Successful Lean Sigma Deployment Strategy Elements Sample
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Successful Lean Sigma Deployment Strategy Elements Sample

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    Successful Lean Sigma Deployment Strategy Elements Sample Successful Lean Sigma Deployment Strategy Elements Sample Presentation Transcript

    • Successful Elements to a LeanSigma Deployment
    • Contact details Sample page For more information on this course or others, contact Julie Brignac +1 305 890 9078 [email_address]
      • Background
      • Deployment Success Elements
      • Common Failure Modes
      • Sustainability
      Agenda Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Senior Management Commitment
      • Culture Change and Communication
      • Resources
      • Training
      • Project Management
      • Financial Validation Infrastructure
      Key Success Elements Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Drive your program from the top
        • Requires passionate commitment of CEO and senior leaders
      • Link the goals of all leaders to the program goals
      • Train senior executives early in the deployment
      • Ensure senior leaders understand the tools
        • Walk and talk the talk
        • Proves there is no greater proof that LeanSigma is here to stay
      • Require involvement of executive teams in project reviews
      Senior Management Commitment Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Give your LeanSigma effort an identity
        • Make it represent LeanSigma’s link to all functions and ultimate quality
      • Define your deployment as
        • It’s not just about executing projects
        • Use the tools and principles in daily decision making
      • Communicate often about the program’s progress
        • Employee newsletters
        • Staff meetings
        • All staff communication sessions
      Culture Change and Communication Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Use a standard project review template to drive process rigor
        • Place emphasis is on content, not format
      • Align all projects with organizational goals
      • Initial projects should be smaller in scope (3-6 months), but impactful
        • Show some quick wins with initial projects
      • Resist urge to launch any projects that will not have a significant impact
        • In other words, call out and avoid “pet” projects (even if they are from senior leadership)
      • Assign senior leader as sponsor for each project – especially BB level projects
      • Review projects every month – no exceptions!
      Project Management Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Organizations think people understand quality/continuous improvement better than they really do
      • Deployment training = Greenbelt training
      • Financial validation infrastructure is not established
      • Senior executives don’t drive it
        • Attempted deployment in one function only – not company wide
      • Companies try to drive LeanSigma with part-time resources
      Most Common Mistakes Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • For multi-layered companies (i.e., multiple regions, business units, global deployments, etc.):
        • Small corporate global team with senior level executive responsible for LeanSigma is best to:
          • Develop and control standardized training materials
          • Publish financial guidelines in conjunction with the finance function
          • Lead necessary councils for
            • Certification and Accreditation guidelines and process
            • Roles and Responsibility Definition documents
            • Establish communication frequency standards
      Replication Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • It’s the $64,000 question
      • Always keep a C-level executive responsible for LeanSigma in your company
        • Don’t regionalize the responsibility upon a certain level of maturity
      • Engage your leadership council (all regional/functional LeanSigma leaders) to develop the 3-5 year strategy and live by it
        • Renew the strategy as you would your overall business strategy
      Sustainability Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
      • Drive it from the top
        • Not just in words, but via standards, resources and business procedures/guidelines
      • Let Finance speak for the delivered benefits
      • Drive the Field of Dreams approach
        • Give it an identity – make the organization want it
      Summary Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.