A Company wide commitment A data-based way to run our business Derived from statistical understanding of processes and proven lean methodology Applied to both manufacturing and transactional processes
Capacity – Understanding the facility’s production level Throughput - Cost Reduction – Cause and effect of adjusting prices Customer acquisition - Balance sheet – Financial model for viewing all transactions utilization
Talk to each one separately Closed Projects A de-emphasis on closed projects as a metric and an emphasis on more strategic projects resulted in a dip in closed projects to a low of 450 in 2006. This trend was driven in order to reduce the administrative overhead caused by opening, maintaining, and closing many small projects. This resulted in a savings per project of nearly $200K in 2006 & 2007 versus the $75K level of 2002-2004. Total Savings Cameron has seen a steady trend upward since Six Sigma was introduced in 2001, although 2004-5 were flat. The reason for this is becomes obvious if we look at the number of BB’s over those same years. Active BB’s A downturn in the business resulted in fewer BB’s in 2004 & 2005. The upsurge in growth at Cameron drove the # of BB’s back up to 2003 levels in 2006 and that increased to a new high in 2007.
Black Belt candidates come from all disciplines and geographic backgrounds. We are trending toward more international BB’s to help support our growing market outside of the US. For most, the SS methodology is not mainstream outside the US/Canada/Europe. Besides a pre-requisite of GB training, employee’s may not be as familiar with the terminology. GB Training – 3 1 week courses. Must develop and create a project that saves the Cameron $___. Created 3 1-week intensive courses to prepare the BB’s for their new role. To best use the class time for projects and case studies, Cameron needed a way to set the baseline of introductory through advanced topics prior to class work. Cameron sponsors 2 waves a year (6 classes total). The students selected in each wave will attend all training as a group. When the class is complete, the students are placed into groups for the duration of training.
1.Financial management is a key tool in controlling and directing the resources of any business organization. It explores the basic concepts of risk and return and the time value of money. 2. Black Belts are called upon to solve problems that have no known solutions. Learn what a Six Sigma team should focus on, and more importantly, what the team should avoid in order to make Six Sigma projects successful. 3. This course explains the key terms and themes of program management. It also introduces theories that are recognized as successful methods of managing programs. 4. Learners will be introduced to the purpose of the Planning Process Group and its associated processes. With these 4 courses, the student receives a level playing field as they begin week 1. They understand the basics concepts of scoping and planning for a project. Then entering week 1, they are immersed in Six Sigma. Students both local and travelling, all stay at the same hotel so they can concentrate on school work. In class, they learn the basics of six sigma, what it means to Cameron and our culture. They also receive an introduction to statistics, which is vital to the success of any BB. They learn what a phase gate review is (ability to move to the next step in the project) and what tools are available for them. Finally, they are introduced to Case Studies. Case Studies are prior projects by Cameron employee’s that help the new BB’s understand the importance of a well planned project. They get to see what went into the project, who was involved, how it came to be and what the outcome was. Each group is given a specific Case Study at the beginning Week 1. During the 3 Week training, they will build on their Case.
Recognize the importance of a good speaking voice as a communication tool. Recognize the benefits of being an effective listener. Identify the benefits of understanding body language Recognize benefits of knowing how to establish an effective team. Recognize the value of being an effective team member. Recognize benefits of using strategies for maintaining a winning team Recognize the value of adhering to an effective budgeting process in business. Recognize the benefits of using a methodical budget process. Recognize the importance of monitoring adherence to budgets. Recognize the value of an integrated supply chain in relation to its impact on customer service and satisfaction. Purchasing Mgmt, Supplier Mgmt and Channel Mgmt The purpose of Week 2’s pre-work courses is to give the students a better understanding of creating and marketing their projects. Learning how to communicate effectively with many levels of management without personal authority. For most students, this will be the first time they will be faced with a situation in which they must show authority and sell their project. In class, they will learn certain theories relevant to SS like, _______________________ They learn the basics of change mgmt - The Service Management process responsible for controlling and managing requests to effect changes (RFCs) to the business infrastructure or any aspect of business services to promote business benefit while minimizing the risk of disruption to services. They are introduced to Causes of Waste – Important because ________________________ During week 2, they are introduced to term Kaizen. Cameron fully utilizes the concept of Kaizen as a resource in SS. The true intent of a Kaizen Event is to hold small events attended by the owners and operators of a process to make improvements to that process which are within the scope of the process participants Kaizen Events are commonly referred to as a tool that: 1) Gathers operators, managers, and owners of a process in one place 2) Maps the existing process 3) Improves on the existing process 4) Solicits buy-in from all parties related to the process
Recognize the benefits of using analytical processes in making decisions. Recognize the benefit of reaching decisions by using analytical methods and creative thinking. Recognize the benefits of safeguarding decisions. Recognize the importance of actually making the decision. Identify the activities involved in controlling resources recognize questions to consider when dealing with change control. Identify activities involved in monitoring and controlling program work, issues, and scope. Match the processes involved in schedule, cost, quality, and communication control to example activities. Match the activities involved in Program Performance Reporting, Risk Monitoring, and Contract Administration processes with examples Recognize the benefits of understanding the inputs to risk response planning. Determine if a project risk should be avoided for a given scenario. match transference methods to examples. Identify examples of the questions that should be asked when determining the appropriate risk response for an identified project risk. Week 3 pre-req courses prepare the students for the closing of a project and general guidelines to plan for risk. These courses set the ground work for the final week of in house training by giving each student an understanding of risk and reward for every project and how to handle obstacles that may come their way. In class, the students will learn theories as they pertain to closing projects and possible change of courses to handle. They will learn Chi-Square and ANNOVA. Analysis Of VAriance (ANOVA), a calculation procedure to allocate the amount of variation in a process and determine if it is significant or is caused by random noise. The Chi Square Test is a statistical test which consists of three different types of analysis 1) Goodness of fit, 2) Test for Homogeneity, 3) Test of Independence. And finally Week 3 concludes with presentations of Case Study’s. Each group will present their Case and their findings. The presentations not only allow for additional learning on projects, but it gives the students practice at speaking in public to peers and managers.
Team site – available on Cameron’s intranet site. Has become a central location of information and a useful communication tool. BB’s will find links to pertinent Case Study’s, recently opened projects, new GB’s and BB’s. It is constantly updated for the most accurate information. Case Studies – When projects close, they become case study for constant learning opportunities. Each year, every BB is Invited to participate in the BB conference, held in Houston. This time allows them interaction with Sr Mgmt through presentations from each group president, comp. pres, vp of operations and many others. They receive an insight into the direction Cameron’s mgmt team is leading to help guide their new projects. Also, the projects that saved the company the most are presented to the group including sr mgmt. Finally, BB’s will hold Kaizen events and jump starts throughout the year to help spark ideas and recommendations for their next projects. Currently, HR just completed one of our first jump starts to revamp our NHO program.
1. Blended Learning for Black Belt Training Jennifer Wanjura, PHR Manager, Human Resources Cameron Houston, Texas Learning. Performance. Impact.
2. Blending Learning in Cameron <ul><li>Agenda </li></ul><ul><li>Overview of Cameron </li></ul><ul><li>Development of Program </li></ul><ul><li>How Cameron Implements </li></ul><ul><li>Sustaining Momentum </li></ul><ul><li>Questions </li></ul>
3. Cameron is a leading provider of flow equipment products, systems and services to worldwide oil, gas and process industries… <ul><li>Products used to control, direct, adjust, process, measure and compress pressure & flows </li></ul><ul><li>174 years continuous history </li></ul><ul><li>$ 5+ billion in annual orders </li></ul><ul><li>$ 10+ billion market cap </li></ul><ul><li>15,500+ employees </li></ul><ul><li>260+ locations worldwide </li></ul><ul><li>50+ strong product brands </li></ul><ul><li>11 operating divisions holding leading positions in global oil & gas and process markets </li></ul>
4. Lean Six Sigma in Cameron <ul><ul><li>An approach Cameron uses to: </li></ul></ul><ul><ul><li>Remove waste from a process </li></ul></ul><ul><ul><li>Statistically control a process </li></ul></ul><ul><ul><li>Serve our customers better </li></ul></ul>
5. Six Sigma Roles <ul><li>CHAMPION </li></ul><ul><li>A senior business manager who oversees Lean Six Sigma projects and assures company resources are made available as needed. </li></ul><ul><li>MASTER BLACK BELT </li></ul><ul><li>An internal consultant for Lean Six Sigma deployment. They are the technical experts and also mentor Black Belts. </li></ul><ul><li>BLACK BELT </li></ul><ul><li>A person who accepts the full time role and responsibility to learn and use Lean Six Sigma methods to complete high impact projects. </li></ul><ul><li>GREEN BELT </li></ul><ul><li>An employee who completes smaller projects using Lean Six Sigma tools while still maintaining a full time functional role. </li></ul>
6. The Black Belt Challenge at Cameron <ul><li>Target projects that align with the business plan: </li></ul><ul><li>Capacity </li></ul><ul><li>Throughput </li></ul><ul><li>Cost Reduction </li></ul><ul><li>Customer Acquisition </li></ul><ul><li>Balance Sheet </li></ul><ul><li>Resource/Asset Utilization </li></ul><ul><li>Target projects that deliver results! </li></ul>
7. Trends & Observations More Than 70 BB’s Today!
8. Development of Blended Learning Program <ul><li>Global student body </li></ul><ul><li>Limited class time </li></ul><ul><li>HR Manager and Director of Six Sigma reviewed the online classes and chose the most beneficial topics; courses that would provide the most outcome and return on investment to the students. </li></ul>
9. How Cameron Implements <ul><li>Week 1 </li></ul><ul><li>Pre-course Work </li></ul><ul><li>Principles of Financial Management </li></ul><ul><li>Scoping the Six Sigma Project </li></ul><ul><li>An Introduction to Project Management </li></ul><ul><li>Project Planning </li></ul><ul><li>Classroom </li></ul><ul><li>Lean Six Sigma Program Overview </li></ul><ul><li>Intro to Statistics </li></ul><ul><li>Phase Gate Reviews </li></ul><ul><li>Lean Metrics/Quality Tools </li></ul><ul><li>Case Studies </li></ul>
10. How Cameron Implements <ul><li>Week 2 </li></ul><ul><li>Pre-course Work </li></ul><ul><li>The Mechanics of Effective Communication </li></ul><ul><li>Teamwork and Results Without Authority </li></ul><ul><li>Basics of Budgeting </li></ul><ul><li>Supply Chain Management </li></ul><ul><li>Classroom </li></ul><ul><li>Theory Reviews </li></ul><ul><li>Change Management </li></ul><ul><li>Causes of Waste </li></ul><ul><li>Kaizen </li></ul>
11. How Cameron Implements <ul><li>Week 3 </li></ul><ul><li>Pre-course Work </li></ul><ul><li>Decisions and Risk Invention Management </li></ul><ul><li>Executing, Monitor and Control – Closing Projects </li></ul><ul><li>Planning and Identify Project Risk </li></ul><ul><li>Analyzing Project Risk </li></ul><ul><li>Classroom </li></ul><ul><li>Chi-Square Test </li></ul><ul><li>Anova </li></ul><ul><li>Case Study – Presentations </li></ul>
12. Sustaining Momentum <ul><li>Intranet Team Site </li></ul><ul><li>Ongoing Case Studies </li></ul><ul><li>Yearly Black Belt Conference </li></ul><ul><li>Kaizen Events </li></ul>