Realizing the Cultural Change for Truly Integrated Deployment


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  • We’ve set up a common set of organization procedures/policies and metrics for our businesses to follow Metrics are collected in a central data base for all our projects (productivity and defect). Policy/procedures derived from Industry and Government standards, as well as internal best practices These are online allowing our projects to draw from them and use the cumulative expertise
  • Realizing the Cultural Change for Truly Integrated Deployment

    1. 1. Hung Le, Ph.D. Master Black Belt Northrop Grumman Corporation Confronting the Reality of Lean Six Sigma: Realizing the Cultural Change for Truly Integrated Deployment Lean Six Sigma Conference Dallas Dec. 1-3, 2004
    2. 2. Agenda <ul><li>Our path to Enterprise Excellence </li></ul><ul><ul><li>An integrated approach to process improvement </li></ul></ul><ul><ul><li>Six Sigma implementation model </li></ul></ul><ul><ul><li>Continuing to reinforce our Six Sigma culture, sustaining the gain and building momentum </li></ul></ul><ul><li>Integration of Lean and Six Sigma </li></ul><ul><ul><li>Understanding the impact of Lean Six Sigma </li></ul></ul><ul><ul><li>Embedding Lean Six Sigma within the organization and strategic focus of the business for a blended approach </li></ul></ul><ul><ul><li>Managing the cultural changes associated with Lean Six Sigma </li></ul></ul><ul><li>Institutionalization of Process Improvements </li></ul>
    3. 3. Integrated Approach to Process Improvement Business Measures Voice of the Customer Change Management Process Management DMAIC DFSS Methods & Tools Enterprise Excellence ISO 9001 AS9100 CMMI Six Sigma – framework for ensuring process improvements support corporate goals ISO 9001 – quality management discipline for project and functional areas AS9100 – quality system requirements for suppliers to the aerospace industry CMMI – use of industry best practices in software/systems engineering Six Sigma
    4. 4. Our Process Improvement Implementation We use projects to drive process and product improvement (strategic and tactical) <ul><li>Engaged with External Customers </li></ul><ul><li>Visibility </li></ul><ul><li>Participation </li></ul><ul><li>Linked with Business Planning </li></ul><ul><li>And Oversight </li></ul><ul><li>Business planning </li></ul><ul><li>Project selection </li></ul><ul><li>Enabled by </li></ul><ul><li>Infrastructure </li></ul><ul><li>Training </li></ul><ul><li>Tools </li></ul><ul><li>Awareness </li></ul><ul><li>Database </li></ul>SPM Projects Quantitative Process Capability Measurement and Assessment Report <ul><li>Integrated with Overall Quality Program </li></ul><ul><li>Integrated Training, Awareness, & Policies </li></ul><ul><li>Integrated CMMI & Six Sigma projects </li></ul><ul><li>Integrated tracking and reporting via DB, PRA, etc. </li></ul><ul><li>Tied to Employee Performance </li></ul><ul><li>Goals, Special Awards </li></ul><ul><li>Job and career paths </li></ul>
    5. 5. Continue to Reinforce Our Six Sigma Culture <ul><li>Clarity: Clear objectives with measurable results, precise process and role definitions </li></ul><ul><li>Communication: Constant, effective communication </li></ul><ul><li>Leverage: Mobilize key stakeholders at all levels of the organization </li></ul><ul><ul><li>Leadership engagement and support </li></ul></ul><ul><ul><li>Stakeholder enrollment (internal, external) </li></ul></ul><ul><li>Relevance: New processes have clear, ‘transparent’ benefits to the company and to individuals in their daily jobs </li></ul><ul><li>Ownership: Align goals of business units and functional areas to corporate vision (Strategic Decomposition) </li></ul><ul><ul><li>Process accountability at the executive level </li></ul></ul><ul><ul><li>Responsibility and ownership of change at working level </li></ul></ul><ul><li>“ Scoreboard” – Visible measures, monitoring and feedback </li></ul>
    6. 6. Aligning With Our Corporate Goal Competitive Differentiation Value Quality & Process Improvement Tools Set Process Improvement / Performance Excellence Lean Six Sigma CMMI ISO Alignment to Strategic Enterprise Excellence Our objective is to incorporate Lean quality tools into our Six Sigma culture to speed up our effort toward achieving Enterprise Excellence … <ul><li>Our Five Key Behaviors: </li></ul><ul><li>Live the Company Values </li></ul><ul><li>Focus on Operating Excellence </li></ul><ul><li>Act with Speed </li></ul><ul><li>Communicate Openly </li></ul><ul><li>Collaborate Across the Company </li></ul>Benchmarking
    7. 7. We must manage change in a way which produces results and new capabilities. This is achieved by facilitating critical skills needed to sustain change and manage challenges which will inevitably occur . . . Focus on collaboration — within the organization and between the organization and business partners Leverage experience and creatively tailor approaches Produce results and new capabilities Sustaining Change and Building Momentum
    8. 8. Challenges in Integrating Lean and Six Sigma <ul><li>May be viewed as another quality initiative </li></ul><ul><li>Very different mindset in terms of approach </li></ul><ul><ul><li>Focus of quality improvement </li></ul></ul><ul><ul><li>Analysis rigor </li></ul></ul><ul><ul><li>Bias for analysis vs. action … </li></ul></ul><ul><li>“ Loyalty” to the methodology – Program vs. Framework/Tool Set </li></ul><ul><li>A flexible framework to address a broad range of problems </li></ul><ul><li>Need a cadre of strong Black Belts to guide teams </li></ul><ul><li>Managing the deployment of an integrated framework </li></ul>
    9. 9. <ul><li>Characterize process improvement problem types </li></ul><ul><li>Define approaches best suited for different classes of problems </li></ul><ul><li>Incorporate Lean tools into our problem solving approaches </li></ul>Flexible Framework for Improvements APPROACH Lean Rapid Improvement Lean Six Sigma DMAIC DFSS Clear Expected Outputs IMPROVEMENT OPPORTUNITIES
    10. 10. Embedding Lean in Our Culture <ul><li>Training Environment </li></ul><ul><ul><li>Curriculum revision </li></ul></ul><ul><ul><li>Train-the-Trainer </li></ul></ul><ul><ul><li>Workshops </li></ul></ul><ul><li>Governance Model / </li></ul><ul><li>Infrastructure </li></ul><ul><ul><li>Selecting Projects </li></ul></ul><ul><ul><li>Trad. vs. Alt. Training </li></ul></ul><ul><ul><li>Reviewing Project Status </li></ul></ul><ul><ul><li>Business Cases </li></ul></ul><ul><ul><li>Completing Projects </li></ul></ul>The Lifecycle of a Typical Project <ul><li>Stakeholders Commitment </li></ul><ul><ul><li>Stakeholders impacted </li></ul></ul><ul><ul><li>Impacts </li></ul></ul><ul><ul><li>Communication Plan </li></ul></ul>
    11. 11. Supporting Tools and Infrastructure Tools & Infrastructure to Develop and Reinforce a Culture for Enterprise Excellence Throughout Our Geographically Dispersed Organization
    12. 12. Institutionalizing Our Improvements Project Plans CMMI Project Results Organizational Training & Tools Industry/Government Standards ISO Customer Specific Organizational Policies & Processes Process Improvement <ul><li>Communications </li></ul><ul><li>Sharing best-practices </li></ul><ul><li>Measurement & dashboards </li></ul>Metrics Database Organizational Performance Project Performance Project Schedules & Budgets
    13. 13. Summary <ul><li>Focus on Enterprise Excellence … It is a journey </li></ul><ul><li>Use Lean Six Sigma tools to drive change deep into the organization </li></ul><ul><li>Black Belt development critical in providing guidance to teams on problem solving approaches </li></ul><ul><li>Executive leadership and support required to sustain change and build momentum </li></ul><ul><li>Framework must be flexible and adaptable to address a broad range of problems </li></ul><ul><li>Success requires effective integration of all quality initiatives and sharing of infrastructure </li></ul>