Beruflich Dokumente
Kultur Dokumente
5 Sigma 6 Sigma
99.9767% Accurate 99.99966% Accurate
• 466 lost letters per hour • 6.8 lost letters per hour
• 117 incorrect surgical operations per week • 1.7 incorrect surgical operations per week
• 17 short or long landings every year at • 1 short or long landing every 5 years at
most major airports most major airports
• 4,660 wrong prescriptions each year • 68 wrong prescriptions each year
11
Lean Six Sigma Methodology
What is Lean Six Sigma?
LSS Methodology
DMAIC Process
Key Concepts
Understanding Variation
Voice of the Customer
Voice of the Process
LSS Organizational Roles
Champion
Master Black Belt
Black Belt
Green Belt
Yellow Belt
DMAIC Process
• What is the problem?
Define • What is the goal?
• What is the current performance?
Measure • What is the defect rate?
• What are the sources of process variation?
Analyze • What are the root causes of defects?
• How do we change the process?
Improve • How do we verify our changes will improve the process?
• Are the improvements to the process consistent over time?
Control • How do we maintain the improvement into the future?
Key Concepts of LSS
Understanding of Variation
Two types of variation
Controlled variation (Common Causes)
Uncontrolled variation (Assignable/Special Causes)
Improvement strategy based on type of variation
Controlled variation = Change the process
Uncontrolled variation = Deal with the special events
Y=ƒ(x)
The Output (Y) is a function (ƒ) of the inputs (x)
LSS Organizational Roles
Champions
Master Black
Belts
Black Belts
Green Belts
Yellow Belts
Lean Six Sigma Success Factors
What are the building blocks for successful LSS programs?
Considerations for LSS Success
Organizational Factors
Commitment of Senior Management
Clear organizational vision and goals
Effective LSS training strategy
LSS Team Factors
Flexibility
Practicality
Focus on Customers (Internal and external)
Strengths of LSS Methodology
Data Based
Scalable
Structured
Considerations for LSS Success
LSS Challenges
It is not a quick win approach to continuous improvement
It requires an investment
It requires a degree of organizational humility
Applying LSS in Human Resources
Can I apply LSS to my processes?
Questions for Consideration
1. You have mentioned that LSS is an organizational approach.
Can I learn LSS concepts and apply them to my area of
expertise?
2. What are the challenges faced when trying to apply LSS to
HR processes when the larger organization hasn’t
embraced the methodology?
3. What are the unique challenges for HR in the application
of LSS?
4. What types of process are idea for LSS application?
Effective LSS Application In HR
A Case Study: The New York Independent Operator (NYISO)
NYISO Success Factors
Well-defined corporate mission and goals
Executive commitment to LSS
Established infrastructure to support LSS
Systematic approach to LSS training
Focus on core processes (affecting multiple value streams)
Supportive corporate goal structure
Background -- The Roles of the NYISO
Reliable operation of the bulk electricity grid
Managing the flow of power nearly 11,000 circuit-miles of transmission lines
from more than 300 generating units
Administration of open and competitive wholesale electricity
markets
Bringing together buyers and sellers of energy and related products and services
Planning for New York’s energy future
Assessing needs over a 10-year horizon and evaluating the feasibility of projects
proposed to meet those needs
Advancing the technological infrastructure of the electric system
Developing and deploying information technology and tools to make the grid
smarter
Case Study Project
Title: Reduce Cycle Time to Hire for Open Positions
Problem
Project baseline data reviewed from November of ‘05 to
November of ‘06
Average cycle time to hire was 70 days (Median = 43 days)
Standard deviation was 70 days
57 percent of positions filled within 60 days
Goal
Fill open positions in 60 days or less 90 percent of the time
Result
87 percent of positions were being filled in 60 days or less
(2007)
Overview of Improvements
Defined and communicated HR Hiring Process / Roles to NYISO
Management
Implemented Kick-Off Meetings for all Openings:
Review/Define Job Specs and Posting information
Discuss salary range and position level
Discuss Pre-Screening questions and timing
Discuss Recruiting strategy
Review Hiring Process and HR/Hiring Manager Roles
Standardized Pre-Screening process and questions
Developed standard interview format, questions, evaluation
Created dashboards for HR management and Senior Team
reporting
Controls Overview
Process Step Control Activity
Strategy Session Requisition signed by HR and Hiring
Manager before recruiting begins
Job Description Legal Review for Fair Labor
Changes Standards Act ramifications
Job Posting Hiring Manager review / signoff
Preparation before posting
Offer Preparation Generalists secure approval signoff
from Management and HR
Appendix
Supplemental Material
Improvement Process Road Map
68.26 %
-3 -2 -1 1 2 3
Voice Of
The 95.44 %
Process
-3 -2 -1 1 2 3
BMGI: http://www.bmgi.com/
Disclaimer
This presentation was not prepared by, with, or for the New York Independent System Operator, Inc., and any
opinions expressed or conclusions reached herein are not the opinions or conclusions of the New York
Independent System Operator, Inc.