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SixSigmaOverviewOctober13,2003DonCarlsonTechnology&OperationsEnterpriseSolutionsWhatisSixSigma?WhySixSigma?WhySixSigmaatBankofAmerica?ConnectiontoStrategy.AgendaMetricBenchmarkVisionPhilosophyMethodToolSymbolGoalValueTheManyFacetsofSixSigmaScienceArtMagicSixSigmaWedon’tknowwhatwedon’tknow.Ifwecan’tmeasureit,wereallydon’tknowmuchaboutit.Ifwedon’tknowmuchaboutit,wecan’tcontrolit.Ifwecan’tcontrolit,weareatthemercyofchance.WhatistheSixSigmaPhilosophy?FocusontheCustomer!ProcessPhilosophyKnowWhat’sImportant

totheCustomer(CTQ)ReduceDefects(DPMO)

CenterAroundTarget(Mean)

ReduceVariation(StandardDeviation)?GECompanyProprietaryNovember1998WhatIsSixSigma?23456308,53766,8076,210sDefectsperMillionopportunities2333.4.ProcessCapabilitySigmaisastatisticalunitofmeasurewhichReflectsprocesscapability.SixSigmaasaGoal99.99966%Good(6Sigma)20,000lostarticlesofmailperhourUnsafedrinkingwaterforalmost15minuteseachday5,000incorrectsurgicaloperationsperweekTwoshortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmostsevenhourseachmonthSevenarticleslostperhourOneunsafeminuteeverysevenmonths1.7incorrectoperationsperweekOneshortorlonglandingeveryfiveyears68wrongprescriptionsperyearOnehourwithoutelectricityevery34years99%Good(3.8Sigma)SixSigma--PracticalMeaningCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSL’LSL’TheStrategyCustomerFocused-BothInternally&ExternallyWhatisCostofPoorQuality?Inadditiontothedirectcostsassociatedwithfindingandfixingdefects,“CostofPoorQuality”alsoincludes:

ThehiddencostoffailingtomeetcustomerexpectationsthefirsttimeThehiddenopportunityforincreasedefficiencyThehiddenpotentialforhigherprofitsThehiddenlossinmarketshareThehiddenincreaseinproductioncycletimeThehiddenlaborassociatedwithorderingreplacementmaterialThehiddencostsassociatedwithdisposingofdefectsFormostcompaniestoday,thecostofpoorqualityislikelytobe25%ofsales.InalmosteverycompanywheretheCOPQisunknown,theCOPQexceedstheprofitmargin.WhySixSigma?

“SixSigmawillenableBankofAmericatomakethebreakthroughimprovementsincustomersatisfactionandshareholdervaluethatwemustachievetoreachourgoalofbecomingoneoftheworld’smostadmiredcompanies.That’swhyI’mcommittedtousingitasaperformancemanagementdisciplinethroughoutourcompany.”

KenLewis,ChairmanandChiefExecutiveOfficer BankofAmericaKenLewis’“Vision”WhatisSixSigma?WhySixSigma?WhySixSigmaatBankofAmerica?ConnectiontoStrategy.Agenda

CustomerSegmentMBF

DepositsGoldenThreadMBFGreenBeltProjectCustomerSegmentRootCause

1.Toomanyproblems(“errorfreebanking”) AssignedtoPaymentandDepositsGoldenThreadTeamsDepositGoldenThreadRootCause

2.1ComplexityofTellerProcesses contributestoprocessingerrorsGreenBeltProjectDefinition

Improvenumberofcounterdepositslipspresentedforprocessingbutdidnotpostintimein_____________(Mid-Atlantic,KansasCity,orTampa)from________%to______%.StrategicAlignment-FromStrategytoAction

HoshinPlanHoshinStrategy

1.1

Provideaworld-classcustomer/clientexperience

througheasy accessandefficient,error-freeservice

SixSigmaChangeProcessACommonTollgateApproachProjectManagementOwnership&CommitmentChangeIntegrationDefineMeasureAnalyzeImproveControlImprovement(Current)

Development(New)

TwoapproachestoreachingtheSixSigmagoal: -Improvingexistingproductsandprocesses -Developingnewproductsandprocesses

Differenttoolsandsteps,butfocusandflowisthesameDFSS$$GB/BBTwoApproachesMasterBlackBeltBlackBeltsGreenBeltsTeamMembersQualityFundamentals/KaizenNowChampionsMentor,trainer,andcoachofBlackBeltsandothersintheorganization.Leaderofteamsimplementingthesixsigmamethodologyonprojects.Deliverssuccessfulfocusedprojectsusingthesixsigmamethodologyandtools.Participatesonandsupportstheprojectteams,typicallyinthecontextofhisorherexistingresponsibilities.ResponsibleforsupportingtheDeploymentStrategywithinLineofBusiness/CustomerSegmentorGoldenThreadDeploymentChampionsEducationSixSigma&Leadership

SixSigmaonlyworkswhenLeadershipispassionateaboutexcellenceandwillingtochange.

FundamentalsofLeadershipChallengetheprocessInspireasharedvisionEnableotherstoactModelthewayEncouragetheheartSixSigmaisacatalystforleadersBankofAmericaExecutiveOfficerteamKenLewis–certifiedGreenBeltJimHance–certifiedGreenBeltAmyBrinkley–cert