Six Sigma for Marketing Processes An Overview for Marketing Executives, Leaders, and Managers

by Creveling, Clyde M.; Hambleton, Lynne; McCarthy, Burke

• ISBN13: 9780131990081
• ISBN10: 013199008X
• Edition: 1st
• Format: Hardcover
• Copyright: 2006-02-17
• Publisher: Prentice Hall

Summary

This book is part of an exciting new set of books called the Six Sigma for Growth Series. The development of Marketing for Six Sigma is an emerging set of tools, methods and best practices that enable marketing professionals to improve their performance. This book will guide the reader to structure a "lean" work flow for completing the right marketing tasks using the right tools, methods and best practices - at the right time. It is all about "lean", Six Sigma enabled marketing. Just as Design for Six Sigma (DFSS) has enhanced modern product development and design teams and Product Commercialization Engineers - this book will help take marketing professionals into the same kind of Six Sigma paradigm, work flow, measurement rigor and "lean" process discipline. This book is a first step in showing how DFSS and SS-Mktg. are integrating to form a unified approach for those who are commercializing products together.

Author Biography

Clyde "Skip" Creveling is the president and founder of Product Development Systems & Solutions Inc. (PDSS) (http://www.pdssinc.com). Since PDSS' founding in 2002, Mr. Creveling has led Design for Six Sigma (DFSS) initiatives at Motorola, Carrier Corporation, StorageTek, Cummins Engine, BD, Mine Safety Appliances, Callaway Golf, and a major pharmaceutical company. Prior to founding PDSS, Mr. Creveling was an independent consultant, DFSS Product Manager, and DFSS Project Manager with Sigma Breakthrough Technologies Inc. (SBTI). During his tenure at SBTI he served as the DFSS Project Manager for 3M, Samsung SDI, Sequa Corp., and Universal Instruments.

Mr. Creveling was employed by Eastman Kodak for 17 years as a product development engineer within the Office Imaging Division. He also spent 18 months as a systems engineer for Heidelberg Digital as a member of the System Engineering Group. During his career at Kodak and Heidelberg he worked in R&D, Product Development/Design/System Engineering, and Manufacturing. Mr. Creveling has five U.S. patents.

He was an assistant professor at Rochester Institute of Technology for four years, developing and teaching undergraduate and graduate courses in mechanical engineering design, product and production system development, concept design, robust design, and tolerance design. Mr. Creveling is also a certified expert in Taguchi Methods.

He has lectured, conducted training, and consulted on product development process improvement, design for Six Sigma methods, technology development for Six Sigma, critical parameter management, robust design, and tolerance design theory and applications in numerous U.S, European, and Asian locations. He has been a guest lecturer at MIT, where he assisted in the development of a graduate course in robust design for the System Design and Management program.

Mr. Creveling is the author or coauthor of several books, including Six Sigma for Technical Processes, Six Sigma for Marketing Processes, Design for Six Sigma in Technology and Product Development, Tolerance Design, and Engineering Methods for Robust Product Design. He is the editorial advisor for Prentice Hall's Six Sigma for Innovation and Growth Series.

Mr. Creveling holds a B.S. in mechanical engineering technology and an M.S. from Rochester Institute of Technology.

Table of Contents

Preface	xv
Acknowledgments	xxiii
About the Authors	xxv
Chapter 1: Introduction to Six Sigma for Marketing Processes	1	(24)
Growth and Innovation	2	(4)
What Is Six Sigma?	6	(3)
The Traditional Six Sigma Approach	9	(4)
Applying Six Sigma to Marketing	13	(7)
Unique Six Sigma Marketing Methods	20	(3)
Summary	23	(2)
Chapter 2: Measuring Marketing Performance and Risk Accrual Using Scorecards	25	(20)
Scorecards in Marketing Processes	26	(2)
Checklists	28	(1)
Scorecards	29	(9)
Conducting Gate Reviews	38	(3)
Summary	41	(4)
Chapter 3: Six Sigma-Enabled Project Management in Marketing Processes	45	(18)
Six Sigma Contributions to Project Management in Marketing Processes	46	(3)
Designing Cycle Time: Critical Paths of Key Marketing Task-Tool Sets by Phase	49	(4)
Modeling Marketing Task Cycle Time Using Monte Carlo Simulations	53	(4)
Documenting Failure Modes in the Critical Paths of Marketing Tasks by Phase	57	(5)
Summary	62	(1)
Chapter 4: Six Sigma in the Strategic Marketing Process	63	(54)
Portfolio Renewal	64	(1)
Process Discipline in Portfolio Renewal	65	(1)
Design Process Discipline During Inbound Marketing	66	(3)
Phases of Portfolio Renewal	69	(2)
Identify Phase of Portfolio Renewal	71	(3)
Identify Phase Tools, Tasks, and Deliverables	74	(12)
Define Phase Tools, Tasks, and Deliverables	86	(14)
Evaluate Phase Tools, Tasks, and Deliverables	100	(7)
Activate Phase Tools, Tasks, and Deliverables	107	(7)
Summary	114	(3)
Chapter 5: Six Sigma in the Tactical Marketing Process	117	(56)
Tactical Marketing Process: Commercialization	118	(2)
Commercialization Phases and Gates: Introduction to UAPL	120	(4)
The Understand Phase	124	(16)
Requirements for the Understand Gate	125	(1)
Understand Phase Tools, Tasks, and Deliverables	126	(1)
Understand Gate Deliverables	127	(5)
Understand Phase Tasks	132	(4)
Tools That Enable the Understand Tasks	136	(4)
The Analyze Phase	140	(10)
Requirements for the Analyze Gate	141	(1)
Analyze Phase Tools, Tasks, and Deliverables	142	(1)
Analyze Gate Deliverables	143	(2)
Analyze Phase Tasks	145	(1)
Tools, Methods, and Best Practices That Enable the Analyze Tasks	146	(4)
The Plan Phase	150	(11)
Requirements for the Plan Gate	150	(1)
Plan Phase Tools, Tasks, and Deliverables	151	(1)
Plan Gate Deliverables	152	(3)
Plan Phase Tasks	155	(2)
Tools, Methods, and Best Practices That Enable the Plan Tasks	157	(4)
The Launch Phase	161	(10)
Requirements for the Launch Gate	161	(1)
Launch Phase Tools, Tasks, and Deliverables	162	(1)
Launch Gate Deliverables	163	(3)
Launch Phase Tasks	166	(2)
Tools, Methods, and Best Practices That Enable the Launch Tasks	168	(3)
Summary	171	(2)
Chapter 6: Six Sigma in the Operational Marketing Process	173	(36)
Six Sigma in the Operational Marketing Process	174	(9)
Hard Versus Easy Data Sets	183	(1)
The Tools, Methods, and Best Practices that Enable the LMAD Tasks	184	(4)
The Launch Phase	188	(6)
Requirements for the Launch
Phase Milestone	189	(1)
Launch Phase Tasks and Deliverables	190	(4)
The Manage Phase	194	(1)
Requirements for the Manage
Phase Milestone	194	(1)
Manage Phase Tasks and Deliverables	195	(1)
The Adapt Phase	195	(7)
Requirements for the Adapt Phase Milestone	197	(1)
Adapt Phase Tasks and Deliverables	197	(5)
The Discontinue Phase	202	(6)
Requirements for the Discontinue Phase Milestone	202	(1)
Discontinue Phase Tasks and Deliverables	203	(5)
Summary	208	(1)
Chapter 7: Quick Review of Traditional DMAIC	209	(20)
The Traditional Six Sigma DMAIC Method	210	(2)
The Define Step	212	(3)
Define Step Tools, Tasks, and Deliverables	212	(1)
Define Step Deliverables	213	(1)
Define Step Tasks	214	(1)
Tools That Enable the Define Tasks	215	(1)
The Measure Step	215	(3)
Measure Step Tools, Tasks, and Deliverables	216	(1)
Measure Step Deliverables	217	(1)
Measure Step Tasks	217	(1)
Tools, Methods, and Best Practices That Enable the Measure Tasks	218	(1)
The Analyze Step	218	(3)
Analyze Step Tools, Tasks, and Deliverables	219	(1)
Analyze Step Deliverables	220	(1)
Analyze Step Tasks	220	(1)
Tools, Methods, and Best Practices That Enable the Analyze Tasks	220	(1)
The Improve Step	221	(3)
Improve Step Tools, Tasks, and Deliverables	222	(1)
Improve Step Deliverables	222	(1)
Improve Step Tasks	223	(1)
Tools, Methods, and Best Practices That Enable the Improve Tasks	224	(1)
The Control Step	224	(5)
Control Step Tools, Tasks, and Deliverables	225	(1)
Control Step Deliverables	226	(1)
Control Step Tasks	226	(1)
Tools, Methods, and Best Practices That Enable the Control Tasks	227	(2)
Chapter 8: Future Trends in Six Sigma and Marketing Processes	229	(6)
Glossary	235	(26)
Index	261

Excerpts

Preface Preface What Is In This Book? This is not a book about marketing theory or basic marketing _principles--we assume you are a marketing professional and know a good bit about marketing science fundamentals. This book is all about Six Sigma for marketing professionals. The kind of Six Sigma we explore is relatively new. It is the form of Six Sigma that focuses on growth--that prevents problems by designing and structuring Six Sigma Sigma-enhanced work within marketing processes. Its boundaries encompass marketing's three process arenas for enabling a business to attain a state of sustainable growth. Strategic Marketing Process--product or service portfolio renewal Tactical Marketing Process--product or service commercialization Operational Marketing Process--post-launch product or service line management This book is reasonably short and is primarily intended as an overview for marketing executives, leaders, and managers. Anyone interested in the way Six Sigma tools, methods, and best practices enhance and enable these three marketing processes can benefit from this book. This book guides the reader in structuring a lean work flow for completing the right marketing tasks using the right tools, methods, and best practices--at the right time within the aforementioned processes. Yes, this book is all about Lean Six Sigma-enabled marketing. Why We Wrote This Book Why did we write it? To help take marketing professionals into the same kind of Six Sigma paradigm, work flow, measurement rigor, and lean process discipline that exists in the world of Design for Six Sigma (DFSS). Our first book,Design for Six Sigma in Technology and Product Development(Prentice Hall, 2003), has become a strong _standard for research and development (R&D), product commercialization, and manufacturing support engineers. It is all about what to do and when to do it in the phases of technology development and product commercialization for engineering teams and their leaders. Every time we teach and mentor engineering teams on DFSS, they ask, "Where are the marketing people? Shouldn't they be here working with us as a team as we develop this new product?" The answer of course is always yes. So, a strong, new trend is occurring all over the world. It is a new form of collaborative innovation between those who practice DFSS and those who are beginning to practice Six Sigma for Marketing (SSFM). Two very harmonious bodies of Six Sigma knowledge are aligning and integrating into what we call Six Sigma for Innovation and Growth. In fact, this book is part of an exciting new series from Prentice Hall called theSix Sigma for Innovation and Growth Series: Marketing Processes and Technical Processes. DFSS and SSFM are integrating to form a unified approach for those who are commercializing products together. This book, in part, is "DFSS for Marketing Professionals." We go far beyond simply talking about product commercialization in this book. We set the stage for a comprehensive Six Sigma-enabled work flow for marketing _professionals. That work flow crosses the three process arenas we mentioned earlier--portfolio renewal (strategic in-bound marketing), commercialization (tactical in-bound marketing), and product or service line management (operational out-bound marketing). That is why the logo for this book looks the way it does. Take a moment to reflect on that image and you will see our view of the way marketing work flow is structured in the text. About the Chapters The book is laid out in eight chapters. Chapter 1, "Introduction to Six Sigma for Marketing Processes," presents the whole integrated story of Six Sigma in Marketing Processes. It covers the big picture of the way all three mar