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Ultimate Six Sigma Conference: Quality & Productivity Experts

Join Keki R. Bhote and Associates for a journey to Total Business Excellence at the Quality/Lean Six Sigma Conference in Izmir, Turkey. Learn the progressive effectiveness of 6σ and the powerful 21st-century tools for quality, cost reduction, and cycle time improvement. Explore leadership imperatives, organizational transformations, and innovative approaches for success. Don't miss out on this opportunity to unlock the full potential of your business!

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Ultimate Six Sigma Conference: Quality & Productivity Experts

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  1. A S S O C I A T E S K E K I R. B H O T E Specialists in Quality & Productivity Improvement The March to the Ultimate Six Sigma – From Quality Excellence to Total Business Excellence Quality/Lean Six Sigma Conference Izimir, Turkey May 9, 2008 Keki R. Bhote President, Keki R. Bhote Associates

  2. 100% 90% 80% 70% 60% 50% 40% 35% 30% 25% 20% 15% 10% 6 Leadership A Sigma Continental Divide 6 Employees Overall Effectiveness 6 Organization 6 Customers 6 Services 6 Design 6 Suppliers 6 Lean 6 Quality Time The March to the Ultimate Six Sigma Progressive Effectiveness of 6 Methodologies

  3. Six Sigma History • MOTOROLA • 10:1, 100:1, 1000:1 - Quality Improvement • Cost of Poor Quality (COPQ): $9 Billion Savings in 10 Years • CYCLE TIME REDUCTION • Manufacturing: 100:1 Reduction • Business Processes: 10:1 Reduction • Design: 4:1 Reduction

  4. 1. QUALITY • POWERFUL 21ST CENTURY TOOLS • Design of Experiments - Shanin / Bhote Not Classical or Taguchi • Multiple Environment Over Stress Tests (M.E.O.S.T.) • - Up to 100:1 Reliability Improvement • Voice of the Customer - Mass Customization/Realistic • Specifications/Tolerances • Total Productive Maintenance: OEE > 85% • Poka Yoke - To Prevent Operator-Controllable Errors

  5. 2. COST REDUCTION • POWERFUL 21ST CENTURY TOOLS • Value Engineering • SBU, Product, Model & Part Number Reduction • Group Technology • Early Supplier Involvement • Cost Targeting • Specifications Scrub • Financial Incentives/Penalties

  6. 3A. CYCLE TIME REDUCTION: LEAN SIGMA • MANUFACTURING • Focused Factory • Product vs. Process Flow • Set-Up Time Reduction • Preventive vs. Breakdown Maintenance • First Time Yield Breakthrough

  7. 3B. CYCLE TIME REDUCTION: LEAN SIGMA • DESIGN • Outsourcing • Black Box vs. Piece Part Procurement • Early Supplier Involvement • Parallel Development • Time to Market Reduction (M.E.O.S.T.)

  8. 4. CUSTOMERS • Customer Loyalty, Retention, Longevity • Referrals – A Key Parameter • Customer Differentiation • Customer “WOW” – Delight Features; Bhote’s Law • Infrastructure • Steering Committee • Chief Customer Officer (C.C.O.) – A Czar • SWAT Teams

  9. 5. LEADERSHIP • IMPERATIVES • Release the Genie of Creativity in Every Employee, Currently locked • up in a Bottle of Bureaucracy and Fear • Raise each Employee to the Maximum of his Potential • KEY CHARACTERISTICS • Ethics, Trust, Active Help • Motivation through Inspiration – Not Fear • Granting Freedom and Guidance – Not Micro Management • Leader as Coach, Teacher – Not Boss

  10. 6. ORGANIZATION • Dismantle Taylorism • From Vertical (Departmental) Organization to a Team Organization • From a Tall Pyramid to a Flat One • Train, Train, Train • Egalitarian Gain Sharing • Lowering Ratio of CEO: Lowest Worker Compensation • (Currently over 500:1)

  11. 7. EMPLOYEES • EMPOWERMENT • Worker Teams Take Over Peripheral Areas • Teams Handle Peer Evaluation, Compensation; Hiring/Firing Team Members • Workers Select Leaders; Determine Promotions; Sharing Profits and Losses

  12. 8. SUPPLIERS / DISTRIBUTORS • From a Win-Lose Contest to a Win-Win Partnership with Key Suppliers • Supplier Prices a Ceiling; Supplier Profits a Floor • Infrastructure; Steering Committee; Commodity Teams • Early Supplier Involvement • Financial Incentives / Penalties • Supplier Development: Active, Concrete Help in Quality, Cost, and • Cycle Time improvement

  13. 9. DESIGN

  14. 10. MANUFACTURING • PRE-PRODUCTION DISCIPLINES • Design for Robustness (s/n) • Minimum Variability: Cpk > 2.0 • Product Characterization • Product / Process Optimization • Total Value Engineering • QUALITY DISCIPLINES • Positrol • Process Certification • Mini-MEOST • O.E.E. • Pre-Control • Poka-Yoke • Instrument Accuracy • Failure Analysis

  15. 11. BUSINESS PROCESSES / SERVICES (Cycle Time: The Integrator, The Metric) • Management Steering Committee • Improvement Teams • Next Operation As Customer (NOAC): Principles & Practice • 10 Step Roadmap (Preliminary) • Out-of-Box Thinking: (TRIZ, Total Value Engineering) • Radical Process Redesign

  16. 11. BUSINESS PROCESSES / SERVICES (Cycle Time: The Integrator, The Metric) The NOAC Roadmap – The Improvement Cycle Step 1. Major Project Selection Step 2. Identify Major Internal Customers Step 3. Identify Their Requirements (Compatibility with External Customers) Step 4. Customer/Supplier Agreement on Goals, Measurements, Feedback and Consequences Step 5. Flow Chart the Macro Process (“Is” Chart) Step 6. Determine Cycle Time for Each Step & Total Cycle Time Step 7. Identify the Non-Value Added Steps and Time Step 8. Estimate Cycle Time Reduction by Eliminating Non-Value Step 9. Eliminate/Reduce Non-Value Added Steps and Redraw the Flow Chart (“Should” Chart) Step 10. Innovate Radical Approaches Using Out-of-Box Thinking to Drastically Reduce Cost and Cycle Time

  17. 12. RESULTS

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