“There is at least one point in the history of any company when you have to change dramatically to rise to the next performance level. Miss the moment, and you start to decline.” Andy S. Grove- Intel Corporation/Chairman

Matris Six Sigma Implementation Model:
 

Phase 1 : Strategy, Planning and Infrastructure
At this initiation phase, Six Sigma strategy and implementation plan in line with the company’s business objectives is developed together with the company’s upper management. Knowledge of upper and middle management on Six Sigma concepts, roles and the entire program is built through executive trainings, workshops and one-to-one meetings. Champion(s) who will manage the program is selected and Six Sigma Leadership team is established. In parallel, Six Sigma infrastructure / Handbook is prepared by the participation of support functions.

[ • ] WEB Based Document Management

Six Sigma Electronic Handbook, is the main information resource of all the employees of companies implementing Six Sigma. For a successful Six Sigma deployment, it is highly important to build Six Sigma infrastructure in which practitioners and employees can find answers to all questions about the program. Infrastructure content is prepared by the participation and decision of Upper Management, Human Resources, Finance and Communications division managers.

In order to enable web content management by the users who are not experts on web design, MATRİS has developed a Web Content Management software, “Matrix” to manage Six Sigma infrastructure documentation and other quality system documentation. MATRİS, transfers its Six Sigma knowledge and experience gained over years to its customers via the Six Sigma infrastructure / handbook workshops, as best practices, presentations, case studies, frequently asked questions, etc. ”

Phase 2 : Project Selection and Preparation for Training
Together with the management, identification of improvement areas according to the business objectives and Six Sigma strategy, selection of Black Belt candidates, project selection and definition, Champion and Process Owner trainings are completed within this phase. The phase is closed upon planning of Black Belt and Team Member trainings and preparation of training materials.

Phase 3: Initialization and Integration
Training of first wave Black Belts and team members, execution of first projects and obtaining the results of first projects are realized in this phase. Progress of the entire program and performance versus Six Sigma objectives are reviewed with the upper management regularly. Black Belts receive 23 days in-class intensive training within 5 consecutive months as a week in a month. They complete their first projects, which shall be carried out in accordance with the training schedule and evident the estimated financial results, at the end of this phase. All financial and strategic savings obtained by the projects are reported upon project completion. Awareness and recognition of all employees on Six Sigma pursuit is achieved through the communication of Six Sigma savings.

Phase 4: Sustaining
Training second wave Black Belts, first wave Green Belts and eventually first Master Black Belts, who will terminate the support from outside consultants, are completed in this phase. MATRİS aims to reduce outside support need of customers to zero by training Master Black Belt candidates as a consultant and trainer, in order them to replace role of MATRİS.

Trainings on “Design For Six Sigma” methodology and tools, methodology for designing and implementing defect-free excellent new processes, are also completed in this phase. Thus, system, with its infrastructure and human resources, becomes capable of designing defect-free new processes as well as improving existing processes by solving the problems.

Results:
At the end of Phase 4, beyond the financial savings from the completed projects, companies gain below briefed four fundamental changes:

I. A corporate culture, in which each performance output impacting business results are measured, tracked and decisions are based on metrics and data.

II. A corporate ability and habit; to improve existing processes, especially the ones impacting the business results the most, up to excellent/defect-free level

III. A corporate ability and habit; to design and implement new excellent/defect-free processes

IV. Belief, trust and moral from the financial savings and business results (increase in profitability and sales) as the consequence of above

(For more information on Six Sigma and trainings please click on the following link Six Sigma)