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  • Performance System – Time for improvement projects, Team Based Performance, Self directed teams Sending Signals – “Cat’s Away” attitude, Reaction to problems and failures
  • Transcript

    • 1. Lean Six Sigma at USCG Finance Center CAPT Larry R. White, CMA, CFM, CGFM, CPA Commanding Officer, USCG Finance Center
    • 2. Impact to Date <ul><li>Backlogs/Work in Process – 1 day or less </li></ul><ul><ul><li>Just 4 months ago 20 days or more </li></ul></ul><ul><ul><li>Managing to daily inflow, not prompt pay deadline </li></ul></ul><ul><li>Redeploy 20 FTE, about 20 more likely </li></ul><ul><li>Overtime 50% of prior year </li></ul><ul><ul><li>Most recently 20% of prior period </li></ul></ul>
    • 3. Outline <ul><li>Initiating a Lean Six Sigma Effort </li></ul><ul><ul><li>Deciding to Deploying </li></ul></ul><ul><li>Lean Six Sigma in Financial Processing </li></ul><ul><li>Early Stages </li></ul><ul><ul><li>Deploying to Doing </li></ul></ul><ul><li>Next Stage </li></ul><ul><ul><li>Doing to Changing Culture </li></ul></ul><ul><ul><li>What’s working, What’s not </li></ul></ul>
    • 4. Initiating LSS Deciding to Deploying <ul><li>Philosophy &amp; Strategy For Organization </li></ul><ul><ul><li>What does your organization need to be really good at? </li></ul></ul><ul><ul><li>Methods &amp; Tools to achieve desired results </li></ul></ul>
    • 5. Discipline Model Philosophy Business Model Methods Tools <ul><li>Vision </li></ul><ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Management Approach </li></ul>Strategy, Operating Plan, Initiatives <ul><li>Process Based Management </li></ul><ul><li>Continuous Improvement </li></ul><ul><li>Cost Management </li></ul><ul><li>Brand Management </li></ul>ABM, CAM-I Cross, Continuous Improvement, Target Costing, ABB, Baldrige, ISO, Six Sigma, CMM, Balanced Scorecard, EVA ABC, Process Maps, SPC, Control charts, Strategy maps CAM-I Process Based Management Section
    • 6. Initiating LSS Deciding to Deploying <ul><li>Evaluate Current Challenges </li></ul><ul><ul><li>Competitive Environment </li></ul></ul><ul><ul><li>Financial Statement Audit </li></ul></ul><ul><ul><li>Escalating Financial Regulations &amp; Requirements </li></ul></ul><ul><ul><li>IT System Complexity </li></ul></ul><ul><ul><li>“Burning Platform” for change? </li></ul></ul>
    • 7. Initiating LSS Deciding to Deploying <ul><li>Educating the Organization </li></ul><ul><ul><li>Senior Managers </li></ul></ul><ul><ul><ul><li>Small Group Discussions, Books, Articles </li></ul></ul></ul><ul><ul><li>Supervisors </li></ul></ul><ul><ul><ul><li>Intro Training, 8 hr Training, Plant Visit, Production Exercise </li></ul></ul></ul><ul><ul><li>Workforce </li></ul></ul><ul><ul><ul><li>Newsletter Articles, Intro Training, All Hands Speeches, Trial Projects </li></ul></ul></ul><ul><ul><ul><li>Continued Employment &amp; Job Stability </li></ul></ul></ul>
    • 8. Lean Six Sigma in Financial Processing <ul><li>What is large scale accounting? </li></ul><ul><ul><li>A series of repetitive processes. </li></ul></ul><ul><li>Measures </li></ul><ul><ul><li>Quality, Efficiency, Customer Satisfaction </li></ul></ul><ul><li>Constant Enemies </li></ul><ul><ul><li>Backlogs, Process &amp; System Complexity, Errors </li></ul></ul><ul><li>Opportunities </li></ul><ul><ul><li>Improve Supply Chain, Optimize, Simplify, Provide higher value, forward looking services and info </li></ul></ul>
    • 9. Early Stages of LSS Deploying to Doing <ul><li>LSS Champion Training </li></ul><ul><ul><ul><li>45 Managers and Supervisors </li></ul></ul></ul><ul><li>Green Belt Selection &amp; Initial Training </li></ul><ul><ul><ul><li>Application Process &amp; Information Sessions </li></ul></ul></ul><ul><ul><ul><li>Value Stream Mapping Project </li></ul></ul></ul><ul><ul><ul><li>Green Belt Training (30) </li></ul></ul></ul><ul><li>Black Belt Selection &amp; Initial Training </li></ul><ul><li>Initial Project Selection </li></ul><ul><li>Initial Project Execution </li></ul><ul><ul><ul><li>Group Projects </li></ul></ul></ul><ul><ul><ul><li>Coaching </li></ul></ul></ul>
    • 10. What’s Next? Doing to Changing the Culture <ul><li>Demand Side Issues </li></ul><ul><ul><li>Managers &amp; Supervisors </li></ul></ul><ul><ul><li>Creating the measures and climate </li></ul></ul><ul><li>Supply Side Issues </li></ul><ul><ul><li>The Workforce </li></ul></ul><ul><ul><li>Performance System </li></ul></ul><ul><ul><li>Sending Signals </li></ul></ul><ul><li>Leadership Issues </li></ul><ul><ul><li>Pace of Projects </li></ul></ul><ul><ul><li>Alignment of Effort </li></ul></ul><ul><ul><li>Rewards </li></ul></ul>
    • 11. Lessons Learned <ul><li>Successes </li></ul><ul><ul><li>Created Climate for Acceptance </li></ul></ul><ul><ul><ul><li>Used Contracting time well </li></ul></ul></ul><ul><ul><li>Focus on First Line Supervisors </li></ul></ul><ul><ul><li>Changed Manager Performance Evals </li></ul></ul><ul><ul><li>Use Contractor for Coaching </li></ul></ul><ul><ul><li>Hire Black Belt for a Project </li></ul></ul><ul><ul><li>Standardize Tollgate Briefings </li></ul></ul><ul><ul><li>Use VSM for training </li></ul></ul><ul><ul><li>Focus on Backlog </li></ul></ul>
    • 12. Lessons Learned <ul><li>Improvements </li></ul><ul><ul><li>More &amp; More Aggressive Black Belts </li></ul></ul><ul><ul><li>Project Scoping </li></ul></ul><ul><ul><ul><li>Very tricky for Greenbelt level projects </li></ul></ul></ul><ul><ul><ul><li>More Kaizen type Events for Quick Results </li></ul></ul></ul><ul><ul><li>Visual Team Based Process Measurements </li></ul></ul><ul><ul><li>Project Pace – Set a standard for Tollgates </li></ul></ul><ul><ul><li>Project Responsibility – Champion/Mgr </li></ul></ul>
    • 13. Conclusion <ul><li>View Operations as a Production Process </li></ul><ul><ul><li>Accounting mindset to production mindset </li></ul></ul><ul><li>Ultimate objective is self directed, self improving teams. </li></ul><ul><ul><li>Performance Targets (Quality &amp; Efficiency) </li></ul></ul><ul><ul><li>Improvement Targets </li></ul></ul><ul><ul><li>Customer Satisfaction Targets </li></ul></ul><ul><li>Respect for People </li></ul><ul><ul><li>Focus criticism on the process, not the people </li></ul></ul>

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