Practical Approach to Six Sigma ACIT October 25, 2006

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Practical Approach to Six SigmaACITOctober
25, 2006
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Practical Approach to Six Sigma

• What it is and what it isnt
• Process Improvement OIIT Team
• Process Improvement EITS Team
• Six Sigma at Southern Poly
• Questions Next Steps?

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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

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Oh yes it is - oh no it isnt

• 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
• Doesnt drain the ocean
• Not a Program that has value by itself
• You dont need to be a statistics wizard to use
  it (one on the team helps)

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Process Improvement TeamLeave a Comment
Ray Lee, OIIT
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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

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Ideal Solution
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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

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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/i
  nf/EITS_Process_Improvement_Teams.php
• Host Additional Training
• (January 26, 2006 - March 30, 2006)

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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