A Six Sigma Based Quality Leadership Program

Management By FactsWhat does Six Sigma equate to in the Industry

Sigma Level 1DPMO = 691,462Defect % = 69%Success Rate = 30.865%

Sigma Level 2DPMO = 308,538Defect % = 31%Success Rate = 69.146%

Not Competitive

Below Industry Standard

Above Industry Average

Sigma Level 3DPMO = 66,807Defect % = 6.70%Success Rate = 93.319%

Sigma Level 4DPMO = 6,210Defect % = .62%Success Rate = 99.379%

Sigma Level 4.2DPMO = 3,470Defect % = .347%Success Rate = 99.653%

Significantly

Above Average

Industry Leading

World Class

Sigma Level 5DPMO = 233Defect % = .02%Success Rate = 99.976%

Sigma Level 6DPMO = 3Defect % = .00034%Success Rate = 99.9996%

Sigma Level 7DPMO = 0Defect % = .000%Success Rate = 100%

Industry Average

Management By FactsA Six Sigma based approach, used to improve workflow performance. This is conducted, reviewing People, Process and Technology steps and identifying the root cause of constraints and under performing functions. This process is led by our Certified Black Belt, working in collaboration with the process owners to unlock potential and improve the overall customer experience.

MBF Playbook

Collaboration between business owners to realize process capabilities and

supporting actions.

Metric based methods, deliver precision on current and future

state performance

Enterprise Dashboard that provides transparency to

progress and demonstrate control

Leverages an array of tools to best understand the process capabilities

through metrics

Supported by enterprise wide Champion model, bringing subject matter expertise and Best-in-Class

solutions.

Led by a Certified Black Belt in Six Sigma

Management By FactsAn overview of the objective and the playbook

Management By FactsAn overview of the objective and the playbook

C. Nuccio – Bio - Certified Six Sigma Black BeltCertified in November 2007. Post certification – Quality Leadership and Business Process Reengineering for the past 8 years. The MBF process was created in April of 2011 with our top clients and have expanded this process year over year, supporting over 50 clients to date. Currently involved in completing the Master Black Belt requirements.

Champion ModelThe Champion is a leader that supports the process as a client advocate. Although the Champion may not have all the qualitative skills or certifications, they understand the theory of Six Sigma management and it’s importance to the customer experience.

• Baselines an understanding of the “Current Customer” experience

• Leverages a 3-dimensional model to illustrate customer satisfaction against four attributes:

• Basic- Performance-Attractive-Indifferent

• Measures the customer’s perception of specific service attributes for importance and satisfaction

• Unmistakably integrates the “Voice of the Customer” data into MBF’s service model

Management By FactsThe KANO model compliments our Six Sigma focus with the VOC experience.

Management By FactsThe results are visible in our dashboard metrics

• 5 Why Analysis is used to identify the true root cause of the defect. This is completed through an in depth and inquisitive approach to an investigation, leading the symptoms to the actual root of the problem.

• An FMEA, or Failure Mode Effects Analysis, is used to proactively identify failure points in a process and the effectiveness of the controls that are in place.

• The KANO analysis is grouped with these tools to capture the VOC data on the overall customer experience.

• Capture all relevant quality defects in our centralized data base system EtQ (Excellence Through Quality). Each quality incident (internal and external) are captured for remediation and metrics review.

• Workflow Mapping is the creation of the current road map of any process. This illustrates change in control, manual controls and critical decisions that must occur.

• Adelta T is a Value Added Process tool that defines value to non value added steps. Works in conjunction with a well defined workflow map.

• Demonstrate control with consistent review of progress over time. The MBF represents a long term approach to control within a process.

Management By FactsThe results are visible in our dashboard metrics

I. Performance

Problem Statement: A clearly defined understanding on the current state of the account between quartersObjective: Based on the problem statement, what are welooking to accomplish, near and long term.

Key Initiative: Self explanatory, what are we doing to mitigate the problems affecting the problem statement. Desired State: Demonstrate commitment to Client, solidifying improving the overall “Customer Experience”.

Opportunities Defects Sigma DPMO

May-14 55,085 1 5.6 18Jun-14 48,642 0 6.9 0Jul-14 455,505 0 6.9 0Aug-14 55,308 0 6.9 0Sep-14 49,282 0 6.9 0Oct-14 432,682 0 6.9 0Nov-14 57,885 0 6.9 0Dec-14 70,164 0 6.9 0Jan-15 593,529 2 5.7 11.56Feb-15 49,662 0 6.9 0Mar-15 59,003 0 6.9 0Apr-15 483,807 20,672 3.2 42727May-15 116,844 0 6.9 0Jun-15 55,093 0 6.9 0Jul-15 497,943 0 6.9 0Aug-15 53,319 0 6.9 0Sep-15 59,075 0 6.9 0Oct-15 504,543 2 5.9 3.96

SunAmerica Six Sigma Progression18 Months History

ClientOpportunities

Mechanical breakdown caused envelopes to sit on the belt longer

than expected

Issue #2

In October 2015,client reported a missed SLA

In April 2015, the client reported that several

packages arrived unsealed

II. Root Causals

Issue #1

Manual process in final preparation, miss classified

these piece for that mail date

Management By FactsThe results are visible in our dashboard metrics