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152 5 Lean Six Sigma and project management go together

152 5 Lean Six Sigma and project management go together






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    152 5 Lean Six Sigma and project management go together 152 5 Lean Six Sigma and project management go together Presentation Transcript

    • Lean Six Sigma and Project Management go together Written by Francisco Pulgar-Vidal, fkiQuality fpulgarvidal@fkiquality.com 10/28/2013 152-5 Copyright fkiQualityLLC 2012 1
    • Continuing the Executive Education Series Why Lean Six Sigma is better than ‘just doing projects.’ 10/28/2013 152-5 Copyright fkiQualityLLC 2012 2
    • Goal of this presentation: Encourage Lean Six Sigma practitioners and project managers to learn from one another.
    • I aim to achieve this by presenting two similarities and two differences between both methods.
    • FIRST SIMILARITY: Lean Six Sigma and Project Management are complementary methods of improvement.
    • The methods of Lean Six Sigma (LSS) and project management (PM) support one another.
    • In fact, some of the best LSS practitioners happen to be skilled project managers.
    • They are practitioners who have blended skills of problem solving and project management.
    • In terms of sequence and timing, LSS and PM are complementary.
    • Operational Problem Designed solution Implemented solution Lean, Six Sigma methods Project management
    • Even more, Lean Six Sigma borrows much from the discipline of project management.
    • SECOND SIMILARITY: Lean Six Sigma applies many project management concepts to be more effective.
    • LSS projects are structured in stages, with gates.
    • Lean’s A3 consists of these steps Background Current conditions Goal Analysis Recommended countermeasures How to implement How to sustain
    • Six Sigma stages give DMAIC its name, and include Define Measure Analyze Improve Control
    • In both cases, to move from one stage to the next, teams must advance their learning,
    • complete specific deliverables,
    • and achieve defined outcomes.
    • At each stage gate meeting, called a ‘tollgate,’ the project directing team decides what happens next.
    • Like in any well-run program, LSS projects are launched by sponsors and champions.
    • Project sponsors and champions are responsible for identifying meaningful projects.
    • What does it take to launch projects that mean something?
    • Meaningful projects support a strategy, answer customer needs and improve core processes. Strategy Customer needs Core processes
    • The intersections below are promising targets for How do we improvement. fulfill our vision? What do customers want us to do better? Which processes need fixing?
    • From these target areas, project sponsors and champions identify, select and prioritize LSS projects.
    • This creates a program plan made of a phased sequence of projects.
    • Balance strategy, customer needs, core processes Define target areas of improvement Sequence projects of improvement Why to change? What to change? How to change?
    • Then each project is chartered and launched.
    • This sequence is called hoshin kanri or strategic planning.
    • LSS projects are led by a project manager.
    • Simpler LSS projects are led by a lean practitioner or green belt.
    • The lean practitioner or green belt applies an intermediate level of LSS and project management skills.
    • More complex LSS projects are led by a lean master or black belt.
    • The lean master or black belt applies a deep level of LSS and project management skills.
    • Regardless of skill level, the project lead is not alone and must be supported by the organization.
    • Sponsors and champions, an experienced LSS Coach coach and a program office are needed for success. LSS Champion A successful LSS program PMO Project Managers
    • FIRST DIFFERENCE: Lean Six Sigma projects start with problems, not solutions.
    • Crucially, while most projects focus on how to implement a solution,
    • … Lean Six Sigma projects focus on how to find the solution to be implemented.
    • Lean Six Sigma has three major components,
    • Projectbased Projectbased A continuous function
    • Our focus today Projectbased
    • So, Lean and Six Sigma projects are efforts to improve existing processes, products, services.
    • Clearly, improvements are necessary because there are problems with the current state of things.
    • In particular, Lean Six Sigma projects start with problems that you don’t know how to solve.
    • This is so true, that if you know the solution, then you don’t need Lean Six Sigma.
    • But if you must solve a hard problem, then a Lean Six Sigma project is likely your best choice.
    • Lean follows a method for improving what already exists, called A3.
    • A3 is based on the continuous improvement method of testing a solution through trials.
    • Six Sigma follows a method for improving what already exists, called DMAIC.
    • DMAIC is based on the scientific method of testing a hypothesis through experimentation.
    • While most other projects focus on delivering a solution,
    • … such as: relocate the trading office, develop new technology, enter a new market, prepare for a trade fair, restructure an organization, …
    • … recall that LSS is best for finding and designing a solution.
    • SECOND DIFFERENCE: Lean Six Sigma projects emphasize finding the solution more than schedule, budget, scope or risk.
    • For instance, a LSS project may have many natural outcomes.
    • Which depend on the project’s path of discovery.
    • So what happens after each tollgate meeting is not predetermined.
    • Several outcomes are possible along the lifecycle of a Six Sigma project. For instance, after the Define or Measure stages …
    • after a tollgate meeting, when the initial problem turns out to be something else.
    • without becoming a failure, when the supposed problem isn’t borne by facts.
    • when the initial scope proves too extensive.
    • when the team has a short time to deliver results.
    • Unlike most projects, all these outcomes are fine, when they result from what the team has learned about the problem.
    • Most often,
    • Because a LSS project does not have a known solution, it is critical that the team find the right problem and the right solution.
    • For this reason, LSS projects emphasize designing a solution while de-emphasize meeting schedule, budget, scope or risk requirements.
    • In summary, Lean Six Sigma and Project Management complement each other strengths.
    • Specifically, LSS projects begin with problems and emphasize finding the right solution,
    • … while PM brings structure and discipline to problem solving efforts.
    • In terms of skill sets and learning, LSS project leads, sponsors and champions must learn project management skills to be more successful.
    • Conversely, project managers have the bases to become great LSS practitioners and could learn the technical skills.
    • Next presentations will discuss: • In which way lean six sigma projects go deeper than other efforts. • The structure of Lean and Six Sigma projects for exploration. 10/28/2013 152-5 Copyright fkiQualityLLC 2012 73