Why am I here? GMOE – Spring 2011

Darden GMOE Why the GMOE Course? You will gain a deeper understanding and practical, working knowledge of continuous improvement—focusing on lean and six sigma beyond the FY OPS course. You will gain an appreciation for and insight into important implementation challenges and truly realize… - Learning Lean is about practice of improvement, not a theory - Lean is a system for visualizing and addressing waste - Six Sigma is a data-based methodology for complex problems - Both are a systems design and implementation challenge - Both are about developing people and stimulating their mind and heart Few MBAs have this type of experience in School Bottom line: You will be better prepared to contribute to your future organization’s path to excellence

Darden GMOE Learning Objectives At the end of this course, you will be able to… 1.Contribute to improvement-systems design. 2.Describe the need for lean and six sigma and the value they deliver to an organization. 3.Explain why managing the “thinking” aspects of lean and six sigma is important for your career. 4.Tell your stories about lean and six sigma in action. 5.Know how to identify opportunities for applying lean and six sigma in your work.

Darden GMOE Major Items to Plan Group Formation (see April 10 Reply Request ) - 5 to 6 students per group; names by April 20 class; or - Indicate you chose to be randomly assigned Individual Written Work - 5S “Bad Normal” Application: Proposal on April S Report: May 2 Group Deliverable for Course - - Six Sigma Report: May 9 100% Attendance Target for the In-Class Workshops - Classes April 14, April 27 and April 28

Darden GMOE “Run Rules” for the Course Be here for all sessions FY Program Class Attendance Policy applies Minimize disruptions - leaving the room, arriving after class starts - using laptop for non-GMOE learning activity Absences – prior notification, if possible Mutual professional charm and respect (students, faculty, guests)

Darden GMOE Comparison of Lean & Six Sigma Six SigmaLean ObjectiveDeliver value to customer Theory Reduce variationRemove waste FocusComplexity focused Seeing and using practical tools Assumptions A problem exists Statistics are valued System output improves if variation in all processes inputs is understood & reduced Larger $ value projects Waste removal will improve business performance Many small improvements are better than large system analyses Adapted from Nave, Dave. “How to Compare Six Sigma, Lean, and the Theory of Constraints.” Quality Progress. March 2002