Title: What to Expect from Lean Six Sigma in the
1What 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
2Agenda
- 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
3Ground Rules for Workshop
- Interactive Discussion is a Must
- Please Participate in Discussion
- Ask Questions
- Open Dialogue is Welcome
- Others?
4Y 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
5X1 Leadership Commitment
- Leadership must be engaged at Day 1 and Steer
the Ship North
6What 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
7X2 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
8X2 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
9X2 Project Selections
Execution
Prioritization
Definition
Idea Generation
All Projects Must Pass Through a Strategic Filter.
10What 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
11X3 Black Belts Selection
- Black Belt Attributes are essential
- Be sure to do rigorous interviewing to select
the right belts - Utilize Predictive Index
12What 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
13Key Belt Attributes
14X4 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
15Career Ladder
16What 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
17Breakout 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
18X5 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
19What 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
20X6 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
21What 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
22X7 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
23What 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
24X8 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.
25X8 Sustaining Infrastructure
26What 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
27Breakout 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 29Six Essential Themes
- True Focus on the Customer
- Data and Fact Driven Management
- Process Focus, Management and Improvement
- Proactive Management
- Boundaryless Collaboration
- Drive for Perfection, and yet a Tolerance for
Failure
30Management 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
31Management 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
32Management 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
33Management 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
34Breakout 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
35Master 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
36Master 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
37Master 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
38Master 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
39Breakout 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
40Launch 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
41Launch 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
42Implementation 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
43Implementation 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
44Institutionalizing 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
4512 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
4612 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
47Heres To Your Deployment!!
48Jennifer Ralston, CEO Owner HKPO Lean Six Sigma
Experts 443-618-2518 jlralston_at_hkpproactivesolutio
ns.com