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Practical Approach to Six Sigma ACIT October 25, 2006

Practical Approach to Six Sigma ACIT October 25, 2006. Practical Approach to Six Sigma. What it is and what it isn’t Process Improvement – OIIT Team Process Improvement – EITS Team Six Sigma at Southern Poly Questions – Next Steps?. Change in Your Pocket.

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Practical Approach to Six Sigma ACIT October 25, 2006

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  1. Practical Approach to Six SigmaACITOctober 25, 2006

  2. Practical Approach to Six Sigma • What it is and what it isn’t • Process Improvement – OIIT Team • Process Improvement – EITS Team • Six Sigma at Southern Poly • Questions – Next Steps?

  3. Change in Your Pocket • The hallmark of a truly successful organization is its willingness to abandon what made it successful and to start fresh (Michael Hammer) • Change for Children and Six Sigma • Empowering “innovation”

  4. Oh yes it is - oh no it isn’t • Think small, contained, and manageable scoped projects • Think process management as repetitive, relentless, and continuous process improvement • Focuses on operational empowerment, proven tools and methods, and statistical, fact-based evaluation • Focuses on Customers and Processes to accomplish Velocity, Agility, Measurable Quality, Flow, Balance, Variation and Defects • Most effective on mature processes, documented or not • Process as capable, effective, efficient, with a “quality” output ================================================= • Not big project focused unless defined as a series of contained and prioritized steps • Not the next flavor of change management; not quick fix • Doesn’t drain the ocean • Not a Program that has value by itself • You don’t need to be a statistics wizard to use it (one on the team helps)

  5. Process Improvement TeamLeave a Comment Ray Lee, OIIT

  6. AIM: Asset Inventory Management Team What are the issues? EG. Unmanaged activity • Lost Assets • Approximately 250 asset inventory pieces lost in 2005 year for a cost of $286,460 (~ 7% of inventory based on 3500 assets) • The value for write-off in the last three years are as follows: • 2003: $75,863 • 2004: $198,312 • 2005: $286,460 • Data are misleading

  7. Ideal Solution

  8. Summary DMAIC Stage = Implement • Current Process • Ineffective • Scope of full solution is large and spans departments • Employees are not given enough information • Training • Current inventory information • Requesting Approval and Funding to Implement Proposed Solution • Start small with a foundation to expand • Connectivity to other existing databases • Future reports and functionality • Immediate benefit • Give employees and managers better tools

  9. UGA Process Improvement Next Steps • Two Additional Process Improvement Team to Report • Planned Outages • Unplanned Outages • Six Sigma Basics Website http://www.eits.uga.edu/inf/EITS_Process_Improvement_Teams.php • Host Additional Training (January 26, 2006 - March 30, 2006)

  10. Lessons Learned • Problem Statements must be narrow and focused to avoid too large of scope • Address ONE cause at a time (work to identify the root cause) • Focus on the data (Have you asked the right question?) • Inexperienced teams need to be mentored by trained Six Sigma professionals

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