Spreading the Word By Heidi Hanson September/October 2010 | Volume 6, Number 5
In this age of constant contact, how do organizations communicate about their Lean Six Sigma programs? This research report examines what methods are being used to share deployment news and how effectively they are keeping stakeholders informed.
The approach that organizations take to Six Sigma training is ever-evolving, as new trends in delivery methods, curriculum and requirements develop. This research report checks in with practitioners around the world to understand their training experience.
Why do some Lean Six Sigma deployments achieve breakthrough results, and others struggle to make positive gains? Using input from 40 top organizations, this study identifies the critical x's that can help maximize a program's return on investment.
iSixSigma reports on compensation trends around the world, based on salary data from more than 2,000 Black Belts, Master Black Belts, Champions, Deployment Leaders, Quality Professionals and Quality Executives.
Because benchmarking is important for smart decision making, a regular feature of the magazine is exclusive research on aspects of deploying Six Sigma. We look back here at some of the findings from 2005 to 2009.
The Lean Six Sigma toolbox contains dozens of
options - maybe more than most practitioners realize. Some tools are critical to almost every
project, while others may only be needed for specialized analysis. The key is knowing how to get the most value from each type.
Evolved over centuries of manufacturing breakthroughs, Lean has proven itself in companies
around the world. Now more than ever, the need for leaner operations is clear. What can organizations expect when implementing Lean?
This iSixSigma research explores how Six Sigma companies are responding to the current economic conditions. Are improvement programs on the chopping block, or are organizations seizing the opportunity to refocus efforts on process improvement and customer satisfaction?
While many companies are applying Six Sigma in their supply chain, most practitioners have minimal to moderate experience in that arena. This iSixSigma research explores how companies are improving their supply chain, and what factors contribute to success and failure.
Based on the responses of more than 2,500 business improvement professionals, this
year's worldwide salary survey report details compensation by role - Black Belt, Master Black Belt, Champion, Deployment Leader, Quality Professional and Quality Executive - and region. Find out how much colleagues in comparable roles and regions are making.
Project Failure By Michael Marx November/December 2008 | Volume 4, Number 6
It is inevitable that some Six Sigma projects will not be successful. This exclusive research explores project failure - what constitutes "failure," what causes failure and how companies respond to failure. Key findings:
24 percent of respondents reported that a DMAIC project is most likely to be abandoned in the Analyze phase at their company. The same number answered that at their company the Improve phase is when a project is most likely to be abandoned.
57 percent of respondents cited inadequate support as a factor in the failure of a recent Six Sigma project
57 percent of respondents reported that it is "important" or "somewhat important" at their company to understand why a Six Sigma project failed
Tying in to Buy-in By Michael Marx September/October 2008 | Volume 4, Number 5
The more receptive that employees are to Six Sigma, the more likely a deployment will be successful. Yet as iSixSigma research shows, many companies are not thinking of buy-in when they launch a program. Key findings:
42 percent of respondents reported "no concerted effort has been made to address buy-in" at their company
50 percent of respondents said Six Sigma buy-in is measured at their company
76 percent of respondents reported that no part of executive compensation is tied to Six Sigma results
Results of an iSixSigma survey suggest that
voice of the customer (VOC) is commonplace within
the Six Sigma community, but making the
most of it poses significant challenges. Some key findings:
22 percent of respondents said the most important basis for defining the success of their company's Six Sigma initiative is "changing company culture"
9 percent of respondents said the most important basis for defining the success of their company's Six Sigma initiative is "increasing customer value"
47 percent of respondents said the method of customer input that has the greatest impact on Six Sigma projects at their company is "customer complaints"
44 percent of respondents indicated that the biggest challenges in using VOC or voice of the market relate to acquiring the information
An iSixSigma survey shows that certification
is the norm for Six Sigma practitioners; 77 percent of respondents are Green Belt, Black Belt or Master Black Belt certified. But how someone is certified and what certification means are just some of the areas where there is - dare we say it - variation. Some interesting findings from the survey:
63 percent of respondents reported that their company has its own Six Sigma certification program.
The minimum financial benefit, on average, required per project for Black Belt certification is $181,563.
12 percent of respondents reported that Black Belts at their company receive a monetary reward of $1,000 or more for achieving certification.
Worldwide and regional analysis looks at Six Sigma salaries by role, education, experience and industry. The 20-page report is based on the responses of 2,142 Six Sigma professionals. Findings include:
BBs worldwide are making beween $2,398 and $6,384 more when compared to last year's report.
Most Six Sigma professionals receive bonus pay.
There is no statistical difference between the mean salary of BBs with certification and the mean salary of BBs without certification.
Technical skills, such as statistical knowledge and tool savvy, are undeniably important
for effectiveness in Six Sigma. But what about "soft" skills - communication, the ability to motivate others, relationship building and so on; how critical are they? Although some
might say those skills have little to do with Six Sigma, survey results suggest otherwise:
When asked to compare
the importance of soft skills to technical Six Sigma skills, 49 percent of respondents
overall said soft skills are more important for success; 48 percent said they are "equally important."
By a wide margin, the ability to communicate is considered the most important skill a Black Belt can have.
Six Sigma programs at companies that provide soft skills training are more likely to be rated successful.
Find out what Six Sigma looks like at small companies - and how their approach differs from deployments at billion dollar-plus organizations. Key findings:
A Black Belt in a small company (those with less than $50 million in annual revenue) typically completes a project in 1 month less than their counterpart at a large company.
Black Belts at small companies more often work independently (42 percent) than those at large companies (16 percent).
Innovation and Six Sigma are more likely to be independent of each other at small companies
Six Sigma is being practiced all across the globe. This article looks at aspects of a deployment from a geographical perspective and highlights data from 1,092 respondents in 67 countries. While there are some differences in Six Sigma deployments, there are many similarities as well. Key findings:
83 percent of respondents (excluding those in the United States, Canada and United Kingdom) receive Six Sigma instruction in English.
46 percent of respondents described their company's Six Sigma deployment as top down.
Predominantly, Six Sigma project sucess is rewarded with team recognition over individual recognition and public over private recognition.
This iSixSigma research shows that innovation is about more than just developing new products and services. It also sheds light on how companies execute innovation, on the tools they use, and on the relationship between Six Sigma and innovation. Key findings:
39 percent of respondents said their company uses a systematic process or methodology for innovation
42 percent of respondents said their company regularly uses Design for Six Sigma/Design for Lean Six Sigma for innovation
64 percent of respondents reported spending "some" of their time innovating
Ninety-five percent of survey respondents indicated that their company is making at least some effort to effect change in its organizational culture. The No. 1 reason why companies change their work culture is to improve
performance (77 percent). To improve customer service/satisfaction (66 percent) is the next reason. Survey data also suggests that the use of Six Sigma in culture change efforts is evidence of a successful Six Sigma program. This article expands on these findings and more.
The compensation, education and experience of more than 2,500 Six Sigma professionals worldwide form the basis for this year's report. U.S. practitioners represented 56 percent of the total survey respondents, a decline from 60 percent last year. The fact that the overall proportion of survey respondents from the United States is declining - while the total number of survey respondents is holding steady or growing - suggests that Six Sigma is continuing to proliferate globally. In fact, participation from India jumped 31 percent this year.
More key findings:
Since the 2004 report, BBs and MBBs have seen a steady increase in salary. The average BB salary has increased by 8 percent, and the average MBB salary has increased 12 percent.
BBs in computer-related (IS, MIS, DP, Internet) businesses are the highest-paid BBs worldwide with an average salary that exceeds that of financial services BBs by more than $9,000.
This year we collected data on bonuses. The survey shows that respondents from Canada and Asia are more likely to receive a bonus than those working in Europe or the United States.
Six Sigma has saved Fortune 500 companies over $400 billion since 1987. Of the top 500 public companies in the United States, 53 percent have deployed Six Sigma to some degree.
More interesting findings:
Those Fortune 500 companies with the largest revenues are more likely to have a Six Sigma initiative.
Eighty-two percent of the top 100 companies use the methodology, whereas only 27 percent of the bottom 100 companies use it.
The 47 percent of Fortune 500 companies that have not yet embraced Six Sigma have $500 billion that could potentially be put to their bottom lines.
Although Six Sigma has simulation tools to predict future events and mitigate associated risks, there is no crystal ball for knowing what is in store for Six Sigma itself in 2007 and beyond. Through the responses of nearly 1,500 survey participants, we endeavored to add some clarity to the picture. Whether you think the methodology has seen its day and is shrinking into the pages of corporate history, or that Six Sigma is fundamental to business and will continue to proliferate, you will want to read the results of this research study.
Within this article:
Finding 1: Six Sigma spending in 2007 - steady as she goes. Finding 2: The majority of companies that use Six Sigma are doing so enterprise wide or are planning a full rollout sometime in the near future. Finding 3: Nearly half of the companies that currently do not use Six Sigma are not giving any consideration to an initiative. Finding 4: No change in Design for Six Sigma (DFSS) implementations over 2005 survey. Finding 5: Six Sigma is most often used as a toolset rather than a way to work. The future will bring more integration between Lean and Six Sigma.
When it comes to training employees - from executives to the rank and file - in the Six Sigma methodology, there are different paths companies can take. The most common is still the traditional classroom setting. But is that the most effective? With the increasing global nature of organizations and the ubiquity of desktop and laptop computers, is online training the better way to go? What are the advantages and what are the drawbacks? Which Six Sigma topics are best taught through that method? This survey endeavored to answer those questions and more related to online Six Sigma training.
Within this article:
Finding 1: Classroom instruction has an edge over online training alone. Perceptions of online training are generally less favorable than those of classroom instruction. Overall, blended training is the most popular method. Finding 2: Most Six Sigma training occurs in the classroom. Finding 3: The fact that online training can be done anytime is seen as the biggest advantage to this method, while its lack of personal interaction is considered the biggest drawback. Accessing reference material is the most prevalent experience of online "training." Finding 4: Training method is not a predictor for Six Sigma success. Finding 5: Age matters only a little.
Compliance - the process of meeting regulatory requirements - can be cumbersome and costly. Often perceived as non-value added, the activities required to maintain and demonstrate compliance can lead a company to add personnel, create new processes and build elaborate control systems. In the end, however, if a company is to operate within the law, compliance is not optional.
With the potential for escalating bureaucracy, some companies have found Six Sigma to be helpful in making regulatory compliance more efficient. Other companies do not think Six Sigma is applicable to managing or improving the compliance process. This survey explores the extent to which Six Sigma is being applied in compliance efforts and the effects associated with it.
Does Six Sigma certification mean greater compensation? Who gets paid more - a Deployment Leader with a high school diploma or a Black Belt with a Ph.D.? This year's global Six Sigma salary survey answers these questions and more.
Everyone knows meeting customer expectations is fundamental to Six Sigma. This iSixSigma research study sought to understand how well companies know their customers.
Will an enterprise-wide deployment or a pilot deployment lead to a greater ROI? This issue's benchmarking study looks at the factors that contribute to the success of a Six Sigma initiative during the first two years.
In the only salary survey of its kind, iSixSigma presents compensation for Six Sigma professionals around the globe. Review salaries for four primary Six Sigma roles by region, level of education, years of experience and industry.
Our exclusive benchmarking research with nearly 1000 data points explores the methods companies use to prioritize and select Six Sigma projects. Read the executive summary.
Exclusive iSixSigma research including over 800 data points of "hard" and "soft" savings - revealing $187,500 is the median value of only hard savings from Six Sigma Black Belt projects across all industries and company sizes. Six critical findings from this research will help you benchmark your Six Sigma performance.
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