124
Little, Arthur D., 56
Lucas, Wes, 6
M
MAIC (Measure, Analyze, Improve, Control) roadmap, 113
management support
failure modes, 338
importance of, 319, 321-323, 337-338
Mankins, Michael, 69
K-Sigma Black Belt training program, 220-225
Operational Black Belt training program, 218-220
marketing department, extending Six Sigma to, 348
Master Black Belts (MBBs), 8, 258
certification requirements, 144, 272-274
defined, 11
financial expectations, 36
full time versus part time, 260-262, 316
hiring, 259-260
number to train, 228-230, 262-263
as part of infrastructure, 130-133
percentage to be trained, 36
responsibilities of, 10-11
retention and career planning, 279-281
talent selection, 259-268
time dedicated to projects, 230
training programs, 225-227
materials review process, 204
MBBs. See Master Black Belts
McNerney, Jim, 6, 9, 18, 43, 46, 108-109, 122, 126, 206, 285
measurable goals. See financial targets
media for communication plans, 244-245
message complexity, in communications matrix, 236-238
message emotional content, in communications matrix, 236-238
message presentation, in communication plans, 241-244
methodology of Six Sigma, 10-12
metrics
bottom-line expectations and, 91-92
defects per unit, 93-97
financial targets and, 87-90
participation expectations and, 100-101
rework, 99
scrap, 97-98
software for tracking. See software (for tracking metrics)
top-line expectations and, 99-100
Microsoft Office suite (desktop management software), 299
milestones
list of, 105-106
project selection, 158
scheduling Six Sigma deployment events, 113-114
Minitab (statistical analysis software), 299
focusing on, 24-28
N–O
Nordelli, Bob, 6
Norris, Paul, 6, 48, 101, 159, 309
operating activities, 22
Operational Black Belt training program, 218-220
operational metrics, prioritizing project clusters, 152-157
Operational Six Sigma, 39, 112-113
operations roadmap. See DMAIC roadmap
opportunity for success, identifying, 42
organizational culture
readiness for change, 341
Six Sigma and, 37
organizational priorities, polls about, 7
Organizing Genius (Bennis), 138
financial metrics and, 19-22
strategic planning and, 73-75
P
part-time Belts, full-time versus, 260-262, 316
participation expectations, 100-101
partnership with Six Sigma providers, 59-60
PDBBs (Product Development Black Belts), talent selection, 266-268
performance
expectations, 297
failure modes, 339-340
pilot deployment, full deployment versus, 108-109
planning software solutions, 300
polls, organizational priorities, 7
Poses, Fred, 6, 31, 42-47, 49, 58, 101, 120-122
position profile example, 268-274
Posner, Barry, 8
The Power of Alignment (Labovitz and Rosansky), 70, 149, 309
PowerPoint (presentation software), 299
PowerSteering Software (enterprise management software), 298
prioritizing
project clusters with operational metrics, 152-157
projects, 149-150, 165-175, 310
Bottom-Up matrix, 170-171
Motorola example, 149-150
project filters, 172-175
Top-Down matrix, 166-170
problem-solving ability with Six Sigma, 12
process baseline
defined, 161
establishing, 310
process entitlement
defined, 161
establishing, 310
process improvement in Six Sigma, 19-23, 73-75
process improvement roadmaps, 318-319, 336-337
processes
entitlement, 30-32
importance of, 309
money generation. See money
Six Sigma forms, 39
value mapping, 28-30
procrastination costs, 44
Product Development Black Belts (PDBBs), talent selection, 266-268
productivity. See bottom-line expectations
profit margins, analyzing, 32-34
program assessments. See also change initiatives, reinvigorating
with Kotter’s philosophical deployment architecture, 352-354
of Six Sigma deployment, 331-333
program reviews, 59
program tracking. See software (for tracking metrics)
Project (process management software), 299
Project Champion Workshop, 195-199
customizing, 199-204
Project Champions
defined, 11
as part of infrastructure, 128, 130
project clusters, prioritizing with operational metrics, 152-157
project drivers for Black Belts (BBs), 249
project filters, 172-175
project prioritization and selection roadmap, 157-160
project results. See results
project team members, as part of infrastructure, 138-139
project tracking system, as part of infrastructure, 142
projects
advantages of, 182
Bottom-Up projects, 161, 163-165
continuous identification of, 324
financial impact of, 24
idea development and selection, 292
managing, 292-295
performance expectations, 297
prioritizing, 149-150, 165-175, 310
Bottom-Up matrix, 170-171
Motorola example, 149-150
project filters, 172-175
Top-Down matrix, 166-170
for profit margin improvements, 32-34
reasons for lack of success, 182-183
results tracking, 295-296
selecting, 10, 151-157, 307-311, 334-335
failure modes, 335
project prioritization and selection roadmap, 157-160
trends in, 164-165
strategic alignment, 342
time dedicated to, 230
Top-Down projects, 161-165
tracking. See software (for tracking metrics)
accountability of, 58
contracts with, 67-68
differentiating, 63-66
identifying, 60-61
importance of, 55-56
partnership with, 59-60
questions to ask, 66-67
ROI (return on investment) of, 57, 59
selecting, 61-63
Q–R
QI Macros (desktop management software), 300
quality dimensions, reinvigorating Six Sigma, 333-334
quantifiable results of Six Sigma, 12
recognition and reward programs, 274-279, 323
reducing head count, 92
reengineering, Six Sigma versus, 57
The Reengineering Revolution (Hammer), 57
Reengineering the Corporation (Hammer), 57
references, differentiating Six Sigma providers, 64
Request for Proposal. See RFP
requirements for enterprise management software solutions, 290-297
resource management, 294, 317, 321. See also infrastructure
quantifiable results of Six Sigma, 12
tracking, 295-296
retention of Belts, 279-281
return on investment. See ROI
reviewing
Six Sigma assessment example, 326-328
reward and recognition programs, 274-279, 323
rework (metric), 99
evaluating providers, 60
sample of, 357-365
RFP decision matrix, selecting providers, 61-63
roadmaps
delivering money, 35-36
management support, 319, 321-323, 337-338
process improvement roadmaps, 318-319, 336-337
project selection, 151-157, 307-311, 334-335
steps in, 306-307
sustaining performance, 323-325, 339-340
training plans, 312-317, 335-336
project prioritization and selection roadmap, 157-160
factors affecting, 75-80
of Six Sigma providers, 57, 59
RTY (rolled throughput yield), 87, 93
S
sales department, extending Six Sigma to, 348
scheduling Six Sigma deployment events, 113-114
Schroeder, Richard, 26, 45, 118, 126
scope of deployment, 105-106
business unit versus division deployment, 109-110
connecting Six Sigma with other initiatives, 106-108
domestic versus global deployment, 110-111
integration of Six Sigma programs, 112-113
integration with Lean Enterprise, 111-112
pilot versus full deployment, 108-109
scheduling events, 113-114
scrap (metric), 97-98
selecting
Initiative Champions, 45-46
projects, 10, 151-157, 307-311, 334-335
failure modes, 335
project prioritization and selection roadmap, 157-160
trends in, 164-165
providers
differentiating providers, 63-66
questions to ask, 66-67
RFP decision matrix, 61-63
sense of urgency (deployment architecture stage), 42-45
Seven Habits of Highly Effective People (Covey), 56
short-term gains (deployment architecture stage), 51
SigmaFlow (desktop management software), 300
simulation applications, 299
Six Sigma
for alignment, 6-7
assessment example, 326-328
as change initiative, 6
connecting with other initiatives, 106-108
deployment. See deployment
for discipline, 7-8
forms of, 39
handbook example, 325-326
history of, 25-26
infrastructure. See infrastructure
integration of programs, 112-113
integration with Lean Enterprise, 213-215
as leadership development, 8-9
leadership roadmap. See leadership roadmap
methodology of, 10-12
organizational culture and, 37
process improvement in, 19-23, 73-75
providers. See providers
reengineering versus, 57
reinvigorating, 329-331
deployment efficiency, 340-341
extending Six Sigma, 346-352
leadership roadmap, 334-340
program assessment, 331-333
quality dimensions, 333-334
strategic alignment, 341-346
TQM (Total Quality Management) versus, 26-27, 56-57
training portfolios, 211-213
Six Sigma for Operations, 112-113
software (for tracking metrics), 285-287
desktop management solutions, 298-300
enterprise management solutions, 287-290
packages for, 297-298
requirements, 290-297
executing, 300-301
importance of, 344-346
planning for, 300
tuning and expanding, 301-302
sponsors. See Initiative Champions
statistical analysis software, 299
Steele, Richard, 69
steering teams, 46-47, 59, 142-143
strategic alignment, reinvigorating Six Sigma deployment, 341-346
strategic objectives, alignment to, 291
strategic planning, 69-85
strategy and vision (deployment architecture stage), 47-48
student evaluations of training plans, 230-234
success factors, Six Sigma deployment, 351
succession planning, 271-272
supply chain, extending Six Sigma to, 350-351
survey for Six Sigma assessment, 332-333
T
team members. See project team members
teams, resource management, 294
timing for deploymentt, 40-41
Top-Down prioritization matrix, 166-170
top-down projects, 10, 161-165
top-line expectations, 99-100
TQL (Total Quality Leadership), 107
TQM (Total Quality Management), Six Sigma versus, 26-27, 56-57
TQS (Total Quality for Speed), 107
tracking. See project tracking system
training. See also workshops
Black Belts (BBs), 133, 135, 225, 262-263
Business Team Workshop, 190-195
certification requirements, 144-146
Champion Workshops, 195-199
customizing workshops, 199-204
Deployment Champions, 127
Design for Six Sigma training programs, 215-218
Executive Team, 123
Executive Team Workshop, 186-190
Financial Workshop, 206
Green Belts (GBs), 136-137, 225, 262-263
Human Resources personnel, 141
Human Resources Workshop, 207
Initiative Champions, 125-126
integration of Six Sigma and Lean Enterprise, 213-215
K-Sigma Black Belt training program, 220-225
Master Black Belts (MBBs), 130, 132-133, 225-227, 262-263
materials review process, 204
Operational Black Belt training program, 218-220
portfolios for, 211-213
Project Champions, 129
project team members, 138
for sustaining performance, 324
training materials, 58
training plans, 312-317, 335-336
extending Six Sigma with, 350
failure modes, 336
management of, 227-228
number of Belts to train, 228-230
student evaluations, 230-234
time dedicated to, 230
training steering team, 130
Transactional Six Sigma, 39, 113
transfer of technology, 59
tuning software solutions, 301-302
“Turning Great Strategy into Great Performance” (Mankins and Steele), 69
U–V
validation of financials, 294
value mapping, 28-30
Visio (process map software), 299
vision and strategy (deployment architecture stage), 47-48
vision communication (deployment architecture stage), 48-49, 240-241
W–Z
waves of training, 262
Weidman, David, 6, 46, 122, 126
Welch, Jack, 26, 53, 57, 108-109, 122, 136, 173, 228, 245, 272, 285
Winning (Welch), 57
Winning Together program example (communications plans), 238-240
workshops. See also training
Belt retention, 281
Belt selection process, 266
Business Team Workshop, 190-195
Champion Workshops, 195-199
customizing, 199-204
Executive Team Workshop, 186-190
Financial Workshop, 206
Human Resources Workshop, 207
materials review process, 204
for Six Sigma/Lean Enterprise integration, 214-215
tips for success, 205-206