Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSI

Copyright © 2013 BSI. All rights reserved.
Successful Lean Six Sigma Deployments
With BSI Training and Professional Services Ltd.

Copyright © 2013 BSI. All rights reserved. ‹#›
BSI Company Background
07/09/2015
• Clients in 150 countries
• 65 offices and 2800 employees worldwide
• 3 regional hubs in UK, US and Hong Kong
• A truly global brand and network – trusted and recognized for helping companies
excel in the management of Performance, Risk and Sustainability
• Leading Global Standards Creation Body:
British, European, ISO, Public, Private
• The UK National Standards Body:
Source of British Standards
• Specialist Focus:
Standards Creation, Training, Business Improvement and
Certification
• Global Network:
70,000 clients in 150 countries worldwide including
governments, global brands and SME’s
• Experienced:
World’s first National Standards Body established in 1901 and a
founding member of ISO
• Thought Leaders:
Shaped the world’s most adopted standards, incl. ISO 9001,
ISO 14001, OHSAS 18001
• Trusted:
A Royal Charter Company, reinvesting profits back into our
business to improve our clients’ experience

Our people and end to end solutions make the difference for our
clients
• Global network of over 4,000 people supported by
10,000 industry experts
• Over 100 years experience across almost every
sector
• Global specialization focused on training, business
improvement, audit, certification
• Industry specialized professionals constantly trained
on new initiatives and processes
• Tutors and consultants skilled in transferring
knowledge to your employees
• Our Credo “Making Excellence a Habit” keeps BSI
client focused
• Valued and appreciated by our clients - our BSI
professionals score +9/10 in our Global Client Satisfaction
Index
07/09/2015
Core CompetenciesIndustry Sector Expertise Rigorous Training Trusted Worldwide
Standards, Training,
Business Improvement,
Testing and Certification

BSI has a comprehensive portfolio of products and services to ensure
all parts of your business develop excellence
07/09/2015
Lean Six Sigma
Lean Six Sigma a key
BUSINESS PERFORMANCE
ENHANCER in BSI’s Portfolio

The benefits of starting a Lean Six Sigma deployment programme
The Benefits
• Higher Client Satisfaction Scores
• Lower Operational Costs
• Lower Indirect Costs
• Reduced Administration
• Greater Responsiveness
• Lower Material Waste and Rework
• Better Use of Time and Resources
• Lower Internal Process and Supply Chain Risk
• Faster Time to Market
• Enhanced Brand Reputation
• Greater Engagement by Workforce
• Enhanced Skillset Available to the Organisation
The ‘Voice of BSI’s Customers’
• “Several projects we have taken on since being Lean Six Sigma
trained have improved the business significantly. Processes have
become more polished, which in turn has resulted in significant
savings for both the organization and our customers”
• “In receiving Lean Six Sigma certification from BSI, we now have
something tangible to show our customers which gives them the
added confidence in our ability to provide them with the best possible
service”
• “Lean Six Sigma is a shared learning scheme which enables me to
pass on the new skills that I have learned through the programme
onto the operational team who can then infiltrate it into the rest of
the organization. This ensures that the maximum number of people
can benefit from the training”
• “Once the decision had been made to embark on a business
improvement programme, we took advice from a number of
companies who had experience of implementing the Lean Six Sigma
approach. Having discussed our aims with BSI, we found them very
honest in what we needed to do as a business and we have taken
time to slowly embed a cultural change which is now reaping
rewards.”
07/09/2015
A significant and quantifiable programme ROI can be achieved if the right approach is used

Lean Six Sigma principles that deliver business excellence
The Principles of Lean
• Define Value from the customer’s perspective.
• Identify the Value Stream needed to take a product (or
service) from customer request to completed delivery.
• Ensure product or ‘service activity’ Flows through the
value stream without any delays.
• Use Pull scheduling so that a product is made or a service
is provided only when the customer wants it.
• Strive continuously to eliminate all forms of Waste from
the processes involved.
The Principles of Six Sigma
• Gather information to understand the Voice of the
Customer.
• Convert this understanding to targets and specifications
for process performance.
• Use data to analyse current state process variability and
relate this to the customer driven targets and
specifications that are now established.
• Understand the factors that are the root causes of
process variability and work to eliminate or reduce their
impact for an improved state process.
• Establish long term control procedures to maintain the
gains.
07/09/2015
Higher QualityLower Costs Greater Responsiveness Customer Satisfaction
Processes consistent in their ability to be efficient and effective in delivering to customer needs

Lean Six Sigma tools and techniques that deliver business excellence
The Tools of Lean Examples
• Value Stream / Process Mapping
• Visual Management
• Kaizen Workshops / Plan Do Check Act
• Workplace Organisation / Sort, Set in Order, Shine,
Standardise & Sustain (5S)
• Just in Time / Pull Systems / Kanban
• Mistake Proofing
• Single Minute Exchange of Die (SMED)
• Total Production Maintenance (TPM)
• Cell Layout Design
• Takt Time / Line Balance
The Tools of Six Sigma Examples
• DMAIC Project Management / Organisational Role
Structure
• Measurement Systems Analysis (MSA)
• Statistical Process Control (SPC)
• Process Capability Analysis (Cp, CpK, Pp, PpK, Z, DPMO)
• Visual and Graphical Techniques (Cause & Effect,
Histograms, Contour Plots)
• Statistical Techniques (Hypothesis Testing, Regression,
Design of Experiments)
• Control Planning
• Quality Function Deployment (QFD)
• Failure Modes and Effects Analysis (FMEA)
07/09/2015
Better Process FlowLess Waste Variation Reduction Targeted Processes
A structured and consistent approach to addressing organisational challenges associated with quality, cost
and delivery, supported by management and involving all employees

Business excellence using Lean Six Sigma
Typical Process Waste
• Transport
• Inventory
• Motion
• Waiting
• Overproduction
Centering Processes and Reducing Variation
07/09/2015
Lean Six Sigma
• Overprocessing
• Defects
• Duplication
• Poor Communication
• Human Potential
Target

Levels of maturity and the evolving business process improvement journey
07/09/2015
Plan
Check
Act
Implementing and obtaining benefits from the application of Lean Six Sigma techniques
- a staged journey of business improvement
Do

Lean Six Sigma deployment key roles, practices and ideas
Key Roles
07/09/2015
Key Practices and Ideas
From the World of Six Sigma
• Have stretch goals that target tangible results
• Chose projects that align to business goals
• Involve process owners and operational teams
• Think before you act (use DMAIC) and put your faith in data
• Manage the outcomes and manage variation
• Celebrate success
From the World of Lean
• Start with the customer in mind
• Keep it simple and make it visual
• Go see for yourself and consider unlikely venues
• ‘Count the pennies to realise the pounds’ (be incremental)
• Consider the whole value stream. Consider all the need for tools.
• Put people first
Develop and maintain a capability in key roles and a culture of organisational excellence and best practice
• Master Black Belt – programme and scorecard management,
technical innovation, coaching and teaching across the
organization, leadership of macro-projects (full or part time role).
• Black Belt – project leadership, delivery of improvements and
ROI, coaching and teaching of Green/Yellow Belts (typically full
time role).
• Green Belt – project leadership, delivery of improvements and
ROI, coaching and teaching of Yellow Belts (part time role).
• Yellow Belt – project team member or leader of small
improvement activities, support of Black/Green Belt projects, use
of tools in daily work (part time role).
• Champion/Sponsor – senior level oversight, leadership and
advocacy, programme management (part time role).

Lean Six Sigma project management
What Makes a Good Lean Six Sigma ‘Belt’?
• An enthusiasm to learn new skills, e.g., project management,
change leadership, data and process analysis
• A strong desire to lead and work with colleagues to
support/benefit the organization
• A fact and data driven approach to work and decision making
• A practical and pragmatic attitude and a desire to see the bigger
picture
• A person who has confidence in themselves and can inspire
confidence in others
• Someone who has and can manage their time in order to deliver
projects
• Someone who’s sponsor/manager has a high desire to see the
chosen project delivered and who will maximally support the belt
to do this
• A good team worker
• Someone who believes ‘problems are simply challenges to be
overcome in disguise’
What Makes a Good ‘Belt’ Improvement Project?
• An improvement project should be aligned to achieving the
organisation’s business objectives
• A project should have a clear link to achieving customer
satisfaction and/or shareholder or business value
• The results of a project should be measureable in terms of both
the current and ideal (target) states
• A project should be associated with a live and on-going process
• The process concerned with a project should have poor
performance or be creating defects
• Significant improvement and ROI should be targeted in a project
and clear goals should be agreed at the start
• Project scope should be such that a sensible time-frame (typically
3 months) can be expected in terms of the project’s duration
07/09/2015

What BSI offers and why we are different
What We Offer
• Bespoke Training in Lean Six Sigma and Business Improvement
Techniques
• A Globally Recognised Certification for Lean Six Sigma
Professionals
• Interim Resourcing (administrative, technical and managerial
support for your CI programmes)
• Guided Workshops and Facilitation (across a broad subject
range, e.g. FMEA, QFD, Problem Solving)
• Deployment Planning and Programme Management
• Process Benchmarking and Gap (Opportunity) Analysis
• A Partnership Approach between our specialist Master Black
Belts and your Continuous Improvement and Management
Teams
Why We Are Different
• Our range of services are designed to make your deployment
faster, cheaper and more effective
• We’ll understand your objectives, timescales, resources,
experience and current level of attainment first
• We have design, production and delivery expertise across both
service and manufacturing sectors and can advise and support
your whole value stream
• Our programmes give an appropriate mix of educational
(training) and /or advisory (consultancy) based support to get
that ROI quicker and sustain the gains
• Our consultants / tutors typically have upwards of 10 years of
experience in implementing, delivering, supporting and training
continuous improvement and Lean Six Sigma techniques
• Our consultants / tutors come from a broad section of industry
backgrounds and can give realistic, objective and sound advice
and support irrespective of who you are and what you do
• ‘One size does not fit all’ with us, we value your uniqueness as
it’s what makes our work challenging and fun
• It’s vital to us that we work in partnership in attaining your
goals because if you achieve, then we achieve
• Finally, judge for yourself, as we’d be happy to offer you a free
no obligations exploratory meeting with one of our process
experts
07/09/2015

Lean Six Sigma deployment with BSI
07/09/2015
 Select a function or area to conduct an initial pilot and
evolve your deployment through the stages illustrated
 For success and to maximize ROI the key results for each
stage should be addressed in a timely manner
 Post the pilot study roll out companywide or across
targeted functions/regions/areas incorporating lessons
learnt along the way.
Pilot Phase
Roll Out Phase(s)
 BSI can help in all stages - it may be your first deployment,
but it’s not ours. Our experience and expertise can smooth
your journey letting you obtain your goals sooner and more
effectively.

BSI’s service provision covering
all stages of deployment
Corporate
Awareness
Management Overview Training & Workshops
Lean Practice & Six Sigma Process Audits / Benchmarking
Corporate
Understanding
Champion / Sponsor Training in Lean Six Sigma plus Implementation Advice
Champion / Sponsor Training in Change Management
1-2-1 Management Coaching / Workshops in Lean Six Sigma Sponsor Roles and Skill Sets
Management Workshops in Project Selection & Scoping
Pilot Planning
Lean Practice & Six Sigma Process Audits / Benchmarking
Current State Process Baseline / Business Needs Analysis
1-2-1 Management Coaching in Lean Six Sigma Sponsor Skills
Lean Six Sigma Pilot Planning Workshops
Implementation Business Case Development and Support
Belt and Project Selection & Screening Workshops
Project Charter Development Support
Provision of Implementation Templates / Programme Scorecard Design
Programme or Project Management (Interim Master Black Belt, Black Belt, Green Belt)
Provision of Administrative Support to Programme
Development of Customised and Bespoke Training Materials
Pilot
Deployment
Belt (Black, Green, Yellow) Training Delivery (or Co-Delivery)
1-2-1 Coaching and Support / ‘Belt’ Forums and Workshops
Programme or Project Management (Interim Master Black Belt, Black Belt, Green Belt)
Project Analysis, Progress Tracking, Review and Feedback Days
Facilitated Management & Sponsor Review Days
Provision of Administrative Support to Programme
Pilot Review
Progress Analysis & Review
Countermeasure Support and Advice
Next Steps Programme Planning
On-going
Deployment
All the above, to Provide On going Maintenance and Support to Your Programme
• BSI offers a range of
services and support
structures that will help
get your organisation
LEANER and your
process outcomes more
CONSISTENT TO
TARGET
• Results that your
CUSTOMERS WILL
NOTICE as will your
ACCOUNTS DEPT. and
those who read your
BALANCE SHEET

X +
Guiding
Coalition +
Communicated
Vision +
Broad Based
Action +
Short Term
Wins +
Consolidate
Gains = Rejection
Sense of
Urgency + X +
Communicated
Vision +
Broad Based
Action +
Short Term
Wins +
Consolidate
Gains = Chaos
Sense of
Urgency +
Guiding
Coalition + X +
Broad Based
Action +
Short Term
Wins +
Consolidate
Gains = Confusion
Sense of
Urgency +
Guiding
Coalition +
Communicated
Vision + X +
Short Term
Wins +
Consolidate
Gains = Frustration
Sense of
Urgency +
Guiding
Coalition +
Communicated
Vision +
Broad Based
Action + X +
Consolidate
Gains = Slowness
Sense of
Urgency +
Guiding
Coalition +
Communicated
Vision +
Broad Based
Action +
Short Term
Wins + X = De-Motivation
Sense of
Urgency +
Guiding
Coalition +
Communicated
Vision +
Broad Based
Action +
Short Term
Wins +
Consolidate
Gains = Change
Lean Six Sigma is no ‘magic bullet’ – driving positive change is management’s role
07/09/2015
The requirements for successful organisational change - ‘Management Thinker’ John Kotter

Examples BSI clients and BSI’s role as a deployment partner
07/09/2015
Boston Scientific (Medical Devices & Solutions)
• Chosen as training provider for in company Lean Six Sigma pilot programme in Ireland
• Following successful pilot deployment won tender for Lean Six Sigma roll out in the US
• Conducted multiple waves of in company Green Belt training during three year deployment
partnership
• Provided coaching and direct support to project work
• Developed and delivered ‘Train the Trainer’ course (to Green Belt level)
• Co-developed Yellow Belt training for internal delivery
• Licensed use of materials to company
• Substantial savings generated from programme
Coca Cola (Soft Drinks Manufacture and Distribution)
• On-going provision of Lean Six Sigma Green Belt training in
the UK (public and in company)
• Three in company Green Belt training courses completed to
date
• Provision of telephone and e-mail coaching support and advice
• On-going accruement of benefits from the programme
Verizon (Wireless Broadband Network Provision)
• Chosen as training provider for CFO sponsored programme of in company Green and Black Belt
training
• Success in initial focus of increasing conversion of sales to cash led to wider deployment
• Provision of in company Yellow Belt training prior to move to internal delivery
• Courses delivered in Hong Kong, Singapore, Paris, Amsterdam and the UK during 2 year
deployment partnership
• Provision of telephone and e-mail coaching support
• Substantial savings generated from programme
• High number of belts successfully certified
Albea (Food and Pharmaceutical Packaging Supplier)
• BSI chosen as provider for Lean Six Sigma training for major
customer driven supplier quality programme
• Black Belts trained through public programme, Green and
Yellow Belts trained through in company work
• All 180 staff received Yellow Belt training during 2 year
deployment partnership
• Provided coaching and direct support to project work
• Successful roll out provided substantial gains as OTIF targets
were met, renewal of major customer contracts were secured
and further investment in the business obtained. Quality
really did pay!

BSI’s broad industrial sector experience
07/09/2015
Accounting Services Insurance Carriers
Aluminum Production Investment Firms
Automobile Manufacturing Legal Services
Automotive Parts & Accessories Stores Lending
Banks & Credit Unions Medical Equipment & Supplies Manufacturing
Business Services Sector Membership Organizations
Candy Manufacturing Metal Coating, Engraving & Heat Treating
Cement & Concrete Product Manufacturing Metal Valve & Pipe Fitting Manufacturing
Chemical Manufacturing Miscellaneous Manufacturing
Computer Software Motor & Generator Manufacturing
Construction Machinery Manufacturing Non-alcoholic Beverage Wholesalers
Consulting Services Pharmaceutical Manufacturing
Drug Wholesalers Photographic & Optical Equipment/Supplies Manufacturing
Education & Training Services Plastic & Rubber Product Manufacturing
Electrical Contractors Primary Metals Manufacturing
Electronic Component Wholesalers Public Sector
Electronic Inspection & Monitoring Instruments Manufacturing Scientific Research & Development Services
Electronic Payment Systems Specialty Contractors
Engineering Services Sporting Goods Manufacturing
Eyewear Manufacturing Telecommunications Services
Freight Forwarding Services Textile Manufacturing
Fruit & Tree Nut Farming Turbine Manufacturing
Industrial Chemical Manufacturing Wastewater Treatment
Insurance Agencies & Brokerages Wholesale Sector
Insurance Carriers

Case Study: FMG Support an incident management and fleet services provider improves their
business to the tune of 800K using Lean Six Sigma
07/09/2015
Customer needs
• To increase efficiency
• To stay ahead of the competition
• To improve employee skills
• To measure ROI for training
Benefits
• Improved customer service and efficiency
• Cost savings and cash flow improvements totalling
£800K on purchase and sales invoicing project
• Improved business processes
Background
FMG Support is the UK’s largest independent incident prevention
and fleet management services provider, with 25 years’ experience
under its belt, dealing with over 250,000 incidents a year. The
company identifies and corrects the causes of fleet incidents and
inefficiencies to increase employee safety and commercial advantage.
FMG Support’s long-standing customers include LeasePlan,
GE Capital, DHL, Asda and a number of police constabularies.
FMG also works alongside insurance partners like Zurich, QBE,
Allianz and Chartis and holds the National Vehicle Recovery
Manager contract for the Highways Agency, helping to ensure
the safety and efficiency of the country’s strategic road network.
In March 2008, the FMG Support Board secured a multi-million
pound investment from private equity firm Aberdeen Asset
Management to fund further market growth and innovation.
“I was able to use my new Lean Six Sigma skills and pass this on to the operational team who filtered it through the rest of the
organization. This maximized the benefits of my learning back into the organization back into FMG.”
Derek Robinson, Business Process Improvement Manager
Needs
Many organizations are looking for ways to make the most
of greatly reduced training budgets. Approximately 900 managers
surveyed in a report from the Chartered Institute of Personnel
Development agreed that even in uncertain financial times
the need for a skilled workforce remains a priority. Seven out
of ten managers also insist that learning and development is
still high on the agenda for them. With budgets being stretched,
the sensible training option would be to choose techniques
that will generate a higher return on investment, thus making
the need for training easier to justify.
Lean Six Sigma training techniques were attractive to FMG Support
due to its aim of increasing efficiency and staying one step ahead
of its competitors. By collecting data which measures a return on
investment, FMG Support is able to see in real terms how the training
programme is benefiting the business. This is especially important
in the service and public sector industries where there has recently
been a lot of interest in Lean Six Sigma.

Copyright © 2013 BSI. All rights reserved. ‹#›07/09/2015
Contd.
Organizations need to see that the training schemes they
are implementing are having an impact in line with the
overall business strategy and with Lean Six Sigma in particular,
this can be easily measured.
Derek Robinson, Business Process Improvement Manager
at FMG, completed the five stage improvement process
becoming a certified Lean Six Sigma Black Belt over the
course of one year. He is now able to pass on his new skills
to other members of the organization. “Lean Six Sigma is
a shared learning scheme which enables me to pass on
the new skills that I have learned through the programme onto
the operational team who can then infiltrate it into the rest
of the organization. This ensures that the maximum number
of people can benefit from the training”.
Benefits
Since completing the Lean Six Sigma training with BSI, Robinson
has witnessed many internal and customer related benefits,
most notably the cost savings and cash flow improvements
totalling £800,000 from a project involving purchase and sales
invoicing. Robinson was able to improve the processes in place
by bringing in web-based solutions which helped to speed up the
process, improve customer service and increase overall efficiency.
Robinson explains: “Several projects we have taken on since being
Lean Six Sigma trained have improved the business significantly.
Processes have become more polished, which in turn has resulted
in significant savings for both the organization and our customers.
In receiving Lean Six Sigma certification from BSI, we now have
something tangible to show our customers which gives them
the added confidence in our ability to provide them with best
possible service”.
The Lean Six Sigma training programme relates to many business
aspects throughout a large number of industry sectors. Once a
member of the organization becomes Lean Six Sigma Black Belt
trained, they can help to instill the methodology throughout the
rest of the organization. This highlights the real value that Lean
Six Sigma training can provide; proving that even in the current
economic downturn, gaining certification to a targeted training
programme can see vast returns on investment and is by no
means simply another training ‘fad’.
BSI’s role
Derek Robinson decided that the internationally recognised
training programme from BSI Training was the most productive
route to take by becoming Lean Six Sigma Black Belt trained.
By gaining certification from a reputable company like BSI,
Robinson also believed that adopting this training approach
would give the company a competitive edge whilst enabling
it to service its clients to a much higher standard.

Copyright © 2013 BSI. All rights reserved. ‹#›07/09/2015
Case Study: Nippon Gohsei partnered with BSI
to embed a culture of continual improvement
Background
Nippon Goshei was founded on manufacturing
technology for synthetic acetic acid resins
and today has grown into a major chemical
company. By expanding the range of high
value-added products, Nippon contributes to
realizing a better society, striving to be in the
vanguard of new value and new solutions
that are grounded in the needs of our
customer and the demands of the times.
Needs
Nippon Gohsei wanted to enhance their
productivity using business improvement
tools and techniques. They identified that
by developing their staff they could improve
areas like internal structured problem solving.
Being a Japanese company, Nippon Gohsei
was familiar with business process
improvement methodologies so when BSI
first approached them about adopting the
Lean Six Sigma approach, they were initially
skeptical. They were understandably
cautious to invest in training and were keen
to learn more about the potential results.
Solution
Through a step-by-step process of training,
leading and coaching, Nippon Gohsei
worked with BSI to implement Lean Six
Sigma, a systematic approach to process
improvement that focuses on the customer.
By adopting Lean Six Sigma they were able
to strengthen and embed the culture of
continual improvement that they wanted.
Benefits
The benefits gained were immediately
apparent. With qualified members of
staff sharing a common understanding of
improvement tools, they were able to apply
them to the business from everyday problem
solving to critical projects like improving
operational management systems.
As a direct result of the learning, there has
been a positive effect on the company’s
bottom line.
“Once the decision had been
made to embark on a business
improvement programme, we
took advice from a number of
companies who had experience
of implementing the Lean Six
Sigma approach. The decision
was made very carefully, making
sure that we didn’t dive into
something that was going
to result in excess cost, be an
improvement ‘whim’ and not
prove a corporate priority. Having
discussed our aims with BSI, we
found them very honest in what
we needed to do as a business
and we have taken time to slowly
embed a cultural change which
is now reaping rewards.”
Andy Starkey, Nippon Gohsei UK

Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSI

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