One of the greatest complaints we hear from senior managers is “projects are successfully completed, but I’m not seeing a significant change to the bottom line.” That’s because in the Define stage of (DMAIC), Six Sigma experts don’t have enough information to quantify the benefits. They are predicting a bottom line financial benefit without truly understanding how the process behaves, let alone how it would behave after the change. Without seeing the big picture you may complete a successful Six Sigma project and see no impact in dollars for your organization. There is a better way. With Process Modeling you create a simple simulated model of the process. You will visually see which projects will affect the total output and which will sub-optimize the system. Key advantages of integrating Six Sigma phases (DMAIC) with Process Modeling are provided below: Overall interdependencies in processes - The standard Six Sigma toolbox has no way of showing the interdependencies between one area of the process and another. In complex change initiatives where there are interdependencies between processes, when incidents happen that cause delays, bottlenecks, variability etc., if you can’t show the interdependencies, understanding the system and resolving issues is very difficult. If you can’t understand the system and pinpoint the waste and bottlenecks, changing the system could be risky and typically does not provide the desired results. A simulated model shows those interdependencies, which allows you to uncover changes that will affect the overall system. Risk free experimentation - It is proven that real-time experiments are costly and can have an enormous negative impact on the system. If you are experimenting with a simulated model of the system, the only cost is setting up the experiment and reviewing the results. There are no negative impacts to system output or to the morale of the workforce in trying new process experiments. You can change the parameters, run various scenarios and if the desired outcome is not achieved, you can pinpoint the root causes, all the while gathering more information about system behavior – without any disruption to the real system. Reduced experimentation time - You can run hundreds of experiments a day rather than hundreds of days per experiment. Many processes have a cycle time of weeks or even months. Running enough replications of an experiment to validate the results can be overwhelming. With a simulated model, you can run as many computer simulations as you want and develop plans based upon the review of results. Impact of change on the existing process - Processes that achieve the goal of Six Sigma (or a high sigma level) fall out of spec if the volumes change. For example a 50% change to incoming calls to a call center may cripple a customer-oriented sales process. Planning for change in your system by using a simulated model to understand the effects of volume change, product stream substitution, staffing policy or other changes can significantly reduce project risks and the associated costs.

One of the greatest complaints we hear from senior managers is “projects are successfully completed, but I’m not seeing a significant change to the bottom line.” That’s because in the Define stage of (DMAIC), Six Sigma experts don’t have enough information to quantify the benefits. They are predicting a bottom line financial benefit without truly understanding how the process behaves, let alone how it would behave after the change. Without seeing the big picture you may complete a successful Six Sigma project and see no impact in dollars for your organization. There is a better way. With Process Modeling you create a simple simulated model of the process. You will visually see which projects will affect the total output and which will sub-optimize the system. Key advantages of integrating Six Sigma phases (DMAIC) with Process Modeling are provided below: Overall interdependencies in processes - The standard Six Sigma toolbox has no way of showing the interdependencies between one area of the process and another. In complex change initiatives where there are interdependencies between processes, when incidents happen that cause delays, bottlenecks, variability etc., if you can’t show the interdependencies, understanding the system and resolving issues is very difficult. If you can’t understand the system and pinpoint the waste and bottlenecks, changing the system could be risky and typically does not provide the desired results. A simulated model shows those interdependencies, which allows you to uncover changes that will affect the overall system. Risk free experimentation - It is proven that real-time experiments are costly and can have an enormous negative impact on the system. If you are experimenting with a simulated model of the system, the only cost is setting up the experiment and reviewing the results. There are no negative impacts to system output or to the morale of the workforce in trying new process experiments. You can change the parameters, run various scenarios and if the desired outcome is not achieved, you can pinpoint the root causes, all the while gathering more information about system behavior – without any disruption to the real system. Reduced experimentation time - You can run hundreds of experiments a day rather than hundreds of days per experiment. Many processes have a cycle time of weeks or even months. Running enough replications of an experiment to validate the results can be overwhelming. With a simulated model, you can run as many computer simulations as you want and develop plans based upon the review of results. Impact of change on the existing process - Processes that achieve the goal of Six Sigma (or a high sigma level) fall out of spec if the volumes change. For example a 50% change to incoming calls to a call center may cripple a customer-oriented sales process. Planning for change in your system by using a simulated model to understand the effects of volume change, product stream substitution, staffing policy or other changes can significantly reduce project risks and the associated costs.

Having a Point of View can give your business a massive boost - and draw you closer to the type of customers you want to deal with - sooner rather than much later. The Good Old Days I remember the old saying, "Children should be seen and not heard." I think nowadays children are seen, heard and tolerated. Anyway, going back to my original statement, it's a point of view many people (of a certain generation) adhered to. Communication with a Purpose Points of view are important - they give us an insight into the characteristics of a business, or the people we intend to do business with. People can get bogged down with mission and vision statements and unique selling propositions - but points of view are what people really express when they communicate the purpose of their business. Points of view are talking points - your story - they provoke conversation, set you apart from the pack and speeds up understanding. No more lengthy, meaningless conversations at networking events leaving you confused or irritated! Authentic Expression Points of view are real - you can't fake them. They're an opportunity to allow people to buy into you and your business. If as a Web Designer, your point of view is that websites should be easy, functional and expressive - then I dare say you'll find many a business willing to listen to what you have to say. Likewise if you're a Business Coach whose point of view is that your business should be worked on, not worked in - you'd probably pick up your fair share of prospects looking to make that notion a reality. Points of View Characteristics So what makes up your point of view? Considering its purpose is to help people understand what your business is all about - and shape their feelings about whether they want to do business with you - it's worth jotting down the following points: They Engage People - get a response from people when you articulate your point of view. See it as a conversation starter that will make people say, "That's interesting, tell me more." They're True - support your point of view with facts, information or other data. The more evidence there is to support it, the better people will accept its credibility. They're Relevant - to your intended audience. Who'll be more interested in conversations about long term health care insurance - people in their mid 20s or those 50+? They're Genuine - you and your business have to believe it before anyone else. If you don't, you'll find it difficult to express your point of view - and won't your audience know it! Points to Take Away Remember to make your point of view fresh, connect it with the vision of your business, memorable and likeable. If your intended audience likes it, they'll talk about it - to other people. Your point of view should express your beliefs and ideas, helping people to build an understanding of you and your business. Points of view are conversational - not statements or elevator pitches. For business-sake - get your point of view across - and make it memorable. Steven Bonacorsi Lean Six Sigma Master Black Belt