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Lean Sigma Facilitator Training Class

LeanSigma® Facilitator Training

Module 1 – Introductions & Expectations

Topics

• Introductions

• Lean Objectives and Basic Tools

• Lean at IMS

• Objectives / outline of 4-day Lean training

3

Process excellence

Lean Sigma is a collaborative improvement approach.

• IMS launched Lean Sigma in 2011 to improve the speed, quality and efficiency of our processes.

• It combines tools from Lean and Six Sigma to maximize customer value and minimize waste such as delays, rework, and defects.

• Lean Sigma relies heavily on Kaizen events -- cross-functional sessions where employees identify process changes. IMS ran more than 100 kaizens in the first year of the program.

• Most Lean changes are implemented in 90 days.

4

Lean Sigma Objectives

• Optimize process efficiency

• Enable incremental benefits for the business

• Accelerate the pace of change

• Maintain or improve quality levels

• Leverage new opportunities to provide customer value

• Entrench Lean in the culture

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Benefits - Lean saves time and effort that can be used in various ways.

−Cost savings ($ removed from the budget)

−Capacity redeployed to other work

−Cost avoidance (projects or penalties are avoided)

−Potential revenue generated

−Risk mitigated

−New value created for customers

Lean efforts often improve quality since activities become simpler and less labor-intensive.

6

Lean changes the culture by entrenching simple values.

• Look for ways to improve value and eliminate waste

• View change as healthy

• Don’t let “best” get in the way of better

• Simplify and standardize

• Think globally and cross-functionally

• View your work from the customer’s perspective

• Celebrate successes

• Understand how your process is linked to IMS strategies

7

Lean helps us succeed in a challenging environment.

• Product and Process Complexity

• Increasing Customer Expectations

• Functional organization structure

• Legacy IT Systems

• Service delivery shifting from front-end to operation

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1-8

If it were easy …

Key Challenges

Lean tools - Kaizens are problem-solving sessions where we apply Lean.

Day 1

•Discovery

• Review charter, create current state process maps and measures (# delays, # value-added steps, etc.)

Day 2

•Opportunity

•Brainstorm ideas to eliminate waste; improve pull, flow and quality

• Create the future state map

• Assign action items for 90 day plan

Day 3

•Implementation

•Complete some action items

•Report results

Kai = Change Zen = for the good

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Lean tools - Kaizens are just one element of the Lean toolkit.

10

Lean Tools - Much of Lean will seem like “Applied Common Sense”.

• Establish Continuous Flow

• Leverage a Pull System

• Operate to Takt Time

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• Smooth the Process

• Jidoka

− “Autonomation”

− Mistake Proofing

− Root Cause Identification and Elimination (Abnormality Management)

Process Capability & Variation

Just-In-Time Principles

Principlesof LeanSigma®

Justin

Time

JustJustinin

TimeTimeJidokaJidokaJidoka

Process SmoothingProcess Smoothing

Justin

Time

Justin

Time JidokaJidoka

Process SmoothingProcess Smoothing

Lean Sigma has six steps to optimize processes.

12

Lean at IMS

13

Executive Sponsors Lean Leaders

Lean Facilitators

Lean Executive Sponsors set priorities.

• Idenitify processes that need to be improved to achieve their business goals.

• Ensure that their organizations have targets associated with Lean.

• Serve as an evangelist to drive Lean through the organization.

• Hold people accountable for results.

14

Lean leaders drive results that are aligned to IMS strategies.

15

• Align with the Champion on high-level priorities

• Manage the kaizen pipeline.

• Ensure implementation actions are completed (verified through 30 / 60 / 90 day reviews)

• Report results (benefits) of Lean work

• Ensure stakeholder support and engagement

• Handle communications (articles, newsletters, brown bag events with employees)

Each IMS area has a Lean leader.Area Lean Leader ChampionH.R. MJ Carino / Laura Wurzer Paul Thomson

Finance Darcie Peck Ron Bruehlman

Data Collection / Prod.Services PD / TechnologyStat ServicesAPACJapan

Massimo Villa / Uli WitschUschi BaumanThomas KleusbergTamra KirkpatrickVivian WeiItaru Hayashi

Sati Sian

Canada B.U. Tania Gaetano Michael Brogan

Central Europe B.U. Ruediger Johner Frank Wartenberg

SEME BU Simona Cappellini Jose Luis Fernandez

US BU Mike Bassick Seyed Mortazavi

LA BU Leonardo Silva Nilton Paletta

NEA BU Bhavini Patel Alistair Grenfell

APAC BU Purple Kuo Andy Liu

Japan BU Koji Yomada Minato-san

GPS Mike Duffy TBD

Supply Management / Procurement

Tom Brazear / Claire Huffman Kevin Knightly

Legal Christine Wiegand Harvey Ashman16

Lean facilitators manage lean events and ensure recommendations are implemented.

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• Plan lean events (project charters, participant training, etc.)

• Facilitate and apply lean tools during the event.

• Ensure implementation actions are completed (verified through 30 / 60 / 90 day reviews)

• Capture key information in the Lean PMO site to ensure knowledge is shared and visible.

• Ensure engagement of process owners and front-line employees

• Are lean evangelists!

Lean’s structure ensures process discipline and functional execution.

The Lean Council

Busin

ess u

nits

Finance

H.R

. & A

dm

in

G.T.S

.O.

Stra

tegy, In

novatio

n

& D

evelo

pm

ent

Legal

G.P.S

.

Supply

Mgm

t

Health

care

Valu

e

Solu

tions

IMS C

onsu

lting

Gro

up

Leads & sponsors

Facilitators

Kaizen participants

Fu

nctio

nal E

xecu

tion

Process Discipline

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The LeanSigma® 4-day course helps you to be an effective facilitator.

Workshop Objectives:

• Introduce Lean Principles and Tools

• Give tips and techniques for facilitation, brainstorming and team dynamics

• Provide “hands-on” experience with elements of Kaizen

• Understand your role in the Lean culture

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1-19

Four-day training is a first step toward certification.

Facilitate

Pass exam

Attend 4-day

training

Facilitators spend a minimum 15% on Lean efforts20

• Observe one kaizen• Co-facilitate one kaizen (someone

else will be the lead facilitator)• Be the lead facilitator for 2 kaizens

Agenda

• Introductions

• Time-based strategy

• Simulation Round 1

• Voice of the customer

• Waste

• Just in Time concepts

• Simulation Re-engineering

• Process Smoothing

• Jidoka

• Simulation Round 2

• Measuring Lean Success

• Continuous Improvement

1-21

DAY 1

DAY 2

Principles – Tools – Application21

DAY 3

DAY 4• Process Mapping

• Simulation Re-engineering

• Kaizen

• Facilitation