Rapid - Lean Six Sigma:
Kick-Starting Your Continuous Improvement Program
Facilitated by: John Besaw, Ph.D.
“Success in war depends on the golden rules:
Success depends on:
A common complaint of traditional Lean
and Six Sigma is that they “take too long.”
RapidLeanSixSigma promotes a culture
that targets continuous improvement
through the relentless elimination of waste.
A Systems Approach
A “Systems Approach” that creates a
culture in which everyone is continuously
improving processes and eliminating waste.
… as a critical responsibility of everyone.
It must involve all areas and requires a
commitment to hard work and the
uncompromising drive to seek out new and
better ways of doing things.
RapidLeanSixSigma provides the tools and
techniques for making decisions and solving
problems - fast.
An organization’s early success will be
realized through engaged employees using
an empowered approach for “rapid” process
1. Introduction - Why RapidLeanSixSigma
2. Leading in a RapidLeanSixSigma environment
3. Integrating Lean concepts and Six Sigma problem
4. RapidLeanSixSigma Tools and Techniques
5. RapidLeanSixSigma Roadmap
6. Transformation Planning
The RapidLeanSixSigma Workshop provides a
hands-on, experiential approach to continuous
improvement. The framework highlights
RapidLeanSixSigma tools and techniques used
by empowered teams.
Fast, simple, practical methods are highlighted.
The objectives of the RapidLeanSixSigma
workshop are for each participant to know basic
tools and techniques and comprehend his/her
role in a team approach to Continuous
Through an experiential approach, participants
use a systematic approach to problem-solving
and learn to use RapidLeanSixSigma tools and
What are we doing now that we
shouldn’t be doing at all.
There may be too many To-Do lists.
Consider A “Not-To-Do” List
Constantly improving products and services
can help an organization remain competitive
and keep a strong customer base.
“Journey” Never Ends
Six Sigma 2000
American business rediscovers Deming 1970’s & 1980’s
Japan emerges as a leader of Lean
Transformation of Japanese economy
Japanese adopt Deming’s principles 1950s
Deming goes to Japan 1950
Deming in America 1940s
Integrating Lean and Six Sigma
Speed and Simplicity
• Waste Reduction
• Problem Solving Methodology
Everyone On-Board Upfront
Efficient: “Do things right.”
Effective: “Do the right things.”
A Journey, not an end state
Future Value Stream
Current Value Stream
Developing a Strategy is not easy; executing it is
even more difficult; sustainment ???
Transformation is not just about a plan, it requires
changing people’s mindsets and behaviors.
Mindsets and Behaviors that need to be changed.
Not - fixing blame.
“We are in a new economic age. We can no
longer live with commonly accepted levels of
delays, mistakes, defective materials and
Dr. W. Edwards Deming
Customer defines quality
Top management leadership
All employees responsible
A way of life (our culture)
Team problem solving
Training for all
A leadership philosophy dedicated to creating and
keeping loyal customers through continuous
improvement of all products, services, and
Requires the active and continual participation of
all employees in an environment supportive of
innovation and teamwork.
Anticipate Possible Problems
Outdated Management Philosophies
Lack of Knowledge
Phase 1 Phase 2 Phase 3
The “HARD” Side: The “SOFT” Side:
is about is about
• processes • buy-in
• measurement • commitment
• tools • attitude
• structures • overcoming
• procedures resistance to change
“… more organizations fail from a lack of
creating the right culture and infrastructure than
from using the wrong tools!”
“… the key lesson is not to get lost in the
statistical weeds or the improvement tools.
Important as these are, the source of power is
first and foremost in the culture.”
• Authoritarian • Participative
• No risk-taking • Encourage change
• Fear of job loss • Job security
• Status quo • Continuous improvement
• Systems policies • Policies that inspire people to
want continuous improvement
• “Beat on” supplier • Work with supplier
• Distant from customers • Close to customers
• Few people trained in basic tools • Everyone trained in basic tools
Goal: Shift the Curve
20% of the people in the organization
will be “Transformation Friendly”
60% will sit on the
20% will resist
Goals and Benefits
Achieve total customer satisfaction and
improved operational effectiveness and
Improve communication and teamwork
through a common set of tools and
techniques (a disciplined, repeatable
Relentless pursuit of elimination of waste:
• Excessive Inventory
• Unnecessary Motion
• Defects Requiring Rework or Scrap
• Extra Processing
• (Workforce Productivity)
Barriers to Improvement
If we all know we need to improve, the
question becomes: why don’t we?
Resistance to Change
Asking people to work differently often
meets with stiff resistance.
Overcoming resistance to change can
be the hardest part of our job.
It is against human nature to want to
change the way things are done unless
there is a compelling reason to do so.
The biggest reason for RapidLeanSixSigma
implementation is its astonishing success at
dramatically improving a company’s
bottom-line profitability - fast.
Website for the Lean Enterprise Institute… books,
workbooks, and case studies that help companies
transform themselves based on the principles of
the Toyota Business System.
Nalicheri, N., Baily, C., & Cade, S. The lean,
green service machine.
Poppendick, M. (2002). Principles of lean
Lean Six Sigma: Lean Six Sigma is a business
improvement methodology which combines (as the
name implies) tools from both Lean Manufacturing and
Six Sigma. Lean manufacturing focuses on speed and
traditional Six Sigma focuses on quality. By combining
the two, the result is better quality faster.
Rapid (adjective): acting or moving quickly
Kick-Starting (verb): to do something bold or drastic in
order to begin or improve the performance of
This comprehensive Web site developed
by Infor is filled with information to help
you improve your productivity, profitability
and customer satisfaction.
Role of a RapidLeanSixSigma “Master”
Characteristics of a
Highly effective Team Facilitator
Highly Respected by Superiors, Peers and Subordinates
Inspires Others to Excel
Possesses a Creative, Critical, Out-of-the-Box Intellect
Accepts Responsibility for identifying choices
Encourages Commitment, Dedication and Teamwork
Solicits Diverse Ideas and Viewpoints
Acts Decisively Under Pressure
Effective in Consulting, Mentoring and Coaching others
Coaching – Annual
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