High complexity project directly linked to the most important objectives for the Business/Function. Challenging problem dynamics where the answer is unknown, with significant variation in the process. Significant change management and strong leadership is required. The financial return should be significant (circa GBP 250K ROI per BB project). High impact on customer satisfaction in many cases. Typically takes a BB led team 6 months to complete the project.

A statistical tool that is used to highlight variation within a process. It is one of the seven basic process improvement tools.

This is a financial measure of the quality delivered by the process. It consists of four major categories.

External failures: This is the cost associated with correcting a bad product or service when it is with an external customer, for example, warranty expenses or product liability.

Internal failures: This is the cost of failures or problems that are discovered before products or services leave the company; for example, scrap and rework.

Appraisal: This is the cost to determine whether or not the products or services are faulty; for example, testing and inspection.

Prevention: This is the cost associated with any activity whose purpose is to prevent poor quality; for example, training or process improvement teams.

These are statistical methods of designing experiments used in the development and optimization of products and processes. These methods enable product and process designers to find the optimal or near optimal design parameters to obtain a robust design without having to deploy multiple unnecessary tests, nor ignore valid test parameters.

(Define, Measure, Analyze, Design, Verify) The standard steps for radically innovating or creating a new process to a Six Sigma level.

(Define, Measure, Analyze, Improve, Control) The standard steps for improving an existing process to a Six Sigma level.

Entitlement thinking is about the art of the possible, it shows what is the best possible performance over a three-year period. To create your three-year target use data to review best performance over a short period of time (indicating what is possible), benchmark internally and externally, and consider theoretical best as a boundary parameter. Use best judgement to create a three-year stretch target, and then create a project roadmap that gets you there from present day. Project plan should include BB, GB, Lean and Just-Do-its. Connect strategy to action using a Y-Tree.

This tool helps manage risk by quantifying and qualifying conceivable risk opportunities within any process or product.

Less complex project than a BB project, project typically takes 3 months to complete. Some examples of Green Belt projects are finding ways to reduce errors in customer orders, reducing waste in a manufacturing process, reducing overtime not ordered by the customer, and even reducing the amount of time needed to hire a new employee (financial return circa GBP 150K ROI per GB project).

A simplified approach to process improvement that enables individuals or very small groups (2-3 people) to quickly remove one or more obstacles from a process. A situation where the solution is obvious, just do the work to implement with an eye on process improvement after implementation.

Lean is focused on the pursuit of perfection by problem solving typically focused on waste reduction and speed improvement (cycle time).

The Japanese term for fail-safing or mistake proofing that is used to prevent conceivable process or product failures.

A process is the transformation of input into a desired output. An end to end process would include all of the activities, people, machines, information, material, measurements, and methods required to accomplish a task or output.

A simple, unique, proven and lasting approach to improving and innovating our business performance. Leverages statistical tools and methodology to problem solve and reduce variation in any process. Creates alignment of the customer, strategy, process and people.

Strategy deployment is about defining our vision, mission, values & objectives as a business and then a strategy that delivers upon those.

Establishing the best-known way to run any process, making sure to get input from the people who run the process. Strong Standard Work provides process stability and then the challenge is to continue to innovate the standard work to improve the process.

Visual map that connects Smiths company strategic objectives to well defined project clusters, then leading to well defined projects in a Division or Function. All project clusters and projects must have measurable targets (From X to Y). Y-Tree enables employees working on projects to connect their work to the overall success of the business. The Y-Tree improves the ability of leadership to have confidence they have the right work in progress to achieve company targets sustainably.

Full-time trained continuous improvement experts who lead improvement teams, work on high impact projects across functions in all areas of the business and they mentor/train Green Belts. Reports to MBB. BB qualification requires at least 2 successful projects to receive certification. Two-year full-time assignment.

Senior Business/Functional leaders trained as Champions who own the major processes and lead the deployment of SES in a significant area of their business. Remove roadblocks, energize teams, provide project resources, celebrate wins. Can be in Bands 1 and 2.

Fully trained individuals who use SES skills to complete projects in their everyday jobs. Conduct individual GB projects or participate and/or participate in BB project teams. GB Certification requires successful completion of at least 1 project.

Full-time trained change leaders who drive SES strategy, training, mentoring, deployment and results. Leads and develops BB’s. Responsible for GB deployment in their business/function. Directly reports to Business President and reports dotted line to the SES leader. Creates operational Y-Tree for their business/function that links strategy to project execution, then builds robust project hoppers to achieve targets. Two-year full-time assignment. Accountable for SES results.

Leaders who report to champions and are responsible for process improvements in their specific process area . Work with BBs to improve and encourage all their team members to conduct GB projects. Deploy Lean where it makes sense, accountable for achieving SES results.

Smiths Excellence System.

Six Sigma and/or Lean experts. Teaches SES skills and tools, coaches BBs and GBs with their ongoing projects.