Enhancing Six Sigma through Simulation with iGrafx
Process for Six Sigma
Brian M. McCarthy (Micrografx, Inc.) and Rip
Stauffer (BlueFire Partners)
Abstract:
Simulation of business and manufacturing processes has
been helping companies improve their operations for several decades. During
that time, business improvement programs have appeared, disappeared, grown and
evolved. Six Sigma introduced another way of thinking about process
improvement by focusing on the financial impact first and how defect
reduction, customer satisfaction and improved processes all contribute. Only
recently has Six Sigma broadly accepted the benefits and approach of
simulation to streamline projects, improve results and instill a deeper
understanding and appreciation of “the process.” This paper begins with an
overview of Six Sigma, followed by a description of the benefits of iGrafx
Process for Six Sigma to a Six Sigma Black Belt and ends with an example of
the benefits received by one company through the use of simulation.
Dow Chemical Design for Six Sigma Rail Delivery
Project
Patti Buss (The Dow Chemical Company) and Nathan Ivey
(Rockwell Automation)
Abstract:
Dow Chemical needed to find a solution that would
enable them to meet the forecasted increase in demand for a line of products.
In order to find the most cost effective solution that met all project
criteria, Dow Chemical implemented Six Sigma principles. By utilizing the Six
Sigma methodology combined with discrete event simulation, Dow was able to
devise a solution that would allow then to meet the increase in demand with a
savings of $2.45 MM in capital expenditure. This paper outlines the steps that
Dow took to complete the project, as well as, a discussion of the simulation
models and project results.
Use of Six Sigma to Optimize Cordis Sales
Administration and Order and Revenue Management Process
Angel
Rivera (Cordis Corporation) and Joe Marovich (ProcessModel, Inc.)
Abstract:
Cordis Corporation, a Johnson and Johnson Company,
undertook a project to reduce the sales representatives administrative tasks
by 50% and to optimize the Order & Revenue Management Process for its
customers. The existing process was complex, consisting of numerous handoffs,
non-integrated systems, and duplication of work. Due to these issues, sales
representatives and sales administration were spending too much time managing
errors and non-value added tasks instead of being able to focus on the
business. This resulted in lower than acceptable Customer Satisfaction. Using
the DMAIC Methodology and ProcessModel, the Returns Process was streamlined
from over 29 main steps to 7 steps to minimize cycle times from 98 days to
under 30 days, the Sales Administration Organization was restructured to meet
the needs of the customers, and the Sales Representatives Admin Task Time was
reduced by 50% to yield a potential $3 to $10 million in increased sales.
Simulation in Government: Validating Business
Strategy
Shelly Shrader (Accenture)
Abstract:
Due to regulation linking budgeting to performance and
other government initiatives, government agencies need to quantify the
benefits of proposed business strategy. This need can be satisfied by discrete
event simulation. This paper details the approach used on a recent government
project to assess the impact of proposed changes to a system and to provide a
business case for change. The benefits of using a prototype development
approach are also discussed.
Averages Kill (or How to Sell Business Process
Simulation)
Mark R. Grabau (Accenture)
Abstract:
At one time or another we have all faced the doubters
who wonder why they need to use simulation. We have wowed our potential
clients with animation, left them in awe at our grasp on statistics, and
preached on soapboxes to the multitudes about why they must hire us. More
often than not, especially with new clients, we are turned away. This paper
presents an approach to selling simulation to the doubters by letting them
sell and convince themselves that they need
simulation.
