Six sigma (Adaptation process)

Six sigma (Adaptation process)

1. WHat is Six Sigma

   • Six Sigma versus traditional three sigma Perfomance
     • It was applied only to manufacturing processes, while Sis Sigma is applied to a important business process
     • three sigma has one-sixth than Six sigma having a one-twelfth
   • The Change Imperative
     • Management Change
       • Change the way people in the organization think
         • Helping people modify the perspective is a fundamental activity of the change agent
         • Changing behavior requires a change in thinking
         • People's actions are guide by their thoughts and conclusions.
       • Change the norms
         • Norms consist of standar, models or patterns that guide behavior in a group.
         • Change cannot occur until the organizations norms change
       • Change the organization's systems or processes
         • Change cannot occur if the organization norms do not change
     • The transformation process
       • Establish a sense of urgency
         • We need to do it now! Share market data competitive analysis, or a convenient crisis to convice the organization to do the change.
       • Form a powerful guiding coalition
         • The involvement of these Senior managers will certainly be needed at some point in the process
       • Create a vision
         • Simpify the vision into a coherent message that can be delivered in five minutes
       • Communicate the vision
         • The tranasformation will require employee to change behaviors
       • Empower other to act on the vision
         • The vision only be realixed when it becamos the new normal
       • Plan to create short-term wins
         • Step by step we will build it
       • Consolidate improvements and produce more changes
         • Do not declare victory too son
       • Institutionalize new approaches
         • Develop the leadership team to fully incorporate the change into the organization lifeblood

2. Implementing Six Sigma

   • Leadership
     • Create a clear vision
     • Communicate their vision
     • Goals - Objetives - progress
   • Infrasturcture
     • Senior leaders direct the development and training of an infrastructe to manage and suport
     • Executive Six Sigma Council
       • Strategic Leadership
       • Ensure progress
       • Cultural Transformation
     • DIrector Six Sigma
       • Managers SIx SIgma Infrastructure and resource
     • SiX sigma SIgma Core Team
       • Cross Functional SIx Sigma team.
     • Master Black Belt
       • Enterprice Six Sigma Expert
     • Six Sigma improvement Team
     • Green Belt
       • Six Sigma Project originator
     • Black Belt
       • Six Sigma tecnical Expert
     • ACME Leaders and Managers
       • Primary ACME vehicle for achieving Six Sigma improvements
     • Project Sponsor
       • Charters and supports Six Sigma project teams
     • Matrixed Project Manager
       • Manages Six Sigma resources dedicated to a particular area (e.g., teams of Black Belts on special assignment)
     • Six Sigma Improvement Team Member
       • Manages Six Sigma resources dedicated to a particular area (e.g., teams of Black Belts on special assignment)
   • Communication and awarenes
     • Steps to innovation and creativity can flourish
   • Stakeholder feedback systems
     • Developed for stablishing close comunication
   • Process feedback system
     • Six Sigma metrics focus on the organization strategic goals, drivers.
   • Project development
     • Project are conducted by black belts or green belts
   • Project selection
     • Six sigma projects are proposed for improving business processes by people with knowledge