Management Consulting and Training - International Management Technologies, Inc.
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Courses > Integration of Customer-Centered Culture & Six Sigma Practices (C3-6S)
-- Course Outline --
Six Sigma is a data-driven approach to reduce defects, improve processes and cut costs. Sounds good. But is it possible to have zero defects, stable processes and low costs but customers notice no difference? Most change initiatives have the intent to address operational effectiveness. Unfortunately, the focus on internal process issues often gets far more attention than outcomes customers want to achieve. This doesn’t have to be so.
This workshop provides a clear understanding of how the customer-centered culture (C3) methodology provides the missing link to sustainable six sigma success customers will notice and care about.
This provocative, fast-paced tutorial provides an easy-to-understand way to make sure your Lean, Six Sigma or ISO 9001 initiative (1) connects with customer priorities, (2) incorporates balanced performance measures and (3) is applied to service and knowledge work. Every concept is presented in a practical, jargon-free style and presented interactively with humor. The principles and tools you see here provide you with practical new ways to excite customers, energize employees and leverage your leadership position. Statistics will not be addressed.
You will be challenged and motivated to see Six Sigma from outcomes and customers inward (rather than process outward). You will experience a new and refreshing way to think about who your customers really are, how to find out what they want and how to prepare your organization to conduct transformation on the leading edge.
The purpose of this workshop is to enable Six Sigma practitioners and change leaders to achieve and sustain better alignment with customer priorities in government and industry. Using these concepts and tools, one organization won their Baldrige-based state award within only three years, earning better than a 10:1 return on their invested effort in the first year.
INTENDED AUDIENCE:
Managers, Six Sigma champions, sponsors, black belts, master black belts, change leaders and others charged with making significant organizational change that is sustainable and customers will notice. Participants will be organized into teams for optimum application and will complete a couple prerequisites.
OBJECTIVES:
After completing this seminar you will be able to:
- Use Six Sigma to drive growth and customer success , not just cost reduction
- Determine the eight (8) dimensions of “success” to measure and why
- Define your intangible work as tangible products
- Identify who “the customer” really is
- Separate the 12 voices of the customer
- Uncover what customers want (despite what they say)
- Advance at least two generations beyond QFD, Kano, DFSS and Six Sigma practices of today
- Identify what to design for and what to measure
- Make language usage as precise and rigorous as math (but easier)
- Begin measuring seemingly immeasurable expectations (perceptions and outcomes)
- Connect Design For Six Sigma (DFSS) to innovation
- Provide steps to achieve 10:1 ROI and customer satisfaction
- Sustain the cultural change
OUTLINE
Contrasting C3 and Six Sigma Concepts
- Assessing the focus of your initiative
- Articulating and prioritizing organizational and customer desired outcomes
- Connecting strategy, Six Sigma, measures and customers
- Differentiating performance, perception and outcome expectations
- The 8 Dimensions of C3-6S
- 4 Key Questions
Defining all service and knowledge work as products
- Three ways to organize products
- Designing product characteristics of the future: entertainment
- Application exercise (work as products)
Customer roles
- End-users, brokers and fixers
- The specific voices customers can use (>12)
- Which voice we should/do listen for
- Application exercise (customer roles & power)
Customer Expectations
- The problem with standards, specifications and requirements
- Two sides of customer expectations: performance and perception
- 3 Questions that always reveal what end-users want
- Application exercise (capturing the Voice of the Customer)
- Team presentations
- What to design for
- The top three customer priorities to satisfy NOW
- Producer-centered vs. customer-centered measures
- Which voices are we hearing?
The role of innovation in C3-6S
- The paradox: how better quality can be a constraint
- Divergent thinking
- Improvement vs. innovation strategies to pursue
- The outcome and innovation window tool
Linking Voice-of-the-Customer, innovation and product design
- Selecting products with maximum improvement potential
- Translating squishy perceptions into measurable design criteria
- How to use the C3-6S product design table
- Application exercise (product design)
- Connecting outcomes, functions and features
Shortening process cycle time customers notice
- Process as a flow of activities
- Process as a flow of products
- The customer’s process is NOT the producer’s
- Measuring process performance
- Identifying source products as significant constraints
Taking Action
- 10 Steps to alignment with customers
- Case study of a C3-6S project that excited customers, created >20:1 ROI in 1st year in a government agency
- Characteristics of a strong project charter
- Writing your own C3-6S project charter for 10:1 ROI in 18 months
PRESENTER BIOGRAPHY
Robin Lawton, president of International Management Technologies, Inc., is an author and internationally recognized expert in creating rapid strategic alignment between enterprise objectives and customer priorities. He has over 30 years experience directing both strategic and operational improvement initiatives. His powerful but easy-to-understand principles and tools are outlined in his best-selling book, “Creating a Customer-Centered Culture: Leadership in Quality, Innovation and Speed” (Quality Press). Some of his other books and articles are described at www.imtc3.com and www.amazon.com.
Rob is a provocative, humorous and engaging speaker. His C3 principles were integrated into Motorola’s initial Six Sigma initiative in the mid-80’s and remain as cornerstones of what is now called their Total Customer Satisfaction initiative . Rob has trained several hundred Master Black Belts in C3 practices.
IMT’s clients include award-winning organizations such as AT&T, American Honda, Motorola, Siemens, Pillsbury, American Express, Ford, Eastman Kodak, U.S. Department of Defense, government agencies in Alaska, California, Florida, Kentucky, Michigan, Minnesota, Texas and many other enterprises not yet so well known.
He has repeatedly been ranked best speaker at international and national conferences. Representative participant comments on his presentations and workshops include the following:
- Very original and engaging.
- Connects the strategic with the tactical in a way anyone can understand
- Excellent and refreshing. This topic could be dry and boring but he made it fun and really challenged the audience to think outside the box.
- A great speaker! Humorous, knowledgeable, kept my interest.
- This is the only speaker I have seen that sticks with the topic and delivered as promised.
- By far the best presentation I have seen in terms of facilitation skills and transferability of knowledge to the job.
- Very entertaining while very technical.
For more information about this course, contact us.
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