tf&s – deployment structure february 24, 2003. proposed deployment structure exec. consultant...
DESCRIPTION
ADT Deployment Structure Project Champions Black Belts Project Champions Team Members/GBs Engagement MBB #5 Engagement Mgr #3 MBB Instructors TBD BU Champions Partner with Champions to: Drive Project Clusters Scope and Prioritize Projects Coach Champions Deliver results Train and Mentor BBs & GBs Push project completion Provide guidance Tools support Project Champions Functional Champions Business Unit Deployment Team Business Unit Instruction Team Prioritization, Focus, Accountability & Reward Drive Project Clusters Scope and Prioritize Projects Coach Champions Deliver results Learn and Deliver Results Drive savings across the enterprise Promote six sigma methodology Business Unit Steering Committee EC. P. Gillard Fin – J. Anderson TBD By BUTRANSCRIPT
TF&S – Deployment StructureTF&S – Deployment Structure
February 24, 2003February 24, 2003
Proposed Deployment StructureProposed Deployment Structure
Exec. Consultant Paul Gillard
TFSKen Chmiel
Division Steering CommitteeDivision Steering Committee
Exec – D. SollenbergerFin – J. Anderson
ADT - Tim WahlSG -Dave CasaresTSPM R. Henderson, TSPT XXXX
FinanceJim Anderson
Deployment Paul Giessler
Project Champions
Black Belts
Project Champions
Team Members/GBs
Engagement MBB#5
Engagement Mgr#3
MBB InstructorsTBD
BU Champions
Funct. Dep. ChampionsHR – Daniel Casteel
Finance –IT – Rob?
CommunicationTraining - Lisa
Back OffceMary Tomlinson
Provide Deployment Support:Provide Deployment Support:• Deployment guidance• Identify resources, structure
Validate savings• Training materials, scheduling• Project management office• Tools and Templates• LogisticsLogistics• ReportingReporting
Partner with Champions to:Partner with Champions to:•Drive Project Clusters •Scope and Prioritize Projects•Coach Champions•Deliver results
Train and Mentor BBs & GBsTrain and Mentor BBs & GBs•Push project completion•Provide guidance•Tools support•Materials development
Project Champions
Functional Champions
Prioritization, Focus, Prioritization, Focus, Accountability, RewardAccountability, Reward
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Champion Six Sigma across enterpriseChampion Six Sigma across enterprise• Establish polices and procedures• Provide resources and support• Engage the employees at al levels• Eliminate obstacles
Prioritization, Focus, Prioritization, Focus, Accountability & RewardAccountability & Reward•Drive Project Clusters •Scope and Prioritize Projects•Coach Champions•Deliver results
Learn and Deliver ResultsLearn and Deliver Results•Drive savings across the enterprise•Promote six sigma methodology
Business Unit Steering CommitteeBusiness Unit Steering Committee
EC. P. GillardFin – J. Anderson
TBD By BU
Deployment MgrRick Henderson
PG:Need to repeat for each business Unit
ADT Deployment StructureADT Deployment Structure
Project Champions
Black Belts
Project Champions
Team Members/GBs
Engagement MBB#5
Engagement Mgr#3
MBB InstructorsTBD
BU Champions
Partner with Champions to:Partner with Champions to:•Drive Project Clusters •Scope and Prioritize Projects•Coach Champions•Deliver results
Train and Mentor BBs & GBsTrain and Mentor BBs & GBs•Push project completion•Provide guidance•Tools support
Project Champions
Functional Champions
Bus
ine s
s U
nit
Bus
ine s
s U
nit
Dep
loy m
ent T
eam
Dep
loy m
ent T
eam
Bus
ine s
s U
nit
Bus
ine s
s U
nit
Inst
ruc t
ion
Team
Inst
ruc t
ion
Team
Prioritization, Focus, Prioritization, Focus, Accountability & RewardAccountability & Reward•Drive Project Clusters •Scope and Prioritize Projects•Coach Champions•Deliver results
Learn and Deliver ResultsLearn and Deliver Results•Drive savings across the enterprise•Promote six sigma methodology
Business Unit Steering CommitteeBusiness Unit Steering Committee
EC. P. GillardFin – J. Anderson
TBD By BU
T yp e n am e h e reT yp e t it le h e re
T yp e n am e h e reT yp e t it le h e re
T yp e n am e h e reT yp e tit le h e re
T yp e n am e h e reT yp e t it le h e re
Steering Committee StructureSteering Committee Structure
Six SigmaExecutive Review
Board
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Business UnitSteering
Committee
Number of Business Unit Steering Committees driven by level of activity at BUs
Oversees BU Six Sigma Steering Committees:• Who…BU Management, SSA ECs, DMs, etc.• Why…
• BU Six Sigma Organizational/Personnel Issues
• Strategic Alignment…Business Goals/Projects• Progress towards goals & adjustments• Project review, approval, monitoring & sign-off• Reward & Recognition
• When…• Meets 2-4 hours / week• Review 10 – 15 projects / week
Six Sigma Executive Steering Committee:• Who…Client Sr. Leaders, BU Presidents, SSA
Senior Leaders• Why…
• Communications• Goal Setting & Strategic Alignment• Organizational/Personnel Issues• High Level Program Review (progress)• Policies (R&R, rules of engagement, etc.)• Major project reviews (>$10M)
• When…Monthly
Hierarchy Addresses Different Levels Of Responsibilities & Project VolumeHierarchy Addresses Different Levels Of Responsibilities & Project Volume
Business UnitSteering Committee
• Nominations• Certifications• R&R• Placement Issues• Communications
Human Resource
BU Champ./ MBB
•Program to date summary•Current Month performance•YTD & FY Forecast •Pipeline review •Highlight Projects
Program Performance
BU Champ./ MBB
BB/MBB
Project Reviews (Proposed & Tollgate)
BB/MBB
Benefits Change Request
Report to TFSS SC• Performance• Projects• HR
Meets Monthly, after books closed
Business Unit Steering Committee Operations
BU Champ.
Business Unit Steering Committee OperationsBusiness Unit Steering Committee Operations
1. Reviews/Approved Six Sigma Projects:• New Project Proposals:
• Project Charter drafted by BB/MBB• Includes Proposed Scope, estimated cost, benefits, benefits measurement systems, resource
requirements• Steering Committee considers
• Scope,• Measurable• Hard benefits• Context -Appropriate for BU at this point in time
• Tollgate Reviews:• Summary prepared by BB/MBB• Highlight significant changes from previous tollgate review• Identify barriers, issues, needs• Discuss next steps
2. Reviews/Approves Benefits Measurements to Approved or Completed Projects:• Need for change prepared by BB & MBB, reviewed with BU Finance• Projections prepared for impact to program of proposed change• If Steering Committee does not reach agreement to change, benefits measured with previously
accepted method (method approved at time of Control Phase, or subsequent agreed method)3. Addresses HR issues:
• BB & MBB Nominations• BB & MBB Certification• Reward & Recognition• Program Placement issues (Tyco & SSA) – individuals that need to be moved out of six sigma program
4. Reviews Results - Program performance report prepared by BU Champion- Highlighted Individual projects- Pipeline review- Current Month performance- YTD & FY Forecast- Program to date summary- Results summarized, reported to TFSS Steering Committee
Dispute ResolutionDispute Resolution
Benefits Measurement: Project cycle reviews (D-M-A-I-C) Benefits Measurement method for each project are approved at the time the
Control Phase is completed and the Steering Committee signs off on benefits measurement & methods.
Changes to benefits measurements require Steering Committee review & approval. If Steering Committee can not reach agreement on a recommended/requested change, measurement method will remain unchanged (i.e. method approved at Control phase, or as subsequently approved by Steering Committee)
Staffing: Tyco will identify & communicate concerns about SSA provided Trainers & MBBs
to SSA’s Program Executive (Debby) SSA will identify & communicate Tyco BB & MBB staff to Tyco’s Sr. Six Sigma
Champion (Ken) and the appropriate Business Unit Champion In addition Tyco will provide feedback to SSA on all aspects of staffing (program
staff, back-office, etc.) and SSA will provide feedback on Tyco staff including Champions, Business Leaders, etc.
If unable to resolve staffing disputes, each party has the right to insist on replacement of up to 10% of subject staff used in program to-date
Tyco / SSA Partnership StrategyTyco / SSA Partnership Strategy
Tyco CEOSSA
Senior Executive
SSA Senior Vice
Presidents
Tyco Senior Deployment
Manager
SSA Executive Consultant
SSA Master Black Belt Instructors
Tyco Champions
SSA Engagement
Managers
SSA On Site Consultants
Tyco Black Belts
Classroom Knowledge
Transfer
Representsdeployment modelfor each majorbusiness group thatIs selected for deployment
Deployment Duplicated Across Tyco Lines of BusinessDeployment Duplicated Across Tyco Lines of Business
SSA Will Provide Tyco with a Common Language and SSA Will Provide Tyco with a Common Language and Metrics Across All Products & Processes…a Shared Metrics Across All Products & Processes…a Shared
Framework, a Roadmap, Framework, a Roadmap, a Set of Principlesa Set of Principles
Best Opportunities to Start?Best Opportunities to Start?
Electronics Plus Fire and Security - 62% of Electronics Plus Fire and Security - 62% of 2001 Revenue2001 Revenue
Electronics Plus Healthcare - 66% of 2001 Electronics Plus Healthcare - 66% of 2001 RevenueRevenue
Healthcare and Specialty Products
ElectronicsEngineered
Products and Services
Fire and Security Services
$4,179.4Revenues
$7,471.7Revenues
$8,812.7Revenues
$13,572.8Revenues