Contents
Chapter 1 Six Sigma—The Initiative, the Deployment, the Technology
Six Sigma—Leadership Development
Roles and Responsibilities of the Primary Players—Belts and Champions
Chapter 2 The True Nature of Six Sigma: The Business Model
Focusing On, Finding, and Delivering the Money
Chapter 3 Six Sigma Launch Philosophy
The Nature of a Six Sigma Deployment
Kotter’s Philosophical Deployment Architecture
Kotter Stage 1: Establishing a Sense of Urgency
Kotter Stage 2: Creating a Guiding Coalition
Kotter Stage 3: Creating a Vision and Strategy
Kotter Stage 4: Communicating the Change Vision
Kotter Stage 5: Empowering Broad-Based Change
Kotter Stage 6: Generating Short-Term Wins
Kotter Stage 7: Consolidating Gains and Producing More Change
Kotter Stage 8: Anchoring New Approaches in the Culture
Chapter 4 Getting Early Support: Selecting a Six Sigma Provider
Six Sigma, Consultants, and Consulting Costs
Identifying, Prioritizing, and Selecting Providers
Chapter 5 Strategy: The Alignment of External Realities, Setting Measurable Goals, and Internal Actions
Chapter 6 Defining the Six Sigma Program Expectations and Metrics
Defining the Bottom-Line Six Sigma Program Expectations and Metrics
Bottom-Line Expectations—Productivity and Efficiency Improvement
Top-Line Expectations—Effectiveness and Value Proposition
Six Sigma Participation Expectations
Chapter 7 Defining the Six Sigma Project Scope
Connecting Six Sigma to Other Initiatives
Deployment Domestically or Globally?
Chapter 8 Defining the Six Sigma Infrastructure
Six Sigma Deployment Champions—Business Unit
Six Sigma Project Team Members
Six Sigma Human Resource Support
Six Sigma Infrastructure Summary
Chapter 9 Committing to Project Selection, Prioritization, and Chartering
Project Prioritization and Selection Roadmap
Types of Projects: Top-Down and Bottom-Up
Checking and Establishing Accountability: Chartering Projects
Summary of Six Sigma Project Selection
Chapter 10 Creating Six Sigma Executive and Leadership Workshops
Executive Team Six Sigma Workshop
A Generic Outline for the Executive Team Workshop
Business Team Six Sigma Workshop
A Generic Outline for the Business Team Workshop
One-Day Purpose and Agenda—Sample of an Actual Workshop
Actual Four-Day Business Team Agenda
Deployment and Project Champion Workshops
A Generic Outline for the Deployment and Project Champion Workshops
Actual Example of the Deployment and Project Champion Workshops
A Process for Rapidly Customizing Executive/Champion Workshops
Q1. What are the three highest-priority issues facing your business today?
Q2. What is your personal experience in deploying Lean Six Sigma?
Q3. What is your personal knowledge of Six Sigma methodology and tools?
Q4. What would you personally like to get out of this session?
Materials Review with Key Stakeholders
Being Successful, Avoiding Problems
Chapter 11 Selecting and Training the Right People
Six Sigma, Lean Sigma, and Lean Training Portfolio—Enterprise Wide
Training Portfolios: Six Sigma, Lean Sigma, and Lean Training
Value Creation and Management: Design for Six Sigma
Chemical Design for Six Sigma—Black Belt Training
Operational Black Belt—Manufacturing Process Improvement
K-Sigma Black Belt (Six Sigma and Lean)—Manufacturing Process Improvement
Six Sigma “Belt” Training Summary
Master Black Belt Training Overview
Black Belt Course Evaluation—Week 4
Chapter 12 Communicating the Six Sigma Program Expectations and Metrics
Creating Special Communication Systems
Chapter 13 Creating the Human Resources Alignment
Six Sigma Organizational Structure
Reasonable Numbers of Trainees for the Annual Forecast
Workshop for Forecasting Volume of Students to Be Trained
Workshop for Developing the Belt Selection Process
Product Development Black Belts: Some Criteria and Information
Product Development Black Belts
Position Title: Six Sigma Green Belt Salary Grade: TBD
Suggestions for Recognition Actions
Actual Examples of Reward and Recognition
Belt Retention and Career Planning
Workshop Addressing Retention of Belts
Six Sigma Deployment HR Support
Chapter 14 Defining the Software Infrastructure: Tracking the Program and Projects
Enterprise Management Solution Fundamentals
Enterprise Solutions: Getting Started
Enterprise Solution Requirements
Enterprise Solution Packages (Alphabetically Listed)
Chapter 15 Leading Six Sigma for the Long Term
Kotter’s Stages Seven and Eight
Five Steps to Leading Six Sigma
Six Sigma Leadership Step 1—Select the Right Projects
Six Sigma Leadership Step 2—Select and Train the Right People
Six Sigma Leadership Step 3—Develop and Implement Improvement Plans for Key Six Sigma Projects
Six Sigma Leadership Step 4—Manage Six Sigma for Excellence
Six Sigma Leadership Step 5—Sustain the Performance Gains
Six Sigma Handbooks and Other Anchors
Chapter 16 Reinvigorating Your Six Sigma Program
Critical Analysis of Your Six Sigma Deployment
Back to the Basics: Critical Quality Dimensions
Failure Modes for Selecting the Right Projects
Failure Modes for Selecting and Training the Right People
Failure Modes for Developing and Implementing Improvement Plans
Failure Modes for Managing for Excellence
Failure Modes for Sustaining the Gains
Is Your Deployment Effective and Efficient?
Is Everything Aligned to the Strategy?
Time to Extend Your Program: Using Deployment Successes to Go Further and Faster
Assessing Your Program Using Kotter’s Eight Stages