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Overcoming Implementation Show-Stoppers in Lean Six Sigma and WCM

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Successful implementation of Lean Six Sigma and World Class Manufacturing (WCM) necessitates two critical prerequisites: top-down leadership and employee empowerment. Leaders must articulate the company’s vision and empower their workforce to foster an environment of teamwork, openness, and accountability. However, roadblocks such as poor communication, lack of trust, and resistance to change can impede progress. To ensure success, it’s essential to address these barriers, promote a culture of collaboration, and maintain continuous communication throughout the organization.

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Overcoming Implementation Show-Stoppers in Lean Six Sigma and WCM

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  1. Chapter 2 Implementation “Show-Stoppers,” Roadblocks, and Barriers.

  2. Show-Stoppers Before implementation can begin, it is necessary to have completed two prerequisites: • Top-down leadership • Employee empowerment IT-465 Six Sigma Lean

  3. Top Down LeadershipImprovement = Change • Leaders are responsible for: • Creating & communicating the company’s vision, direction, and strategy. • Empowering the workforce. • Hands-on leadership. • The above has to be in place for WCM to begin. • Manufacturing Insanity is defined as doing the same thing day after day, and expecting different results. IT-465 Six Sigma Lean

  4. Middle Management • A supporting management base is also required. • These leaders must understand that: • Elimination of all waste is required and development of customer satisfaction. • Communication facilitates teamwork, everyone needs the playbook. • Be prepared to repeat the message • WCM desire is required. • Vision of long-term payback. IT-465 Six Sigma Lean

  5. Empowerment Prerequisite • This is the second show-stopper. • Entire team pulling in one direction, with one agenda. • Provides employees with the opportunity to influence results while having a sense of accountability and ownership. IT-465 Six Sigma Lean

  6. Empowerment • Occurs in an environment where the following exists: • Leadership vs. management. • Employees are recognized as the most valuable resource. • Teamwork. • Decision-making is delegated. • Openness, initiative, and risk taking are promoted. • Accountability, credit, responsibility, and ownership are shared. IT-465 Six Sigma Lean

  7. Empowerment Barriers • Lack of trust • Poor relationship between mgt & labor. • Poor communication • Supports a lack of trust. Unclear expectations. • Fear • People fear the unknown, therefore resist chg. • Lack of training • Inadequate training leads to confusion, frustration, & anger • Lack of measurement • What gets measured, gets done. IT-465 Six Sigma Lean

  8. Implementation Roadblocks • Concrete mindsets & bad habits • We have always done it this way. • People • Most valuable asset/Largest roadblock • Plant baselines • Need to understand education & culture • Continuous communication • Have to repeat message • Middle management conversion • Frozen middle IT-465 Six Sigma Lean

  9. Barriers to Implementation • Identify forces favoring implementation • Identify forces opposing implementation IT-465 Six Sigma Lean

  10. Forces Favoring Implementation IT-465 Six Sigma Lean

  11. Forces Favoring Implementation IT-465 Six Sigma Lean

  12. Forces Favoring Implementation IT-465 Six Sigma Lean

  13. Forces Opposing Implementation IT-465 Six Sigma Lean

  14. Forces Opposing Implementation IT-465 Six Sigma Lean

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