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What to Expect from Lean Six Sigma in the

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Title: What to Expect from Lean Six Sigma in the


1
What to Expect from Lean Six Sigma in the First
Year of Deployment September 21, 2009 IQPC 5Th
Annual Process Excellence Week Jennifer Ralston,
CEO Owner
2
Agenda
  • The Critical Xs of Deployment
  • What to Expect of each Critical X
  • 30 Minute Break (1000-1030AM)
  • Six Essential Themes
  • Common Failures
  • Deployment Checklist
  • Keys to Success
  • Questions Answers Session

3
Ground Rules for Workshop
  • Interactive Discussion is a Must
  • Please Participate in Discussion
  • Ask Questions
  • Open Dialogue is Welcome
  • Others?

4
Y Successful Deployment
X1 Leadership Commitment X2 Project
Selection X3 Black Belts Selection X4 Fully
Dedicated Black Belts X5 Champion Engagement X6
Master Black Belt Support X7 Organizational
Tools X8 Sustaining Infrastructure
Scale
100
75
50 or less
5
X1 Leadership Commitment
  • Leadership must be engaged at Day 1 and Steer
    the Ship North

6
What to Expect X1 Leadership Commitment
  • Pitch Some Leaders will not buy in to Lean Six
    Sigma, be prepared to Put on your Salesman Hat
  • Results Leaders will want to realize the
    benefits of the projects quickly, Tie Savings to
    the Bottom-line by Partnering with Finance
  • Success Leaders want results fast, Show early
    Successes and Pick the Right Projects to allow
    for this

7
X2 Project Selections
  • Selecting the right projects is key to establish
    early successes and gain buy-in
  • Align Six Sigma projects to critical business
    and customer strategies and operating goals
  • Establish a documented process for a 1-year Six
    Sigma project hopper refresh

8
X2 Project Selections
  • Establish projects of appropriate size and
    scope, along with significant savings
  • Assign a Champion and Black Belt to each project
    and outline expectations for accountability
    upfront
  • Implement a project tracking system to
    facilitate replication and reuse, this will save
    you effort in the long run and ensure visibility

9
X2 Project Selections
Execution
Prioritization
Definition
Idea Generation
All Projects Must Pass Through a Strategic Filter.
10
What to Expect X2 Project Selections
  • You wont always pick the right project Dont be
    scared to stop a project that may have been the
    wrong choice
  • People will bring Pet Projects to the table
  • Show early Successes

11
X3 Black Belts Selection
  • Black Belt Attributes are essential
  • Be sure to do rigorous interviewing to select
    the right belts
  • Utilize Predictive Index

12
What to Expect X3 Black Belts Selection
  • Proper mentoring and coaching from the MBB and
    Champion will develop good belts
  • Be sure to select the number of Belts that is a
    good fit for you to manage

13
Key Belt Attributes
14
X4 Fully Dedicated Black Belts
  • Until Deployment Maturity develops it is highly
    recommended to have your Black Belts be Full Time
    Positions
  • Standardize Job Descriptions upfront
  • Create a Career Ladder so Belts can see the road
    to growth either into a Business Leader or an MBB

15
Career Ladder
16
What to Expect X4 Fully Dedicated Black Belts
  • It will be hard to keep Belts focused
  • They may not fully transition themselves from
    their old job
  • If they are split between two roles they become
    jugglers, avoid this

17
Breakout Groups
  • Break into groups by Deployment Age i.e.
    6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with Critical X1 - X4 of
    Deployment and any actions you have had to take
  • Each Group should be Prepared to do a 5-7 minute
    Report Out on their discussion

18
X5 Champion Engagement
  • Set expectations upfront, Champions need to be
    involved and remove barriers
  • Must have Weekly and Biweekly Mentor meetings
    with MBB and BB
  • Ensure Steering Committee Involvement

19
What to Expect X5 Champion Engagement
  • Mentor and refresh Champions of needed tools
  • Remind them of expectations they committed to if
    they become inactive
  • Ensure your Champions are equipped with the
    right questions to ask at each DMAIC Tollgate

20
X6 Master Black Belt Support
  • Developing and Selecting the right MBB
    candidates upfront is critical to sustainability
  • Its okay to supplement with consultants at the
    beginning, but plan to self sustain when
    appropriate
  • Use the same rigorous process to select MBBs
    that you do for BBs

21
What to Expect X6 Master Black Belt Support
  • MBBs should be future leaders of your Company,
    develop them as such
  • MBBs need to have a planned time to exit back
    into the organization as a business leader

22
X7 Organizational Tools
  • You may need consultants to start
  • Plan for Training Materials and Training Sessions
  • Create a Process for Certification of GBs, BBs
    and MBBs
  • Ensure a Process for Project Selection, Project
    Review, Belt Selection
  • Create Visibility with a Dashboard
  • Visible, Consistent Support and an Active
    Communications, Reward and Recognition

23
What to Expect X7 Organizational Tools
  • Developing these tools for sustainment takes
    time, be sure to dedicate time to this upfront,
    possibly even assigning an MBB(s) or BB(s) to
    these tasks

24
X8 Sustaining Infrastructure
Leadership Team
Project Champion
Project Champion
Master Black Belt
Black Belt
Black Belt
Yellow Belts
Green Belt
Green Belt
A Sustaining Infrastructure Must Have Senior
Managements Support and Guidance.
25
X8 Sustaining Infrastructure
26
What to Expect X8 Sustaining Infrastructure
  • Steering Committee Reviews with the appropriate
    stakeholders is key to ensure project awareness
    and to share touch points
  • Top level leadership must have oversight of the
    deployment and keep track of the health
  • Functional owners need to own their deployment
    and sustain the infrastructure and results

27
Breakout Groups
  • Break into groups by Deployment Age, i.e.
    6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with Critical X5 X8 of
    Deployment and any actions you have had to take
  • Each Group should be Prepared to do a 5-7 minute
    Report Out on their discussion

28
  • Break Time!
  • 30 minutes

29
Six Essential Themes
  1. True Focus on the Customer
  2. Data and Fact Driven Management
  3. Process Focus, Management and Improvement
  4. Proactive Management
  5. Boundaryless Collaboration
  6. Drive for Perfection, and yet a Tolerance for
    Failure

30
Management Company Failures

No concept of Customer expectations No vision related to Customer expectations No follow-up on the annual operating plan Lack of alignment (horizontal or vertical) No visible leadership at the executive level Business executives do not show up for report-outs (conveys a lack of priority) Deploying Six Sigma without a goal (reason for deployment) Deploying Six Sigma with a goal but no plan on how to get there Abdicating the deployment plan to a consulting company Trying to change the organization without a detailed change process iSixSigma.com
31
Management Company Failures (continued)

Not having metrics in place for management participation No metrics for Champions Champions do not show up for report-outs Having metrics in place but no feedback (or limited feedback annually, semi-annually, quarterly) Not having multiple projects queued up for each MBB, BB or GB (so when they complete a project the next one has already been selected) Not communicating deployment plans effectively through the organization No rewards or recognition program iSixSigma.com
32
Management Company Failures (continued)

A rewards/recognition program that does not recognize teams No retention program for trained personnel Using contract type agreements to retain MBBs and BBs Project selection process does not identify projects related to business objectives Middle management operates on their own agenda (feel support is optional) No accountability Champions do not break roadblocks No buy-in at the Process Owner level Process Owner believes they have the option to not buy-in iSixSigma.com
33
Management Company Failures (continued)

Supply base supplying poor quality material No consequence for suppliers sending bad material (typically because of price) No plan to deploy into the Design and Marketing functions after Operations has launched Believing a single initiative can/will solve all your problems Using BBs for fire-fighting Buying cheap software to save money on the deployment Training BBs without providing a computer iSixSigma.com
34
Breakout Groups
  • Break into groups by Deployment Age, i.e.
    6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with these failures
    and/or how you have avoided them
  • Each Group should be Prepared to do a 5-7 minute
    Report Out on their discussion

35
Master Black Belt, Black Belt Green Belt
Failures

Treating it as an academic exercise Failing to appreciate the complexity of dealing with people Failing to recognize Control as the most difficult phase to implement effectively Not transferring ownership of the solution to the team as the project progresses (the solution becomes personality dependent) Spending to much time on the computer and not enough time in the process iSixSigma.com
36
Master Black Belt, Black Belt Green Belt
Failures (continued)

Presenting results as if it were a science project - using things such as ANOVA tables to convey results (graphical representations convey more information faster - you are communicating an idea) Avoiding resistance - when you know it is present you have to deal with it Creating a exclusive club attitude around the program Not sharing the credit for the solution with the team Taking credit for work accomplished by another initiative or an ongoing project. iSixSigma.com
37
Master Black Belt, Black Belt Green Belt
Failures (continued)

Focusing on certification rather than the team project and the company's results Not providing the team the opportunity to share the spotlight (have them attend a management presentation or better yet use them in the presentation) Generating false data Not getting at least a basic understanding of the tools required to do an analysis iSixSigma.com
38
Master Black Belt, Black Belt Green Belt
Failures (continued)

Including special effects in the presentation to cover a lack of content Using a large number of slides to cover a lack of content in project reviews Running to the Champion to break a roadblock before they try themselves Not taking a roadblock to the Champion after they have tried themselves iSixSigma.com
39
Breakout Groups
  • Break into groups by Deployment Age, i.e.
    6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with these failures
    and/or how you have avoided them
  • Each Group should be Prepared to do a 5-7 minute
    Report Out on their discussion

40
Launch Phase Year 1-2 To Do
  • Executive Interviews
  • Implementation Leader(s) and Sponsor(s) Selected
  • Executive Management Training
  • Define Year 1 Implementation Plan
  • Core Deployment Team Selected and Trained
  • Define Deployment Strategy and align with
    business needs
  • SCHEDULE TIMING 2-3 Months

41
Launch Phase, continued
  • Develop Communications Plan
  • Establish Management Buy In and Commitment
  • Budgeting
  • Engage and Train Finance
  • Engage and Train HR
  • Establish Process Metrics with System Dashboard
  • Initiate Bonus Program
  • Train Initial Champions
  • Establish 3 Year Plan
  • SCHEDULE TIMING 2-3 Months

42
Implementation Year 1-2 To Do
  • Communications Plan Executed
  • Identify First Projects
  • Train First Wave of BBs
  • MBB Support
  • Infrastructure Completed
  • Integrate Finance
  • Integrate HR
  • Launch Initial GB Training
  • Six Sigma Metrics Established
  • SCHEDULE TIMING 9-24 Months

43
Implementation Year, continued
  • Measurement and Tracking Systems Established
  • Train Functional Management
  • BB Certification Process Established
  • Champion Refresher Training
  • Train Initial MBBs
  • Begin All Employee Awareness Training
  • Monthly Leadership Reviews
  • First Recognition and Rewards Event
  • Pilot Customer Engagement Process
  • SCHEDULE TIMING 9-24 Months

44
Institutionalizing Sustaining
Institutionalizing Phase Sustaining Phase
Key Activities Full Scale GB/YB Training Engage Suppliers Develop Internal Training Capability Complete BB MBB Training Waves to Full Quantity Second Annual Rewards Recognition Event Spot Champion Revitalization Training System Refinement Improvement Quarterly Exec Reviews Full Customer Engagement Launch Design for Six Sigma Training BB Re-Integration Planning Fully Integrate Lean w/ Six Sigma Begin to integrate simulations Begin to implement standard work SCHEDULE TIMING12-24 Months Key Activities Continue GB/YB Training Complete Design for Six Sigma Training Migrate/promote BBs MBBs Back into Functional Roles Continue Supplier Deployment System Refinement Improvement Progress Reviews Annual Rewards Recognition Event Quality Performance Improvement SCHEDULE TIMING12 Months
Y E A R 3 4 Y E A R 5
45
12 Keys to Success
  • Tie Lean Six Sigma Efforts to Business Strategy
    and Priorities
  • Position Lean Six Sigma as an Improved Way to
    Manage Today
  • Keep the Message Simple and Clear
  • Develop Your Own Path to Lean Six Sigma
  • Focus on Short-Term Results
  • Focus on Long-Term Growth and Development
  • The Six Sigma Way

46
12 Keys to Success (continued)
  • Publicize Results, Admit Setbacks, and Learn from
    Both
  • Make an Investment to Make it Happen
  • Use Lean Six Sigma Tools Wisely
  • Link Customer, Process, Data, and Innovation to
    Build the Lean Six Sigma System
  • Make Top Leaders Responsible and Accountable
  • Make Learning an Ongoing Activity
  • The Six Sigma Way

47
Heres To Your Deployment!!
48
Jennifer Ralston, CEO Owner HKPO Lean Six Sigma
Experts 443-618-2518 jlralston_at_hkpproactivesolutio
ns.com
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