Six-Sigma for Sales Professionals - Chapter 1

This Chapter is introductory; a quick read intended to give you a high-level overview of the approach and journey we’ll be taking together. As we worth through this; I’m hoping to provide the right level of detail, not too much; but enough to give you something of value. As always, I welcome constructive criticism and am happy to address any questions you have. Feel free to post them publicly in the comments, or message me through LinkedIn Messaging.

There are several different approaches to problem solving using a 6-sigma process. For example, “Design for Six-Sigma” (DFSS) provides process and tools for developing defect free products.  “Lean Six-Sigma” is a process that focuses on reduction of cycle-time (aka “speed”).

The more traditional approach though seeks to both reduce cycle time AND reduce defects in the output of a process. The 5 steps in this traditional approach are to:

• Define – the problem you are addressing
• Measure – by developing a measurement system and developing a baseline against which to measure improvements
• Analyze – using data to find patterns and relationships that provide clues as to the causes and especially “root cause” of a problem
• Improve – typically as a focused team of subject-matter-experts, look at the data and brainstorm ways to improve the process by eliminating “opportunities for errors” and waste.
• Control - Six-Sigma folks like to say we “solved a problem for the last time” and we do that by installing a control plan that provides an advanced indication that we’re heading off the rails, and then triggers pre-determined steps to put the process back on the rails.

This approach is often referred to as Dee-May-Ick which represents the 5 steps of the process (DMAIC). The DMAIC process and tools focus on solving problems typically defined in a one or two sentence “Problem Statement” along with factors critical to the quality of the process output. 

OK – now that we’re through with the mumbo-jumbo; how is this going to help me sell?

Before we go on, let me assure you now, that though these processes and tools may seem unwieldy and in need of lots of time and brainpower; there’s nothing I’ll speak about that can’t be accomplished in just a few minutes for most simple sales opportunities, and maybe hours for the more complex ones. It’s a way to think, and some tools … not brain surgery! Becoming familiar with the process and tools will help you make more money, so don’t worry about its practicality when applied to the proverbial “real life”, IT WILL WORK FOR YOU! ??

For our purposes, we’re going to bend the traditional definitions to apply to our profession; selling! This is how I will take us through the phases as it related to us:

• Define – the sales opportunity in front of us. During this phase, we’ll show you how to eliminate “opportunities” you have little or no chance to win!
• Measure – your proposal against your goals such as winning, earning the highest commission, going to your reward club, etc. along with the goals of your organization which would include certain profitability goals, strategic goals such as take-over from competitors, etc. We also want to look at the customer’s goals … how does our proposal help them achieve their goals?
• Analyze – Using a variety of tools and information (including goals); we’ll develop a sales strategy, assess the strategy against the goals, assess the approach against competitive alternatives, against the customer’s goals, etc. We’ll ask ourselves (and presumably answer ??) questions like - why do we have the opportunity in the first place? What problems are the customer trying to solve and how do we help?
• Improve – The sales and sales support teams contribute to the best possible solution. Here, we will use risk assessment tools to tell us if we are the best we can be; or if we need to modify our approach in recognition of risks.
• Control - We’ll probably skip this one, though win-or-lose, there are always to learn from experience looking back on a project.

Though I’ll reserve the right to adjust as we go; especially if driven by your requests and comments; I’m planning the following chapters:

Defining Your Opportunity

• Is it worth pursuing?
• What are my chances of winning?

Creating your initial customer proposal

• Where do I start, and finish?

Analyzing and Vetting the initial customer proposal

• How do I stack up against the customer’s requirements?
• How do I stack up against competition?
• How do I stack up against internal goals and guidance?

Improving the initial customer proposal

• Based on the Analysis and Vetting, what improvements can and should be made?

Verification – it is as good as it can be; and it is worth sending

• Is this proposal the best we can do?

I’m also providing reference “Modules” that lay out the process for using a tool that was referenced in a Chapter. This will make the Chapters a little simpler and shorter; and provide information on the tools explained in broader and hopefully more useful terms.

Modules will include:

SIPOC – Supplier, Input, Process, Output, Customer

C&E – Cause and Effects matrix

FMEA – Failure Mode and Effects Analysis

SWOT - Strengths, Weaknesses, Opportunities, Threats

At first glance, these tools may appear unwieldy, irrelevant, overly-complex and perhaps just not worth your time. I can assure you if you take the time to "figure it out", it will pay you back in success for the rest of your career. I am also happy to assist you with any questions or to walk through an opportunity with you. Just reach out to me via LinkedIn Messaging. I'm happy to help. Stew