Download - What to Expect from Lean Six Sigma in the First Year of Deployment September 21, 2009 IQPC 5 Th Annual Process Excellence Week Jennifer Ralston, CEO &

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

1

2

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?

3

Ground Rules for Workshop

Y = Successful Deployment

),...,,( 21 kxxxfY

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

Leadership must be engaged at Day 1 and Steer the Ship North

5

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 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

7

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

8


9

ExecutionPrioritization DefinitionIdea

Generation


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

10

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

11

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

12

What to Expect X3 = Black Belts Selection

13

Key Belt Attributes

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

14

X4 = Fully Dedicated Black Belts

Career Ladder

15

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

16

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

17

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

18

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

19

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

20

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

21

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

22

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

23

What to ExpectX7 = Organizational Tools

24

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

25

X8 = Sustaining Infrastructure

26

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


27

Breakout Groups

Break Time!

30 minutes

28

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

29

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

30

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

31

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

32


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

33



Discuss Your Experience with these failures and/or how you have avoided them


34

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

35

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

36

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

37


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

38



Discuss Your Experience with these failures and/or how you have avoided them


39

Breakout Groups

40

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

41

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


Launch Phase, continued

42

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


Implementation Year 1-2 To Do

43

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


Implementation Year, continued

44

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

45

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

46

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

47

Here’s To Your Deployment!!

Jennifer Ralston, CEO & OwnerHKPO Lean Six Sigma Experts

443-618-2518

[email protected]

48