wall jackson operational excellence equation reviewed

The New Operational Excellence Equation: OE = fn (Process Efficiency x Organizational Capability x Integrated Technology)

Latoya Wall & Tim Jackson November 3, 2010

The New Operational Excellence Equation

2 11/03/20102

Premise of Lean…Lean was pioneered by the Toyota Production System

• Sources of waste can be eliminated in every area of production along the value stream

• Focus is on efficient operation by • Reducing cycle time• Improving quality• Aligning production with demand• Reducing inventory• Improving process safety

• Focus areas include customer relations, product design, supplier networks, and factory management

Before After


3 11/03/20103

Sources of Waste - DOWNTIME• Defects: errors which cause rework, repair, and/or replacement

• Overproduction: producing products outside of set targets, or delivering services too soon

• Waiting: delays in parts, machine, signatures, etc. which lead to an increase in lead time

• Not Using People Well: not utilizing the full potential of the people in the organization (time and talents)

• Transportation: nonessential transport of the product or delivery of information relative to a service

• Inventory: any components to developing a product which are held over the minimum targets set by business objectives

• Motion: the movement of people, paper, machines, etc. that does not add value to product/service delivery

• Excess-processing: inefficiencies in the process or development of any unnecessary (as defined by the customer) product features


4 11/03/20104

Premise of Six Sigma…Six Sigma was pioneered by Motorola and developed by GE

• Sources of variation can be identified, quantified and eliminated or controlled• Focus is on reducing defects in our strategic or core processes which undermine

customer loyalty• Process improvements are data driven and improve overall process capability

-6 -3 0 +3 +6

LSL USL

T hree Sigma Process Six Sigma Process

LSL USL

-6 0-3 +6+3

LSL: Lower Specification Limit

USL: Upper Specification Limit

σ: measure of variation in a process

Specs are Customer Driven

Sigma Quality Level:

The Higher the Sigma level, the Better the Quality

Goal


5 11/03/20105

Industry Sigma Rankings*

*Courtesy of Six Sigma Academy

7

Sigma Scale of Measure

1,000,000

100,000

10,000

1,000

100

101

DPMOPPM

•

Restaurant BillsDoctor Prescription Writing

Payroll ProcessingOrder Write-up

Journal VouchersWire Transfers

Airline Baggage Handling

Purchased Material Lot Reject Rate

Domestic Airline Flight Fatality Rate (0.43 PPM)

Best-in-ClassAverage Company

3 4 5 621

IRS - Tax Advice (phone-in)

(140,000 PPM)


6 11/03/20106

3 Sigma Process vs. 6 Sigma Process3 sigma level 99.73% 6 sigma level 99.99966%

8.1 Million wrong drug prescriptions a year worldwide

10,000 wrong drug prescriptions a year worldwide

Over 11,000 newborn babies accidentally dropped by nurses or doctors in USA each year

Thirteen newborn babies accidentally dropped by nurses or doctors in USA each year

Six short or long landings at Atlanta International Airport each day

Three short or long landings at Atlanta International Airport in a year

Almost 500 incorrect surgical operations each week

One incorrect surgical operation every two weeks

1-

99.73% (3 Sigma) to 99.99966% (6 Sigma)

Three Sigma = 99.73% right or 2,700 PPM defects (no shift)

Six Sigma = 99.99966% right or 3.4 defects per million (with shift)


7 11/03/20107

Change Management

FormalOrganization

InformalOrganization

PeopleWork

To implement any type of change you should first consider the impact to these components of an organization:

Inputs into the organization

Outputs to the organization

Congruence Model

Timothy L. Jackson, Director-Enterprise SystemsHighMount Exploration & Production, LLC


9 11/03/20109

Six Sigma in Oil & Gas – Process MappingBusinessProcess

Sub-processes

Detailed Sub-Process

Map

Land Imaging Process

Document Preparation

DocumentScanning

QC (Image Review)

Prep Documentsfor storage

Tasks Procedures


10 11/03/201010

Detail Process Map

CHECK TO SEE IF

DOCUMENT IN P8

CHECK TO SEE IF SCANNED DOCUMENT

IS IN TLS

DOC IN P8?

CHECK IMAGE QUALITY

RE-SCANQC CHECK

FAILED?

CHECK NO. OF PAGES

CHECK FOR 2X IMAGES

CHECK FOR CORRECT IMAGE

CATEGORY

CHECK FOR BLANK PAGE

CHECK FOR IMAGE CUT-OFF

CONFIRM PAGE SIZE CORRECT

DELETE DOCUMENTS

SEND DOCUMENTS

FOR FINAL QC

ENTER DOCUMENT NUMBER IN

TOBIN

VERIFY DOCUMENT

NUMBER

VERIFY DOCUMENT BOX

NUMBERVERIFY DATE

VERIFY BAR SHEET IS CORRECT

OPEN DOCUMENT IN

TLS

CHECK IMAGE QUALITY

MATCH DOCUMENT IN

TLS AGAINST P8

DOCUMENTS MISMATCH

?

VERIFY DOCUMENT

TYPE

FIX MISMATCH

RETURN TO BOX TO SEND TO

STORAGE

MISMATCH CAN’T BE

FIXED

CONTACT PROCESS ASST

OR IT

CAN BE FIXED BY IT (E.G., CHANGE

DATE)

RETURN TO BOX SEND TO STORAGE

No

Yes

Yes

Yes Yes

Yes

No

No

- PROCESS ASST- FILENET P8- DOC NO.- MISC.- DATE

- PROCESS ASST- TOBIN- DATE- MISC.- BOX NO- DOC CATEGORY- DOC NO.

10 - 60 MINUTE DELAY TO GET FROM FILENET

TO TLS

CHECK IMAGE QUALITY

CHECK NO. OF PAGES

CHECK FOR 2X IMAGES


CATEGORY




30 MINUTE DELAY TO GET FROM FILENET

TO TLS

QC CHECK FAILED?

RE-SCANDELETE

DOCUMENTSYes

No

Stop

Start

- PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST

- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST

- QC ANALYST

- QC ANALYST

- QC ANALYST

- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST

- QC ANALYST - QC ANALYST

- QC ANALYST- QC ANALYST

- QC ANALYST


11 11/03/201011

Process Mapping - Classification Value Added–A step in the process that the customer/company is willing to pay for, physically

changes the product, and is done right the first time• Includes those activities that are required by contract or law• If it were left out, it would impact customer satisfaction

Business-Value Added–Any activity, when left out, that does not directly impact the customer and may

incur no dissatisfaction• These steps may be necessary to support value added steps • Any activity required by the business

Non-Value Added–Any activity, when left out, that does not directly impact the customer and may

incur no dissatisfaction


12 11/03/201012

Analysis of Process Map

CHECK TO SEE IF

DOCUMENT IN P8

CHECK TO SEE IF SCANNED DOCUMENT

IS IN TLS

DOC IN P8?

CHECK IMAGE QUALITY

RE-SCANQC CHECK

FAILED?

CHECK NO. OF PAGES

CHECK FOR 2X IMAGES


CATEGORY




DELETE DOCUMENTS

SEND DOCUMENTS

FOR FINAL QC

ENTER DOCUMENT NUMBER IN

TOBIN

VERIFY DOCUMENT

NUMBER

VERIFY DOCUMENT BOX

NUMBERVERIFY DATE

VERIFY BAR SHEET IS CORRECT

OPEN DOCUMENT IN

TLS

CHECK IMAGE QUALITY

MATCH DOCUMENT IN

TLS AGAINST P8

DOCUMENTS MISMATCH

?

VERIFY DOCUMENT

TYPE

FIX MISMATCH

RETURN TO BOX TO SEND TO

STORAGE

MISMATCH CAN’T BE

FIXED

CONTACT PROCESS ASST

OR IT

CAN BE FIXED BY IT (E.G., CHANGE

DATE)

RETURN TO BOX SEND TO STORAGE

No

Yes

Yes

Yes Yes

Yes

No

No

- PROCESS ASST- FILENET P8- DOC NO.- MISC.- DATE

- PROCESS ASST- TOBIN- DATE- MISC.- BOX NO- DOC CATEGORY- DOC NO.

10 - 60 MINUTE DELAY TO GET FROM FILENET

TO TLS

CHECK IMAGE QUALITY

CHECK NO. OF PAGES

CHECK FOR 2X IMAGES


CATEGORY




30 MINUTE DELAY TO GET FROM FILENET

TO TLS

QC CHECK FAILED?

RE-SCANDELETE

DOCUMENTSYes

No

Stop

Start

VALUE ADDEDBUSINESS

VALUE ADDED

NO VALUE ADDED

ORLOW VALUE

- PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST - PROCESS ASST

- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST

- QC ANALYST

- QC ANALYST

- QC ANALYST

- QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST - QC ANALYST

- QC ANALYST - QC ANALYST

- QC ANALYST- QC ANALYST

- QC ANALYST


13 11/03/201013

Process Mapping – Discovering Delays Taking a Lease – Are there delays in your process?

Brok

erLa

ndm

anLa

nd A

naly

stLa

nd M

anag

er

Assi

stan

tLe

ssor

Lessor signs lease

Send lease packet to Land

ProcessingAssist.

Lessor submitsto theirBank

Lessor’s bankmails Lease

Broker verifies lease

Broker mails (US Mail) packet to

Oil & Gas Company

Land Analyst receives packet

and verifies packet

Invoice?

Add AFE information

Yes

No

3 days

Landman receives and approves

packet

17-20 days


14 11/03/201014

Results of improving the process

April 050

400

300

200

100

0

Day

Cou

nt

Time

Trend Analysis for Day CountLinear Trend Model

Latoya L. Wall, PresidentThe Bulsard Group, LLC


16 11/03/201016

The Operational Excellence Connection

Through the use of Lean , Six Sigma, and Change Management principles, the 7-6-5 plan provides a clear path to achieve Operational Excellence

Current State

Standardization & SustainmentFocus: Value Drivers

Strategy DeploymentFocus: Strategy

Training & DevelopmentFocus: Vision

Change ManagementFocus: Measures

Strategy DevelopmentFocus: Processes

Capability AssessmentFocus: Governance

Stakeholder IntegrationFocus: Organization

Individual Employee

Future State

Opportunity Statement(Supply Chain Example)

Implement an integrated, comprehensive Materials Management System to improve financial compliance, and optimize material visibility, quality,

and availability.

5 Focus Areas

Implement standard work processes Leverage enabling technology Establish the required storage

infrastructure4. Improve financial compliance 5. Optimize material visibility, quality,

and availability Represents successes to date

Opportunity Statement(IT Example)

Currently Engineering and Earth Science practitioners spend 60% of their time looking for and QCing data. Improve the productivity and effectiveness of

these practitioners by establishing a data management infrastructure focusing on

data access and data quality.

5 Focus Areas

Establish core roles and governance for data management efforts

Implement standard processes for data governance

3. Reduce redundant systems which store data

4. Increase Decision Quality5. Optimize data visibility, quality, and

availability


17 11/03/201017

7-6-5 Plan: Stages 1-3 – “Develop”

Stage 1Stakeholder IntegrationWhat1. Stakeholder/Customer Analysis 2. High Level Gap Analysis3. Scope Definition4. Benchmark StudyWhy5. To identify, gather, and analyze

stakeholder/customer data6. To determine the Strategy and the Value

Drivers (critical success factors)7. To determine the scope of all processes

from Supplier to End-user Customer8. To align with current governance in place

Stage 2Capability Assessment

What1. Value Stream Map2. Input-Process-Output Diagram3. Current State Governance & Measures4. Spaghetti DiagramWhy5. To determine how value is delivered from

the Supplier to End-user Customer6. To determine the leading and lagging

indicators to the processes7. To identify the current state governance &

measures for E2C2* of all processes 8. To map flow of information/material and

identify bottlenecks and areas of waste*E2C2 = Efficiency, Effectivity, Capacity, Capability

Stage 3Strategy Development

What1. Swimlane Process Flow (Development) 2. Barriers-Aids-Countermeasures Tool3. Swimlane Process Flow (Review) 4. Roles and Responsibilities PlanWhy5. To illustrate all steps & behaviors needed

to successfully complete each subprocess6. To identify process design gaps and select

desired alternatives and develop a design gap closure plan

7. To review and update process flows based upon selected alternatives

8. To determine new roles and responsibilities needed to execute processes


18 11/03/201018

Develop: Stages 1-3 (Supply Chain)

MeasureDefineProcess Affinitization Macro Process Flow Map

IPO Diagram Value Stream Map


19 11/03/201019

Develop: Stages 1-3 (Supply Chain)

ImproveAnalyzeCurrent State Analysis Barrier-Aid-Countermeasure Tool

Process Flow Development High Level Process Flow Map


20 11/03/201020

Develop: Stages 1-3 (IT)

MeasureDefineProcess Affinitization Macro Process Flow Map

IPO Diagram Value Stream Map

ProcessData Management Failure

Identification Process (Innerlogix tool used)

Inputs(Leading Indicators)

Outputs(Lagging Indicators)

Improved risk controls/compliance (cost)

Improved data quality (reduction in # of errors) (performance)

Reduction in number of business analyst needed to monitor the

Innerlogix tool (cost)

Data

Business Rules

Data Producers

Data Stewards

System of Record

SupplierData Consumer (DC)/

Data Management System Identifies

Business Rule Failure or Data Error

CustomerData Steward (Help Desk Rep) Receives DQM Failure Ticket

Data Consumers

Data Errors

Data Quality Business Analyst

Reduction in number of incidents and problems discovered with Business Rules (performance)

Reduction in technical research time by end-user (time)

Reduction of ticketing/logging/auditing downtime (performance)

Receive and Process Data Quality Issues

SUPPLIERS

Data Producers: System of RecordData Stewards: Business Rules

Ticketing System (New Scale?)

??-?? Hours ??-?? Hours ??-?? Hours ??-?? Hours

??-?? ??-?? Days ??-?? Days ??-?? Days

??-?? Hours

??-?? Days

Scope Process Totals:

??-?? Hours

Access Data and Rules(Bottom Hole Pressure)

Gulf of Mexico Data Management Value Stream Map

??-?? Days

Subprocesses:

1. Request Load Send MMS2. Single Point Entry Form3. Load Historic Data, Legacy Spreadsheets5a. Export to MBAL PROSPER Gap5. Summary Report and Information for Decision Making6. Request for a Waiver8. Data Quality9. Add, Remove, Modify Users10. Modify MMS 140 Template

· OE Engineer· Tech· AD Engineer· Vendor· DQM Rep· IM Analyst· DQ Analyst (offshore)

· SuperUser

Subprocesses:

DM Failure Identification Process

DM Ticket Response Process

· Data Consumer

· Data Custodian

· Data Steward

· DM Help Desk Team

· Help Desk Ticket Form

· Final Resolution and Ticket Closure Form

Resolve Data Quality Issues

Subprocesses:

Data Management Failure Resolution Process

· Data Consumer

· Data Steward

· Information Management Champion

· Information Management Delegate

# Handoffs:

Review Data Quality Management

Subprocesses:

Gap Assessment and Trending Process

DQ Monthly Review Process

· Data Steward


· Information Management Champion

· DM Governance Board

# Handoffs:

Train and Develop

Subprocesses:

Data Quality Training Process

Management of Change Process

· Data Steward

· IT Training Group

# Handoffs:

Data Management Maintenance

Subprocesses:

SOR Update Process

Business Rule Update Process

Management of Change Process

· Data Steward

· Functional Rep


· Management of Change Owner

# Handoffs: # Handoffs:

Stewardship and Operations Governance

· Gap Assessment Report

· DM Monthly Meeting Dashboard Report

· MOC Form· Training and Development Plan Template

??-?? Hours

??-?? Days

· MOC Form

??-?? Hours

??-?? DaysProcess Totals:

RCats (or equivalent)

ILX

· Final Resolution and Ticket Closure Form

· Level 1 Documents

# Handoffs:

Web Access

CUSTOMERS

DM CommunityUpdated SOR

Updated Business Rules

Days

Legend· Electronic Information Flow

· Information/Data Transfer by Webform

· Information/Data Transfer by Email

· Information/Data Transfer by Telephone

· Information/Data Transfer by Computer Interface/Web Access

· Work in Process

· Inventory

· Roles

· Forms Used

Data Errors

Business Rule

Failures

Identified Data

Quality Issues

Data Quality

Resolutions

Improvement Plans

Training Modules

MOC Communications

Database???

· Stop Sheet· MMS Waiver

Form/CC111· Single Point

Entry Form· Next Wells List· Loader

Spreadsheet· Canned Report

Template· Email of QC

Issues· User Request

Form· Standard email

for user request· Standard Email

for user request refusal

· MMS140 Tem

BHP SystemWebform

Web Access

Asset Database???

Webform

Training DatabaseLMS?

DQM Web Access

Gap Assessment /Auditing Process

Data Type 1

DM Failure Identification Process

DM Ticket Response Process

2.1

Resolve Data Errors and

Business Rule Failures

2.2

Data Management Failure Resolution Process

2.3

Data Type 2

3.1

Data Type N

Extraction

Analyze Data Errors and

Business Rule Failures

Standardize and Sustain

DM Governance

SOR Update Process

4.1

Maintain Business Rules Process

4.2

DM Training Process

4.3

Data Extraction Location

1.1.1


1.1.2


1.1.3


1.1.4

Decision Matrix for Data Types

2.1.1

Resolution

Analysis

Standardization

DM Monthly Review Meeting Guidelines

3.2

1.

2.

3.

4.


1.2.1


1.2.2


1.2.3


1.2.4


1.N.1


1.N.2


1.N.3


1.N.4

Output

Data Errors and Business Rule

Failures

Output

Data Management Failure Resolutions

Output

Improvement Opportunities

Output

Updated SORs and Business Rules

Completed Training

Business Planning

Yearly Asset Classification and Reconciliation Process

Develop Effective DM Network

• Create a strategic program to solve the data management gaps

• Create communication channels for clear messaging across entire value stream

Ensure Efficient Data Access

•Reduce Cycle Time to find data•Remove constraints to create process efficiency

•Increase Decision Quality

Build Capable Users

•Standardize, and optimize common core petro-technical workflows

•Improve governance and visibility of current and future efforts

•Deliver training and development with a quality data management

Increase User Capacity

•Remove constraints to create productivity in users (decisions)

•Improve the quality and accessibility of this data

•Create single point of contact for the various data management efforts from GU

E2C2


21 11/03/201021

Develop: Stages 1-3 (IT)

ImproveAnalyzeSpaghetti Diagram Roles and Responsibilities

Process Flow Development Barriers-Aids-Countermeasures Tool

Role Name Definition

Information User An individual or entity to which a Data Steward has granted certain rights to access, use, and/or manipulate Chevron Records and Information

Data Content Owner The organization that is responsible for data content. This role typically belongs to a business organization. This includes: maintaining the content and quality of the data values providing input to the data definition owner on information requirements applying retention requirements. For the purposes of IRM, a Data Content Owner is considered to be an Information Steward.

DM Help Desk The Data Management Help Desk is a group responsible for capturing and managing all DM Failure Tickets which are routed through the DM Ticket Response System and then routing to the appropriate Data Custodian.

Data Custodian A Data Custodian is a person or group to which a Data Steward grants rights and responsibilities for technical support of a data. Handles level 1 data tickets.

Data Steward A Data Steward is a person or group to which the Company grants rights and responsibilities for support of an information database. The Company grants these rights as the Information Owner

Information Management Delegate A representative of a Reporting Unit who has significant responsibilities for communicating Information Retention principles within that Reporting Unit

Information Management Champion The Lead of the Data Management Governance Board who has responsibility for ensuring the decisions made by the Board are sustained throughout the organization

Data Management Governance Board The group of Information Management Delegates which meets periodically (monthly or quarterly) to review and select which DM opportunities to leverage for training and sustainable improvements

Data Management System Any IT system which will be used in enabling the Data Management processes, i.e. ILX

Data Management Failure Identification Process

Da

ta

Ste

wa

rdD

M S

yste

m

(IL

X)

Fu

nct

ion

al

Re

pD

ata

C

ust

od

ian

DM

He

lp D

esk

Da

ta C

on

sum

er

Identifies Data Error

Creates a ticket for a business rule

failure for a particular project

(metrics and tracking)

Calls X-8765 to enter ticket

Help Desk Ticket Form

Identifies Data Error

Captures information on

data error

Routes to DM System and

includes info.

Creates a ticket in DM System

(New Scale?)*

Or

Attaches supporting information

Receives DQM Ticket Failure

From Data Gathering and Usage (i.e. BHP)

and Data Request Processes

To DM Ticket Response Process

Maintenance Mode has more value for the use of a ticketing system than project mode

Need to develop a governance for project mode ticketing

New Scale demo as software for creating a ticket

To Gap Asst and Trending Process

Opportunity Catalog

Facilities/Operations Opportunities not included in the Opp Cat

Not capturing interdependent opportunities in Opp Cat

Opportunities manually entered into multiple systems/processes

1. Use Opp Cat to capture Facilities/Operations opps as “Other”2. W/Os as drills

3. Develop Governance process for Opportunity categorization

No Aid

No Aid

1. Determine DWEP involvement2. Cross functionally re-evaluate

current Opp Cat and modify/replace3. Ensure no duplicates when

entering facilities/drilling costs

1. Modify Opp Cat to Handle interdependent opportunities

2. Or re-evaluate/modify/replace

1. Determine necessary info . For cross-functional stakeholders and map data

2. Modify /build/buy proper system to hold data

3. Ensure the data maps across maps


22 11/03/201022

7-6-5 Plan: Stages 4-6 – “Execute”

Stage 4Change Management

What1. B-A-C Plan (Key Design Closure Plan)2. Metrics Development3. Competency Model (Development)4. Social Networking Diagram

Why5. To execute key design gap closure plan6. To create org. performance measures 7. To identify the Knowledge, Skills, Attitudes,

Behaviors to properly perform new roles 8. To determine the “true organization” and

understand interconnections within a team and to the outside organization

Stage 5Training &

DevelopmentWhat1. Training and Development Plan2. Shaping Curve Plan3. Competency Model (Execution)

Why4. To execute T&D plan and train all users on

the new process flows5. To identify and develop a plan for the next

phase of opportunities needed to fully deliver vision

6. To communicate and execute any training needed to develop the Knowledge, Skills, Attitudes, Behaviors to properly perform new roles

Stage 6Strategy Deployment

What1. Process Flow Deployment (Pilot Area)2. Process Flow Analysis3. Interconnectivity Diagram4. Metrics Dashboard

Why5. To pilot new processes in a designated area 6. To collect and review performance data at 30,

60, and 90 day intervals7. To determine the interconnections between

the technology needed to execute the strategy for the DM System

8. To display status of org. performance measures to entire organization


23 11/03/201023

7-6-5 Plan: Stage 7 – Standardization & Sustainment“Sustain”

Stage 7Standardization & Sustainment

What1. Fishbone Diagram2. 5-Why Tool3. Behaviorally Annotated Swimlane Process

Flow (All Areas)4. Continuous Improvement PlanWhyBased on Process Flow Analysis of Pilot Area:5. To perform a causal analysis on problems

identified6. To determine the root cause of the causes

identified7. To deploy new process flows in all areas with

look backs at 3 mo, 6 mo, and 9 mo intervals8. To develop and deploy a CI Plan with quick win

"Just Go Do It” opportunities and Full DMAIC projects


24 11/03/201024

The Operational Excellence Connection

Through the use of Lean , Six Sigma, and Change Management principles, the 7-6-5 plan provides a clear path to achieve Operational Excellence

Current State

Standardization & SustainmentFocus: Value Drivers

Strategy DeploymentFocus: Strategy

Training & DevelopmentFocus: Vision

Change ManagementFocus: Measures

Strategy DevelopmentFocus: Processes

Capability AssessmentFocus: Governance

Stakeholder IntegrationFocus: Organization

Individual Employee

Future State

Opportunity Statement(Supply Chain Example)

Implement an integrated, comprehensive Materials Management System to improve financial compliance, and optimize material visibility, quality,

and availability.

5 Focus Areas

Implement standard work processes Leverage enabling technology Establish the required storage

infrastructure4. Improve financial compliance 5. Optimize material visibility, quality,

and availability Represents successes to date

Opportunity Statement(IT Example)

Currently Engineering and Earth Science practitioners spend 60% of their time looking for and QCing data. Improve the productivity and effectiveness of

these practitioners by establishing a data management infrastructure focusing on

data access and data quality.

5 Focus Areas

Establish core roles and governance for data management efforts

Implement standard processes for data governance

3. Reduce redundant systems which store data

4. Increase Decision Quality5. Optimize data visibility, quality, and

availability

wall jackson operational excellence equation reviewed

Documents

correct qc analyst

qualitythree sigma process

process asst box

sigma level

sigmasix sigma

sigma academy511032010

process goal specs

process safety focus