Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSI

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Successful Lean Six Sigma DeploymentsWith BSI Training and Professional Services Ltd.


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BSI Company Background

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• Clients in 150 countries• 65 offices and 2800 employees worldwide • 3 regional hubs in UK, US and Hong Kong

• A truly global brand and network – trusted and recognized for helping companies excel in the management of Performance, Risk and Sustainability• Leading Global Standards Creation Body:

British, European, ISO, Public, Private• The UK National Standards Body: Source of British Standards• Specialist Focus: Standards Creation, Training, Business Improvement and Certification• Global Network: 70,000 clients in 150 countries worldwide including governments, global brands and SME’s• Experienced: World’s first National Standards Body established in 1901 and a founding member of ISO• Thought Leaders: Shaped the world’s most adopted standards, incl. ISO 9001, ISO 14001, OHSAS 18001• Trusted: A Royal Charter Company, reinvesting profits back into our business to improve our clients’ experience


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Our people and end to end solutions make the difference for our clients

• Global network of over 4,000 people supported by 10,000 industry experts

• Over 100 years experience across almost every sector

• Global specialization focused on training, business improvement, audit, certification

• Industry specialized professionals constantly trained on new initiatives and processes

• Tutors and consultants skilled in transferring knowledge to your employees

• Our Credo “Making Excellence a Habit” keeps BSI client focused

• Valued and appreciated by our clients - our BSI professionals score +9/10 in our Global Client Satisfaction Index

07/09/2015Core CompetenciesIndustry Sector Expertise Rigorous Training Trusted Worldwide

Standards, Training, Business Improvement, Testing and Certification


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BSI has a comprehensive portfolio of products and services to ensure all parts of your business develop excellence

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Lean Six SigmaLean Six Sigma a key BUSINESS PERFORMANCE ENHANCER in BSI’s Portfolio


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The benefits of starting a Lean Six Sigma deployment programmeThe Benefits• Higher Client Satisfaction Scores• Lower Operational Costs• Lower Indirect Costs• Reduced Administration • Greater Responsiveness• Lower Material Waste and Rework• Better Use of Time and Resources • Lower Internal Process and Supply Chain

Risk• Faster Time to Market• Enhanced Brand Reputation• Greater Engagement by Workforce• Enhanced Skillset Available to the

Organisation

The ‘Voice of BSI’s Customers’• “Several projects we have taken on since being Lean Six

Sigma trained have improved the business significantly. Processes have become more polished, which in turn has resulted in significant savings for both the organization and our customers”

• “In receiving Lean Six Sigma certification from BSI, we now have something tangible to show our customers which gives them the added confidence in our ability to provide them with the best possible service”

• “Lean Six Sigma is a shared learning scheme which enables me to pass on the new skills that I have learned through the programme onto the operational team who can then infiltrate it into the rest of the organization. This ensures that the maximum number of people can benefit from the training”

• “Once the decision had been made to embark on a business improvement programme, we took advice from a number of companies who had experience of implementing the Lean Six Sigma approach. Having discussed our aims with BSI, we found them very honest in what we needed to do as a business and we have taken time to slowly embed a cultural change which is now reaping rewards.”

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A significant and quantifiable programme ROI can be achieved if the right approach is used


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Lean Six Sigma principles that deliver business excellence

The Principles of Lean• Define Value from the customer’s perspective.• Identify the Value Stream needed to take a

product (or service) from customer request to completed delivery.

• Ensure product or ‘service activity’ Flows through the value stream without any delays.

• Use Pull scheduling so that a product is made or a service is provided only when the customer wants it.

• Strive continuously to eliminate all forms of Waste from the processes involved.

The Principles of Six Sigma• Gather information to understand the Voice of the

Customer.• Convert this understanding to targets and

specifications for process performance. • Use data to analyse current state process

variability and relate this to the customer driven targets and specifications that are now established.

• Understand the factors that are the root causes of process variability and work to eliminate or reduce their impact for an improved state process.

• Establish long term control procedures to maintain the gains.

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Higher QualityLower Costs Greater Responsiveness Customer Satisfaction

Processes consistent in their ability to be efficient and effective in delivering to customer needs


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Lean Six Sigma tools and techniques that deliver business excellence

The Tools of Lean Examples• Value Stream / Process Mapping• Visual Management• Kaizen Workshops / Plan Do Check Act• Workplace Organisation / Sort, Set in Order, Shine,

Standardise & Sustain (5S)• Just in Time / Pull Systems / Kanban• Mistake Proofing• Single Minute Exchange of Die (SMED)• Total Production Maintenance (TPM)• Cell Layout Design• Takt Time / Line Balance

The Tools of Six Sigma Examples• DMAIC Project Management / Organisational Role

Structure• Measurement Systems Analysis (MSA)• Statistical Process Control (SPC)• Process Capability Analysis (Cp, CpK, Pp, PpK, Z,

DPMO)• Visual and Graphical Techniques (Cause & Effect,

Histograms, Contour Plots)• Statistical Techniques (Hypothesis Testing,

Regression, Design of Experiments)• Control Planning• Quality Function Deployment (QFD)• Failure Modes and Effects Analysis (FMEA)

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Better Process FlowLess Waste Variation Reduction Targeted Processes

A structured and consistent approach to addressing organisational challenges associated with quality, cost and delivery, supported by management and involving all employees


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Business excellence using Lean Six Sigma

Typical Process Waste• Transport• Inventory• Motion• Waiting• Overproduction

Centering Processes and Reducing Variation

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Lean Six Sigma

• Overprocessing• Defects• Duplication• Poor

Communication• Human Potential

Target


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Levels of maturity and the evolving business process improvement journey

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Plan

Check

ActImplementing and obtaining benefits from the application of Lean Six Sigma techniques

- a staged journey of business improvement

Do


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Lean Six Sigma deployment key roles, practices and ideasKey Roles

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Key Practices and IdeasFrom the World of Six Sigma• Have stretch goals that target tangible results• Chose projects that align to business goals • Involve process owners and operational teams• Think before you act (use DMAIC) and put your faith in data• Manage the outcomes and manage variation • Celebrate success

From the World of Lean• Start with the customer in mind• Keep it simple and make it visual• Go see for yourself and consider unlikely venues • ‘Count the pennies to realise the pounds’ (be incremental)• Consider the whole value stream. Consider all the need for

tools.• Put people first

Develop and maintain a capability in key roles and a culture of organisational excellence and best practice

• Master Black Belt – programme and scorecard management, technical innovation, coaching and teaching across the organization, leadership of macro-projects (full or part time role).

• Black Belt – project leadership, delivery of improvements and ROI, coaching and teaching of Green/Yellow Belts (typically full time role).

• Green Belt – project leadership, delivery of improvements and ROI, coaching and teaching of Yellow Belts (part time role).

• Yellow Belt – project team member or leader of small improvement activities, support of Black/Green Belt projects, use of tools in daily work (part time role).

• Champion/Sponsor – senior level oversight, leadership and advocacy, programme management (part time role).


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Lean Six Sigma project managementWhat Makes a Good Lean Six Sigma ‘Belt’?• An enthusiasm to learn new skills, e.g., project

management, change leadership, data and process analysis

• A strong desire to lead and work with colleagues to support/benefit the organization

• A fact and data driven approach to work and decision making

• A practical and pragmatic attitude and a desire to see the bigger picture

• A person who has confidence in themselves and can inspire confidence in others

• Someone who has and can manage their time in order to deliver projects

• Someone who’s sponsor/manager has a high desire to see the chosen project delivered and who will maximally support the belt to do this

• A good team worker • Someone who believes ‘problems are simply challenges

to be overcome in disguise’

What Makes a Good ‘Belt’ Improvement Project?• An improvement project should be aligned to achieving

the organisation’s business objectives• A project should have a clear link to achieving customer

satisfaction and/or shareholder or business value• The results of a project should be measureable in terms of

both the current and ideal (target) states• A project should be associated with a live and on-going

process• The process concerned with a project should have poor

performance or be creating defects• Significant improvement and ROI should be targeted in a

project and clear goals should be agreed at the start• Project scope should be such that a sensible time-frame

(typically 3 months) can be expected in terms of the project’s duration

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What BSI offers and why we are differentWhat We Offer • Bespoke Training in Lean Six Sigma and Business

Improvement Techniques• A Globally Recognised Certification for Lean Six Sigma

Professionals• Interim Resourcing (administrative, technical and

managerial support for your CI programmes)• Guided Workshops and Facilitation (across a broad

subject range, e.g. FMEA, QFD, Problem Solving)• Deployment Planning and Programme Management• Process Benchmarking and Gap (Opportunity) Analysis• A Partnership Approach between our specialist Master

Black Belts and your Continuous Improvement and Management Teams

Why We Are Different• Our range of services are designed to make your

deployment faster, cheaper and more effective

• We’ll understand your objectives, timescales, resources, experience and current level of attainment first

• We have design, production and delivery expertise across both service and manufacturing sectors and can advise and support your whole value stream

• Our programmes give an appropriate mix of educational (training) and /or advisory (consultancy) based support to get that ROI quicker and sustain the gains

• Our consultants / tutors typically have upwards of 10 years of experience in implementing, delivering, supporting and training continuous improvement and Lean Six Sigma techniques

• Our consultants / tutors come from a broad section of industry backgrounds and can give realistic, objective and sound advice and support irrespective of who you are and what you do

• ‘One size does not fit all’ with us, we value your uniqueness as it’s what makes our work challenging and fun

• It’s vital to us that we work in partnership in attaining your goals because if you achieve, then we achieve

• Finally, judge for yourself, as we’d be happy to offer you a free no obligations exploratory meeting with one of our process experts

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Lean Six Sigma deployment with BSI

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• Select a function or area to conduct an initial pilot and evolve your deployment through the stages illustrated

• For success and to maximize ROI the key results for each stage should be addressed in a timely manner

• Post the pilot study roll out companywide or across targeted functions/regions/areas incorporating lessons learnt along the way.

Pilot Phase

Roll Out Phase(s)

• BSI can help in all stages - it may be your first deployment, but it’s not ours. Our experience and expertise can smooth your journey letting you obtain your goals sooner and more effectively.


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BSI’s service provision covering all stages of deployment

Corporate Awareness

Management Overview Training & WorkshopsLean Practice & Six Sigma Process Audits / Benchmarking

Corporate Understanding

Champion / Sponsor Training in Lean Six Sigma plus Implementation Advice Champion / Sponsor Training in Change Management 1-2-1 Management Coaching / Workshops in Lean Six Sigma Sponsor Roles and Skill SetsManagement Workshops in Project Selection & Scoping

Pilot Planning

Lean Practice & Six Sigma Process Audits / Benchmarking Current State Process Baseline / Business Needs Analysis1-2-1 Management Coaching in Lean Six Sigma Sponsor SkillsLean Six Sigma Pilot Planning WorkshopsImplementation Business Case Development and SupportBelt and Project Selection & Screening WorkshopsProject Charter Development Support Provision of Implementation Templates / Programme Scorecard DesignProgramme or Project Management (Interim Master Black Belt, Black Belt, Green Belt)Provision of Administrative Support to ProgrammeDevelopment of Customised and Bespoke Training Materials

Pilot Deployment

Belt (Black, Green, Yellow) Training Delivery (or Co-Delivery)1-2-1 Coaching and Support / ‘Belt’ Forums and Workshops Programme or Project Management (Interim Master Black Belt, Black Belt, Green Belt)Project Analysis, Progress Tracking, Review and Feedback DaysFacilitated Management & Sponsor Review Days Provision of Administrative Support to Programme

Pilot ReviewProgress Analysis & Review Countermeasure Support and AdviceNext Steps Programme Planning

On-going Deployment

All the above, to Provide On going Maintenance and Support to Your Programme

• BSI offers a range of services and support structures that will help get your organisation LEANER and your process outcomes more CONSISTENT TO TARGET

• Results that your CUSTOMERS WILL NOTICE as will your ACCOUNTS DEPT. and those who read your BALANCE SHEET


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X + Guiding Coalition + Communicate

d Vision +Broad Based Action

+ Short Term Wins + Consolidate

Gains = Rejection

Sense of Urgency + X + Communicate

d Vision +Broad Based Action


Gains = Chaos

Sense of Urgency + Guiding

Coalition + X +Broad Based Action


Gains = Confusion


Coalition + Communicated Vision + X + Short Term

Wins + Consolidate Gains = Frustration


Coalition + Communicated Vision +

Broad Based Action

+ X + Consolidate Gains = Slowness



Broad Based Action

+ Short Term Wins + X = De-Motivation



Broad Based Action


Gains = Change

Lean Six Sigma is no ‘magic bullet’ – driving positive change is management’s role

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The requirements for successful organisational change - ‘Management Thinker’ John Kotter


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Examples BSI clients and BSI’s role as a deployment partner

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Boston Scientific (Medical Devices & Solutions)• Chosen as training provider for in company Lean Six Sigma pilot programme in Ireland• Following successful pilot deployment won tender for Lean Six Sigma roll out in the US• Conducted multiple waves of in company Green Belt training during three year

deployment partnership• Provided coaching and direct support to project work• Developed and delivered ‘Train the Trainer’ course (to Green Belt level)• Co-developed Yellow Belt training for internal delivery• Licensed use of materials to company• Substantial savings generated from programme

Coca Cola (Soft Drinks Manufacture and Distribution)• On-going provision of Lean Six Sigma Green Belt

training in the UK (public and in company)• Three in company Green Belt training courses

completed to date • Provision of telephone and e-mail coaching support

and advice• On-going accruement of benefits from the programme

Verizon (Wireless Broadband Network Provision)• Chosen as training provider for CFO sponsored programme of in company Green and

Black Belt training• Success in initial focus of increasing conversion of sales to cash led to wider

deployment • Provision of in company Yellow Belt training prior to move to internal delivery• Courses delivered in Hong Kong, Singapore, Paris, Amsterdam and the UK during 2

year deployment partnership • Provision of telephone and e-mail coaching support• Substantial savings generated from programme• High number of belts successfully certified

Albea (Food and Pharmaceutical Packaging Supplier)• BSI chosen as provider for Lean Six Sigma training for

major customer driven supplier quality programme• Black Belts trained through public programme, Green

and Yellow Belts trained through in company work• All 180 staff received Yellow Belt training during 2 year

deployment partnership• Provided coaching and direct support to project work• Successful roll out provided substantial gains as OTIF

targets were met, renewal of major customer contracts were secured and further investment in the business obtained. Quality really did pay!


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BSI’s broad industrial sector experience

07/09/2015

Accounting Services Insurance CarriersAluminum Production Investment FirmsAutomobile Manufacturing Legal ServicesAutomotive Parts & Accessories Stores LendingBanks & Credit Unions Medical Equipment & Supplies ManufacturingBusiness Services Sector Membership OrganizationsCandy Manufacturing Metal Coating, Engraving & Heat Treating Cement & Concrete Product Manufacturing Metal Valve & Pipe Fitting ManufacturingChemical Manufacturing Miscellaneous ManufacturingComputer Software Motor & Generator ManufacturingConstruction Machinery Manufacturing Non-alcoholic Beverage WholesalersConsulting Services Pharmaceutical Manufacturing

Drug Wholesalers Photographic & Optical Equipment/Supplies ManufacturingEducation & Training Services Plastic & Rubber Product ManufacturingElectrical Contractors Primary Metals ManufacturingElectronic Component Wholesalers Public Sector

Electronic Inspection & Monitoring Instruments Manufacturing Scientific Research & Development ServicesElectronic Payment Systems Specialty ContractorsEngineering Services Sporting Goods ManufacturingEyewear Manufacturing Telecommunications ServicesFreight Forwarding Services Textile ManufacturingFruit & Tree Nut Farming Turbine ManufacturingIndustrial Chemical Manufacturing Wastewater Treatment Insurance Agencies & Brokerages Wholesale SectorInsurance Carriers


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Case Study: FMG Support an incident management and fleet services provider improves their business to the tune of 800K using Lean Six Sigma

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Customer needs• To increase efficiency• To stay ahead of the competition• To improve employee skills• To measure ROI for training

Benefits• Improved customer service and efficiency• Cost savings and cash flow improvements totalling £800K on purchase and sales invoicing project• Improved business processes

BackgroundFMG Support is the UK’s largest independent incident preventionand fleet management services provider, with 25 years’ experienceunder its belt, dealing with over 250,000 incidents a year. Thecompany identifies and corrects the causes of fleet incidents andinefficiencies to increase employee safety and commercial advantage.FMG Support’s long-standing customers include LeasePlan,GE Capital, DHL, Asda and a number of police constabularies.FMG also works alongside insurance partners like Zurich, QBE,Allianz and Chartis and holds the National Vehicle RecoveryManager contract for the Highways Agency, helping to ensurethe safety and efficiency of the country’s strategic road network.In March 2008, the FMG Support Board secured a multi-millionpound investment from private equity firm Aberdeen AssetManagement to fund further market growth and innovation.

“I was able to use my new Lean Six Sigma skills and pass this on to the operational team who filtered it through the rest of the organization. This maximized the benefits of my learning back into the organization back into FMG.”Derek Robinson, Business Process Improvement Manager

NeedsMany organizations are looking for ways to make the mostof greatly reduced training budgets. Approximately 900 managerssurveyed in a report from the Chartered Institute of PersonnelDevelopment agreed that even in uncertain financial timesthe need for a skilled workforce remains a priority. Seven outof ten managers also insist that learning and development isstill high on the agenda for them. With budgets being stretched,the sensible training option would be to choose techniquesthat will generate a higher return on investment, thus makingthe need for training easier to justify.Lean Six Sigma training techniques were attractive to FMG Supportdue to its aim of increasing efficiency and staying one step aheadof its competitors. By collecting data which measures a return oninvestment, FMG Support is able to see in real terms how the trainingprogramme is benefiting the business. This is especially importantin the service and public sector industries where there has recentlybeen a lot of interest in Lean Six Sigma.


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Contd.Organizations need to see that the training schemes theyare implementing are having an impact in line with theoverall business strategy and with Lean Six Sigma in particular,this can be easily measured.Derek Robinson, Business Process Improvement Managerat FMG, completed the five stage improvement processbecoming a certified Lean Six Sigma Black Belt over thecourse of one year. He is now able to pass on his new skillsto other members of the organization. “Lean Six Sigma isa shared learning scheme which enables me to pass onthe new skills that I have learned through the programme ontothe operational team who can then infiltrate it into the restof the organization. This ensures that the maximum numberof people can benefit from the training”.

BenefitsSince completing the Lean Six Sigma training with BSI, Robinsonhas witnessed many internal and customer related benefits,most notably the cost savings and cash flow improvementstotalling £800,000 from a project involving purchase and salesinvoicing. Robinson was able to improve the processes in placeby bringing in web-based solutions which helped to speed up theprocess, improve customer service and increase overall efficiency.Robinson explains: “Several projects we have taken on since beingLean Six Sigma trained have improved the business significantly. Processes have become more polished, which in turn has resultedin significant savings for both the organization and our customers.In receiving Lean Six Sigma certification from BSI, we now havesomething tangible to show our customers which gives themthe added confidence in our ability to provide them with bestpossible service”.

The Lean Six Sigma training programme relates to many businessaspects throughout a large number of industry sectors. Once amember of the organization becomes Lean Six Sigma Black Belttrained, they can help to instill the methodology throughout therest of the organization. This highlights the real value that LeanSix Sigma training can provide; proving that even in the currenteconomic downturn, gaining certification to a targeted trainingprogramme can see vast returns on investment and is by nomeans simply another training ‘fad’.

BSI’s roleDerek Robinson decided that the internationally recognisedtraining programme from BSI Training was the most productiveroute to take by becoming Lean Six Sigma Black Belt trained.By gaining certification from a reputable company like BSI,Robinson also believed that adopting this training approachwould give the company a competitive edge whilst enablingit to service its clients to a much higher standard.


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Case Study: Nippon Gohsei partnered with BSI to embed a culture of continual improvement

BackgroundNippon Goshei was founded on manufacturingtechnology for synthetic acetic acid resinsand today has grown into a major chemicalcompany. By expanding the range of highvalue-added products, Nippon contributes torealizing a better society, striving to be in thevanguard of new value and new solutionsthat are grounded in the needs of ourcustomer and the demands of the times.

NeedsNippon Gohsei wanted to enhance theirproductivity using business improvementtools and techniques. They identified thatby developing their staff they could improveareas like internal structured problem solving.Being a Japanese company, Nippon Gohseiwas familiar with business processimprovement methodologies so when BSIfirst approached them about adopting theLean Six Sigma approach, they were initiallyskeptical. They were understandably

cautious to invest in training and were keento learn more about the potential results.

SolutionThrough a step-by-step process of training,leading and coaching, Nippon Gohseiworked with BSI to implement Lean SixSigma, a systematic approach to processimprovement that focuses on the customer.By adopting Lean Six Sigma they were ableto strengthen and embed the culture ofcontinual improvement that they wanted.

BenefitsThe benefits gained were immediatelyapparent. With qualified members ofstaff sharing a common understanding ofimprovement tools, they were able to applythem to the business from everyday problemsolving to critical projects like improvingoperational management systems.As a direct result of the learning, there hasbeen a positive effect on the company’sbottom line.

“Once the decision had beenmade to embark on a businessimprovement programme, wetook advice from a number ofcompanies who had experienceof implementing the Lean SixSigma approach. The decisionwas made very carefully, makingsure that we didn’t dive intosomething that was goingto result in excess cost, be animprovement ‘whim’ and notprove a corporate priority. Havingdiscussed our aims with BSI, wefound them very honest in whatwe needed to do as a businessand we have taken time to slowlyembed a cultural change whichis now reaping rewards.”

Andy Starkey, Nippon Gohsei UK

Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSI

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Transcript of Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSI