Lean and 6 Sigma Management


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Presentation about Lean and 6 Sigma Management. Focused on HR department.

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  • - In 1987 motorolla launched oficially the Six Sigma.
    - First 10 years of Six Sigma Motorola save 15 billions of dolars.
  • DMAIC: is a data-driven quality strategy used to improve processes. Is based in 5 categories:
  • MBB: Responsible for coaching/mentoring/training Black Belts and for helping the Six Sigma leader and Champions keep the initiative on track.
    BB: Typically has four to five weeks of classroom training in methods, statistical tools and sometimes team skills.
    GB: Typically has two weeks of classroom training in methods and basic statistical tools.
  • Lean and 6 Sigma Management

    1. 1. Lean and 6 Sigma Management People Management Mari-Cel Tena Llobera
    2. 2. Table of content  What is Lean?  What is Six Sigma?  Lean Six Sigma Management.  The role of HR in Lean 6 Sigma management.  Examples.  Conclusions.
    3. 3. What is Lean?  The term "lean" was coined to describe Toyota's business during the late 1980s.  Lean means creating more value for customers with fewer resources. Provide perfect value to the customer through a perfect value creation process that has zero waste.  The Lean principles:  Value: Determine what steps are required (are of “Value”) to the customer.  Flow: Remove waste in the system to optimize the process to achieve a smoother pace.  Pull: Ensure the process responds to customer demand (“Pull” = want).  Perfection: Continuously pursue “Perfection” within the process.
    4. 4.  To achieve that we have to apply learn transformation. Means change our old thinking to lean thinking. We have to change the focus of management from optimizing separate technologies, assets and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets and departments to customers. What is Lean? A popular misconception is that lean is suited only for manufacturing. Lean can be apply in every business and every process. Not true
    5. 5. What is Lean? Customer Needs Need FulfillmentWASTE Time Customer Needs Need FulfillmentWASTE Time (shorter)
    6. 6. What is Six Sigma?  It was developed by Motorola at the end of 70´s.  Six Sigma is a disciplined that uses data and statistical analysis to enable fact-based decisions. Set of techniques and tools for process improvement.  Is based in 6 principles that are:  Authentic customer orientation.  Data-driven and fact.  Process orientation, process management and process improvement.  Proactive management.  Collaboration without borders.  Search of perfection.
    7. 7. Define: The problem, improvement activity, the project goals and costumer (internal and external) requirements. Measure: Process performance Analyze: The process to determine root causes of variation, poor performance (defects). Improve: Process performance by addressing and eliminating the root causes. Control: The improved process and future process performance. What is Six Sigma?
    8. 8. Leader: Senior-level executive who is responsible for implementing Six Sigma within the business. Champions: Middle- or senior-level executive who sponsors a specific Six Sigma project, ensuring that resources are available and cross- functional issues are resolved. Master Black belt: Highly experienced and successful BB who has managed several projects and is an expert in Six Sigma methods/tools. Black belt: Full-time professional who acts as a team leader on Six Sigma projects. Green belt: Part-time professional who participates on a BB project team or leads smaller projects. What is Six Sigma?
    9. 9. Lean Six Sigma Management LEAN Guiding principles based operating system. Relentless elimination of all waste. Creation of process flow and demand pull. Resource optimization. Simple and visual. SIX SIGMA Focus on voice of the customer. Data and fact based decision making. Variation reduction to near perfection levels. Analytical and statistical rigor. Strength: Efficiency Strength: Efectiveness
    10. 10. Lean Six Sigma Management
    11. 11. The role of HR in Lean 6 Sigma  The HR professional should know how the decision-making process for a lean initiative is typically established.  The research demonstrated that success with lean depends upon how HR changes and adapts it approaches along with the rest of the organization.  There are 5 areas where HR can add the most value:  Building the transformation team.  Designing a new organizational structure.  Communications and monitoring the people pulse.  Integrating lean management into the talent system.  Integrating lean management into the leadership mode.
    12. 12. The role of HR in Lean 6 Sigma  There are 5 areas where HR can add the most value:  Building the transformation team: The teams will need top talent, both to meet the many managerial demands inherent in a transformation and to underscore the priority that leaders are giving to the transformation. HR will also need to work with senior leaders to craft a career path for people who join the team.  Designing a new organizational structure: HR’s support in identifying and staffing a stable management core at every level will be crucial to reinforce the changes. HR department worked with senior leaders to understand all of the factors in the new organization design that needed to be balanced, such as constraints in specialized skills, compensation questions, and aspirations for diversity and equal- opportunity policies.
    13. 13. The role of HR in Lean 6 Sigma  Communications and monitoring the people pulse: At the earliest stages of a transformation, one of he basic tasks for the leadership team is the development of a communications plan. HR will contribute helping build the communications capabilities of leaders and managers charged with persuading the organization, monitoring employee reactions and addressing concerns that arise.  Integrating lean management into the talent system: maintaining the lean-management knowledge base and transmitting the mind- sets to current and future workers will depend to a great degree on HR´s core talent systems for recruiting, training, people development and compensation.
    14. 14.  Integrating lean management into the leadership mode: As current and future leaders learn the new behaviors—and learn to exhibit them— they will need comprehensive support. The role of HR in Lean 6 Sigma
    15. 15. Examples
    16. 16. Conclusions  Organizations that successfully engage HR throughout their application of lean management see significant long-term advantages.  HR function will be instrumental to sustaining that new culture for the benefit of the organization, its people, and its customers.  HR Professionals with Six Sigma knowledge are absolutely an added advantage and a starting point for any organization embarking on achieving a strategic HR role.