Managing New Product Introduction Through 6 Sigma
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- Kory Burns
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1 Managing New Product Introduction Through 6 Sigma
2 Agenda Overview of 6 Sigma DMEDI Process Managing New Product Introduction (NPI) Governance Structure for NPI Program Integrating 3 rd party Consulting in your 6 Sigma Plan
3 DMEDI Focuses on development of new products, services, processes, and plants that precisely meet customer current and future needs Utilizes multiple tools and techniques Sustains improvement over the longterm Disseminates improvement throughout the organization Acts as an agent of change
4 When to Use DMEDI Process doesn t currently exist New product or service introduction Multiple fundamentally different versions of the process are in use OR When incremental improvement isn t enough Process broken or does not exist Process has reached entitlement Information technology implementation
5 Structured NPI Work Conversion Process NPI Program NPI = New Product Introduction Major Project Initiative managed through concurrent integrated 6 Sigma Projects 6 Sigma Project Charters
6 How does DMEDI/NPI Manage the Process? Defines Overall Project Plan in terms of Critical Customer Requirement (CCRs) Critical Business Requirements (CBRs) CCR s and CBR s risk assessment reviews define segmented needs to mitigate risk Technology Gaps Change Management Training and Communication Gaps Process Workflow Gaps Segmented Risk Mitigation Responsibility Allows Project Manager to Concentrate on Overall Delivery 6 Sigma Brings Clarity, Consistently, and Commitment in closing gaps
7 Using DMEDI/NPI for Large Technology Projects Program Manager Develops overall DMEDI/NPI project plan Tracks timeline progress addresses overall activity flow Monitors benefit/expense load Technology/Change Management/Process Managers Sponsors integrated projects to address design gaps Work handled through embedded Black Belts to manage Design Execution Master Black Belt assists Program Manager in documentation, communication, and resource planning
8 Program Governance Organization Structure Overall Project Umbrella Steering Committee Issue Resolution and Program Direction Program Status & Program Issues Issues From Each Function Global Program Director Program Management Functions Tactical Control & Issue Resolution Integration Management Project Management Change Management (full 6 Sigma) Program Standards & Best Practices Status, Issues & Feedback Unison Design/Development Teams Education, Coaching & Compliance Design Team Requirements Technology Team Education Support Teams Global Subject Matter Experts (SME s) Information Technology
9 Organizational Governance Project Governance Program Champion, Steering Committee and Global Program Director Regional Managers Global Process Sponsors Global Process Owners Subject Matter Experts Project Management Change Management 6 Sigma Global Technology Sponsor Integration Management I.T. Resources Project Management oversees the status for all project workstreams, manages action plans for issues impacting schedule or budget, and oversees benefits realization process. Process Design facilitates all activities related to developing our new Unison global processes. Technology facilitates all activities related to technical requirements and configuration of the solution and interfaces. Change Management controls communications, manages organizational impact, and coordinates 6 Sigma participation. Process Design Product Management Technology Integration Management coordinates interaction between Process Design and Technology in the development of the solution and facilitates all solution testing. 6 Sigma coordinates activities between Change Management and Integration Management
10 Integration of 3 rd Party Consulting Green Belt Training for Lead Consultants Rationalize differences in Project Management Approach Look for a Common Language Make the most of Consulting Tools Continue to be true to the 6 Sigma Recipe
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