An introduction to Blitz Sigma

Next month, onesixsigma.com will be running a special User Group Meeting devoted to Creating a Continuous Improvement Culture. In addition to the technical workshops and benchmarking forums, there will be quality presentations; one of which will be Dee White of UBS Investment Bank explaining the new "Blitz Sigma" methogology, designed specifically to reduce project time-scales but still deliver excellent results.

Below is a white paper from Dee, previously published on onesixsigma.com in July, that acts as a short introduction to Blitz Sigma. If you would like to know more about the User Group Meeting next month, click here.

I would like to take the opportunity to introduce you to Blitz Sigma, which is an exciting new Improvement Methodology, that has recently been launched in UBS Investment Bank Switzerland.

It is primarily a project execution process which utilises the rigour, structure and basic tool kit of 6-Sigma, and is resourced with people from the line organisation who need not have any Sigma knowledge whatsoever prior to commencing on the project.

What is the duration of a Blitz Project?

A Blitz Project takes nine days in total, before the project is ready to be rolled out into the business. Team members should expect to dedicate 100% of their time to the project, for at least five days. The balance of time required between five and nine days is negotiable with the other project team members. In addition, there may be a requirement for some time to be spent with the line organisation in implementing the recommendations and again in gathering data to prove the sustainability of the improvements. However, this time varies greatly from hours to days and depends on the project itself.

How do the improvements become anchored in the business?

Senior Business Sponsors, i.e. Heads of Departments and /or Process Owners are engaged in sign off of recommendations prior to implementation. The Project Leader takes them through the project discussing what needs to be improved and why and then moves on to what will be implemented, by whom and when.

Feedback from one MD at such a presentation of recommendations to be implemented from projects aimed at improving the onboarding process of client static data and the feedback loop of changes to static data was, "I would be stupid to say no to these recommendations. Well done". This took place only 5 days from when those Blitz Projects began!

It’s not over there! A few weeks later, the project leader will need to demonstrate with data that the improvements are in fact delivering the results as forecast.

A board MD adds, "In UBS Investment Bank, we are constantly looking at how we can improve the service to our clients, whilst making ourselves more productive and efficient.

"It often happens that when we step outside of our own individual functions and look at our business processes in the wider context, we spot dozens of improvements that could quickly be implemented. Many of these improvements do not even require IT changes; by being aware of what our colleagues front to back are actually doing with the information we pass each other, we can make simple changes to our daily business processes that can make life much easier for everyone. Instead of this happening by chance, we have launched this Process Excellence initiative to identify and implement such improvements in a more systematic way."

How do Projects get chosen?

Initially a piece of analysis work run in Operations, identified some opportunities for Quick Wins. Since then, those projects have spurned other opportunities for improvement. We now have a forum of senior leaders (MDs, Exec Directors and Directors) who are tasked with identifying and prioritising more improvement opportunities, where the Blitz approach can be utilised.

Is Blitz Sigma a training course?

It is primarily a project execution process. The education involved is ‘light touch’. It consists of a brief overview of the DMAIC (6-Sigma improvement) methodology and engages participants in some user friendly analysis and programme management tools, which are used in the project.

Blitz Sigma will also have UBS education credits attached for participants soon.

What projects have been delivered so far?

Projects:
Static Data – Onboarding clients
Static Data – Feedback Loop
PB – Chat Channel Monitoring
PB - Settlement Figure reconciliations
PB – Special Client Coverage
Static Data - SSI Sourcing
Static Data - Validation at point of entry
PB - Cancel Rebook ‘Point of no return’
PB - Cancel Rebook and Outright Cancellations

What did project participants say of their experience?

- "Really good. A logical and systematic approach"
– "I would urge anyone to do this if they can, its scary but its fun"
– "I approach my daily work differently now, as a result"
- "Nine days can make a difference!"
– "it is important to get the right people represented in each project"
– "interaction between teams in the programme adds real value"
– "you need to stay close to support people during implementation phase"
– "time away from the business adds focus needed on these quick projects"
– "This was an interesting experience"
– "I enjoyed the Blitz approach and would do another project"
– "I liked that in such a relatively short period of time we were able to come up with tangible results"
– "The coach was good and this really helps the team stay on track"
– "I like that the analysis I do supports my colleagues in their projects"
– "Very efficient to have relevant Subject Matter Experts (SME's) in one room at one time and in delivery mode".
- "Having project teams made up of people from the line adds real value"
- "Impressive and easy way to run projects"

How is this methodology different to the other applications of 6-Sigma?

The following table demonstrates how the Blitz Sigma methodology differs:

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How do I get to hear more?

Send an e-mail to denise-marcella.white@ubs.com

Dee White
Author and inventor of Blitz Sigma

Executive Director UBS IB
Head of Process Excellence
UBS Investment Bank
MCC – Zurich

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