Roles and Responsibilities

1
Initiative Leadership
Develop 6 team
• Train Share Best
• Mentor Practices
• Place
Integrate into annual Measure
business planning initiative results
• Planning
at BU/CC and
• Measurement
corporate level
• Promotion

6 Business System
Find the high Measure and certify
priority problems project results,
via Voice of the important to business
Customer/Business reporting
(VOC/VOB) Solve Problems

Define Measure Analyze Improve Control

6 Sigma Tools
2
Project Leadership
Develop 6 team
Share Best
• Train Practices
Integrate into annual • Mentor
business planning • Place
• Planning Measure
• Measurement initiative results
• Promotion at BU/CC and
corporate level

6 Business System Measure and certify project

Find the high results, important to
priority problems business reporting
via Voice of the
Customer (VOC)
Solve Problems

Define Measure Analyze Improve Control

Lean & 6 Sigma Tools

3
Role Definitions
Initiative Project
Leadership Leadership

Executive Management X
and business leaders

Sponsors/ Area Management within area X

6Sigma Expert3/MBB X mentor

6Sigma Expert2/BB within area X

6Sigma Expert1/GB X

Project Team Members X

4
Comparable Roles
Timken Comparable Comparable
L6S Role “Six Sigma” “Lean” Roles
Roles (Other Industries)
(Other Industries)

E3 Master Lean
Expert 3 Black Belt Master
E2 Black Lean
Expert 2 Belt Master
E1 Green Kaizen
Expert 1 Belt Leader

5
Initiative Leadership

6
Leadership & Knowledge Building

6sigma won’t succeed without

leadership and you can’t lead
what you do not understand

7
Initiative Leadership: Business Leaders

• Shared Vision, Big Goals

• Voice of the Customer Y= f(X)
• Voice of the Business (Y’s)
• 6sigma environment
• Resource Allocation
• Communication
• Operating Discipline

Create
CreateVision
Visionand
andEnvironment
Environment
8
Business Leaders
As a group, business leaders must own and drive 6sigma by:

• establishing the business objectives and the role of

6sigma in achieving those goals.
• creating an environment which enables success
including goals, measures, coaching, and communication
among others.
• actively participating in 6sigma activities and projects.

Success of the effort is very highly correlated to the interest and

time invested by business leaders.

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Initiative Leadership: Sponsors, Area Managers

• Area or Value Stream PROCESS

VALUE STREAM

PROCESS PROCESS
Stamping Welding
Assembly
Cell

Raw Finished

Vision
Material Product

B ig Y 1

• Area Priorities (y’s)

Y O w n e r:
G o a l:

• Project portfolio y 1 .1
y le a d e r:
y 1 .2
y le a d e r:
y 1 .3
y le a d e r:
G o a l: G o a l: G o a l:

• Project Execution P r o je c t 1 P r o je c t 1 P r o je c t 1
K P I: K P I: K P I:
Milestone
• Resource Allocation P r o je c t 2 P r o je c t 2 P r o je c t 2
K P I: K P I: K P I : Status

• Team Leadership P r o je c t 3
K P I:
P r o je c t 3
K P I:
Define
Measure
Analyze
• Operating Discipline Improve
Control
Drive Value Stream Vision and Project Execution
Drive Value Stream Vision and Project Execution
10
Project Sponsors
Project sponsors /Champions are the managers of the business,
function, or value stream which has been identified as high priority
for a 6 sigma team (through, for example, Pareto analysis of costs).
They play a pivotal role in that they own the processes of the
business and, therefore, must ensure process improvements are
captured and sustained.

They typically also manage 6sigma Expert1 associates and must

understand the challenges facing the 6sigma Expert 1 associate (for
example, removing roadblocks). They also must work with the 6
sigma E2s and E3s to ensure that their business area has developed,
and is implementing, a long-term vision of a 6 sigma, operating
environment—across the entire operative base.
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6Sigma Project Sponsorship
Training: Sponsors must participate in at least the 2-day 6 sigma overview course.

Support: Provide visible support for the 6 sigma Expert and provide access to
resources needed to conduct the project. If you have chosen the projects carefully, there
should be little conflict for project resources.

Scope: Set very clear scope for all 6sigma projects. Ensure that the project is clearly
defined, has a scope which can be managed within 4-6 months, and which has a high
likelihood of success. Watch the project as it progresses to ensure that the scope stays
strictly within the bounds originally set.

Expectations: Set high expectations on the value of the results. Ensure that goals
are not sub-optimized. The 6sigma process has proven in many cases to deliver value
far above initial estimates. Less-than-aggressive goals will yield less-than-aggressive
results.

Facts: Challenge Experts on their knowledge of facts and the basis of their
conclusions. Use the DMAIC questions at the end of each chapter of the 6sigma Pocket
Guide.
12
6Sigma Project Sponsorship
Involvement: Sponsors are expected to interact with project teams on a regular basis
to participate in problem solving, make decisions, and allocate resources. Plan to spend
at least 2 hours every other week with the project team. If you cannot commit this
much time, do not start the project. Also, if an Expert’s project is not progressing as has
been committed, he/she will be asked to leave the class.

Hand-over: Sponsors will be responsible for ensuring that the business takes
ownership of the implementation and delivers the value indicated in the Control phase.
This requires a specific individual who will own the delivery of the project metrics.

Results: Sponsors, as well as 6sigma mentors and business controllers, are responsible
for ensuring that project results hit the bottom line of The Timken Company. You will
be asked to sign each completed project document. This will be your commitment that
the results are valid and that you will realize the benefits on your business P&L. Do
not wait until the final report-out to make your concerns known--these should be
incorporated into regular project reviews.

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Initiative Leadership: Expert3 (MBB)
• 6 sigma strategy and
roll-out plan Y= f(X)
• Project portfolio
• Project Execution and
Removing Roadblocks High
16

50
49
26
9
42

56
18

33
46

52
6

59

53
60 36 17

• Team Mentoring
23 39 40 54

22 44 45
5

4 47 48
Medium 55

23

Resources Required
2 24

• 6sigma Results
58

Low

• Cross-Functional Leadership Low Medium

Level Of Difficulty
High

Create
Create66sigma
sigmavision
visionand
andexecution
executionstrategy
strategy
14
6Sigma Expert3/MBB

These individuals are responsible for translating the high level

business goals (Y’s) into a 6 sigma strategy for the division and
the supporting tactics. They also lead the development of the 6
sigma skills in the organization, for full-time/Part time associates
(Expert2/BB), part-time (Expert 1/GB), and the general associate
base. Expert3’s have ultimate responsibility to ensure the quality,
value, and sustainability of 6 sigma projects under their guidance.

Expert3’s are responsible, together, for the success of the overall

Division’s 6 sigma effort. They will coordinate and lead activity
on key cross-division value streams (e.g. customer service, Cycle
Time, Research). They also ensure that a culture that values
openness, creativity and challenging the status quo develops in the
organization. 15
Project Leadership

16
Project Leadership: Expert2 1.
BUSINESS CASE
THETIMKEN
THE TIMKENCOMPANY
COMPANY
8-18” POWER LEAN PROJECT TEAM CHARTER
8-18” POWER LEAN PROJECT TEAM CHARTER

Reduce manufacturing costs by 30% and achieve 95% schedule accomplishment 1.

OPPORTUNITY STATEMENT
Retain and grow market shares for 8” – 18” single and double cones produced in Canton.
measured weekly by: 2. Position the Canton plant to become the global manufacturing supplier for 8” – 18” single
and double cone product lines.
A. Reducing unit cost by 30%.
B. Achieving a 4 week flow time from MRP Schedule Load to BDC receipt.
GOAL STATEMENT PROJECT SCOPE
Generate a 35% gross sales margin for 8 – 18” single and double cones manufactured in the 1. Achieve a 30% cost reduction for the entire 8” – 18” single and double cone pipeline to

• 6 sigma strategy and

Canton plant, through aggressive unit cost reduction tactics. include rollers, cages and raw material.
2. Achieve a 95% delivery performance for the appropriate rollers and cages. Have not more than
a 8hr buffer of rollers and cages on hand located in the Canton Plant Assembly area.

PROJECT PLAN TEAM SELECTION

Item 6/1 – 7/31 8/1 – 9/30 10/1 – 11/30 12/1 – 1/31 2/1 – 3/30 1. Ralph Chenevey 50%
Determine scope & team 2. Phil Janecko 50%
Establish baselines 3. Terry Chellinsky 25%
Select team & train 4 Dennis Czayka 25%
Value Stream Mapping 5. Vera Burton 15%

roll-out plan for area

Perform 5S, incl. Visual Controls 6. Kelly Brush 15%
Changeover reduction 5. Vince Martino 10%
Pull system with kanbans 6. Don Peshek 15%
Effective equipment layout 7. Mike Schneider 10%
Establish scheduling criteria 8. Jim Siemund 15%
Determine resources 9. Steve Haley / Jim Lawrence 15%
Establish implementation plan 10. Christ Corneliussen 15%
Implement and verify savings 11. John Ross III 15%
Identify and Reduce variation 12. Gary Fisher / Jeff Schut 15%
13. Mark Bubp / Joe Berecek 15%
14 John McClellan 10%
15. Terry Haren 15%

• Project Execution
16. Ron Shonk 10%
17. Roger Lee 15%
18. Maynard Rains 10%
19. Kevin Ryan 15%
20. Barb Hare 10%
21. Roy Hambach 15%

• Project Resources/Barriers
• Team and Project Structuring
• 6 sigma Project Results Milestone

• Expert1 Mentoring Status

Define
Measure
• Share Best Practices Analyze
Improve
Control

Execute
ExecuteProjects
Projectsand
andMentor
MentorBusiness
BusinessTeams
Teams
17
6 sigma Expert2/BB

6 sigma Expert2’s are full-time/part time project leaders and

mentors of business associates, including Expert1’s and other
associates. They receive 18 days of specific training and
mentoring ( in case of fresh candidates). In case they are
already GB’s they receive 6 days additional training. They
have tactical responsibility for executing specific projects and
ensuring that the results are captured, the changes are owned
by the Champions/Sponsors, and the changes are sustained.
They will also lead 6 sigma training for both full- and part-
time Experts.

Expert2’s are expected to create an environment of open,

honest debate of facts. They will challenge the status quo
where appropriate and share (and seek) ideas across 18
Project Leadership: Expert1/GB, Project Team
THETIMKEN
THE TIMKENCOMPANY
COMPANY
8-18” POWER LEAN PROJECT TEAM CHARTER
8-18” POWER LEAN PROJECT TEAM CHARTER

BUSINESS CASE OPPORTUNITY STATEMENT

1. Reduce manufacturing costs by 30% and achieve 95% schedule accomplishment 1. Retain and grow market shares for 8” – 18” single and double cones produced in Canton.
measured weekly by: 2. Position the Canton plant to become the global manufacturing supplier for 8” – 18” single
and double cone product lines.

• Project Execution
A. Reducing unit cost by 30%.
B. Achieving a 4 week flow time from MRP Schedule Load to BDC receipt.
GOAL STATEMENT PROJECT SCOPE
Generate a 35% gross sales margin for 8 – 18” single and double cones manufactured in the 1. Achieve a 30% cost reduction for the entire 8” – 18” single and double cone pipeline to
Canton plant, through aggressive unit cost reduction tactics. include rollers, cages and raw material.
2. Achieve a 95% delivery performance for the appropriate rollers and cages. Have not more than
a 8hr buffer of rollers and cages on hand located in the Canton Plant Assembly area.

PROJECT PLAN TEAM SELECTION

Item 6/1 – 7/31 8/1 – 9/30 10/1 – 11/30 12/1 – 1/31 2/1 – 3/30 1. Ralph Chenevey 50%

• Team and Project Structuring

Determine scope & team 2. Phil Janecko 50%
Establish baselines 3. Terry Chellinsky 25%
Select team & train 4 Dennis Czayka 25%
Value Stream Mapping 5. Vera Burton 15%
Perform 5S, incl. Visual Controls 6. Kelly Brush 15%
Changeover reduction 5. Vince Martino 10%
Pull system with kanbans 6. Don Peshek 15%
Effective equipment layout 7. Mike Schneider 10%
Establish scheduling criteria 8. Jim Siemund 15%
Determine resources 9. Steve Haley / Jim Lawrence 15%

• 6sigma Project Results

Establish implementation plan 10. Christ Corneliussen 15%
Implement and verify savings 11. John Ross III 15%
Identify and Reduce variation 12. Gary Fisher / Jeff Schut 15%
13. Mark Bubp / Joe Berecek 15%
14 John McClellan 10%
15. Terry Haren 15%
16. Ron Shonk 10%
17. Roger Lee 15%
18. Maynard Rains 10%
19. Kevin Ryan 15%
20. Barb Hare 10%

• Share Best Practices

21. Roy Hambach 15%

Milestone

Status
Define
Measure
Analyze
Improve
Control

Execute
ExecuteProjects
Projectsand
and Lead
LeadProject
ProjectTeams
Teams
19
6sigma Expert1/GB (and other associates)

6 sigma Expert1’s/GB’s, and other project associates, are the

engine of 6sigma. Expert2/BB’s support the efforts of the
broader business teams to identify and implement change. The
Expert1’s are part-time 6 sigma Project leaders. They receive
12 days of specific training and mentoring support in order to
execute specific projects in their business areas. They are
responsible for scoping the projects, leading the project team,
calling for help when needed, managing interfaces with
business leaders, and ensuring sustainable results.

The goal of Expert1’s is to translate the value of 6sigma to the

specific work environment and problems.

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Project Team Members

These are the project-specific, full-or part-time resources that

provide process and cross-functional knowledge, as well as
help to sustain the gains. They have co-ownership of the
project with the 6 sigma Experts and are responsible for the
quality of the work and results.

This team also plays the critical role of translating the process
gains from 6sigma to other areas of the business area after the
specific project has been completed. This is the true leverage
of 6sigma!!

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Project Leadership: Controllers
Strategy
• Validate 6 sigma goals (Ys) and participate in direction
setting
• Provide 6 sigma team with management support
• Integrate 6 sigma goals into Business Plan
• Ensure that project portfolio is sufficient to meet
6sigma goals
Project Execution
• Validate project results, signoff, and adjust budgets and
targets as appropriate
• Measure and track project Major CTQ’s monthly
• Report 6 sigma Project results monthly

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Controllers
Controllers have two primary roles:
1. Ensure that 6sigma goals are tightly linked to the business
plan. Improvements planned by 6sigma teams should be
uniquely identified in business plans and the financial
results should be integrated into forecasts. Also,
Controllers should use their position and business
visibility to identify opportunities and facilitate success.
2. Ensure that 6 sigma teams accurately record project
results. 6 sigma projects must be validated by controllers
to ensure that the projected benefits are realistic and that
actual benefits really did hit the bottom line of the
company. For example, cash, cost, or inventory reduction
projects must be confirmed by the controller to have
shown a tangible change in a financial account.
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