Successful Lean Sigma Deployment Strategy Elements Sample

3,691 views
3,588 views

Published on

Published in: Business, Education
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,691
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
116
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Successful Lean Sigma Deployment Strategy Elements Sample

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

×