Six Sigma Approach to Internal Auditing - IIA Dallas Chapter

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Results Pre-Six Sigma • Audit report issuance cycle >180 days • Business stakeholder dissatisfaction • Addressing anecdotal/symptomatic causes not root causes • Very high turn over of staff • Lack of institutional knowledge • No repeatable process • Weak methodology • Not used as talent pool Post-Six Sigma • Report issuance ~ 2 weeks • High stakeholder satisfaction (average score 4.4 out of 5) • Address true root causes • Low external turnover • Process for sharing and retaining knowledge • Repeatable process for analyzing and mitigating business risk • Leveraged as talent pool by mgmt • Enable business growth • Constant reassessment & change
Results • Affect Company Strategy • Multi Million $ Savings • Benchmarking • Lead Efficiency/Lean Efforts • Policy Guidance • Change Agents • Problem Solvers • Consultants
Page 1 and 2: Dallas IIA Six Sigma Approach to In
Page 3 and 4: Raytheon Overview • Leading edge
Page 5 and 6: Six Sigma: Brief History A Knowledg
Page 7 and 8: Six Sigma at Raytheon Sigma Quality
Page 9 and 10: Six Sigma at Raytheon • The botto
Page 11 and 12: How Six Sigma Transformed Internal
Page 13 and 14: How Six Sigma Transformed Internal
Page 15 and 16: Audit Process - Visualize/Audit Pla
Page 17 and 18: Audit Process - Commit/Audit Planni
Page 19 and 20: Audit Process - Prioritize/Planning
Page 21 and 22: Audit Process - Prioritize/Planning
Page 23 and 24: Audit Process - Characterize/Fieldw
Page 29 and 30: Audit Process - Improve/Fieldwork/R
Page 31: Audit Process - Achieve/Reporting C
Page 35: Dan Samson Daniel_A_Samson@Raytheon

Six Sigma Approach to Internal Auditing - IIA Dallas Chapter

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