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Estimated BPIn measurements for Dow 30 companies (sorted
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CHAPTER TWELVE
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BPIn 81.23 77.28 80.9 84.3 83.44 80.34 81.23 83.04 77.15 74.02 71.99 63.42 72.06 76.12 80.25 73.16 74.44 76.42 79.32 71.53 79.8 81.48 77.06 72.02 55.86 62.01 58.89 62.48 53.59 59.1 DPU 0.2078 0.2578 0.2119 0.1708 0.181 0.2189 0.2079 0.1859 0.2594 0.3008 0.3287 0.4554 0.3277 0.2729 0.22 0.3125 0.2952 0.2689 0.2317 0.3351 0.2257 0.2048 0.2605 0.3282 0.5822 0.4778 0.5296 0.4704 0.6238 0.5259 Executives 36 39 30 24 25 22 19 17 21 22 23 32 23 16 13 18 16 14 12 17 11 10 12 14 24 16 16 12 16 9 DPMO 5,773.5 6,610.1 7,064.8 7,267.7 7,239.3 9,950.5 10,778 10,935 12,352 13,674 14,289 14,230 14,249 17,056 16,924 17,361 18,449 19,207 19,310 19,711 20,515 20,484 21,712 23,871 24,260 29,862 33,098 39,198 38,986 58,435 Sigma 4.02 3.98 3.95 3.94 3.94 3.82 3.79 3.78 3.74 3.7 3.68 3.68 3.68 3.61 3.61 3.6 3.58 3.57 3.56 3.56 3.54 3.54 3.52 3.48 3.47 3.37 3.33 3.25 3.25 3.06
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Profitability 10.82 7.18 4.86 17.64 29.04 17.17 8.89 9.52 8.99 3.03 4.86 0.57 6.55 17.1 10.87 11 3.97 5.68 5.81 3.94 19.75 15.78 15.26 6.95 0.63 0.34 0.9 14.68 4.57 0.42
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FIGURE 12-3. Estimated BPIn and Sigma performance of Dow 30 companies (sorted by Sigma level).
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17,000 and DPU is 0.27. The median number of executives making strategic decisions in a large corporation is 17. When a company starts implementing Six Sigma methodology and uses the Six Sigma Business Scorecard to measure its performance, initial measurements provide a benchmark of its performance, which the company can use to develop a plan to improve performance. A Sigma level of 3.61 is close to its expected statistical value before initiating the Six Sigma strategy.
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CORRELATION BETWEEN BPIn AND PROFITABILITY PERFORMANCE
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Finally, Figure 12-5 demonstrates the correlation between profitability and BPIn. The correlation appears to be strong
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SIX SIGMA BUSINESS SCORECARD VALIDATION
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Measurements Average Range Median M1 10.29 3.33 10.2 M2 10.85 15 12 M3 13.57 9.46 14.18 M4 6.91 5.03 6.99 M5 2.53 3.5 2 M6 4.85 0.26 4.85 M7 4.47 3.5 5 M8 3.7 1.86 3.72 M9 6.61 4.6 6.47 M10 9.7 0.53 9.71 DPU 0.3 0.45 0.27 DPMO 19,095 52,662 17,209 Sigma level 3.62 0.96 3.61
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FIGURE 12-4. Summary of BPIn measurements for Dow 30 companies.
Profitability vs. BPIn
90.00 80.00 70.00 60.00 BPIn 50.00 40.00 30.00 20.00 10.00 0.00 10.00 5.00 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00
Profitability
FIGURE 12-5.
BPIn and profitability scatter plot.
and should improve over time as the business streamlines its operations and closely monitors its processes for continual improvement. The Six Sigma Business Scorecard measurements used in BPIn include measurements for leadership, managers, employees, sales, purchasing, service, innovation,
CHAPTER TWELVE
service, responsiveness, and execution of improvement strategies. The strong correlation between profitability and performance using BPIn proves that BPIn can be used as a leading indicator of the corporate profitability. By improving performance and monitoring with Six Sigma Business Scorecard measurements and BPIn, leadership can guide the corporation for balanced growth and profitability over time. The corporate DPMO and associated Sigma level would be significantly affected if either the number of executives reporting to the CEO or COO or the corporate performance were to change dramatically. Because the executives count cannot be increased much for economic reasons, the focus must be to improve the corporate performance dramatically. The comprehensiveness of the BPIn measurements and Six Sigma Business Scorecard categories requires improvement in all aspects of business or a balanced approach throughout the corporation. This makes the Six Sigma Business Scorecard a more robust measurement methodology as it is not sensitive to minor variations in corporate performance. The leadership can spend more resources on improving processes rather than let the measurement methods distract from performance. Such improvement is deep-rooted, sustainable, and cost-effective. The minimum and maximum BPIns appear to be 40 and 99 percent, respectively, based on the Six Sigma Business Scorecard methodology. The 1 percent below the level of perfection is planned as an incentive to improve relationships with customers. The Sigma levels associated with minimum and maximum BPIns depend on the number of executives in a corporation. The best Sigma level for a Dow 30 company could be about 5, and the worst-case Sigma level could be 2.8 without a significant change in operating conditions. However, the Sigma levels could be different under worst or best cases due to variations in the number of executives responsible for making decisions, or representing accountability for corporate failure or success. The primary objective of implementing the BPIn is to continually improve corporate performance and realize maximum benefits for stakeholders.
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