Six Sigma Leaders For Today Presentation Slides (Six Sigma)
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Transcript of Six Sigma Leaders For Today Presentation Slides (Six Sigma)
1
Six Sigma Interim Management Recruiting Process
Measure Phase
2
DMAIC Checklist
StepsSteps D M I CA
Define Measure Analyze Improve Control
Prioritize Customer and Customer CTQsDefine Process Defect Opportunity (Baseline DPMO)Determine Estimated Financial OpportunitySIPOC & High-Level Process MapForm the TeamDocument Project CharterEnter Project into Prompt, Timesite, Opx Project Tracking ToolCreate MS Project Work Plan & Timeline
• Detailed Process Map – “As Is”
• Identify Input Variables (x’s)
• Assess Data Availability
• Develop Data Collection Plan; Collect Data
• Conduct Measurement & Process Capability Analyses
• Practical & Graphical Application of Data
• Translate Data into Information
Prioritize Input Variables & Root CausesUse Data to Verify the Input Variables & Root CausesSelect Input Variables & Root Causes for ImprovementComplete Financial Benefit ForecastTranslate Information into Knowledge
Establish Relationship between Output Measures and Input Variables Y=f(x)Identify Potential SolutionsSelect a Solution (Input Variable/ Root Cause)Detailed Process Map – “To Be” Develop Improvement PlanLaunch Pilot;Track Pilot Results
Refine & Finalize Improvement Plans Based On Pilot ResultsDevelop Controls for Improved Process Develop Control & Business Transition PlanInstitutionalize Complete Financial Benefit Validation
ToolsToolsProject Charter TemplateBenefit Tracking WorkbookVOC/CTQ TreeSIPOC ModelProcess MappingGRNR ModelStakeholder AnalysisMS Project Work Plan (GANTT Chart)
Gage R&RFishbone DiagramDot Plot & Box PlotPareto & HistogramProcess MappingValue/Non-Value Added Process MappingControl Charts (Xbar Chart)Kano Model
Cause & Effect MatrixHypothesis Testing Correlation & Regression AnalysesInterrelationship DiagraphBenchmarkingBenefit Tracking Workbook
Gap AnalysisFMEADOE Process MappingInfluence Strategy
Dashboard & MetricsBenefit Tracking WorkbookControl ChartsControl & Business Transition PlanStandard Operating Procedures (SOP’s)
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Team Charter
Resource Plan
D M I CA
General Information Tollgate Review DatesTollgate Plan Actual
(mm/dd/yy)
Define
Measure
Analyze
Improve
Control
28-JUN-10
05-DEC-10
14-MAR-11
25-APR-11
27-JUN-11
11-JUL-10
05-DEC-10
DD-MMM-YY
DD-MMM-YY
DD-MMM-YY
Recruiter Lead
Director
CEO
Business:
Leaders For Today-Perm
Leaders For Today-Interim
Core Process: Business Development Project Management Information Solutions Quality Assurance Marketing Finance Other: Recruiting
NameCBT
Trained%
Time
Recruiter x 15%
Recruiter x 15%
Recruiter x 5%
Recruiter x 5%
Recruiter
Recruiter
Recruiter
Project Lead (GB/BB):
Project Coach (BB/MBB):
Project Champion:
Team Members:
Sign-Off Date
Define
Measure
Analyze
Improve
Control
CEO
CEO
Champion
Champion
Champion
08-JUL-10
29-NOV-10
DD-MMM-YY
DD-MMM-YY
DD-MMM-YY
4
Team Charter
D M I CA
Business Case (Including High Level Benefit Analysis):
• The 2010 year to date contract fill rate, from January 2010 through October 31, 2010 is 37.8% with the average cycle time from receipt of j interim job order to job placement of 3.5-10.5 calendar days.
• The Client’s critical variables include the quality of submitted candidate and the minimum cycle time for the submit and hire processes.
• Recruiting depends on meeting client expectations, breaking down communication barriers and producing a quality candidate matched to the client’s job need.
Specific Goal Statement:
• Achieve a 10% increase in the submit to contract fill rate with a 30% reduction in the contract placement cycle time by end of 1Q 2010.
In Scope:
• Quality of candidates submitted to clients
• Job order to candidate submission time
• Specific wait times between Business Development & recruiter/Candidate & recruiter/recruiter & client
• Offer/candidate negotiation
• Quality of client relationship
• Job order prioritization
Out of Scope:
• Speed of client feedback• Client cancellation of job order• Number of agencies working on the job order • Extension of current contract length of 10.63 months to XX• Price• Master Service Provider (MSP)mass job orders due to low profit margin
Definition of a Defect for This Project:
• Cycle time of Job Order receipt to Contract Hire in excess of 28 calendar days.
• Submit to contract fill rate in excess of 4 submits for each placement (25% success rate).
• Leaders For Today, LLC is an interim management and permanent placement organization that relies heavily on the recruitment of specialized candidates and interim management placements to achieve business results. In order to achieve these results, the right candidate must be matched and submitted at the right time for the right job opening.
• Since many contract positions are highly specialized, recruiters work in a very competitive job market for job openings and candidates.
• Any process that takes too long to hire a qualified candidate may result in loss of the candidate, the job opening or clients’ longer term business.
• The 2009, year to date contract fill rate is 37.8% (industry fill rate=30%).• As of October 31, 2010, Leaders For Today, LLC is at 100.7% of the revenue
goal for 2010.
Specific Problem Statement:
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SIPOC
D M I CA
Start Boundary
End Boundary
Initial clientcontact
Job orderclosed
Suppliers Inputs Process Outputs Customers
Business Development
Referrals
Client
Candidate
Job order
Client specific requirements
Resume/CV
References
Receive job order
Qualify job order
Source candidates
Qualifying & Interviewing Candidates
Submit candidates
Follow-up feedback with
client
Schedule client interviews
Follow-up and feedback
Offer/Placement
Qualified candidate
Interview
Offer
Job order closed
Client
Candidates
6
Customer CTQsD M I CA
Customer Sample CommentsKey Output CharacteristicsImportant to Customer (CTQs)
Client I want communication on a daily basis either by phone or email.I want to be updated every 48 to 72 hours.Communication is most important. Getting updates concerning requests and not having to call to find out what the status is important.
Consistent Communication
Client I got to review resumes ahead of time and candidates were tested ahead of time.Leaders For Today, LLC has responded in a timely manner with good candidates.I’m struggling between getting [candidates] quickly or quality.I want to see the two week timeframe to get the temp started reduced to one week.
Timeliness
Client Ultimately it’s the quality of the candidate because I’ve gotten poor quality in a hurry before and that doesn’t really do me any good.I’ve been fortunate to get qualified candidates for all three offices.
Quality Candidates
Clients Utilize Contract Services To Hire Specialized Niche Skills
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Customer CTQs
D M I CA
Customer Sample CommentsKey Output CharacteristicsImportant to Customer (CTQs)
Candidate I want to be updated.Communication is most important.Quick response from client/Leaders For Today, LLC
Consistent CommunicationTimeliness
Candidate I need to know the company profile, pay rate, how much travel and the job description.
Company profilePayTravelJob description
Candidate Ultimately it’s the quality of the company, job description and pay.
Quality of the Job
Contract Candidates Seek Unique Opportunities
88
Process Map
D M I CA
BusinessDevelopment
StaffingManager
Lead Recruiter
Recruiting team
Hiring Manager
Candidate
1. Receive job order
2. Assign Lead Recruiter
Qualify position with BD
3. Post and source
job
4a. Submittal packet QC’d and sent to
client
Discuss challenges with
BD
Submittal packet prepared and sent to lead recruiter
4b. Job requalified
?
5b. Job order is closed/
BD or Lead Recruiter?
5. Coordinate interview schedule
6. Hire candidate/
Close job order
Roadblocks Identified on Define Process Map
9
D M I CA
Process Timeline*
Job Order Received
Job Order Qualified
Sourcingbegins
Recruiter pre-
screenscandidate
Schedule Interview with Client hiring
managerFeedback
Client through BD
Offersubmitted to Candidate
Offeraccepted
and contracts executed
Wait time up to 72 hours
80128 hours
Re-qualify Job Order?
72.5360.5 hours
*Timeline to be establishedfrom data collection in Analyze Phase
121169 hours
Excessive Wait Time Identified
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Fill Rate Cause and Effect
Procedures CandidatesWork Instructions
Company FitConfirm ID and History
Interview
Submittal Package
Background check
Check References
Contracts
Post Jobs
Margin
Activity Report
Flexibility
Travel, In-house, rate
Skills
Time in service
Availability
Responsive to Lead Recruiter
Motivation
Signed Candidate Contract
Fill Rate Issues
Lead Recruiter Process
ClientRO
AD
BLO
CK
*
Define the job order
Salary Negotiations
Requalification of Job Description
LR works directly with Client
Referrals
Sourcing Different Venues
Individual Spreadsheets
Pipeline of candidates
LR directly with Client
Job Description
Company Reputation –History-Attractiveness
Rate and location
Requalification of Job Description
Time constraints
Responsiveness to queries
Signed Client Contract
* BD works with client
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Non-Value-Added Wait Time Identified
Value Enabled 1 1 1
Non Value Added
1
Offer/ background check/ coordinate Start date /benefit
review1.25 hours
Old
N/A8 hours* includes rework
0.33 hours 0.25-0.5hours 0.25 hours0.08
hoursSame 8.0-9.5 hours
Wait TimeBackground check
120 hoursOld process
N/A 120 hours 8 hours 360 hours 80 hours N/A 168 hours 960 hours 972 40.5
423 17.5
Totals (Hours)
Totals (Days)
Process Step
1. Receive
job order
2. Assign LR/ LR qualifies
job order
3. Post source/
screening
4a. Submit candidates
5a. Schedule interview
5b. Job order
closes6. Hire/placement
4b. Requalify job if needed
Sub totals
Value Added 1 1 1 1
Work time
0.5 hours 5-6 hours 0.33 hours 15-30 minutes 0.25 hours0.08
hours8.0-9.5 hours
413 hours72 hours 72 hours 5 hours 72 hours 72 hours N/A
Quick Fix: Lead Recruiters Now Interact Directly With Client
NewProcess
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New Process MapD M I CA
Business Development
Lead Recruiter
2 Lead Recruiter is assigned and qualifies the
position with Client
3Lead recruiter
posts and sources
job
4 Submittal packet
prepared and sent to client
5 Coordinating
interview scheduling
6 Hire candidate and close the job
order Recruiting team
Client 1 Receive job order
Job descriptions is carefully redefined as a job match filter
Client reviews submitted candidates
Approve candidate?
Lead Recruiter Qualifies Job Order And Collaborates With Client
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Baseline Fill Rate
• YTD, overall data from Applicant Tracking Database (SendOuts) results in the following baseline.
32.6% yield1 Sigma value
37.8% yield1.125 Sigma Value
12.3% yield 0.25 Sigma Value
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CTQ Performance Standards D M I CA
Clarify Data CTQ Performance Standards
CTQ Measure
Data Type
Operational Definition
Segmentation
Factors
CTQ Performance Charactristics
LSL
USL
Target
Allowable
DPMO
Fill rateContinuous
Overall success rate of number of submits to number of placements per job order
Client
Tim
e
Recruiter
position 20%
N/A 33% TBD
Reduce Cycle Time
Continuous
Calendar days of job order opening to placement of candidate
X X X X N/A30 day
s
21 days
TBD
QualityContinuous
Overall success rate of number of submits to number that are interviewed
X X X X35%
N/A 45% TBD
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Healthcare Leadership for Times of Change
www.LeadersForToday.com
508 927 6890