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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Understanding the Fusion of
Enterprise Quality Models
DIGILEAF INC.Leading Excellence Among Fellows
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
About DigiLEAF
We are QUALITY practitioners.we live by what we teach
DIGILEAF is a knowledge-based solutions provider specializing onEnterprise Quality Management and, Information Technology
Infrastructure and Governance. DIGILEAF offers training, audit and
consulting as the primary service areas capturing the end-to-end
roadmap of building a Quality Culture from conceptualization to
execution of quality assurance, quality control, and deployment of
organizational excellence methodologies.
DIGILEAF prides itself in being vertically-strong in its chosen niche, in
the wealth of industry experience it has and its capability to ENGAGE to
its clients in the most unconventional, versatile and innovative way
possible, giving the clients that delighted & worthwhile experience.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
About IAQP
International Alliance of Quality Professionals
(IAQP), registered in The Netherlands, was founded
by representatives of three countries namely, The
Philippines, The Netherlands & Iran. The Alliancebelieves that by sharing policy, information and
training, it will be able to strengthen the work of
quality professionals embedded in any role in any
organization, to foster the good practices in each
industry in a specific region and to elevate these toan international level, thus forming best practices
that could be replicated in other regions of the
world as well.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Course Objectives
* To uniform the understanding towards Quality
Management, this will take the bigger picture of linking all
Quality Models together and design a roadmap fitted to the
need of a diverse organization intending to raise their Quality
Maturity to a higher level.
* To prepare the stakeholders in the development and
execution of a Lean Six Sigma Program across delivery centersand support services; this will walk-through on the
prerequisites needed, guide on program governance and
pitfalls to avoid.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Building Quality Excellence should start somewhere.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Thrust of Enterprise Quality
Voice
of the
Business
Customer Satisfaction &
Innovation
Process Optimization Talent Development
The Three-Point Thrust of Enterprise Quality
towards Profit Management
Models & Practices that ensure
fulfillment of customer requirements,
problem solving to meet the desired
targets & ideation for innovation to
leverage opportunity
Customer Satisfaction & Innovation
Process Optimization
Tools & Techniques that guide
professionals in Mapping, Improving
and Reengineering of Processes;
inclusive of establishing metrics
dashboards to promote data-based
approach to process management.
Talent Development
People Management Approaches towards development of the skill set both of the
mentor and the talent to be equipped to bring the organization to its desired state.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Pathway In Assessing Quality Maturity of the Organization
Level 01: IDENTIFY THE VALUE of OPERATIONS & SHARED SERVICES
Level 02: ESTABLISH THE REPEATABILITY OF THE PROCESSES
Level 03: STANDARDIZE THE CONFORMING PROCESS
Level 04: QUANTIFY QUALITY ATTRIBUTES
Level 05: OPTIMIZE PERFORMANCE
Adapted from CMMi Capability Maturity Model
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Level 01:IDENTIFY THE VALUE Of
OPERATIONS & SHARED SERVICES
Level 02:ESTABLISH THE REPEATABILITY OFTHE PROCESS
Level 03:STANDARDIZE THE CONFORMING
PROCESS
Level 04:QUANTIFY QUALITY ATTRIBUTES
Level 05:
OPTIMIZE PERFORMANCE
Enterprise Quality Models & Techniques Complementing the Pathway
Product or Service Positioning SWOT Analysis
Business Needs Analysis
Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance
Quality Management System Information SecurityManagement System COPC
Balanced Scorecard Metrics System for SLA Customer Satisfaction Index
LEAN SIX SIGMA Design for Six Sigma Innovative Thinking Techniques
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Level 01:IDENTIFY THE VALUE
Level 02:ESTABLISH
REPEATABILITY
Level 03:STANDARDIZE THE
CONFORMINGPROCESS
Level 04:
QUANTIFY QUALITYATTRIBUTES
Level 05:OPTIMIZE
PERFORMANCE
Schematic Flow of Thought Process
Product or Service Positioning SWOT Analysis
Business Needs Analysis
Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance
Quality Management System Information SecurityManagement System COPC
Balanced Scorecard
Metrics System for SLA Customer Satisfaction Index
LEAN SIX SIGMA
Strategy-Based
Thinking
Model-Based
Thinking
Tool-Based
Thinking Process Mapping Statistical Process Control Risk Analysis Tools
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Level 01:IDENTIFY THE VALUE
Level 02:MAKE IT REPEATABLE
Level 03:DEFINE THE CONFORMING
PROCESS
Level 04:QUANTIFY QUALITY
ATTRIBUTES
Level 05:
OPTIMIZE PERFORMANCE
Enterprise Quality Models & Techniques complementing the Pathway
Product or Service Positioning SWOT Analysis
Business Needs Analysis
Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance
Quality Management System Information SecurityManagement System COPC
Balanced Scorecard Metrics System for SLA Customer Satisfaction Index
LEAN SIX SIGMA
Design for Six Sigma Innovative Thinking Techniques
START
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Quality Management System (QMS)
In accordance to ISO 9001:2008 Requirements
The adoption of a quality management system should be a strategic decisionof an organization aiming to embed a PROCESS-BASED APPROACH linking all
functionalities within an organization.
When used within a Quality Management System, such an approach
emphasizes the importance of:
a.) understanding and meeting stakeholder requirements
b.) need to consider processes in terms of added value
c.) obtaining results of process performance and effectiveness
d.) continual improvement of processes based on objective measurement
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
PDCA Cycle of QMSPLAN
Establish the objectives and processes necessary to deliver
results in accordance with customer requirements and theorganizations policies
DOExecution of Processes
CHECK
Monitor & measure processes and product/service againstpolicies, objectives and requirements for the product and
report the results
ACT
Take actions to continuallyimprove process performance
d d h f l d l l
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Model of Process-Based QMS
Customers Customers
CONTINUAL IMPROVEMENT
of the QUALITY MANAGEMENT SYSTEM
Management
Responsibility
Resource
Management
Measurement,
Analysis &
Improvement
Product
RealizationRequirements
SATISFACTION
PRODUCT or
SERVICE
U d di h F i f E i Q li M d l V i 02 A il 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Excerpts from Quality Management System
ManagementResponsibility
Resource
Management
Measurement,Analysis &
Improvement
Product
Realization
Top management shall provide evidence of its commitment to
continually improve its effectiveness by establishing a quality
policy, fulfillment of quality objectives, conduct of management
reviews and assurance of availability of resources
The organization shall determine and provide resources needed to
enhance customer satisfactionThe organization shall plan and develop the processes needed for
product or service realization. Planning of product realization
shall be consistent with the requirements of other processes of
Quality Management System
The organization shall plan and implement the monitoring,measurement, analysis and improvement processes needed:
-To demonstrate conformity of service
- To ensure compliance of the Quality Management System
- To continually improve service effectiveness & efficiency
U d t di th F i f E t i Q lit M d l V i 02 A il 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Roles under Quality Management System
CONTINUAL IMPROVEMENT
of the QUALITY MANAGEMENT SYSTEM
Management
Responsibility
General Management
Strategic Quality
Middle Management
SalesCustomer-Interfacing
ProcessesResource
ManagementHuman Resource
IT, Finance, Budget
Facilities Management
Measurement,
Analysis &
Improvement
Applicable across
departments, across
ranks
Product
RealizationGeneral Operations
Account Management
Workforce
Quality Control
Department
Either Operations or
Shared Service
CONTINUAL IMPROVEMENT
of the QUALITY MANAGEMENT SYSTEM
Management
Responsibility
Resource
Management
Measurement,
Analysis &
Improvement
Product
Realization
U d t di th F i f E t i Q lit M d l V i 02 A il 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Quality Management System with the
requirements specified within ISO 9001:2008
Is an Ideal Springboard to:
Information Security Management System (ISO 27001)
Capability Maturity Model Integrated (CMMi)
Contact Operations Performance Center (COPC) Requirements
Malcolm Baldridge National Quality Award/Philippine Quality Award
IT Infrastructure Library Requirements
PCI-DSS Certification
BPAP/CCAP Recognition
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Level 01:IDENTIFY THE VALUE
Level 02:MAKE IT REPEATABLE
Level 03:DEFINE THE CONFORMING
PROCESS
Level 04:QUANTIFY QUALITY
ATTRIBUTES
Level 05:
OPTIMIZE PERFORMANCE
Enterprise Quality Models & Techniques complementing the Pathway
Product or Service Positioning SWOT Analysis
Business Needs Analysis
Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance
Quality Management System Information SecurityManagement System COPC
Balanced Scorecard Metrics System for SLA Customer Satisfaction Index
LEAN SIX SIGMA Design for Six Sigma Innovative Thinking Techniques
START
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Key Result Areas
Key StrategicObjectives Explicitly-StatedRequirements Customer PerceivedRequirements
BALANCED
SCORECARD
EFFECTIVE
METRICS
SYSTEM
CSAT
Customer Complaint
Handling
Are we measuring the right attributes? Are we measuring what is painful for the organization and for the processes? Are the measurements monitored the right way?
Key Considerations
Considerations to Quantify Performance
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Organizations Strategic Objectives
FinancialReviews
? ? ??
ALL OTHERS ARE LEFT HIDDEN!
Context of Balanced ScorecardINTANGIBLE
ASSETS
CustomerConcern
InternalProcess
Learning& Growth
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
http://images.google.com.ph/imgres?imgurl=http://www.madore.org/~david/images/cards/english/king-hearts.png&imgrefurl=http://www.madore.org/~david/misc/cards.html&h=1037&w=674&sz=42&tbnid=b0ABK0ywR6JmeM:&tbnh=150&tbnw=97&hl=tl&start=1&prev=/images?q=king+of+hearts&svnum=10&hl=tl&lr=http://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.almadrava.net/damnans/images/Libraryback.jpg&imgrefurl=http://www.almadrava.net/damnans/downloads.htm&h=694&w=501&sz=49&tbnid=i0WSYKsca-ja0M:&tbnh=137&tbnw=98&hl=tl&start=62&prev=/images?q=back+of+cards&start=60&svnum=10&hl=tl&lr=&sa=Nhttp://images.google.com.ph/imgres?imgurl=http://www.madore.org/~david/images/cards/english/king-hearts.png&imgrefurl=http://www.madore.org/~david/misc/cards.html&h=1037&w=674&sz=42&tbnid=b0ABK0ywR6JmeM:&tbnh=150&tbnw=97&hl=tl&start=1&prev=/images?q=king+of+hearts&svnum=10&hl=tl&lr=8/4/2019 01 Understanding the Fusion of Enterprise Quality Models_CEQP
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Example of Transition of Strategy Map to Balanced Scorecard
STRATEGY MAP BALANCED SCORECARD
Financial
Customer
Internal
L&G
Net Profit
Grow
Revenue
Fewer
planes
Attract &
Retain
Customer
On-time
service
Lowest
prices
Fast
ground
turn-
around
Ramp
agent
learning
Crew
scheduling
and
profiling
Objectives Measurement Target
Profitability
Grow revenue
Fewer planes
Market Value
Seat revenue
Plane lease cost
Up by 10%
Up by 15%
Down by 15%
Attract & retain
more customer
Flight is on-time
Lowest prices
# repeat customers
# customers
Ranking for on-time
arrival
Customer ranking
70%
Up by 12%
No. 1
No. 1
Fast ground
turn-around
On-ground time
On-time departure
30 minutes
90%
Develop the
necessary skills
Develop the
support system
Strategic job readiness
Information System
Availability
90%
100%
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Balanced Scorecard Implementation Roadmap
Enterprise Level
Cluster Cluster
Department Department
The objective of Balanced
Scorecard Deployment is to
cascade the Corporate BSC
(Enterprise Level) down to
logical clusters and
departments up until the
point where each individual
owns his/her particular
objectives coming from
his/her immediate superior.
Individual Balanced Scorecards
Understanding the Fusion of Enterprise Quality Models Version 02 April 22 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Clienting
(customer + environment/competition)
Processing
(processes)
Partnering
(employees)
RELIABILITY
PROFIT
Voice of the Customer
Voice of
the
Process
Voice of
the
Employees
Building an Effective Metrics System Linked to Profit
A Dual Concept for Long Term Success. Fritz W. Weigang, Institut fur Qualitatsmanagment. ASQ Six Sigma Forum Magazine.
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Effective Metrics Build and Maintenance
Voice
of the
Business
Customer Satisfaction
& Innovation
Process
Optimization
Employee Welfare &
Development
CollectedC IntegrityI UseableU KnownK ActionA
Sanity Check for Metrics (as stated by COPC)
Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
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Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
Customer Perception
SatisfiedParticipants
Key Inputs of TrainingKey Output of Training
Example:
Perceived Customer
Expectations
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g p Q y , , p ,
Level 01:IDENTIFY THE VALUE
Level 02:MAKE IT REPEATABLE
Level 03:DEFINE THE CONFORMING
PROCESS
Level 04:QUANTIFY QUALITY
ATTRIBUTES
Level 05:
OPTIMIZE PERFORMANCE
Enterprise Quality Models & Techniques complementing the Pathway
Product or Service Positioning SWOT Analysis
Business Needs Analysis
Calibration Sessions Benchmarking Initiatives Set-up of Quality Assurance
Quality Management System Information SecurityManagement System COPC
Balanced Scorecard Metrics System for SLA Customer Satisfaction Index
LEAN SIX SIGMA
Design for Six Sigma Innovative Thinking Techniques
START
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g p Q y , , p ,
GOALS OF COMPANY ACCORDING TO
STRATEGIC OBJECTIVES
POTENTIAL FOR CHANGE!
Transition to Continual Improvement
Voice
of theBusiness
Customer Satisfaction &
Innovation
Process
Optimization
Employee Welfare &
Development
COMMON SENSE or
LEAN SIX SIGMA?
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g p y , , p ,
Leans practice already expanded from the shop floor of automotive and
manufacturing industry going to the information-intensive environmentof transactional area where its use is now termed as LEAN OFFICE.
Lean Evolution
OUTPUT
Process
Step 01
Process
Step 02
Process
Step 03
IDENTIFIED WASTES
USE OF LEAN TOOLS AND TECHNIQUES
TO PERFORM:
WASTE ELIMINATION
WASTE REDUCTION
PROCESSREENGINEERING
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1. Overproduction
Overproduction of recruited/trained hires
Overproduction of finished goods
2. Overprocessing
Multiple approval layersMultiple QC Inspection done per process step
3. Waiting
Resigned employees waiting time for the back pay
Waiting on queue for deposit transaction processing
4. TransportationCall transfers to multiple agents
Transportation of materials received from suppliers5. Motion
Processing of clearance from various sites
Motion wastes due to poor work lay-outs6. Inventory
Idle assets not used; benched hires
Inventory of spare parts and obsolescent materials
7. Rework
Recurrence of IT Problem Tickets
Rework of rejected goods from External Audit
Lean Mudas
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Target: 16:00 GMTIdeal CT based on Target:20 minsActual average CT: 121.07 mins
PROCESS OF RLEASING A REPORT
DS formats andsends the file
Autosys job runsthe file
Autosys jobapplies the fileon workstation
OPS receives dataFrom Source
Feed
CYCLE TIME
QUEUE TIME
11.33 mins 25.98 mins
Data appears onthe workstationDS Fetch Job
60.98 mins
2.57 mins
File becomesavailable
to run
XYZ checksthe file
3.37 mins
3.07 mins
15:40 GMT
16.34 mins
Time of Receipt
OPS queues thework on the
System
OPS run autoChecker system
OPS release theReport in theEagle System
OPS receives dataFrom Source Feed
XYZ promptsClient that theReport has
BeenReleased
Job is beingfetched
DataConversion
OPS performFile compare
Sample Waste Identification
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Target: 16:00 GMTIdeal CT based on Target:20 minsActual average CT: 121.07 mins
PROCESS OF RLEASING A REPORT
DS formats andsends the file
Autosys job runsthe file
Autosys jobapplies the fileon workstation
OPS receives dataFrom Source
Feed
CYCLE TIME
QUEUE TIME
11.33 mins 25.98 mins
Data appears onthe workstationDS Fetch Job
60.98 mins
2.57 mins
File becomesavailable
to run
XYZ checksthe file
3.37 mins
3.07 mins
15:40 GMT
16.34 mins
Time of Receipt
OPS queues thework on the
System
OPS run autoChecker system
OPS release theReport in theEagle System
OPS receives dataFrom Source Feed
XYZ promptsClient that theReport has
BeenReleased
Job is beingfetched
DataConversion
OPS performFile compare
Sample Waste Identification The arrival time of work to bedone only allowed the process
to be completed for 20 minutes;
very far from its capability
equal to 121.07 minutes.
In-between waiting time which
already consumes more than an hour.The Cycle Time to release the report is relatively
the highest across other process steps.
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BODY of Knowledge
* LEAN for MANUFACTURING
* Value Stream Mapping Techniques
* 5S & Visual Process Controls
* Customer Pull & ReplenishmentSystems
(including Kanban calculations for
minimum safe batch sizes)
* Poka-Yoke Mistake-Proofing and
Standardization Techniques
* Rapid Set-Up Methodology & Work
Balancing
(including Work Cell Optimization)
* Total Productive Maintenance
* Over-All Equipment Effectiveness
(OEE)
* Kaizen Blitz
manufacturing
BODY of Knowledge
* LEAN for SERVICE
* Identifying Time Traps & Capacity
Constraints in Service
* 5S & Visual Process Controls
* Poka-Yoke Mistake-Proofing and
Standardization Techniques
Adapting 4-Step Rapid Set Up for
Service Processes
Capacity Leveling & Workload
Distribution* Agile Approach to Process
Optimization
service
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Level = Capability Measure counting
no. of sigma that fit within specification
USL
DMAIC
Black Belts
Green Belts
Six Sigma already evolved from the statistical plane of defect calculationinto a change initiative business strategy providing a structure foralignment and execution of process transformation creating the double-helix oforganizations DNA for continuous improvement.
Six Sigma Evolution
Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
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UPPER TARGETLOWER TARGET
SIGMA LEVELNumber of SIGMA increments that
fall within the set target
Motorola isproducing TVsets with 1/20
defectives.
Our Quality Stinks!
Main, 1994
Bob Galvin
Six Sigma as a METRIC
Understanding the Fusion of Enterprise Quality Models, Version 02, April 22, 2011
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At this level, the organization would only produce,
3.4 defectives per million. This may mean
3.4 out of a million transactions were delivered late
3.4 out of a million respondents were dissatisfied
from conducted survey
3.4 out of a million hiring requirements were not met
Performing at Six Sigma Performance
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DEMINGS
PDCA Cycle
DEFINEMEASURE
ANALYZEIMPROVECONTROL
Project Identification
Understand the
Current System
Root Cause Analysis
And Verification
Solution Formulation, Implementation
And ExecutionStandardization AndSustenance
Six Sigma Process-Based Approach
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Voice of the CustomerVoice of the Process
Voice of the Employee
SIX SIGMA cuts across diverse nature of verticals to meet the service levelagreements and other needs that gauge customer satisfaction. Six Sigma
provides the factual discipline of attaining continuous improvement throughobjective analytics and team-based execution of improvement initiatives.
tod
o
s:
Deployment Plan
Roles and Responsibilities
Competence Formation
Project Control
Financial Savings Validation
Rewards & Recognition
Governance Metrics
Governance Time Plan
Fusing to a Bigger QualityManagement Program
Six Sigma Program Governance
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MMEASURE
DDEFINE
AANALYZE
IIMPROVE
CCONTROL
Balanced
Scorecard
Selection Matrix
Multi-Voting
Project Charter
Setting of KPIs
Process Mapping
Data Collection
DesignControl Charts
Pareto Diagram
Capability
Indices
Fishbone
Diagram
SIPOC Diagram
Graphical ToolsHypothesis
Testing
Linear & Logistic
Regression
Design of
Experiments
IMAGINEERING
Innovative
Thinking
Techniques
Pugh Matrix
Project
Management
Standardization
Techniques
Change
Management
Documentation
Strategies
Calibration
Techniques
Control Planning
Six Sigma DMAIC ToolboxSix Sigma Toolbox consists of: StatisticalTechniques, Team-Based Decision MakingTools, Soft Skill Set, Process Mapping,Project & Strategic Management practices
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900750600450300150
Median
Mean
360350340330320310
1st Quartile 290.76
M edian 339.49
3rd Quartile 358.83
Maximum 946.00
316.65 361.00
327.69 346.27
101.46 133.14
A -Squa red 7. 78
P -V a lue < 0. 005
Mean 338.82
S tDev 115.15
Variance 13259.24
Skewness 2 .8388
Kurtos is 12.5258
N 106
M inimum 110.00
Anderson-Darling Normality Test
95% C onfidence Interval for Mean
95% C onfidence Interval for Median
95% C onfidence Interval for StD ev95% Confidence Intervals
Summary for AHT
10089786756453423121
800
600
400
200
0
Observation
IndividualValue
_X=339
UCL=476
LCL=202
10089786756453423121
600
450
300
150
0
Observation
MovingRange
__MR=51.6
UCL=168.7
LCL=0
1
111
1
1
1
1
1
1
1
11
1
1
1
1
11
11
11
11
I-MR Chart of AHT
Data is not Normal. There is a large speculation that the behavior of the data set isgreatly affected by the extreme observation. Mean of outliers already average at
753.20, dramatically far out from the target of 300.
AHT ANALYSISSample Problem Analysis
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There is a speculation of significant difference of AHT per account. In particular,Banking performance as compared to the rest. Need to investigate on the outliers foundfrom process behavior manifested by Software account. No correlation exists between
Tenure and AHT.
1019181716151413121111
500
400
300
200
100
Observation
IndividualValue
_X=344.4
UC L=463.3
LCL=225.6
AutomotiveB ank H ealthcare I nsurance S oftw are T elephony
1019181716151413121111
300
200
100
0
Observation
MovingRange
__MR=44.7
UC L=146.0
LCL=0
AutomotiveB ank H ealthcare I nsurance S oftw are T elephony
111
1
1
1
1
11
1
I-MR Chart of AHT by Account
40353025201510
450
400
350
300
250
200
150
100
Tenure
AH
T
Scatterplot of AHT vs Tenure
Determining Potential Causes of AHTs VariationSample Problem Analysis
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Serve as Project Sponsors inoverseeing the success of theproject
Is responsible for ProjectIdentification, and aligning them toStrategic directives
Has the responsibility to provideresource aptly needed for theproject
Has the responsibility to act asliaison for cross-functionalengagements
Remove bottlenecks in executingthe projects
Six Sigma Champions
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MASTER BLACK BELTS (MBB)-Make sure right project is selected
-Serve as Organizational Technical Coach BBProjects
-Implement governance
- Provide strategic and technical mentoring to
ensure success of projects
BLACK BELTS (BB)- Understand both the science and application underneath the tools of Six Sigma- May work alongside MBB in Project Mentoring with respective business units
-May act as Team Lead for specific Six Sigma projects
GREEN BELTS (GB)-Serve as Project Team Lead for specific Six Sigma projects or, as TeamMember for large-scale BB projects
Six Sigma Technical Experts
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Solution-Driven
Tools to Address Core
Operational Wastes
LEAN and SIX SIGMA
LEAN
WasteReduction
Philosophy
SIX SIGMA
HolisticProblemSolvingMethodology
Rigor of Analytical
Techniques Applied in aHolistic Problem Solving
Methodology
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MMEASURE
DDEFINE
AANALYZE
IIMPROVE
CCONTROL
Balanced
ScorecardSelection Matrix
Multi-Voting
Project Charter
Setting of KPIs
Process Mapping
Data Collection
Design
Control Charts
Pareto Diagram
Capability
Indices
Fishbone
Diagram
SIPOC Diagram
Graphical Tools
Hypothesis
Testing
Linear & Logistic
Regression
Design of
Experiments
IMAGINEERING
Pugh Matrix
Project
Management
Standardization
Techniques
Change
ManagementDocumentation
Strategies
Calibration
Techniques
Control Planning
LEAN SIGMA Approach to Problem Solving
Identificationof Wastes
Current ValueStream
Computation ofTAKT
Identification ofProcess
Constraints
5S, Visual ProcessControl, Poka-Yoke,
ReplenishmentSystems
MaintainingFuture Value
Stream
Lean Tools &
Techniques
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OPERATIONSService Level AgreementMetrics
Customer-DrivenAttributes
FINANCEOn-Time ReportGeneration
Procurement Turn-AroundInvoicing & Collection
TRAININGTraining Post-DiagnosticTrainee Satisfaction
Internal Client SatisfactionTrainer Utilization
ITIT Uptime
Resolution Turn-AroundInternal Client SatisfactionLooping of Prob Tickets
HROn-Boarding Compliance
Attrition RatePolicy Adherence
Timekeeping Accuracy
RECRUITMENTTimeliness of Hiring
Conversion RatioWaiting Time
Applicant Satisfaction
WORKFORCEOn-Time Report
GenerationAgent UtilizationReport Accuracy
FACILITIESRequest Turn-Around
Resolution Turn-AroundInternal Client Satisfaction
SALES/MARKETINGLeads Generation
Turn-Around Time forProposal Submission
Call Success Rate
Potential Lean Six Sigma Projects
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The Defective Reductionand Waste Optimization
strategies of Six Sigma
DMAIC and Lean
respectively follows a
RETROSPECTIVEapproach in Problem
Solving addressing what
has already happened
from the PAST.
Context of Problem Solving
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Retrospective Approach is
Limiting To:
1Industries or NEWproducts/services wherethere is
MINIMAL TO NOROOM FOR
FAILURE.
Limitation of Retrospective Approach
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Retrospective Approach is
Limiting To:
2Finding an approachtowards
Searching for
BREAKTHROUGH
SOLUTIONS
Limitation of Retrospective Approach
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1Industries or NEW
products/service where there
is
MINIMAL TO NO
ROOM FOR FAILURE.
2Finding an approach
towards
Searching for
BREAKTHROUGH
SOLUTIONS
DESIGN FOR
SIX SIGMA
INNOVATIVE
THINKING
Augmentation to the Need
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Rationale:
A methodology for introducing NEW
product, service or process INHIBITINGidea generation in a hit-and-miss fashion, DFSS
addresses RISKS ON CAPABILITYand not root causes of past events.
Design for Six Sigma (DFSS)
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MMEASURE
DDEFINE
AANALYZE
DDESIGN
VVERIFY
Feasibility Study
Monte Carlo
Product Defn
Risk Managt
Project Managt
VoC
Kano model
SERQUALCustomer Survey
QFD
Design Specs
TRIZ
Pugh Selection
Design FMEAQFD for
Competitive
Analysis
Design for X
TRIZ
DOE
Taguchi robustParameter design
ToleranceAnalysis
Monte Carlo
simulation
Pilot test
Process FMEA
Process Capability
Process Stability
Reliability Study
Approach to Design for Six Sigma
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RESEARCH & DEVELOPMENT
Prototyping of new product or building of new equipments
SOFTWARE DEVELOPMENT
Internal Creation of Software (Intra & Inter) Modules
HEALTHCARE
Launching of New Drugs or Medical Devices
OPERATIONS & SHARED SERVICEBusiness Process Reengineering of Scope of Work and Processes
of Operations, Recruitment, Training, Facilities Management,
Engineering, Finance, Procurement
Approach to Design for Six Sigma
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Rationale:
A methodology for providing a
STRUCTURED APPROACH towardssolution generation through usage of
PATTERNS FROM INVENTIONStaking their similarities on human thinking
habits, objects inherent attributes and available
science.
Structured Innovation
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TRIZ IS A RUSSIAN ACRONYM FOR
Teorija Rezhenija Izobretatelskih Zadach
Founded and developed by Genrich Altshuller
who believed that:
INVENTIVENESS and CREATIVITY can be
learned through a collection of
assembled techniques obtained from
past inventions that make use ofcommon sense, logic and sciences.
TRIZ: Theory of Inventive Problem Solving
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Inventive Principle: UNIVERSALITYTo make use of one element serving multiple functions.
Swimming goggles with music
(MP3) player. For swimmers
who spend hours just to do5000-meter lap of exercise
may appear to be boring. So,
embedding MP3 player to the
swimming goggles make the
exercise more fun and lively!
Inventive Principle Example
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Your Brain is much better than you think.
The TWO FLAWS on the concept ofINTELLIGENCE.
Idea that intelligence is fixed at birth and immutable.
Commonly held concept that intelligence is the idea that the
verbal and mathematical reasoning skills measured by IQTests are the ultimate criteria of high intelligence.
Guide to Innovative Thinking
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Seven Da Vincian Principles
CuriositaAn insatiably curiousapproach to life and an
unrelenting quest for
continuous learning
Dimostrazione Sensazione
Sfumato Arte/Scienza Corporalita
Connessione
Commitment to testknowledge through
experience and
learning from mistakes
Continual refinementof the senses as a
means to enliven the
experience
Recognition &
appreciation for the
interconnectedness of
all things
Willingness to embrace
ambiguity, paradox and
uncertainty
Development of the
balance between
science and art; whole-
brain thinking
Cultivation of grace,
ambidexterity, fitness
and poise
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Seven Da Vincian Principles used in IMAGINEERING
Supports the Problem Solving paradigm of Six Sigma under the
Solution Formulation Phase
Used in Design for Six Sigma in Reengineering Processes and in
Redesigning a Product or Service
Promotes OUT-OF-THE-BOX thinking among professionals byproviding a formal structure for creativity and innovation instead
of relying on serendipity
We cannot wait for another EUREKA to come!
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In Enterprise Quality, it is not a requirement to be a STATISTICS ,
ENGINEERING or a MATHEMATICS major...
Who we need are manufacturing professionals, IT developers,
testers, individuals from telecommunication, HR, healthcare,
managers, customer support agents...
WE BUILD A QUALITY COMMUNITY , people from diverse
functionalities to speak one language about QUALITY
MANAGEMENT.
Quality is not built in one function alone, it is ingrained in us all.
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Functional Roles in Lean and Six Sigma
This 5-Training Day Certification Program that is designed to obtain a tailor-fitunderstanding as to how Toyotas mechanism can be applied to other verticals of
manufacturing such as: Semiconductors, Food, Consumables, Electronics, Clothing,
Publishing, Fuel, Pharmaceutical and more.
Certified Lean Change Agent for Manufacturing
Certified Lean Change Agent for Service
This 5-Training Day Certification Program is designed to cater to the strategic role of
executing process improvement through Lean & mapping the Body of Knowledge
towards the needs of Service Areas such as: IT-enabled sectors, Telecommunication,
Business Process Outsourcing, Banking & Finance, Government, Back-Office Processing,
and more.
ean
Requirements for Certification:Obtain the body of knowledge through attendance to
5-training days and passing the comprehensive exam.
Submission of 1 Lean Project which can be guided by
the tutor during the pace of the project.
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Functional Roles in Lean and Six Sigma
This 10-Training Day Certification Program is designed to develop the Green Belt role
of leading a Six Sigma project. Such leadership shall encompass mastery of Six Sigmaroadmap (Define-Measure-Analyze-Improve-Control), adeptness in arriving at the core
reason of the problem and ability to mobilize people for change and sustenance.
Certified Six Sigma Green Belt
Certified Six Sigma Black Belt
This 20-Training Day Certification Program is designed to develop the Black Belt role of
handling multiple Six Sigma projects, program governance and organizational assessment
towards Six Sigma maturity. The Black Belt acts as a mentor of the Green Belts whichexplains the intensiveness of the Black Belts curriculum in the analytics and knowledge
on other Enterprise Quality models such as Design for Six Sigma, Lean and Innovative
Thinking.
ix Sigma
Requirements for Certification:
Obtain the body of knowledge through attendance to training
days required for Green Belt/Black Belt and passing thecomprehensive exam.
Submission of Six Sigma Projects (1 for GB, 2 for BB) which can
be guided by the tutor during the pace of the project.
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Certified SixSigma Green Belt
Certified SixSigma Black Belt
Certified Lean ChangeAgentfor Manufacturing
Certified Lean ChangeAgentfor Service
With all these model-centric
certification programs, aiming to
specialize in its own chosen
enterprise quality model, Is there
a specific program that willcommence learning on
ENTERPRISE QUALITY as a
whole, which will aid me in
determining the pathway of my
organization towards Quality
Maturity?
Certified ENTERPRISE QUALITYProfessional
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Certified ENTERPRISE QUALITY Professional
Upon completion of this 15-Training Day Certification program, an
individual shall obtain a holistic understanding of quality-centric
frameworks and build a custom-fit roadmap that will synergize to the
organizations strategic goals. This will carry further in the formation ofunderstanding towards tools and techniques for metrics building,
problem solving and ideating for innovation.
Level 01: Do we know the value of what we are providing?
Level 02: Have we made our processes repeatable and consistent to achieveits goal?
Level 03: Were the repeatable processes within the enterprise beendefined and compliant with subjected regulations?
Level 04: Does the enterprise use a factual-based approachtowards managing customer & processperformance?
Level 05: Is the enterprise equipped with the rightDISCIPLINE and THINKING PATTERN to
sustain and leverage performance by continualimprovement and innovation?
The Value of a Certified
Enterprise Quality
Professional is to be equippedwith the HOLISTIC
understanding of Quality
Management thus can gauge
the appropriate Quality
initiatives or programs needed
for a process division or, forthe whole enterprise.
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Certified ENTERPRISE QUALITY Professional
Has the Ability To:
Act as an Internal Quality Consultant or a Quality Professional who can gauge
the suitable Quality model need for the organization and how to govern it
Serve as an Internal Quality Auditor to determine compliance to Quality
Management System
Build, optimize and analyze metrics that will reflect the right customer
requirements, customer perception and process-centric performance indices
Work on Continuous Improvement and Innovation Projects while using the
suitable core tools for analysis and management techniques for mobilizing
change
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Certified ENTERPRISE QUALITY Professional
Can be the starting point for:
Lead Auditor Certification for various management systems such as ISO
9001:2008 (QMS), ISO 27001 (Information Security and Management System),
ITIL, CMMi, COPC and more.
Lean Certification for Manufacturing and Service
Six Sigma Certification for Black Belt and Green Belt
While these higher certification programs need not require Enterprise Quality
Professional certification as a prerequisite, CEQP is beneficial towards building a
macro-appreciation to the whole ENTERPRISE QUALITY Track before specializing on a
specific quality model.
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Competence Development for Enterprise Quality
*Understanding Fusion
of Enterprise Quality
Models
* Diagnostics on Quality
Maturity
* Quality System &
Auditing
* Balanced Scorecard
* Customer SatisfactionIndex
Statistical Inferencing
for Advanced Data
Analysis* Lean and Value Stream
Mapping Techniques
* 5S and Visual Process
Controls
* Poka-Yoke Approach
*Workload and Capacity
Leveling
Quality Fundamentals
& Gauging Quality
Maturity
Six Sigma DMAIC
Approach
Advanced Data Analysis
& Lean Tools &
Techniques
CERTIFIED ENTERPRISE QUALITY PROFESSIONAL
CERTIFIED LEAN SIX SIGMA GREEN BELT
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Certification Requirements
Requirements for Certification
100% Attendance on theIntegrated 15-Day Training Comprehensive Diagnostics:
Passing Rate 60%
Certified Enterprise
Quality
Professional
Upgrade to Lean Six Sigma
Green Belt
100% Attendance on Additional 3-Day
Training Comprehensive Diagnostics: Passing
Rate 60%
Completion of (1) Lean Six Sigma
Project within one year
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14th Business Principle of THE TOYOTA WAY
Become a Learning Organization through relentlessreflection (Hansei) and Continuous Improvement (Kaizen)
Source: Jeffrey K. Liker. The Toyota Way. McGraw-Hill Companies, Inc.
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References:
A Dual Concept for Long Term Success. Fritz W. Weigang, Institut fur Qualitatsmanagment. ASQ Six
Sigma Forum Magazine.
ISO 9001:2008 Quality Management System Requirements
Robert S. Kaplan & David P. Norton. Balanced Scorecard. Harvard Business School Publishing
Corporation.
Robert S. Kaplan & David P. Norton. Strategy Maps Converting Intangible Assets into TangibleOutcomes. Harvard Business School Publishing Corporation.
Michael J. Gelb. How to Think Like Leonardo Da Vinci. Dell Publishing. Random House, Inc.
Jeffrey K. Liker. The Toyota Way. McGraw-Hill Companies, Inc.
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Understanding the Fusion of
Enterprise Quality Models
DIGILEAF INC.Leading Excellence Among Fellows
DIGILEAF INC.All Rights Reserved.
Contact Information:
DIGILEAF INC.
Suite 2-B Basic Petroleum Bldg., C. Palanca St., Legaspi
Village, Makati City, Philippines 1229Contact Number: (02) 864-0403, (02) 864-0596
E-mail: [email protected]
Website: www.digileaf.com