Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction

Six Sigma, Sales and Success: Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction

Laura BernierSun Microsystems, Inc.

WCBF Six Sigma in Sales & Marketing Conference– August 20062

Presentation Outline

Sun's Six Sigma framework, evolution, focus

Black Belt deployment on sales/ Customer projects

Collaborative Examples


Sun Sigma Framework

A Customer-centric approach

Meeting Customer Requirements Profitably


Sun Sigma Evolution

- Sigma Goals

- Learning

- Training

- Experimentation

- Dedicated experts

- Aligned to business

- Learn What Works

- Modify approach based on learnings

- Mix of coaches and in-role learning

- Blur line between “doing Sigma” and doing business

- Add in additional tools and knowledge that grows capability (Lean, etc.)

- Build internal capabilities for training

- Sigma skills part of Sun DNA

- Tools and methods used as a natural way that we work

2000 2001 - 2004 2005

Start-up Phase

Growth Phase

Refinement Phase

Maturity Phase


Sun Sigma Focus - Customers

A Customer facing program to profitably solve Customer's business problems by using Sun Sigma principles in support of the sale and implementation of Sun technologies.

GoalSupport Account teams in improving

effectiveness in managing their accounts; resulting in increased

revenues and Customer Satisfaction.


Value Proposition

Increases Customer satisfaction

Identifies Key Predictive Indicators based on Customer's unique requirements.

Sun better understands Customer's unique requirements.

Provides an extension of Customer's Management Staff

Improving our Customer's business, improves Sun's Business

Reduces business risk for our Customers and for Sun.

Aligns Sun's Account operating model with the Customer's operating model

CustomerIncreased Revenue.

Provides the foundation for a true partnership between Sun and the Customer

Positions Sun in the role of trusted advisor

Simplifies the sales process:

Identify and understand Customer requirements to develop and support data based strategies and decisionsIdentify and measure Key Predictive Indicators for monitoring the health of the Customer.

Competitive advantage

Sun


Current Support Model

Master Black Belt and Black Belts report into Sales Operations

Black Belts are aligned with selling units / areas

Proactively reach out to Area VP’s and sales teams

Account Teams identify opportunities and seek out assistance

Utilize existing selling processes to identify opportunities

Account PlanningClient Engagement Process


Skill Requirements

Working with Customers:Sigma Skills

Certified BB, DMAIC/DMADV

Strong facilitator and CAP/Change Management

Lean, Sigma for Growth, other complementary methods preferred

Customer Focus Consulting skills

Influential with senior leaders

Ability to adapt to different environments/cultures,

Specialization Skills/KnowledgePractice/Solution - ITIL/OMCM experience, PMI/PMP, Customer Services knowledge, CS Practice

Relationship/Sales – Industry/Vertical market, Demand Creation, GTM, PMI/PMP


Successful Sigma Engagements

Black Belts

Attack business issues, drive business impact

Provide a solution or method new to the Customer

Drive real understanding of Customer problem areas and key CTQs

Achieve measurable improvement, sustained over time

Deliver data-driven improvement and monitoring

Ensure ongoing quality: ➔ Control Phase – complete documentation is designed,

ownership/maintenance plans are integrated into the process owner's job.


Collaborative Examples

Types of Engagements Included:● System Availability● Cost of Ownership● HW Performance● Cycle Time Improvements● Dashboards● Relationship Building Opportunities


Customer Successes

“Customer A”

Project: Engineers and Executive Management dissatisfied with overall design transaction run time – Improve chip design cycle time.

Improvement: Upgrade older server technology

Benefits to Customer: 68% reduction in average job run time, justification for HW purchases and move to compute farm environment.

Benefits to Sun: Indirect Revenue, access to key executives, improved Customer satisfaction


Customer Successes

“Customer B”

Project: Engineers and Executive Management dissatisfied with overall client to server transaction performance and variability.Improvement: Sun Server Parameter changes – NFS Threads and Priority Paging.Benefits to Customer: 16% reduction in average transaction time, 54% reduction in site-to-site variability, productivity improvement estimated at $1.7M per year.Benefits to Sun: Access to key executives, improved Customer satisfaction, identification of server upgrade opportunities


Success through Collaboration

“Customer C” – Inconsistent collection and use of availability data.

● Improvement: Implementation of dashboard to measure actuals and establish corrective action plans

● Benefits to Customer: Actual data/information on the state of their server environment

● Benefits to Sun: Improved Customer satisfaction, access to key executives, identification of upgrade opportunities

“Customer D” – Patch Management Sun Shot resulting in a consulting engagement (Revenue).

“Customer E” – Facilitated Business Opportunity discussion at the Executive Briefing Center which resulted in Customer endorsement.

Others


Conclusion

Sigma works - profitably solve Customer business problems

Alignment works - builds relationships between Account Teams, Customers and the Sun Sigma team

Collaboration works – Internal and External!

Laura [email protected]

Sun Microsystems, Inc.


20%

57%

35%

APPENDIX


Sun Change Acceptance Program


SunSigma Belt Designations


Joint Project Examples

Defined common 'value drivers' to measure and manage ongoing Sun/client relationshipDeveloped availability dashboard. Engaged in joint Sigma projects to improve download and response times, and to improve patch management process. Supported effort to re-engage Six Sigma on project to introduce new compute technologyFacilitated workshop to develop new productSupported IT Operations in Sigma and quality programs, and in ITIL and outsourcing/utility computing. Engaged in Sigma projects for new services creation, development of a vendor measurement dashboard for system purchases, and ITIL/OMCM and IT quality programs.Supported IT service level management quality program.Supported Sigma projects on new service creation (DFSS), release management of new services, and IT operations and organization

Documents

Using Six Sigma, Black Belts and a Collaborative Approach with the Field to Increase Revenue and Customer Satisfaction