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  • 1. Culture Change through Lean Six Sigma Education Sue Kozlowski MSA, MT(ASCP)SBB DLM CSSBB(ASQ) Presentation sponsored by: The Team and Workplace Excellence Forum
  • 2. Lean Six Sigma
    • “Begin with the end in mind.”
    • --Stephen Covey
    • What are the outcome measures for your Lean / Six Sigma Deployment?
    Discussion!
  • 3. Lean Six Sigma
    • Are you a Lean / Six Sigma organization if…
    • You have Belts / Facilitators?
    • You have projects?
    • You have bottom line savings?
    What’s missing?
  • 4. Lean Six Sigma
    • What about:
    • Driving the philosophy through the organization?
    • Not waiting for project approval before identifying improvements?
    • Finding cost-avoidance and DO-IT projects?
    “ I can’t fix that yet, the project’s not slated until 2011!”
  • 5. Objectives
    • After this session, you will be able to:
    • Understand the basic concepts of business culture transformation
    • Describe three approaches to culture change using Lean Six Sigma concepts
    • List three positive outcomes that can be used to measure culture change through Lean Six Sigma education
  • 6. Business Culture Change Change to What?
  • 7. Culture Change INTEGRATION TRANSMISSION / EVENT IDEA DIFFUSION TIPPING POINT
  • 8. Culture Change TRANSMISSION / EVENT TRANSMISSION / EVENT IDEA IDEA IDEA TRANSMISSION / EVENT TIPPING POINT IDEA DIFFUSION INTEGRATION
  • 9. Culture Change Typical Deployment
    • Idea = Lean / Six Sigma
    • Transmission-Event = Structure, Project
    • Diffusion = Many Projects
    • Tipping Point = $$$
    • Integration = ???
    “ We do projects”
  • 10. Culture Change Proposed Deployment
    • Idea = Lean / Six Sigma
    • Transmission-Event = Structure, Infrastructure
    • Diffusion = Projects, Training
    • Tipping Point = Lean / Six Sigma Culture
    • Integration = Language, Concepts, Tools
    “ We’re a Lean / Six Sigma company!”
  • 11. Projects vs Training Can you have your cake and eat it too?
  • 12. Lean Six Sigma Deployments Different Approaches
    • Projects First
      • Traditional Six Sigma/DMAIC
      • Traditional Lean/Kaizen
    • Training first
      • “ Butts in the Seat”
      • Certification
    Which will promote culture change?
  • 13.
    • Limit training to project leaders and team members
    • May have some training for Project Sponsors and/or Process Owners
    Projects First
  • 14. Impact of Projects First
    • How many people have been trained after 3 waves?
    • 20 BBs / Lean Facilitators
    • 47 GBs
    • 104 Project Team Members
    • 20 Executives / Champions
    WOW!
  • 15. Outcomes of Projects First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?
  • 16. Outcomes of Projects First And at the end of 3 waves, how much impact have you had on your metrics?
  • 17. Culture Change INTEGRATION TRANSMISSION / EVENT IDEA DIFFUSION TIPPING POINT
  • 18.
    • Lots of people who “know” lots of things
    • Lots of certificates
    • But, use it or lose it!
    Training First
  • 19. Training First, continued
    • How many people have been trained after 3 waves?
    • All Senior Leaders
    • Most Directors
    • Some Managers / Supervisors
    • Some Leads/Coordinators
    WOW!
  • 20. Outcomes of Training First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?
  • 21. Outcomes of Training First
    • And at the end of 3 waves, how much impact have you had on your metrics?
  • 22. Culture Change INTEGRATION TRANSMISSION / EVENT IDEA DIFFUSION TIPPING POINT
  • 23.
    • Projects
      • Quick start
      • Develop metrics
      • Attack problems
      • “ Best and Brightest” for project leaders
    • Training
      • Build momentum
      • Develop metrics
      • Manage processes
      • “ Learn to see”
      • Early adopters will be evident (next wave of BBs / Lean Facilitators)
    The Middle Way
  • 24. Outcomes of Training First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?
  • 25. Outcomes of Training First
    • And at the end of 3 waves, how much impact have you had on your metrics?
  • 26. Projects + Training
    • Run projects
      • Get financial gains
    • Change culture
      • Learn to see processes, value & waste
      • Data-based decisions
      • Clear goals and targets
      • Team-building
      • Break down barriers and silos
  • 27. Projects + Training Program Objectives
    • Ability to…
    • Lead Project Teams to validated gains
    • Coach Project Team Members
    • Teach LSS tools and concepts
    • Mentor upcoming leaders
  • 28. Projects + Training Objectives The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator TRAINING – in addition to project management skills and statistics.
  • 29. Black Belts as Agents of Culture Change More Than Just Project Facilitators
  • 30. BB / Lean Facilitator Selection The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator SELECTION – in addition to project management skills and statistics.
  • 31. BB / Lean Facilitator Training
    • Training project – LSS methodology, project management, team facilitation
      • Assessment: Project deliverables, team effectiveness
    • Follow-up training – Teaching, coaching, and mentoring skills
      • Assessment: Teaching, GB coaching / mentoring, team facilitation
    Suggested training guideline
  • 32. BB / Lean Facilitator Training
    • Career path after Black Belt / Lean Facilitator may take one of two directions:
    • Master Black Belt / Sensei role
    • Operational Leadership role
    Advantages
  • 33. BB / Lean Facilitator Training
    • Master Black Belt / Sensei role
    • Primary Responsibility shifts to teaching, coaching, mentoring, administrative roles
    • Operational Leadership role
    • Primary responsibility shifts to accomplishments through teams of people
    Advantages
  • 34. Development of Training Training by Vendor… Training by you! Champion BB / GB LF Project team Project Team Champion Op Leaders BB / GB LF
  • 35. BB / Lean Facilitator Training
    • Vendor-led training may be $15,000 per person (BB, GB, LF) not including transportation, printing, etc.
    • Internally-led training:
    • 2 BBs
    • Avg 30 per class
    • Eight days of training (2 days per month)
    • $250 per person
  • 36. BB / Lean Facilitator Training
    • BBs/LFs who are training may need a reduced project load
    • Logistics:
    • Binders, tabs, & handouts
    • AV, flip charts, markers, sticky-notes etc.
    • Dietary
    • Course development
    Cost of internal training
  • 37. Typical Deployment LSS LSS LSS LSS LSS
  • 38. Suggested Deployment LSS LSS LSS LSS LSS
  • 39. What’s the advantage? Suggested model for improvement in a moderately-sized company
  • 40. The Tipping Point…
    • Executives walk the walk…
    • Attend training classes, lead projects
    • Leaders talk the talk…
    • Use LSS terminology in daily operations
    • Employees walk & talk!
    • Look for wastes, suggest improvements
    When cultural transformation occurs
  • 41. We’ll know we’ve been successful when…
    • Executives…
    • Leaders…
    • Employees…
    • BBs/GBs/Lean Facilitators…
  • 42. Planning for Culture Change Get More Than Projects Out Of Your Deployment!
  • 43. A Value Stream for Culture Change Set Vision, Expectations, and Goals Select & Train Initial BBs/LFs Develop Leadership Training Implement organization-wide training Projects Leadership Culture Change New Hire Orientation
  • 44. A Value Stream for Culture Change Set Vision, Expectations, and Goals Select & Train Initial BBs/LFs Develop Leadership Training Implement organization-wide training Projects Leadership Culture Change New Hire Orientation Targets Metrics Communication
  • 45. Barriers to Culture Change
    • Strange concepts
      • Front-line workers as process experts
      • Team not led by the boss
      • Set milestones
    • New tools
      • SPIOC, Value Stream Map
      • Statistical tools
      • Lean tools
  • 46. Barriers to Culture Change
    • Process awareness / understanding
      • Upstream, downstream
      • Suboptimizing
      • Wastes
      • Next process as customer
    • Unique language
      • DMAIC: Darned Multiple Acronyms In Class!
      • Lean: Let’s learn Japanese!
  • 47. A Note about Belts
    • Belts “Pro”
      • Easy to understand
      • People like it
      • Can build structure (Green, Yellow, White)
    • Belts “Con”
      • May not be appropriate for culture
      • Lean approach, teach everyone the tools
      • Overuse/abuse of terms (Grandmaster Black Belt? Gold Belt?)
  • 48. A Note about Certification
    • Certification “Pro”
      • Standard body of knowledge
      • People like it
      • Should require project plus book learning
    • Certification “Con”
      • May become a paper chase
      • Body of knowledge may not be appropriate for organizational needs
      • May mask lack of skills
  • 49. A Note about Black Belt Career Paths
    • In & Out
      • Not a good fit for skills (consider trial period)
      • Superficial stepping stone to next career path
    • Lifers
      • Love it
      • Good project managers and teachers
    • Careerists
      • Gain skills and knowledge for next level of responsibility
  • 50. A Note about Black Belt Career Paths
    • Novice
      • Training + 1 year (can define “x” completed projects)
    • Practitioner
      • Next 1 - 3 years before transition
      • Develop and master the skills
    • Sensei / Master
      • Remain as teacher, coach, methodology expert, involved in strategic planning
  • 51. Developing a Lean Six Sigma Culture
  • 52. New Hire Orientation
    • 15 Minutes will do it
    • LSS philosophy and approach
    • Simple game or exercise
    • List of who’s involved (Champions, BBs, BGs, LFx)
    • Invitation to contribute ideas
  • 53. Leadership Orientation Content
    • DMAIC or Lean Approach
    • History, success stories
    • Types of projects
    • Expectations of leaders (roles, participation, training)
    • Resources for further details
    • Select a project to get them involved in
  • 54. Leadership Course Content
    • Will the leadership course also serve as the GB/LF course?
    • What do leaders, who are not LSS project managers, need to know in their daily operations?
    • BB/LF consensus
    • Develop an outline
    • Use available resources, or buy them
  • 55. Course Organization
    • Select a Primary Instructor (BB or MBB)
    • All BBs should teach – some will need more coaching than others
    • Start with teaching modules – then move to exercises – then whole days of class
    • Have Executives / MBBs “drop in” for informal discussion & asking how they will use what they have learned
  • 56. Course Organization
    • Set and keep an attendance policy
    • Include homework (VSM, SIPOC, etc.)
    • Make an exam to force review of earlier concepts and study
    • Give a certificate, pin, etc. to indicate accomplishment
    • Optional – project work or GB-level classes for people who want to get deeper into it
  • 57. Black Belt Development
    • Set criteria for BB career path
    • Select / develop BB and MBB level training and certification requirements
    • Require portfolio of projects, professional development, and accomplishments
    • Post-project review should include feedback from team members
    • Annual eval should include career planning
  • 58. Outcome Measures
    • Executive behavior
      • Supportive, Committed, or Engaged?
    • Leader behavior
      • Sponsors, participation on teams, use of tools in daily operations?
    • Front-line leaders
      • Participation on teams, use of tools in daily operations?
    • Belts/Facilitators
  • 59. Closing
  • 60. Return on Investment
    • Training as essential to culture change
      • Connected to organizational mission
      • Less expensive than external training
      • Quicker diffusion to tipping point
      • Create a new culture for your organization
    • Support projects
      • Develop future project leaders
    • Improve operations
      • Get leaders using the tools in daily operations
  • 61. Sustain the Gains
    • Lean / Six Sigma becomes “the way we work.”
      • Executives
      • Mid-level Leaders
      • Front-line leaders
      • Staff
  • 62. Customer Needs Employee Engagement Continuous Improvement & Innovation Mission – Vision – Values Each Customer First Build Your House of Quality What will our House of Quality look like?
  • 63. Acknowledgements Chuck Debusk, Master Black Belt, GE now VP, Performance & Process Improvement, United Healthcare Todd Sperl, Master Black Belt, St. John Health now President, Lean Fox Solutions, LLC Ron Bercaw, Sensei now Sensei, Breakthrough Horizons, LLC
  • 64. Sponsored by:
    • ASQ
    • Team and Workplace Excellence
    • Forum
    • Mike Whisman, Chair
  • 65. Questions? Thanks! The End