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What is Six Sigma?
Six Sigma, created by the Motorola Corporation, is a five-step methodology used to understand customer requirements and to map, analyze, measure and improve processes in order to deliver 99.9997% defect-free products and services, improve cycle time and eliminate non-value added activities.
More information Glossary of TermsCEO VIEWPOINT.01 With Jeff Summers of Motorola University
To launch our series of CEO Interviews, our first is an exclusive Q&A session with Jeff Summers of Motorola; he’s not the CEO but as the Director of Quality and Six Sigma Learning his team are responsible for the development of Continuous Improvement, Lean and Design for Six Sigma across the Motorola Enterprise. Jeff Summers knows a thing or two about Change Management…
An eloquent and very knowledgeable individual, I hope I can do our conversation justice with the following account of our 5 minute Q&A:
Question1: What are the key aspects that large companies need to be aware of when considering to deploy Six Sigma across the enterprise?
“Solid sponsorship. Decide whether to go either top down like GE or grass roots up. Then over a period of time blend the two. Both depend on combining on a macro level and being able to morph from one idea to another.
To thrive for 25 years needs leadership, the ability to adapt to the environment and sponsorship.
You can get this from outside consultants but at Motorola we developed the Six Sigma Research Institute, got full co-operation and disseminated across the enterprise.”
Question2: Emerging markets such as India look to be adaptors of innovative solutions, are you operating in this market?
“We have a diversified offering of Six Sigma DMAIC, Design for Six Sigma (DFSS) and Lean. We are also deploying Six Sigma for Software. Not a one size fits all, but more of an evolutionary approach:
We have already integrated Lean Six Sigma with DMAIC. The result gives us a robust quality and cycle time reduction approach.
As we move more and more into the enterprise, we are seeing a need for the next evolution. In a factory your equipment doesn’t have an attitude or a bad day, for the most part it runs as it was set. As we extend into Human Resources the process tools are no longer sufficient. In transactional areas blending Six Sigma and Change Management is highly effective.”
Question3: If a Vice President of a company were thinking of integrating Six Sigma solutions what advice would you give?
“For a dynamic project, the individuals who will be trained need at least basic skills in maths and analytics. They must be able to take in information from 120-200 hours of training over six months and not be afraid of the learning.
Your team must have the ability to become proficient, this doesn’t come about by simply learning how to do it – you need to practice it.
It can be tough so you will need to coach and inspire – have that core of encouragement.
One Black Belt coach/mentor can handle about 8-10 in training, full time.
Most importantly, in what area of your business do you want to start? Do the due diligence for the biggest impact and where to apply your skill-set and then grow to the next level, project by project.
Upscale your team, the best way to learn, is to teach, so have your more experienced Black Belts mentor the new ones. You could hire people to do this, but grow at a healthy pace, teach change and evolve….”
Great thanks to Jeff Summers for the interview and Christa Smith for setting the meeting up!
If you are interested in supplying a CEO Interview please email Caspar to Six Sigma Marketing
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