six sigma epm – version 2 mpug demonstration 5/4/2004 phoenix, arizona wayne macdonald senior...
TRANSCRIPT
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Six Sigma EPM – Version 2 MPUG Demonstration
5/4/2004
Phoenix, Arizona
Wayne MacDonaldSenior [email protected]
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Agenda• Overview of Six Sigma
– What it is– How it’s done
• The Six Sigma Accelerator– What it does– Who wants to use it
• Features, Functions and Specifications• Additional Information
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What is Six Sigma
• Developed at Motorola
• Provided Granularity for Measuring Defects
• Motorola Created the Methodology and Culture Change Required
• Definitions Vary
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What is Six Sigma
• Statistical Process Management Methodology
• Standard Deviation from the Mean
2 308,5373 66,8074 6,210
2336 3.4
PPMPPM
ProcessCapability
ProcessCapability
5Defects per
Million Opp.
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99.99966% (6 Sigma)
• 20,000 lost articles of mail per hour
• Unsafe drinking water for almost 15 minutes each day
• 5,000 incorrect surgical operations per week
• Two short or long landings at most major airports each day
• 200,000 wrong drug prescriptions each year
• No electricity for almost seven hours each month
• Seven articles lost per hour
• One unsafe minute every seven months
• 1.7 incorrect operations per week
• One short or long landing every five years
• 68 wrong prescriptions per year
• One hour without electricity every 34 years
99% (3.8 Sigma)
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Methodologies
• DMAIC– Define– Measure– Analyze– Improve– Control
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Copyright 2003 by Thomas Pyzdek
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Methodologies
• DMADV– Define– Measure– Analyze– Design– Verify
• DFSS– Design for Six Sigma
• CMM Level 4 and Level 5
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An integrated set of products, services, and Microsoft authored An integrated set of products, services, and Microsoft authored guidance designed to solve specific customer business problemsguidance designed to solve specific customer business problems
What is an Accelerator
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Is mentor, trainer, and coach of Black Belts and others in the organization. Brings the broad organization up to the required Six Sigma competency level.
Is a leader of teams implementing the Six Sigmamethodology on projects. Uses more sophisticated statistical tools to help team members and the broader organization.
Tracks the improvement savings and costs.
Participates on the project teams. Supports the goals of the project, typically in the context of his or her existing responsibilities.
Master Black Belt
Black Belts andGreen Belts
Champion
Financial Controllers
Team Members(Suppliers / Process Owners)
Is responsible for coordinating a business roadmap to achieve Six Sigma. Selects projects, executes control, and alleviates roadblocks for the Six Sigma projects.
Who Uses the Accelerator
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Six Sigma Role Microsoft Project Server Group
Corp VP of Six Sigma Executives
Site VP of Six Sigma Executives
Master Black Belt Project Managers
Black Belt Project Managers
Green Belt Project Managers
Team Member Team Member
Champion Executives
Stakeholder Executives
Finance Executives
Executive Sponsor Executives
HR Representative Executives
Six Sigma Office Administrators
Typical Roles
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Why Use the Accelerator
• Project Tracking– How many projects are in progress– What are their critical milestones– What is the current status– When do they complete
• Financial Results Tracking– What are the targeted savings for this project– How are they measured– Where are they tracked
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Why Use the Accelerator
• Six Sigma Reporting– What is the reporting cycle– Who gathers reports– What is the project initiation (hopper) process
• Resource Management– Which BB’s and GB’s are assigned to projects– When do they become available for another
project
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Why Use the Accelerator
• Strategic Alignment– What is the portfolio of project– How do those projects support our objectives
• Institutionalize Processes– Are all my BB’s and GB’s using the same
tools– When the tools are improved, how are they
distributed– What is the friction free way of distributing
those tools
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Important to EPM, Not Six Sigma
• No Earned Value!– % Complete is Good Enough
• Minimal Interest in Resource Utilization– Manage to the Delivery Dates– SWAG the BB / GB Run Rate
• Don’t Assign Team Members– BB / GB do most of the work and reporting
• No Risk, Action Items– Do the work, by a certain date
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Immedient’s Six Sigma Solution
• Promotes standards and collaboration across the organization– Consistent use of methodologies and tools
• Easy to use project guides and tailored interfaces• Project templates, including DMAIC
– Centralized archive of project data• Promotes collaboration across the business• Leverages successes and best practices
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Immedient’s Six Sigma Solution
• Delivers increased visibility and control– Flexible, real-time project and portfolio
reporting– Powerful, easy-to-use portfolio analysis tools– Improve risk management and project
success– Aligns project with business
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Product Architecture by Role
Execs, Champions,Team Members Master Black Belts, Black Belts
Green Belts
*Green Belts need Project Professional if scheduling and resourcing features are required
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Role Based ViewsExecutives / ChampionsTeam MembersBlack BeltsGreen Belts
Master Black Belts
Microsoft ProjectWeb Access
Microsoft ProjectProfessional 2003
Microsoft Project2003 Server
CentralizedCentralized
Tailored InterfacesTailored Interfaces
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Key Features• Project Collaboration
• Training Reinforcement, Process Guidance, & Automation
• Financial Results Tracking
• Project Pipeline
• Data Assistant
• Six Sigma Reporting
Project Management Tool
Role Based Views
Team Collaboration Site
Project Guides & Help
DMAIC Project Templates
Six Sigma Tool Management
Financials Module
Project Selection
PowerPoint Reporting
Automated Dashboards
Analysis Tools
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Project Guides
• Helps Green Belts and Black Belts– Navigate the project plan– Directly access common
features
• Context Sensitive Help– Features & Tools– Policies & Best Practices
Ease of UseEase of Use
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Project & Tool Templates
• Central “Library”– Project Templates– Six Sigma Tool Templates
• Embody Corporate Standards and Best Practices
• Centrally maintained
• Ready access to most current versions
• Automatically copies Tools to new project
Process ControlProcess Control
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Financials Module• Track Benefits and Expenses by Project
• Customized “Chart of Accounts”(Categories, Sub-categories, etc.)
• Roll-up across Projects for Reporting & Analysis
• Each Financial Metric has monthly / weekly:– Baseline– Actual– Forecast
ConsistentTracking
ConsistentTracking
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• What are Financial Groupings? – Savings and Cost Avoidance containing
Labor, Material, & Other
– Define outline levels of metrics in Categories.
– Rollup metric values to critical reporting classifications
Financial Module
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Reporting & Analysis
• Project Reports– Manual Status Reports– Financial Benefits/Expenses, Variances
• Portfolio Analysis– Customizable Dashboards– Interactive Analysis– Charts & Graphs– Resource Reports & Analysis
• PowerPoint Generation
Visibility& Insight
Visibility& Insight
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New Feature: Data Assistant
• Pull Excel objects & tables into a “Gallery”• Snap objects selected from the Gallery into
PowerPoint using pre-defined slide layouts• Data refreshes with most current every time
the PowerPoint presentation is opened• Requires Microsoft Office Powerpoint 2003
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New Feature: Data Assistant
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New Feature: Project Selection
• Project idea pipeline management
• Enter project ideas
• Iterative “flesh out”, scoring, scheduling
• Dashboards for pipeline management
• Requires Microsoft Office InfoPath
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New Feature: Project Selection
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New Feature: Project Selection
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Outlook Integration
• Email notification w/ hyperlink to PWA
• Automatically inserts meeting reminder
• Team members can update % Complete directly in the meeting record
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New Feature: Outlook Integration
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Software Requirements
• Required Server Software– Windows Server 2003– Windows SharePoint Services– Office Project Server 2003– SQL Server 2000– .NET Framework
• Optional Server Software– SharePoint Portal Server 2003– Exchange 2003– BizTalk Server 2004
• Required Client Software– Project Professional 2003 (Project
Mgr’s only)
– Project Web Access– InfoPath 2003– Internet Explorer 5.01 or later– Microsoft Windows 2000 or
later• Optional Client Software
– Microsoft Windows XP– Microsoft Office 2003
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Benefit Calculation of the Accelerator
Average-size DMAIC/DFSS project ($ benefit) $150k
Average # DMAIC/DFSS projects (per year) 250
Projected productivity improvement 8%
Projected incremental # projects (per year) 20
Projected incremental benefit ($ per year) $3M
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Why Immedient
• Experienced EPM Delivery
• Experienced Six Sigma Delivery
• Analyzes your goals and configures specifically to solve real-world business problems
• Systems Integrator – in business for 16 years, 8 national offices
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Accelerating Results – July 21, 2004
• A Six Sigma Management System– Motorola University and Immedient
• How to implement Six Sigma as a Management System for your company
• How to institutionalize your departmental Six Sigma program
• How to improve the productivity of your Six Sigma Teams
• How to manage your Six Sigma portfolio