DR. RICK L. EDGEMAN, PROFESSOR

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SIX SIGMA FROMPRODUCTS TO POLLUTION TO
PEOPLEMIGRATION FROM BUSINESS ENGINEERING
TONATURAL SOCIAL ENVIRONMENTS

• DR. RICK L. EDGEMAN, PROFESSOR CHAIR SIX
  SIGMA BLACK BELT
• DEPARTMENT OF STATISTICS, UNIVERSITY OF IDAHO
• HTTP//WWW.WEBPAGES.UIDAHO.EDU/REDGEMAN/RLE/EDGEM
  AN-QP-2005-CONF.PPT
• HTTP//WWW.WEBPAGES.UIDAHO.EDU/REDGEMAN/RLE/EDGEM
  AN-QP-MAY-2005.DOC
• REDGEMAN_at_UIDAHO.EDU

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S
S
IGMA
IX
IS A HIGHLY STRUCTURED STRATEGY FOR ACQUIRING,
ASSESSING, AND ACTIVATING CUSTOMER, COMPETITOR,
AND ENTERPRISE INTELLIGENCE LEADING TO SUPERIOR
PRODUCT, SYSTEM, OR ENTERPRISE INNOVATIONS AND
DESIGNS THAT PROVIDE A SUSTAINABLE COMPETITIVE
ADVANTAGE.
DEPARTMENT OF STATISTICS
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Often, problems are knots with
many strands, looking at those
strands can make
make a problem seem
different. Mr. Rogers
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ORIGIN
DESTINATION
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ORIGIN
How?
Deployment
Moral
Ethical
Competing Stakeholder Concerns
By When
Legal
DESTINATION
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Consider the difficulty - in the material sense
- of making something out of nothing. Our
generation consistently makes inefficient use of
resources, human and natural alike. It may well
be possible to make something - and make it
better - out of less.
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Define the problem and customer requirements.
Measure defect rates and document the process
in its current incarnation. Analyze process
data and determine the capability of the
process. Improve the process and remove defect
causes. Control process performance ensure
that defects do not recur.
Define
Control
Measure
Improve
Analyze
INNOVATION THE DMAIC ALGORITHM
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DESIGN FOR SIX SIGMA (DFSS)
Define
Define customer requirements and goals for the
process, product or service. Measure and match
performance to customer requirements. Analyze
and assess the design for the process, product
or service. Design and implement the array of
new processes required for the new process,
product or service. Verify results and maintain
performance.
Measure
Verify
Design
Analyze
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DEPARTMENT OF STATISTICS
BUSINESS
Six Sigma Innovation and Design Origins
ENGINEERING
Figure 1. Early intellectual focus of Six Sigma
Innovation Design wherein application and
development occur primarily in business and
engineering but with methodologies borrowed
liberally from, e.g., statistics, the so-called
seven old or statistical tools of quality, and
the seven new tools of quality. Initial thrust
improve quality and financial results with melded
disciplines such as Engineering Management or
Management of Technology attempting to bring
these together in identifiable academic homes.
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Students from Science Technology Intensive
Fields
SSID Curriculum Deployment
Figure 2. The Magnet instructional model deploys
a Six Sigma Innovation Design (SSID) curriculum
via central control at the unit, departmental, or
college level typically as an initiative
emanating from one of statistics, business, or
engineering first for its own students, but
also to attract students from other, targeted
fields from across the institution.
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SCIENCE TECHNOLOGY- INTENSIVE FIELDS
EXPANDING SIX SIGMA
?ENGINEERING
BUSINESS ?
Figure 3. Six Sigma Innovation Design as
solutions provider with limited expansion of SSID
to new fields as well as some new learning within
SSID from other fields as depicted by the two-way
arrow and the semi-permeability of the
inner-circle. New areas, e.g., Systems
Entrepreneurial Engineering (SEE) are identified.
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Deep Disciplinary Applications
Boundary Crossing Applications
Expanding Frontier
SSID Core
Figure 4. The radiant instructional model has a
core of courses in Six Sigma Innovation Design
provided by the central unit, but with elective
SSID courses in boundary crossing and
discipline specific areas offered to students
from and in other technology-intensive fields
across the institution. Other fields follow.
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SIX SIGMA INNOVATION DESIGN COLLABORATION
Interdisciplinary Teams Projects
Disciplinary Breadth
Product Systems Innovation
Design
Technical Feasibility
Intelligent Systems Innovation
Design. Concept ? Technical Feasibility ?
Commercial Feasibility.
Commercial Feasibility
Selling the Solution
Project Management
Figure 5. Six Sigma Innovation Designs Core
Curricular Trajectory
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SIX SIGMA INNOVATION DESIGN COLLABORATION
University Requirements Disciplinary Breadth
Statistics
Quality Innovation Design
Six Sigma Innovation
Technology / Entrepreneurship
Systems Innovation Design
Entrepreneurial Mentors Intellectual
Property Office of Technology Commercialization
Academic Major Functional Depth
Design for Six Sigma
Legal Environment
Entrepreenurship Program
Innovation Design Capstone
Six Sigma Mentors
Quality Innovation Design Mentors
Technical Feasibility Project Management
Interdisciplinary Teams Projects Disciplinary
Integration
Mentors Mentor Program Management
Figure 6. An Six Sigma Innovation Design
curriculum featuring a common core and extensive
intra- and extra-program engagement.
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SIX SIGMA INNOVATION DESIGN COLLABORATION
Interdisciplinary Teams Projects
Disciplinary Integration
Entrepreneurial Mentors
Innovation Design Mentors
Mentors Mentors
Intellectual Property / Tech. Commercialization
Functional Depth
Faculty Mentors
Six Sigma Mentors
Public Sector
Private Sector
Six Sigma Black Belts
Corporate Mentors
Figure 7. The people providing core level breadth
and depth in an academic Six Sigma Innovation
Design program. The model is both intra- and
extra- institutional.
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Gather Intelligence
Initiate
Leverage Your friend is my friend
Outreach
Learn Inform
Su amigo es mi amigo
Raise Friends A Core Expansion and
Fusion Strategy Built on CRM Applications
will Follow
Exchange
Extend Broaden, Deepen, Lengthen
Cultivate
Invite
Reciprocate
Deliver Provide the Win-Win RESULT
Engage
Enrich
Deepen the Win-Win Vision
Establish
Formalize
Figure 8. Spreading the Six Sigma Innovation
Design Gospel
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SCIENCE TECHNOLOGY- INTENSIVE FIELDS
ENVIRONMENTAL MANAGEMENT ENGINEERING
SIX SIGMA AND RECIPROCITY
BUSINESS
ENGINEERING
HEALTH BIOMEDICAL FIELDS
LEGAL SOCIETAL APPLICATIONS
Figure 9. Mutual enrichment of Six Sigma
Innovation Design and other fields as indicated
by increasingly permeable boundaries and two-way
arrows. Stimulated by interdisciplinary intra-
and entrepreneurial innovation and invention and
creation of new markets encourages SSID to both
lend to and borrow from other fields.
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SCIENCE TECHNOLOGY- INTENSIVE FIELDS
ENVIRONMENTAL MANAGEMENT ENGINEERING
Expanding Frontier
SIX SIGMA FUSION
ENGINEERING
BUSINESS
HEALTH BIOMEDICAL FIELDS
SOCIETAL APPLICATIONS
Figure 10. Anno Domini 2020 Vision for Six Sigma
Boundary-less model for fusion of Six Sigma
Innovation Design with other fields wherein
increasingly free exchange of information,
methods and strategies concurrently expands the
frontiers of multiple fields and blurs their
boundaries.
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Whither Six Sigma?

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Cornerstones in the House of
Sustainability
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• Extract Fossil Fuels Minerals, and Produce
  Persistent
• Substances Foreign to Nature, at Rates that are
  not Faster than
• Their Slow Redeposit into the Earths Crust
• Reduce the Use of the Four Generic Resources
  Used in Construction
• Energy, Water, Materials and Land.
• Maximize Resource Reuse and / or Recycling
• Use Renewable Resources in Preference to
  Non-Renewable Resources
• Minimize Air, Land and Water Pollution at Global
  and Local Levels
• Create a Healthy, Non-Toxic Environment
• Maintain and Restore the Earths Vitality and
  Ecological Diversity
• Minimize Damage to Sensitive Landscapes,
  Including Scenic,
• Cultural, Historical and Architectural

iophysical / Environmental Sustainability
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• Ensure Financial Affordability for Intended
  Beneficiaries
• Promote Employment Creation
• Enhance Competitiveness in the Marketplace by
  Adopting
• Policies and Practices that Advance
  Sustainability
• Use Full-Cost Accounting and Real-Cost Pricing
  to
• Set Prices Tariffs
• Choose Socially Environmentally Responsible
  Suppliers
• and Contractors
• Invest Some of the Proceeds from the Use of
  Non-Renewable
• Resources In Social and Human-Made Capital to
  Maintain
• the Capacity to Meet the Needs of Future
  Generations

conomic Sustainability
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Ancient Jewish Conception Profit as
Residue that which remains after the meeting of
all obligations.
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• Improve the Quality of Human Life,
• Including Poverty Alleviation
• Make Provision for Social Self-Determination and
• Cultural Diversity in Development Planning
• Protect and Promote Human Health Through a
• Healthy Safe Working Environment
• Implement Skills Training and Capacity
  Enhancement of
• Disadvantaged People
• Seek Fair or Equitable Distribution of the
• Social Costs of Development
• Seek Equitable Distribution of the Social
  Benefits of
• Development
• Seek Intergenerational Equity

ocial Sustainability
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echnical Sustainability

• Construct Durable, Reliable and Functional
  Structures
• Pursue Quality in Creating the Built Environment
• Use Serviceability to Promote Sustainable
  Construction
• Humanize Larger Buildings
• Fill in and Revitalize Existing Urban
  Infrastructure with a Focus
• On Rebuilding Mixed-Use Pedestrian Neighborhoods

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Sustainability_at_a
Inter- and Intra Generational Equity Plan
Figure 11. BEST Sustainability Model
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Leadership
Balanced Stakeholder- Driven Master Plan
Resources
Communication
Partnerships
People
Policy Strategy
Processes
Society
Sustainable Competitive Advantage
People
Results Orientation
Performance
Customer
Figure 12 Business Excellence and the EFQM
Criteria
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Figure 13. BEST Business Excellence
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Military Defense
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The Built Environment
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Biotechnology and Genomics
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Nature and Society
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Human Rights
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Arts Entertainment Humanities
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Athletic Endurance
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ORIGIN
DESTINATION
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Narnia Restoring Eden
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Human Ingenuity
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Ideas Collaboration Welcome
Office 208-885-4410
redgeman_at_uidaho.edu
Mobile [phone]
HTTP//WWW.WEBPAGES.UIDAHO.EDU/REDGEMAN/RLE/EDGEM
AN-QP-2005-CONF.PPT HTTP//WWW.WEBPAGES.UIDAHO.ED
U/REDGEMAN/RLE/EDGEMAN-QP-MAY-2005.DOC