Creating a Lean Six Sigma Culture
Ron Walters Director, Global Lean Six Sigma
From a Gallup Study:From a Gallup Study:
70%70%of all Change Initiatives Fail within Two Years
Gallup: Gallup: A Poll of 250 Six Sigma Companies:A Poll of 250 Six Sigma Companies:
• Lack Sustained Executive Commitment
• Insufficient buy-in for implementation from Front-Line Leadership
• Improperly Scoped Projects
What does it take to be successful?
Lean Six Sigma Establishes The Solid Foundation
• Leadership Commitment To Improve (Culture)• Pre-established leadership of MBB and BB’s• Formalized DMAIC Process Rigor• Universal Language For Improvement• Well integrated project tracking system
•Are Leaders Walking the Talk…Is it Becoming Part of the Fabric?
•Are the Absolute Best People Selected to Become Devoted Lean Sigma Resources?
•Are the Most Impactful Projects Being Worked On With Our Scarce Resources?
Leadership Is the Whole Ball Game
Leadership Commitment
What Makes A Successful Six Sigma Culture
• Weekly Functional Manager Team Meetings• Weekly Green Belt Mentoring By Black Belts• Monthly Champion Reviews of Projects• Disciplined Project Opening, Tool Rigor And
Closure• Integrating Project Closure Savings Into Financial
Statements (Is it impacting bottom line)
Discipline, Repetition and Full Leadership Involvement
Drive an Environment of:
•Continuous Improvement•Accelerated Improvement•Sustainable Improvement
In Every Part of our Business!!
Lean Six Sigma Mission Statement
LeanLean• targets non-value add• speeds the process• reduces invested capital• removes buffers• exposes capability issues
Lean Six Sigma Process Improvement Overview
• customer focused• fixes capability issues• reduces process surprises• improves process control
Six SigmaSix Sigma
Both tool boxes are very complimentary.
What comes first?
“It’s Hard to be Aggressive…When you Don’t Know Who to Hit”
Vince Lombardi
Lean Provides a Roadmap for More Effective Use of Six Sigma Methodology
What Comes Next?
First…..5S, Value Stream, Pull Systems, Waste Analysis
Then....Attack Constraints and Defects with Six Sigma Rigor!
Lean Drives Six Sigma Project Prioritization
“The Soft Stuff is the Hard Stuff”
Chris CoolVP, Northrup Gruman
Commitment and Infrastructure are Key to Execution
Strategy vs. Execution
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
Black & Decker Deployment Strategy
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
1. Effective Resource Deployment
-Define Key Roles
-Install / Maintain “Full Slate” of Leadership
-Appropriate Resources at every level
-Org Reviews
-Integration of Lean Six Sigma Metrics into Evaluations
Champion Top Leadership Identify key business issues Allocate resources - Drive accountability Visibly support overall program
Black Belt Full-time project team leader Full Lean Six Sigma training Skilled in tools/techniques Change leaders
Green BeltGreen Belt Has a “regular” job DMAIC trained - Applies to daily work Executes projects relating to role Know most tools/techniques
Master Black Belt Leads overall program within a business unit Mastery of tools and techniques Teach, train & mentor Lean Six Sigma Change leaders
Process Owner Day-to-day process responsibility Support and assist project teams Own implementation and acceptance Maintain the improvement
Finance Assist in opportuntiy definition Supports project teams Validate impacts Ongoing audit and control
Group Leader•Training Development / Deployment•Facilitate Best Practice & Knowledge Transfer•Facilitate Large Enterprise-Wide Projects
SBU/Functional/Regional Leaders (SBU/F/R)•Project Delivery / Tollgate Management •Integration of LSS into the Business Processes
Lean Six Sigma – Objectives (CTQs)
Functional Integration
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
2. Drive Structured Reviews-Consistently Execute Tollgate Reviews – MBB/BB (Project Level)
•Minimum weekly Review•MBB develop project tollgates•Ensure Project Tracking•Control Plan Verification
-Monthly Champion Reviews – Champion and Staff/ MBB, Group LSS Team
•Review All Projects Thru Tollgates•Progress Toward Prior Commitments•Resource Assessment- Target Pre-determined ratios•Training Progress
-Semi Annual EVP Reviews •Same as Monthly Program Reviews except Include Champion and Champion Staff
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
3. Facilitate Communication Network• LSS Leadership Monthly Meetings• Data and Project warehouse• Web-site • Global Contact Distributions• Monthly LSS Best Practice Calls• Newsletters• Annual Lean Six Sigma Summit• Training Program
Group Functions as Communication Medium
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
4. Develop/Maintain Technology as an Enabler
• Project Tracking Systems• Project and Financial Dashboards• E-learning options• Process control systems• Auto data collection systems (SPC)
Six Sigma 2006-08 Strat Plan
Flexible, Sustainable Means to Enable LSS Associates
1. Effective Resource Deployment
2. Drive Structured Reviews
3. Facilitate Communication Network
4. Develop / Maintain Technology as an Enabler
5. Continue Investment in Training & Certification
Lean Six Sigma 2006-08 Strat Plan
Lean Six Sigma Awareness Training
•Awareness training for all employees•Awareness trained (2 hour eLearning)•May participate on project teams
Lean Six Sigma
Green Belt
•Focused on tool usage to support functions•Knows most tools/techniques•Applies DMAIC and Lean principles•Both Transactional and Technical offered
Black Belt
•Recommended by manager and leadership•Full time job responsibility (min. 4 projects/yr)•Technical trained in Lean and Six Sigma principles•Leads projects and project teams•Skilled in Lean and DMAIC tools and techniques
•Recommended by manager and leaders•DMAIC BB trained with 2 yrs experience•Master in 6 Sigma and lean tools/techniques•Teaches, trains and coaches Lean Six Sigma•Coordinates/aligns projects with business strategy
Master Black Belt
Six Sigma Training/Certification Structure
Comprehensive/Progressive Growth
Transactional TrainingComprised of Lean Six Sigma Transactional Green Belt Training - Designed for those associates in “non-technical” roles
Training Groups
Technical TrainingComprised of Lean Six Sigma Technical Green Belt / Black Belt Training – Designed for those associates in “Technical/Engineering” roles
Other “Non Traditional” Training
Transactional/Technical Green Belt• Complete and submit a minimum of 2 projects
• 1 of 2 projects must be DMAIC
• 80% DPMO reduction
• LSS Transactional or Technical classroom training or
Moresteam online trans./tech Blended e-learning
• MBB review, approval and awarded by MBB
• Certification awarded by MBB and site/function leaders
Master Black Belt• Meet requirements for BB Certification
*Outside BDK certifications will be evaluated
• Mentor 15 “certifiable” GB/BB projects
• 10 DMAIC/ 5 Lean
• Minimum 12 months in role
• Mentor and train BBs and GBs / Formal LSS instructor
• Director and VP review and approval
Black & Decker LSS Certification ProcessBlack Belt• Complete and submit a minimum of 3 projects
• 2 of 3 projects must be DMAIC
• Demonstrate 80% DPMO reduction
• Minimum 12 months in role
• Minimum 80% passing score on exam
• Mentor, train GB’s / Formal LSS Instructor
• 14 day LSS classroom training or 132-hour Moresteam BB training blended training
• MBB and Director review and approval
Note: all certification submittals must be accompanied by a letter of recommendation by MBB or Director or VP
Keys to Success
• Leadership Engagement and Integration
• The Right People - Not Just the “Lean Six Sigma” Experts
• Being “smart” isn’t the same as being “effective”
• Simplify…Adapt…and Use What Works
It’s Never Too Late to Get Smarter...
• Balance Leadership and Technical skills
There is no one-size-fits-allThere is no one-size-fits-all
Questions?Questions?
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