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What to Expect from Lean Six Sigma in the First Year of Deployment September 21, 2009 IQPC 5 Th Annual Process Excell PowerPoint Presentation
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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 & Owner. Agenda. The Critical X’s of Deployment What to Expect of each Critical X 30 Minute Break (10:00-10:30AM)

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slide1

What to Expect from Lean Six Sigma in the

First Year of Deployment

September 21, 2009

IQPC 5Th Annual Process Excellence Week

Jennifer Ralston, CEO & Owner

slide2

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

slide3

Ground Rules for Workshop

  • Interactive Discussion is a Must
  • Please Participate in Discussion
  • Ask Questions
  • Open Dialogue is Welcome
  • Others?
y successful deployment
Y = Successful Deployment

X1 = Leadership Commitment

X2 = Project Selection

X3 = Black Belts Selection

X4 = Fully Dedicated Black Belts

X5 = Champion Engagement

X6 = Master Black Belt Support

X7 = Organizational Tools

X8 = Sustaining Infrastructure

Scale

100 %

75%

50% or less

slide5

X1 = Leadership Commitment

  • Leadership must be engaged at Day 1 and Steer the Ship North
slide6

What to Expect

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
slide7

X2 = Project Selections

  • 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
slide8

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
slide9

X2 = Project Selections

Idea

Generation

Definition

Prioritization

Execution

All Projects Must Pass Through a Strategic Filter.

slide10

What to Expect

X2 = Project Selections

  • 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
slide11

X3 = Black Belts Selection

  • Black Belt Attributes are essential
  • Be sure to do rigorous interviewing to select the right belts
  • Utilize Predictive Index
slide12

What to Expect

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
slide14

X4 = Fully Dedicated Black Belts

  • 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
slide16

What to Expect

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
slide17

Breakout Groups

  • Break into groups by Deployment Age; i.e.: 6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with Critical X1 - X4of 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
slide18

X5 = Champion Engagement

  • 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
slide19

What to Expect

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
slide20

X6 = Master Black Belt Support

  • 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
slide21

What to Expect

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
slide22

X7 = Organizational Tools

  • 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
slide23

What to Expect

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
slide24

X8 = Sustaining Infrastructure

Leadership Team

Project Champion

Project Champion

Master Black Belt

Black Belt

Black Belt

Yellow Belts

Green Belt

Green Belt

A Sustaining Infrastructure Must Have Senior Management’s Support and Guidance.

slide26

What to Expect

X8 = 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
slide27

Breakout Groups

  • Break into groups by Deployment Age, i.e.: 6months, 1 year, 1 ½ years, 2 years
  • Discuss Your Experience with Critical X5 – X8of 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
slide28

Break Time!

30 minutes

slide29

Six Essential Themes

  • True Focus on the Customer
  • Data and Fact Driven Management
  • Process Focus, Management and Improvement
  • Proactive Management
  • Boundaryless Collaboration
  • Drive for Perfection, and yet a Tolerance for Failure
slide34

Breakout Groups

  • 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
slide39

Breakout Groups

  • 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
slide40

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

slide41

Launch Phase, continued

  • 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

slide42

Implementation Year 1-2 To Do

  • 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

slide43

Implementation Year, continued

  • 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

slide45

12 Keys to Success

  • Tie Lean Six Sigma Efforts to Business Strategy and Priorities
  • Position Lean Six Sigma as an Improved Way to Manage Today
  • Keep the Message Simple and Clear
  • Develop Your Own Path to Lean Six Sigma
  • Focus on Short-Term Results
  • Focus on Long-Term Growth and Development
  • *The Six Sigma Way
slide46

12 Keys to Success (continued)

  • Publicize Results, Admit Setbacks, and Learn from Both
  • Make an Investment to Make it Happen
  • Use Lean Six Sigma Tools Wisely
  • Link Customer, Process, Data, and Innovation to Build the Lean Six Sigma System
  • Make Top Leaders Responsible and Accountable
  • Make Learning an Ongoing Activity
  • *The Six Sigma Way
slide48

Jennifer Ralston, CEO & Owner

HKPO Lean Six Sigma Experts

443-618-2518

jlralston@hkpproactivesolutions.com