Deployment Plan Elements

• Strategy and Goals

• Process Performance Metrics

• Project Selection Criteria

• Project List (Hopper)

• Champions List

• Black Belt/Green Belt List

• Training Plan

• Roles and Responsibilities

• Project Reporting and Tracking

• Reward and Recognition

• Communication Plan/Process

• Management Review

Strategy

• Deploy Six Sigma first in manufacturing and then move to administrative and transactional processes.

• Begin with Black Belt training and follow with Green Belt training in about 9 months.

• Select the top performing Black Belt to be trained as a MBB.

Goal for Six Sigma

• Six million in productivity improvements reaching the bottom line in 2000

Process Performance Metrics

• Process Performance Metrics will be used to measure organizational process performance.

• Process Performance Metrics include:

  • Defects (DPU, PPM)

  • On-time Performance

  • Parts/Labor Hour

  • Safety

  • Cost of Poor Quality

  • Scrap

Project Selection Criteria

• Project selection criteria will be used to select opportunities for breakthrough improvements.

• The Management Team will select and prioritize projects.

• The criteria selected include:

  • Customer Complaints

  • Reduce Downtime

  • Capacity Improvement

  • 50% Scrap/PPM Reduction

  • >$250,000 Cost Reduction

Project List (Hopper)

• Potential projects will reside in a project hopper.

• The project hopper will include a list of approved and prioritized opportunities assigned by the Management Team.

• An initial project hopper was established in training; however, it must be chartered and validated by accounting for potential savings.

Project Hopper List

• Commercialize Containers

• FG Optimization

• CC-1 Optimization

• Compression Molding Optimization

• 2007 Tooling—Downtime Reduction 60%

• Manufacturing Expansion

• Setup/Downtime Improvement by 20%

• New Product Introduction

• Field Sales Activity

• Company Staffing Model

• Tool Room Throughput

Champions List

• All individuals scheduled for champion training are potential champions.

• The champions are catalysts for institutionalizing change. They—

  • Communicate Six Sigma initiatives

  • Facilitate selecting projects

  • Track ongoing projects weekly

  • Break down barriers for Black Belts and Green Belts

Black Belt List

• The right Black Belt is assigned as projects are selected.

• Black Belts are change agents for institutionalizing the Six Sigma strategy. They—

  • Lead high impact process improvement projects

  • Master advanced quality tools/statistics

  • Deploy Six Sigma throughout the organization

Gren Belt List

• Green Belts build additional Six Sigma capability in their own area of work by—

  • Leading important process improvement teams

  • Being proficient in basic and advanced quality tools

  • Leading, training, coaching on Six Sigma tools and process analysis

Training Plan

• Training the organization in Six Sigma is key to sustaining the process.

• Champion Training—Complete

• Black Belt Training—50% complete

• Black Belt (2000)—15 June 00, AS, JF, RH

• Green Belt Manufacturing Training—15 Dec. 99, AS, JF, RH

• Green Belt Admin.—15 June 00, AS, JF, RH

• Yellow Belt Training—TBD, AS, SJ

• Design for Six Sigma— TBD, AS, JM

• Awareness Training—(all associates) AS, SJ

Roles and Responsibilities

• Roles and responsibilities were defined for—

  • Management Team, Champions, Black Belts, and Functional Support Groups

• Two areas were defined for each role—

  • Expected Role and Leading Behaviors

Black Belt (Role)

• Maintain Six Sigma Body of Knowledge

• Dedicated to project work 40-60%

• Teach Body of Knowledge to Green Belts

• Communicate project status/needs to Champions weekly

• Mentor, support Green Belts

• Informal resource to other BB, GB, Organization

• Project deliverables

Black Belt (Leading Behaviors)

• Provide technical leadership

• Analytical thinker

• Positive attitude —“Can-Do”

• Self starter

• Provide team leadership

• Demonstrate dedication to Six Sigma methodology—“walk the talk”

• Promote safety at all times

Champion (Role)

• Eliminate Roadblocks

• Review Black Belt project status weekly

• Do Black Belt work when applicable

• Develop Black Belt/Green Belt charters

• Report to Management Team project status

• Keep projects focused on task

• Provide resources as required

• Reprioritize project opportunities as needed

Champion (Leading Behaviors)

• Visible leader

• Motivator

• Positive reinforcement

• Supportive

• Good listener

Management Team (Role)

• Commitment to Six Sigma Initiative

• Provide capital as required

• Provide strategic direction

• Internal promotion

• Macro resource allocation

• Coordination of business processes

• Interface with Corporate

• Select/prioritize project list

• Select Black Belts

• Reward and Recognition

Management Team (Leading Behaviors)

• Enthusiastic

• Firm, fair, fun

• Challenge (positively)

• Be consistent

• Open acknowledgement

• Responsive

• Open door (time)

• Promote safety

Functional Support Team (Role)

• Functional support

• Data

• Financial/funding

• Specific research data

• Recognition

• Resources

• Project guidance

• Education, training

• Discretionary spending

• Audit safety

Functional Support Team (Leading Behaviors)

• Responsiveness

• Motivation

• Available

• Teacher/Coach

• Approachable

• Positive

• Open minded

• Follow up

Project Reporting and Tracking

• Six Sigma Flash reports to Division and Sector Directors monthly. Includes—

  • Performance metrics/dollars saved

  • Projects status

  • Champion input to projects

  • Miscellaneous

• Champions to review projects with Black Belts weekly

• Project completion presentations to Management Team

Reward and Recognition

• President and HR to establish reward and recognition for accomplishments. Options:

  • Gift certificates

  • Use of laptop computers

  • Time off

  • Special business cards

  • Pictures posted in hallway

  • Team-of-year recognition

  • Certificate/trophies

  • Dinner and awards ceremony

Communications Plan

• Communications is essential to promote and report Six Sigma progress.

• This plan has not been formalized. Current communication includes monthly Flash reports, monthly meetings. Flash reports were sent to all associates on email.

• Other mechanisms include—

  • Visual work places where projects are under way

  • Elevator speeches

  • Bulletin boards showing project status

Management Review

• The Management Team will evaluate the effectiveness of the Six Sigma Initiative on a quarterly basis.

• All 12 elements of the deployment plan will be assessed.

• To sustain the gains of Six Sigma, the following success factors were noted to assure Six Sigma projects and the initiative are successful. See the following—

Sustaining Gains of Six Sigma Projects

• Effective control plans. (ISO 9000 quality management system is infrastructure)

• Structured project reviews

• Maintain metrics

• Training

• Audit system (projects, metrics, financial)

• Share best practices

• Library of documented projects

• Access to project information by others

• Results are measurable and visible

• Six Sigma yearbook

Sustaining Gains of Six Sigma Initiative

• Initiative tailored for divisional culture

• Quarterly management review

• Planned training (self sustaining)

• Retain trained talent

• Projects are successful and deliver savings

• Reward and recognition (review periodically)

• Good communication (local, sector levels)

• Continue new teams/projects

• Solicit project ideas from all levels of the organization, i.e., the suggestion team

• Six Sigma results part of performance appraisal

• Promotion of high potential candidates