What to Expect from Lean Six Sigma in the First Year of Deployment September 21, 2009 IQPC 5 Th...
Transcript of What to Expect from Lean Six Sigma in the First Year of Deployment September 21, 2009 IQPC 5 Th...
What to Expect from Lean Six Sigma in the
First Year of DeploymentSeptember 21, 2009
IQPC 5Th Annual Process Excellence Week
Jennifer Ralston, CEO & Owner
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Agenda
The Critical X’s of Deployment
What to Expect of each Critical X
30 Minute Break (10:00-10:30AM)
Six Essential Themes
Common Failures
Deployment Checklist
Keys to Success
Questions & Answers Session
Interactive Discussion is a Must
Please Participate in Discussion
Ask Questions
Open Dialogue is Welcome
Others?
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Ground Rules for Workshop
Y = Successful Deployment
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X1 = Leadership CommitmentX2 = Project SelectionX3 = Black Belts SelectionX4 = Fully Dedicated Black BeltsX5 = Champion EngagementX6 = Master Black Belt SupportX7 = Organizational Tools X8 = Sustaining Infrastructure Scale
100 %
75%
50% or less4
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 6
What to Expect X1 = Leadership Commitment
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
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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
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X2 = Project Selections
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ExecutionPrioritization DefinitionIdea
Generation
X2 = Project Selections
All Projects Must Pass Through a Strategic Filter.
You won’t always pick the right project; Don’t be scared to stop a project that may have been the wrong choice
People will bring Pet Projects to the table
Show early Successes
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What to Expect X2 = Project Selections
Black Belt Attributes are essential
Be sure to do rigorous interviewing to select the right belts
Utilize Predictive Index
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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
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What to Expect X3 = Black Belts Selection
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
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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
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What to Expect X4 = Fully Dedicated Black Belts
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
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Breakout Groups
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
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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
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What to ExpectX5 = Champion Engagement
Developing and Selecting the right MBB candidates upfront is critical to sustainability
It’s 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
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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
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What to ExpectX6 = Master Black Belt Support
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
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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
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What to ExpectX7 = Organizational Tools
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Leadership Team
Leadership Team
Project Champion
Project ChampionMaster
Black Belt
Black Belt
Green Belt
Black Belt
Green BeltYellow Belts
A Sustaining Infrastructure Must Have Senior Management’s Support and Guidance.
X8 = Sustaining Infrastructure
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What to ExpectX8 = 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
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
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Breakout Groups
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
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Six Essential Themes
No concept of Customer expectationsNo vision related to Customer expectationsNo follow-up on the annual operating planLack of alignment (horizontal or vertical)No visible leadership at the executive levelBusiness 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
thereAbdicating the deployment plan to a consulting companyTrying to change the organization without a detailed change
process
*iSixSigma.com
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Management & Company Failures
Not having metrics in place for management participationNo metrics for ChampionsChampions do not show up for report-outsHaving 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
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Management & Company Failures(continued)
A rewards/recognition program that does not recognize teamsNo retention program for trained personnelUsing contract type agreements to retain MBBs and BBsProject selection process does not identify projects related to
business objectivesMiddle management operates on their own agenda (feel
support is optional)No accountabilityChampions do not break roadblocksNo buy-in at the Process Owner levelProcess Owner believes they have the option to not buy-in
*iSixSigma.com
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Management & Company Failures(continued)
Supply base supplying poor quality materialNo consequence for suppliers sending bad material
(typically because of price)No plan to deploy into the Design and Marketing
functions after Operations has launchedBelieving a single initiative can/will solve all your
problemsUsing BBs for fire-fightingBuying cheap software to save money on the deploymentTraining BBs without providing a computer
*iSixSigma.com
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Management & Company Failures(continued)
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
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Breakout Groups
Treating it as an academic exerciseFailing to appreciate the complexity of dealing
with peopleFailing to recognize Control as the most difficult
phase to implement effectivelyNot 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
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Master Black Belt, Black Belt & Green Belt Failures
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 teamTaking credit for work accomplished by another
initiative or an ongoing project.
*iSixSigma.com
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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 dataNot getting at least a basic understanding of the
tools required to do an analysis
*iSixSigma.com
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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
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Master Black Belt, Black Belt & Green Belt Failures (continued)
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
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Breakout Groups
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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
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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
Launch Phase, continued
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Communications Plan Executed
Identify First Projects
Train First Wave of BB’s
MBB Support
Infrastructure Completed
Integrate Finance
Integrate HR
Launch Initial GB Training
Six Sigma Metrics Established
SCHEDULE & TIMING 9-24 Months
Implementation Year 1-2 To Do
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Measurement and Tracking Systems Established
Train Functional Management
BB Certification Process Established
Champion Refresher Training
Train Initial MBB’s
Begin All Employee Awareness Training
Monthly Leadership Reviews
First Recognition and Rewards Event
Pilot Customer Engagement Process
SCHEDULE & TIMING 9-24 Months
Implementation Year, continued
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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 BB’s & MBB’s 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
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12 Keys to Success1. Tie Lean Six Sigma Efforts to Business
Strategy and Priorities
2. Position Lean Six Sigma as an Improved Way to Manage Today
3. Keep the Message Simple and Clear
4. Develop Your Own Path to Lean Six Sigma
5. Focus on Short-Term Results
6. Focus on Long-Term Growth and Development
*The Six Sigma Way
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12 Keys to Success (continued)
7. Publicize Results, Admit Setbacks, and Learn from Both
8. Make an Investment to Make it Happen
9. Use Lean Six Sigma Tools Wisely
10.Link Customer, Process, Data, and Innovation to Build the Lean Six Sigma System
11.Make Top Leaders Responsible and Accountable
12.Make Learning an Ongoing Activity
*The Six Sigma Way