A PowerPoint on Lean Six Sigma techniques that can improve productivity in the public and private sector.

3.  Efficiency relates the amount of input to the amount of output
or outcome (O’Sullivan, Rassel, & Taliaferro, 2011, p. 57).
 Productivity is the ratio of the amount of output (or outcome)
to the amount input (O’Sullivan, Rassel, & Taliaferro, 2011, p.
57).
 “Think of innovation not as a series of unrelated eureka
moments, but rather as a process – a change process that can
be managed with familiar change management and quality
management methods” (American Society for Quality, 2010, p.
2).
 Challenge the assumption that innovation is just related to
structure. If one only thinks with common knowledge, then
common knowledge will only give common results, which is no
different than what is being done by everyone else (American
Society for Quality, 2010, p. 2).

4.  “Lean six sigma is an approach focused on improving quality, reducing
variation and eliminating waste in an organization. It is based on the concept
of combining two improvement programmes, Six Sigma and Lean Enterprise”
(Furterer & Elshennawy, 2005, p. 1179).
 Lean Six Sigma can enhance the efficiency of processes, better deliver the
quality of service to citizens, as well as lower the costs of providing these
services. These tools have streamlined the processes and lowered the time to
finish the financial processes (Furterer & Elshennawy, 2005, p. 1181).
 Lean Six Sigma’s goal is growth, not just cutting costs. The aim of Lean Six
Sigma is effectiveness, not just efficiency. By doing this, a Lean Six Sigma
approach moves organizations not just to do things better, but to do overall
better things (IBM Global Business Services, 2007, p. 4).
 While organizing a Six Sigma initiative, one needs to be prepared to make
significant improvement in performance based on innovative thinking.
Concepts of incremental improvement must be taken out of the Lean Sigma
Six plan, because having a less innovative mindset blocks creativity, and foils
any hope of a creative initiative to transform an organization (Gupta, 2005, p.
17).

5.  Define – 1) Define process improvement need, 2) Identify goals,
project scope, objectives and project plan 3) Form process
improvement team
 Measure – 1) Profile current state, Identify problems that contribute
to process inefficiencies and errors, Identify root causes of problems
 Analyse – 1) Analyse gaps from best practice, 2) Identify improvement
opportunities and development an improvement plan, 3) Perform a
cost-benefit analysis
 Improve – 1) Implement improvement solutions, 2) Measure impact of
the improvements, 3) Documenting procedures and training
employees on the improved procedures
 Control – 1) Design and implement process measures, 2) Implement a
continuous process improvement approach to always improve 3)
Celebrate the successes, reward and recognize the project team
members

6. Define
Measure
Control
Improve Analyse

7.  In almost every industry, including the public sector, the Lean Six Sigma
approach has served as a catalyst for broad-scale innovation (IBM Global
Business Services, 2007, p. 5).
 Look for ideas continually
 Never criticize; wonder
 Imagine uncharted territories
 Roam around the word in your mind
 Visualize situations
 Handle multiple variables
 Prioritize a combination of variables
 A quick system level understanding to speed up the
creativity process
 Unique and thoughtful ways to overcome obstacles or
get around constraints
 The ability to optimize a solution while exploiting
many constraints
 Commitment to change the paradigm

8. Information/material:
Tools, methods, people,
method, skills, and
experience
Innovation Process:
experience, play, create
ideas, observe, think,
innovate product,
process or service
Is the idea economic or
practical? If not rethink,
refine and play harder
• This leads to the
innovation process
• These are ideas that
ask if the idea is
economic or
practical
• If the the idea does
not fit the budget,
then go back to the
drawing board and
design a new plan

10. Resources
(R)
Knowledge
(K)
Play
(P)
Imagination
(I)
Innovation
Value
Comments
Degree of
resources or
time
committed.
Extent of
knowledge
based on
research and
experience.
Percentage of
various
variables
explored.
Dimension
extrapolated
as a
percentage of
ideal solution
for
breakthrough
improvement.
Estimated
innovation
level.
Initial
estimation of
the proposed
model.
Further work
is required.
50%: limited
time;
insufficient
resources.
75%:
significant
knowledge and
experience
gained; latest
work is to be
explored.
40%
percentage of
combination of
variables
explored
mentally,
experimentall
y or through
simulation.
Work is in
progress.
66%: selected
dimension is
extrapolated
such that
improvement
is expected to
be about 30%,
which is about
66% of the
break-through
improvement.
0.0182: long
way to find an
innovative
solution due to
lack of
imagination
and play. To
accelerate,
improve all
elements of
innovation.
Innovation
value=
0.5((0.75+0.4+
0.66)/3)
squared=0.182
Einstein.

11.  American Society for Quality. (2010). Fresh Thinking on Innovation and
Quality. White Paper, pp. 1-9. Received: 25 May. 2014.
 Byrne, G., Lubowe, D., & Blitz, A. (2007). Driving Operational Innovation
Using Lean Six Sigma. Strategy & Change , pp. 1-13. Received: 30
May. 2014.
 Furterer, S., & Elshennawy, A. K. (2005). Implementation of TQM and Lean
Six Sigma Tools in Local Government: a Framework and Case Study.
Total Quality Management, 1179-1191. DOI:
10.1080/14783360500236379. Received: 30 May. 2014.
 Gupta, P. (2005, August). Innovation: the Key To a Successful Project. Six
Sigma Forum Magazine , pp. 13-17. Received: 25 May. 2014.
 O'Sullivan, E., Rassel, G. R., & Taliaferro, J. D. (2011). Practical Research
Methods for Nonprofit and Public Administrators. Glenview, Illinois,
USA: Pearson Education, Inc.