LSS - 5 Year Strategy

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Lean Six Sigma - Strategy Development & Deployment at a Green Field site

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LSS - 5 Year Strategy

  1. 1. LSS – 5 year Strategy Lean Six Sigma - Strategy Development & Deployment at a Green Field site Anand Subramaniam
  2. 2. 2 “Ideas are like rabbits. You get a couple and learn how to handle them, and pretty soon you have a dozen.” - John Steinbeck
  3. 3. LSS – Journey (Progress) 3 2 1 2 3 12 3 3 5 3 4 5 2 5 4 1 1 2 3 4 5 6 7 8 9 10 Strategy Development Training Systems, Processes & Procedures Capabilities & Competencies Program Management Collaboration Change Management Customer Support 2010 2011
  4. 4. Strategy Development 4 Specifics 2011 2012 2013 2014 2015 Strategy Integration  60% integration between all departments (service & operation) strategy and Org’s strategy.  This includes key business drivers, financial & non financial metrics, LSS initiatives, benchmarking, rewards and recognition.  Where gaps exist, there is LSS action plan developed to minimise gap.  The 5 year plan along with KPIs is updated on a quarterly basis (forecast) and there is an annual review.  75% integration between all departments (service & operation) strategy and Org’s strategy.  This includes key business drivers, financial & non financial metrics, LSS initiatives, benchmarking, rewards and recognition.  Where gaps exist, there is LSS action plan developed to minimise gap.  The 5 year plan along with KPIs is updated on a quarterly basis (forecast) and there is an annual review.  90% integration between all departments (service & operation) strategy and Org’s strategy.  This includes key business drivers, financial & non financial metrics, LSS initiatives, benchmarking, rewards and recognition.  Where gaps exist, there is LSS action plan developed to minimise gap.  The 5 year plan along with KPIs is updated on a quarterly basis (forecast) and there is an annual review.  100% integration between all departments (service & operation) strategy and Org’s strategy.  This includes key business drivers, financial & non financial metrics, LSS initiatives, benchmarking, rewards and recognition.  Where gaps exist, there is LSS action plan developed to minimise gap.  The 5 year plan along with KPIs is updated on a quarterly basis (forecast) and there is an annual review.  All departments (service & operation) strategy and Org’s strategy are integrated.  This includes key business drivers, financial & non financial metrics, LSS initiatives, benchmarking, rewards and recognition.  Where gaps exist, there is LSS action plan developed to minimise gap.  The 5 year plan along with KPIs is updated on a quarterly basis (forecast) and there is an annual review.
  5. 5. Strategy Development (Contd.) 5 Specifics 2011 2012 2013 2014 2015 Gap Minimisation Workshops  One (1) workshop performed during the year using inputs from strategy integration analysis, and best practices, benchmarks etc... to identify project opportunities for improvement.  LSS Projects are identified to meet the gap targets.  Half yearly (2) workshops performed during the year using inputs from strategy integration analysis, and best practices, benchmarks etc... to identify project opportunities for improvement.  LSS Projects are identified to meet the gap targets.  Quarterly (4) workshops performed during the year using inputs from strategy integration analysis, and best practices, benchmarks etc... to identify project opportunities for improvement.  LSS Projects are identified to meet the gap targets.  Monthly (10 ~ 12) workshops performed during the year using inputs from strategy integration analysis, and best practices, benchmarks etc... to identify project opportunities for improvement.  LSS Projects are identified to meet the gap targets.  Frequent (15+) workshops performed during the year using inputs from strategy integration analysis, and best practices, benchmarks etc... to identify project opportunities for improvement.  LSS Projects are identified to meet the gap targets.
  6. 6. Strategy Development (Contd.) 6 Specifics 2011 2012 2013 2014 2015 Cascading Action Plan & Roadmap  Cascading "SMART" action plans and roadmap developed to achieve the strategy.  The goals have been translated to key metrics and targets.  Visual performance management techniques utilised.  Critical "Success Factors" defined and regular monitoring of milestones & deliverables against targets.  Cascading "SMART" action plans and roadmap developed to achieve the strategy.  The goals have been translated to key metrics and targets.  Visual performance management techniques utilised.  Critical "Success Factors" defined and regular monitoring of milestones & deliverables against targets.  Cascading "SMART" action plans and roadmap developed to achieve the strategy.  The goals have been translated to key metrics and targets.  Visual performance management techniques utilised.  Critical "Success Factors" defined and regular monitoring of milestones & deliverables against targets.  Cascading "SMART" action plans and roadmap developed to achieve the strategy.  The goals have been translated to key metrics and targets.  Visual performance management techniques utilised.  Critical "Success Factors" defined and regular monitoring of milestones & deliverables against targets.  Cascading "SMART" action plans and roadmap developed to achieve the strategy.  The goals have been translated to key metrics and targets.  Visual performance management techniques utilised.  Critical "Success Factors" defined and regular monitoring of milestones & deliverables against targets.
  7. 7. Strategy Development (Contd.) 7 Specifics 2011 2012 2013 2014 2015 Risk & Opportunity Assessment  For all LSS initiatives a full risk and opportunity assessment conducted including contingency plans.  There is a quarterly follow-up of risk strategies.  For all LSS initiatives a full risk and opportunity assessment conducted including contingency plans.  There is a quarterly follow-up of risk strategies.  For all LSS initiatives a full risk and opportunity assessment conducted including contingency plans.  There is a quarterly follow-up of risk strategies.  For all LSS initiatives a full risk and opportunity assessment conducted including contingency plans.  There is a quarterly follow-up of risk strategies.  For all LSS initiatives a full risk and opportunity assessment conducted including contingency plans.  There is a quarterly follow-up of risk strategies. KPI  30% of the identified targeted KPI’s are on an improving trend.  Process and system in place to identify benefit, impact and $ value.  10% employees actively engaged in day to day improvement.  40% of the identified targeted KPI’s are on an improving trend.  Process and system in place to identify benefit, impact and $ value.  20% employees actively engaged in day to day improvement.  50% of the identified targeted KPI’s are on an improving trend.  Process and system in place to identify benefit, impact and $ value.  30% employees actively engaged in day to day improvement.  60% of the identified targeted KPI’s are on an improving trend.  Process and system in place to identify benefit, impact and $ value.  40% employees actively engaged in day to day improvement.  75% of the identified targeted KPI’s are on an improving trend.  Process and system in place to identify benefit, impact and $ value.  50% employees actively engaged in day to day improvement.
  8. 8. Strategy Development (Contd.) 8 Specifics 2011 2012 2013 2014 2015 Yearly LSS Targets  60% of the target met.  Targets & baselines – understood, agreed and communicated.  80% of the target met.  Targets & baselines – understood, agreed and communicated.  90% of the target met.  Targets & baselines – understood, agreed and communicated.  100% of the target met.  Targets & baselines – understood, agreed and communicated.  100% of the target met + 10% stretch target met.  Targets & baselines – understood, agreed and communicated. Stakeholder Management  A structured communication plan (to address stakeholder needs) is developed.  This is aligned to the vision, strategy and cascading action plans.  Regular stakeholder feedback obtained, to ensure the effectiveness of the communication efforts.  A structured communication plan (to address stakeholder needs) is developed.  This is aligned to the vision, strategy and cascading action plans.  Regular stakeholder feedback obtained, to ensure the effectiveness of the communication efforts.  A structured communication plan (to address stakeholder needs) is developed.  This is aligned to the vision, strategy and cascading action plans.  Regular stakeholder feedback obtained, to ensure the effectiveness of the communication efforts.  A structured communication plan (to address stakeholder needs) is developed.  This is aligned to the vision, strategy and cascading action plans.  Regular stakeholder feedback obtained, to ensure the effectiveness of the communication efforts.  A structured communication plan (to address stakeholder needs) is developed.  This is aligned to the vision, strategy and cascading action plans.  Regular stakeholder feedback obtained, to ensure the effectiveness of the communication efforts.
  9. 9. Belt Training 9 Specifics 2011 2012 2013 2014 2015 Belts Selected & Trained (cumulative)  BB = 2  GB = 5  YB = 10  BB = 2  GB = 10  YB = 15  BB = 3  GB = 15  YB = 20  BB = 3  GB = 20  YB = 25  MBB= 1  BB = 4  GB = 25  YB = 35 Training Provided (Days)  BB = 0  Adv GB = 5  GB = 8  YB = 3  Total Days 16 days  BB = 15  Adv GB = 5  GB = 8  YB = 3  Total Days 31 days  BB = 15  Adv GB = 5  GB = 8  YB = 3  Total Days 31 days  BB = 15  Adv GB = 5  GB = 8  YB = 3  Total Days 31 days  MBB = 20  BB = 15  Adv GB = 5  GB = 8  YB = 3  Total Days 51 days Training Timeframe  GB = Sept  Adv GB = Oct (Lean) & Nov (SS )  YB = March & June  BB = Feb, May, Aug, Nov (14 days spread across)  GB = Sept  Adv GB = Oct (Lean) & Nov (SS )  YB = March & June  BB = Feb, May, Aug, Nov (14 days spread across)  GB = Sept  Adv GB = Oct (Lean) & Nov (SS )  YB = March & June  BB = Feb, May, Aug, Nov (14 days spread across)  GB = Sept  Adv GB = Oct (Lean) & Nov (SS )  YB = March & June  MBB = Apr, Jul, Oct, Dec (20 days spread across)  BB = Feb, May, Aug, Nov (15 days spread across)  GB = Sept  Adv GB = Oct (Lean) & Nov (SS )  YB = March & June
  10. 10. Belt Training (Contd.) 10 Specifics 2011 2012 2013 2014 2015 Training Strategy Integration  Belt training strategy integrated with Site Training strategy and Org’s strategy.  Belt training strategy integrated with Site Training strategy and Org’s strategy.  Belt training strategy integrated with Site Training strategy and Org’s strategy.  Belt training strategy integrated with Site Training strategy and Org’s strategy.  Belt training strategy integrated with Site Training strategy and Org’s strategy. Belts Certified (cumulative)  BB=0  GB = 0  YB = 0  BB=0  GB = 5  YB=7  BB=1  GB = 10  YB=10  BB=1  GB = 10  YB=15  MBB = 1  BB=2  GB = 15  YB=20 BB / GB Time Commitment  BB full time undergoing training / certification to meet LSS projects and what is in the project hopper.  BB full time either training / trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.
  11. 11. Belt Training (Contd.) 11 Specifics 2011 2012 2013 2014 2015 Training Strategy  A structured skills development program defined and deployed to support the improvement requirements of the yearly strategic plan.  The skills development is targeted and relevant for different improvement roles (YB, GB, BB).  A formalised coaching /training and assessment system in place including refresher training.  Regular monitoring to ensure that the respective roles maintain an appropriate standard of performance, retention of knowledge and capability.  A structured skills development program defined and deployed to support the improvement requirements of the yearly strategic plan.  The skills development is targeted and relevant for different improvement roles (YB, GB, BB).  A formalised coaching /training and assessment system in place including refresher training.  Regular monitoring to ensure that the respective roles maintain an appropriate standard of performance, retention of knowledge and capability.  A structured skills development program defined and deployed to support the improvement requirements of the yearly strategic plan.  The skills development is targeted and relevant for different improvement roles (YB, GB, BB).  A formalised coaching /training and assessment system in place including refresher training.  Regular monitoring to ensure that the respective roles maintain an appropriate standard of performance, retention of knowledge and capability.  A structured skills development program defined and deployed to support the improvement requirements of the yearly strategic plan.  The skills development is targeted and relevant for different improvement roles (YB, GB, BB).  A formalised coaching /training and assessment system in place including refresher training.  Regular monitoring to ensure that the respective roles maintain an appropriate standard of performance, retention of knowledge and capability.  A structured skills development program defined and deployed to support the improvement requirements of the yearly strategic plan.  The skills development is targeted and relevant for different improvement roles (YB, GB, BB).  A formalised coaching /training and assessment system in place including refresher training.  Regular monitoring to ensure that the respective roles maintain an appropriate standard of performance, retention of knowledge and capability.
  12. 12. Belt Training (Contd.) 12 Specifics 2011 2012 2013 2014 2015 Sponsor Training  Formal training delivered for identified Sponsors, Superintendent, Crew Leaders (GB Level), and Crew (YB Level) on the DMAIC projects they will manage (before commencement of the project).  Formal training delivered for identified Sponsors, Superintendent, Crew Leaders (GB Level), and Crew (YB Level) on the DMAIC projects they will manage (before commencement of the project).  Formal training delivered for 80% of future - Sponsors, Superintendent and Crew Leaders at a GB Level.  LSS training delivered to 50% of the managers - YB level.  Formal training delivered for 100% of future Sponsors, Superintendent and Crew Leaders at a GB Level.  LSS training delivered to 100% of the managers - YB level.  All manager’s and sponsors have completed their LSS training (25% trained as BB, 50% as GB & 90% as YB).  All BB's continue to execute DMAIC projects in their new roles. MBB / BB / GB / YB coaching  During and after training - 1 BB to coach & mentor 1 sponsor and 1 GB.  1 GB to coach & mentor 1 YB.  During and after training - 1 BB to coach & mentor 1 sponsor and 2 GB.  1 GB to coach & mentor 2 YB.  During and after training - 1 BB to coach & mentor 2 sponsors and 5 GB (max).  1 GB to coach & mentor 5 YB.  1 BB to coach & mentor 3 sponsors and 5 GB (max).  1 GB to coach & mentor 5 YB.  1 MBB to coach 3 BB  1 BB to coach & mentor 3 sponsors and 5 GB (max).  1 GB to coach & mentor 5 YB. % of GB & YB using tools other than DMAIC in their day to day work  < 10%  25% +  50% +  70% +  90% +
  13. 13. Systems, Processes & Procedures 13 Specifics 2011 2012 2013 2014 2015 Project Documentation  Documentation for each phase, activities, tasks, deliverables, milestones and sign off.  Stage Gate reviews undertaken at the end of each phase including documenting lessons learned.  Risk & Issue Resolution.  Audits undertaken on a regular basis.  Documentation for each phase, activities, tasks, deliverables, milestones and sign off.  Stage Gate reviews undertaken at the end of each phase including documenting lessons learned.  Risk & Issue Resolution.  Audits undertaken on a regular basis.  Documentation for each phase, activities, tasks, deliverables, milestones and sign off.  Stage Gate reviews undertaken at the end of each phase including documenting lessons learned.  Risk & Issue Resolution.  Audits undertaken on a regular basis.  Documentation for each phase, activities, tasks, deliverables, milestones and sign off.  Stage Gate reviews undertaken at the end of each phase including documenting lessons learned.  Risk & Issue Resolution  Audits undertaken on a regular basis.  Documentation for each phase, activities, tasks, deliverables, milestones and sign off.  Stage Gate reviews undertaken at the end of each phase including documenting lessons learned.  Risk & Issue Resolution  Audits undertaken on a regular basis.
  14. 14. Systems, Processes (Contd.) 14 Specifics 2011 2012 2013 2014 2015 Improvement Methodology  75% of projects follow DMAIC or DMADV.  Standard improvement methodology (DMAIC, DMADV) which is repeatable is utilised for setting improvement targets, resource allocation and valuing improvement activities.  Systems and processes including audits in place to allow business improvements to be identified and implemented, thereby improving business value.  95% of projects follow DMAIC or DMADV.  Standard improvement methodology (DMAIC, DMADV) which is repeatable is utilised for setting improvement targets, resource allocation and valuing improvement activities.  Systems and processes including audits in place to allow business improvements to be identified and implemented, thereby improving business value.  95% of projects follow DMAIC or DMADV.  Standard improvement methodology (DMAIC, DMADV) which is repeatable is utilised for setting improvement targets, resource allocation and valuing improvement activities.  Systems and processes including audits in place to allow business improvements to be identified and implemented, thereby improving business value.  100% of projects follow DMAIC or DMADV.  Standard improvement methodology (DMAIC, DMADV) which is repeatable is utilised for setting improvement targets, resource allocation and valuing improvement activities.  Systems and processes including audits in place to allow business improvements to be identified and implemented, thereby improving business value.  All strategic projects follow DMAIC or DMADV process.  Standard improvement methodology (DMAIC, DMADV) which is repeatable is utilised for setting improvement targets, resource allocation and valuing improvement activities.  Systems and processes including audits in place to allow business improvements to be identified and implemented, thereby improving business value.
  15. 15. Systems, Processes (Contd.) 15 Specifics 2011 2012 2013 2014 2015 DMAIC Kaizen  Planned (Diagnostics) minimum 5 weeks and maximum 8 weeks.  70% of deliverables are achieved during DMAIC kaizen planning / diagnostic workshops for 75% of Kaizen executed.  Control gate completed within 4 weeks of the Kaizen event.  90% of the residual actions are achieved during the next 30 working days of the sustainability period following the Control Phase.  Planned (Diagnostics) minimum 5 weeks and maximum 8 weeks.  80% of deliverables are achieved during DMAIC kaizen planning / diagnostic workshops for 80% of Kaizen executed.  Control gate completed within 4 weeks of the Kaizen event.  90% of the residual actions are achieved during the next 25 working days of the sustainability period following the Control Phase.  Planned (Diagnostics) minimum 5 weeks and maximum 8 weeks.  90% of deliverables are achieved during DMAIC kaizen planning / diagnostic workshops for 85% of Kaizen executed.  Control gate completed within 4 weeks of the Kaizen event.  90% of the residual actions are achieved during the next 20 working days of the sustainability period following the Control Phase.  Planned (Diagnostics) minimum 5 weeks and maximum 8 weeks.  90% of deliverables are achieved during DMAIC kaizen planning / diagnostic workshops for 90% of Kaizen executed.  Control gate completed within 4 weeks of the Kaizen event.  90% of the residual actions are achieved during the next 20 working days of the sustainability period following the Control Phase.  Planned (Diagnostics) minimum 5 weeks and maximum 8 weeks.  95% of deliverables are achieved during DMAIC kaizen planning / diagnostic workshops for 95% of Kaizen executed.  Control gate completed within 4 weeks of the Kaizen event.  95% of the residual actions are achieved during the next 20 working days of the sustainability period following the Control Phase.
  16. 16. Systems, Processes (Contd.) 16 Specifics 2011 2012 2013 2014 2015 Data Analysis & Accessibility  75% projects use rigorous data analysis to find critical relationships between key inputs and outputs variables.  Data analysed is readily accessible.  90% projects use rigorous data analysis to find critical relationships between key inputs and outputs variables.  Data analysed is readily accessible.  100% projects use rigorous data analysis to find critical relationships between key inputs and outputs variables.  Data analysed is readily accessible.  100% projects use rigorous data analysis to find critical relationships between key inputs and outputs variables.  Data analysed is readily accessible.  100% projects use rigorous data analysis to find critical relationships between key inputs and outputs variables.  Data analysed is readily accessible. Average BB & GB Project Duration  Average BB project executed - duration is under 150 days.  Average BB project executed - duration is under 140 days.  Average BB project executed - duration is under 120 days.  Average BB project executed - duration is under 100 days.  Average BB project executed - duration is under 100 days. Risk Strategy  Risk assessment, risk strategy planning including contingencies done at a program / project level.  All assessments done at milestones, stage gate reviews, and hand over to operations.  Risk assessment, risk strategy planning including contingencies done at a program / project level.  All assessments done at milestones, stage gate reviews, and hand over to operations.  Risk assessment, risk strategy planning including contingencies done at a program / project level.  All assessments done at milestones, stage gate reviews, and hand over to operations.  Risk assessment, risk strategy planning including contingencies done at a program / project level.  All assessments done at milestones, stage gate reviews, and hand over to operations.  Risk assessment, risk strategy planning including contingencies done at a program / project level.  All assessments done at milestones, stage gate reviews, and hand over to operations.
  17. 17. Systems, Processes (Contd.) 17 Specifics 2011 2012 2013 2014 2015 Audits  50% of Process, standards and procedures followed by LSS Programs / projects will be audited by Black Belts for completeness.  This includes documentation around scope, timelines, resources, risk, issue, quality, stage gate reviews and work undertaken by GB & YB.  70% of Process, standards and procedures followed by LSS Programs / projects will be audited by Black Belts for completeness.  This includes documentation around scope, timelines, resources, risk, issue, quality, stage gate reviews and work undertaken by GB & YB.  85% of Process, standards and procedures followed by LSS Programs / projects will be audited by Black Belts for completeness.  This includes documentation around scope, timelines, resources, risk, issue, quality, stage gate reviews and work undertaken by GB & YB.  90% of Process, standards and procedures followed by LSS Programs / projects will be audited by Black Belts for completeness.  This includes documentation around scope, timelines, resources, risk, issue, quality, stage gate reviews and work undertaken by GB & YB.  95% of Process, standards and procedures followed by LSS Programs / projects will be audited by Master Black Belts for completeness.  This includes documentation around scope, timelines, resources, risk, issue, quality, stage gate reviews and work undertaken by BB.  95% of work undertaken by GB & YB will be audited by BB.
  18. 18. Systems, Processes (Contd.) 18 Specifics 2011 2012 2013 2014 2015 Benefit - Realisation & Sustainability  All project valuation (quantitative using NPV & qualitative) and benefit realisation will be vetted by Finance team before project selection and publishing.  There will be on- going regular audits and follow through after project completion to sustain the results.  All project valuation (quantitative using NPV & qualitative) and benefit realisation will be vetted by Finance team before project selection and publishing.  There will be on- going regular audits and follow through after project completion to sustain the results.  All project valuation (quantitative using NPV & qualitative) and benefit realisation will be vetted by Finance team before project selection and publishing.  There will be on- going regular audits and follow through after project completion to sustain the results.  All project valuation (quantitative using NPV & qualitative) and benefit realisation will be vetted by Finance team before project selection and publishing.  There will be on- going regular audits and follow through after project completion to sustain the results.  All project valuation (quantitative using NPV & qualitative) and benefit realisation will be vetted by Finance team before project selection and publishing.  There will be on- going regular audits and follow through after project completion to sustain the results.
  19. 19. Systems, Processes (Contd.) 19 Specifics 2011 2012 2013 2014 2015 Error Proofing & Control Plans  20% control plans refer to implementation of Poka Yoke system.  These include Visual Factory, Standardised work, 5S audits etc.  All these will be reflected in the Control Plan.  30% control plans refer to implementation of Poka Yoke system.  These include Visual Factory, Standardised work, 5S audits etc.  All these will be reflected in the Control Plan.  40% control plans refer to implementation of Poka Yoke system.  These include Visual Factory, Standardised work, 5S audits etc.  All these will be reflected in the Control Plan.  50% control plans refer to implementation of Poka Yoke system.  These include Visual Factory, Standardised work, 5S audits etc.  All these will be reflected in the Control Plan.  60%+ control plans refer to implementation of Poka Yoke system.  These include Visual Factory, Standardised work, 5S audits etc.  All these will be reflected in the Control Plan.
  20. 20. Capabilities & Competencies 20 Specifics 2011 2012 2013 2014 2015 Competency & Capability  Establish BB, GB & YB selection criteria, training needs analysis & certification criteria.  New resources groomed in advance as part of the succession planning / sustainability (based on potential vs. performance).  Develop career progression plan and succession planning.  Balance resource requirements (capacity vs. load) and allocation to delivering improvement.  Establish BB, GB & YB selection criteria, training needs analysis & certification criteria.  New resources groomed in advance as part of the succession planning / sustainability (based on potential vs. performance)  Develop career progression plan and succession planning.  Balance resource requirements (capacity vs. load) and allocation to delivering improvement.  Establish BB, GB & YB selection criteria, training needs analysis & certification criteria.  New resources groomed in advance as part of the succession planning / sustainability (based on potential vs. performance)  Develop career progression plan and succession planning.  Balance resource requirements (capacity vs. load) and allocation to delivering improvement.  Establish BB, GB & YB selection criteria, training needs analysis & certification criteria.  New resources groomed in advance as part of the succession planning / sustainability (based on potential vs. performance)  Develop career progression plan and succession planning.  Balance resource requirements (capacity vs. load) and allocation to delivering improvement.  Establish BB, GB & YB selection criteria, training needs analysis & certification criteria.  New resources groomed in advance as part of the succession planning / sustainability (based on potential vs. performance)  Develop career progression plan and succession planning.  Balance resource requirements (capacity vs. load) and allocation to delivering improvement.
  21. 21. Customer Support 21 Specifics 2011 2012 2013 2014 2015 Coaching & Support  Coaching including mentor / mentee system defined and deployed.  The coaching support continues after training until 2 projects are complete and / or in line with Service Level Agreement.  Roles and responsibilities defined pre and post LSS project.  Coaching including mentor / mentee system fully deployed.  The coaching support continues after training until 2 projects are complete and / or in line with Service Level Agreement.  Roles and responsibilities defined pre and post LSS project.  Coaching including mentor / mentee system fully deployed.  The coaching support continues after training until 1 project is complete and / or in line with Service Level Agreement.  Roles and responsibilities defined pre and post LSS project.  100% of all candidates have a mentor to coach and received training prior to engaging in DMAIC project.  There are annual refreshers training sessions to coach sponsors and the respective BB, GB & YB and / or in line with Service Level Agreement.  Roles and responsibilities defined pre and post LSS project.  100% of all candidates have a mentor.  Sponsors / Superintendents / Crew Leaders are coached half yearly to increase their effectiveness.  There are annual refreshers training sessions to coach sponsors and the respective BB, GB & YB and / or in line with Service Level Agreement.  Roles and responsibilities defined pre and post LSS project.
  22. 22. Customer Support (Contd.) 22 Specifics 2011 2012 2013 2014 2015 Regular Follow- Up  Department implementing LSS projects have monthly follow-up & support on LSS projects.  LSS’s role to facilitate and coach departmental BB, GB, & YB on their projects.  25% Departments (Production & Services) have monthly follow-up & support on LSS projects.  LSS’s role to facilitate and coach departmental BB, GB, & YB on their projects.  50% Departments (Production & Services) have monthly follow-up & support on LSS projects.  LSS’s role to facilitate and coach departmental BB, GB, & YB on their projects.  80% Departments (Production & Services) have monthly follow-up & support on LSS projects.  LSS’s role to facilitate and coach departmental BB, GB, & YB on their projects.  All Departments have monthly follow-up on LSS projects.  LSS's role to facilitate and coach departmental BB and GB on their projects. Control Plans  The process owner follows an effective control plan for 50% of the completed projects,  The process owner follows an effective control plan for 60% of the completed projects,  The process owner follows an effective control plan for 75% of the completed projects,  The process owner follows an effective control plan for 95% of the completed projects,  The process owner follows an effective control plan for 100% of the completed projects,
  23. 23. LSS Program Management 23 Specifics 2011 2012 2013 2014 2015 Pre Work  Formal departmental pre- work using at least 2 of the voices - VOB, VOC, VOP, VOE ( Voice of the Business, Voice of the Customer, Voice of the Process, Voice of the Employee).  Active involvement of LSS specialist in the development of Org’s Strategy & Operational Agenda.  Formal departmental pre- work using all voices - VOB, VOC, VOP, VOE.  Active involvement of LSS specialist in the development of Org’s Strategy & Operational Agenda.  25% team involvement in the respective departments in the pre-work using all voices to develop Strategy Map Gap Analysis, VSM, Waste, benchmarking etc.  Active involvement of LSS specialist in the development of Org’s Strategy & Operational Agenda.  50% cross functional team involvement in the pre-work using all voices to develop Strategy Map Gap Analysis, VSM, Waste, benchmarking etc.  Active involvement of LSS specialist in the development of Org’s Strategy & Operational Agenda.  80% cross functional team involvement in the pre-work using all voices to develop Strategy Map Gap Analysis, VSM, Waste, benchmarking etc.
  24. 24. LSS Program Management (Contd.) 24 Specifics 2011 2012 2013 2014 2015 Idea Capture  Facilitation by LSS specialist via a formal process to capture idea in a chosen department (s) / process (s) with cross functional teams.  25% of the workforce (in the specific dept / process) engaged, people publicly recognised for their contribution and feedback provided.  25% of the facilitation by respective departments / process with cross functional teams (with LSS specialist acting as coach) and a formal process followed.  50% of the workforce (in the specific dept / process) engaged, people publicly recognised for their contribution and feedback provided.  50% of the facilitation by respective departments / process with cross functional teams (with LSS specialist acting as coach) and a formal process followed.  75% of the workforce (in the specific dept / process) engaged, people publicly recognised for their contribution and feedback provided.  80% of the facilitation by respective departments / process with cross functional teams (with LSS specialist acting as coach, if required) and a formal process followed.  90% of the workforce (in the specific dept / process) engaged, people publicly recognised for their contribution and feedback provided.  100% of the facilitation by respective departments / process with cross functional teams (with LSS specialist acting as coach, if required) and a formal process followed.  95% + of the workforce (in the specific dept / process) engaged, people publicly recognised for their contribution and feedback provided.
  25. 25. LSS Program Management (Contd.) 25 Specifics 2011 2012 2013 2014 2015 Idea Generation Workshops  Minimum 2 Idea Generation W/shops with cross functional teams and generate a minimum of 25 ideas per W/shop.  From the ideas prioritised to deploy min 4 ~ 5 projects.  Minimum 3 Idea Generation W/shops with cross functional teams and generate a minimum of 25 ideas per W/shop.  From the ideas prioritised to deploy min 5 ~ 6 projects.  Minimum 4 Idea Generation W/shops with cross functional teams and generate a minimum of 25 ideas per W/shop.  From the ideas prioritised to deploy min 6 ~ 8 projects.  Minimum 6 Idea Generation W/shops with cross functional teams and generate a minimum of 25 ideas per W/shop.  From the ideas prioritised to deploy min 8 ~ 10 projects.  Minimum 2 Idea Generation W/shops per quarter with cross functional teams and generate a minimum of 25 ideas per W/shop.  From the ideas prioritised to deploy min 12 projects /year. Project Selection  Cross functional - Senior Management in the respective departments / processes only.  Cross functional - Senior Management and 25% team representation from the said departments / processes.  Cross functional - Senior Management and 50% team representation from the said departments / processes.  80% Cross functional teams including one major supplier and / or customer.  100% of cross functional teams including customers and / or suppliers.
  26. 26. LSS Program Management (Contd.) 26 Specifics 2011 2012 2013 2014 2015 Project Prioritisation Process  Formal process introduced for project prioritisation and classification (Lean, Six Sigma, Kaizen).  A formal project hopper in place.  Project prioritised based on Benefit / Effort.  Formal process followed where 50% of potential projects classified as LSS (GB or BB), Lean & Kaizen.  Project prioritised based on Benefit / Effort.  Formal process followed where 80% of potential projects classified as LSS (GB or BB), Lean & Kaizen.  Project prioritised based on Benefit / Effort.  Formal process followed where 100% of potential projects classified as LSS (GB or BB), Lean & Kaizen.  Project prioritised based on Benefit / Effort.  Formal process followed where 100% of potential projects classified as LSS (GB or BB), Lean & Kaizen.  Project prioritised based on Benefit / Effort. Tracking System  Finance dept and respective stakeholders use tracking system (register) as a communication tool to monitor improvement metrics, benefit realisation, sustainability, project progress and program status.  Finance dept and respective stakeholders use tracking system (register) as a communication tool to monitor improvement metrics, benefit realisation, sustainability, project progress and program status.  Finance dept and respective stakeholders use tracking system (register) as a communication tool to monitor improvement metrics, benefit realisation, sustainability, project progress and program status.  Finance dept and respective stakeholders use tracking system (register) as a communication tool to monitor improvement metrics, benefit realisation, sustainability, project progress and program status.  Finance dept and respective stakeholders use tracking system (register) as a communication tool to monitor improvement metrics, benefit realisation, sustainability, project progress and program status.
  27. 27. LSS Program Management (Contd.) 27 Specifics 2011 2012 2013 2014 2015 Project Hopper / Pipeline  Project hopper has 2 BB and 2 GB projects.  Average value of BB project > $200K and GB project >$100k.  Project hopper has 6 months of BB and GB projects.  Average value of BB project > $200K and GB project >$100k.  Project hopper has 12 months of BB and GB projects.  Average value of BB project > $200K and GB project >$100k.  Project hopper has 15 months of BB and GB projects.  Average value of BB project > $200K and GB project >$100k.  Project hopper has 18 ~ 20 months of BB and GB projects.  Average value of BB project > $200K and GB project >$100k. Alignment to Org’s Standards  50% - BB & GB Project executed and / or project execution is linked to Org’s operational / strategic priorities and standards.  70% - BB & GB Project executed and / or project execution is linked to Org’s operational / strategic priorities and standards.  80% - BB & GB Project executed and / or project execution is linked to Org’s operational / strategic priorities and standards.  95% - BB & GB Project executed and / or project execution is linked to Org’s operational / strategic priorities and standards.  100% - BB & GB Project executed and / or project execution is linked to Org’s operational / strategic priorities and standards.
  28. 28. LSS Program Management (Contd.) 28 Specifics 2011 2012 2013 2014 2015 Project Charters  All projects are launched with a charter, 90% of charter is complete (in the Define Phase).  40% of charter written by the Sponsor & Project Team.  LSS to facilitate 60% of their time on it.  All projects are launched with a charter, 95% of charter is complete (in the Define Phase).  60% of charter written by the Sponsor & Project Team.  LSS to facilitate 40% of their time on it.  All projects are launched with a charter, 95% of charter is complete (in the Define Phase).  90% of charter written by the Sponsor & Project Team.  LSS to facilitate 10% of their time on it.  All projects are launched with a charter, 95% of charters are complete (in the Define Phase). 90% of charter written by the Sponsor & Project Team.  LSS to facilitate 10% of their time on it.  Project charters clear and appropriate, written by Sponsor and his / her team. Project Resourcing - BB (Full Time)  1 x BB manages 1 project - duration 60 working days max (3 months).  Total project handled by 1 x BB = 3 projects / year.  1 x BB manages 1 project - duration 60 working days max (3 months).  Total project handled by 1 x BB = 4 projects / year.  1 x BB manages 1 project - duration 60 working days max (3 months).  Total project handled by 2 x BB = 8 projects / year.  1 x BB manages 1 project - duration 60 working days max (3 months).  Total project handled by 2 x BB = 9 projects / year.  1 x BB manages 1 project - duration 60 working days max (3 months).  Total project handled by 2 x BB = 10 projects / year.
  29. 29. LSS Program Management (Contd.) 29 Specifics 2011 2012 2013 2014 2015 Project Launch  80% of projects are launched with team members identified.  There is a launch meeting where roles and responsibilities, scope, problem statement, project schedule are defined.  Sponsor attends 100% of team Launch Meetings.  90% of projects are launched with team members identified.  There is a launch meeting where roles and responsibilities, scope, problem statement, project schedule are defined.  Sponsor attends 100% of team Launch Meetings.  100% of projects are launched with team members identified.  There is a launch meeting where roles and responsibilities, scope, problem statement, project schedule are defined.  Sponsor attends 100% of team Launch Meetings.  100% of projects are launched with team members identified.  There is a launch meeting where roles and responsibilities, scope, problem statement, project schedule are defined.  Sponsor attends 100% of team Launch Meetings.  100% of projects are launched with team launch meeting.  Sponsor attends 100% of team Launch Meetings. Project Resourcing - GB (Part Time)  1 x GB (PTE) manages 1 project - duration 25 working days max (spread over 3 months).  Total projects handled by 1 x GB = 1 projects / year : 5 x GB = 1.5 projects / year.  1 x GB (PTE) manages 1 project - duration 25 working days max (spread over 3 months).  Total projects handled by 1 x GB = 1.5 projects / year : 10 x GB = 2 ~ 3 projects / year.  1 x GB (PTE) manages 1 project - duration 30 working days max (spread over 3 months).  Total projects handled by 1 x GB = 2 projects / year : 15 x GB = 4 ~ 6 projects / year.  1 x GB (PTE) manages 1 project - duration 40 working days max (spread over 3 months).  Total projects handled by 1 x GB = 3 projects / year : 20 x GB = 7 ~ 9projects / year.  1 x GB (PTE) manages 1 project - duration 40 working days max (spread over 3 months).  Total projects handled by 1 x GB = 3 projects / year : 25 x GB = 10 ~ 12projects / year.
  30. 30. LSS Program Management (Contd.) 30 Specifics 2011 2012 2013 2014 2015 Project Resourcing - YB (Part Time)  1 x YB (PTE) assists on 1 BB or GB project - duration 10 working days max (spread over 3 months).  Total projects handled by 1 x YB = 1 projects / year : 10 x YB = 1.5 projects / year.  1 x YB (PTE) assists on 1 BB or GB project - duration 15 working days max (spread over 3 months).  Total projects handled by 1 x YB = 1 projects / year : 15 x YB = 2 ~ 3 projects / year.  1 x YB (PTE) assists on 1 BB or GB project - duration 20 working days max (spread over 3 months).  Total projects handled by 1 x YB = 1 projects / year : 20 x YB = 4 ~ 6 projects / year.  1 x YB (PTE) assists on 1 BB or GB project - duration 25 working days max (spread over 3 months).  Total projects handled by 1 x YB = 1 projects / year : 25 x YB = 7 ~ 9 projects / year.  1 x YB (PTE) assists on 1 BB or GB project - duration 30 working days max (spread over 3 months).  Total projects handled by 1 x YB = 1 projects / year : 35 x YB = 10 ~ 12 projects / year. # of BB, GB & YB Resources  BB = 2, GB = 5, YB = 10  BB full time and trained to meet LSS projects and what is in the project hopper.  BB = 2, GB = 10, YB = 15  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  BB = 3, GB = 15, YB = 20  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  BB = 3, GB = 20, YB = 25  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper.  MBB= 1, BB = 4, GB = 25, YB = 35  BB full time and trained (GB 60% FTE) to meet LSS projects and what is in the project hopper. Schedule - Plan vs. Actual  All initiatives On Target - 60% of the Time.  All initiatives On Target - 80% of the Time.  All initiatives On Target - 90% of the Time.  All initiatives On Target - 100% of the Time.  All initiatives On Target - 100% of the Time.
  31. 31. LSS Program Management (Contd.) 31 Specifics 2011 2012 2013 2014 2015 Project Execution  Formal project execution plan in place using DMAIC / PMBOK framework.  All prioritised LSS projects follow it.  A formal change management process is consistently applied to manage project scope, overcome barriers and resistance to change.  Formal project execution plan in place using DMAIC / PMBOK framework.  All prioritised LSS projects follow it.  A formal change management process is consistently applied to manage project scope, overcome barriers and resistance to change.  Formal project execution plan in place using DMAIC / PMBOK framework.  All prioritised LSS projects follow it.  A formal change management process is consistently applied to manage project scope, overcome barriers and resistance to change.  Formal project execution plan in place using DMAIC / PMBOK framework.  All prioritised LSS projects follow it.  A formal change management process is consistently applied to manage project scope, overcome barriers and resistance to change.  Formal project execution plan in place using DMAIC / PMBOK framework.  All prioritised LSS projects follow it.  A formal change management process is consistently applied to manage project scope, overcome barriers and resistance to change. Control Plans  Control plans in place and auditing regularly to validate and sustain the Improvements.  Controls in place to withstand resources turnover.  Control plans in place and auditing regularly to validate and sustain the Improvements.  Controls in place to withstand resources turnover.  Control plans in place and auditing regularly to validate and sustain the Improvements.  Controls in place to withstand resources turnover.  Control plans in place and auditing regularly to validate and sustain the Improvements.  Controls in place to withstand resources turnover.  Control plans in place and auditing regularly to validate and sustain the Improvements.  Controls in place to withstand resources turnover.
  32. 32. LSS Program Management (Contd.) 32 Specifics 2011 2012 2013 2014 2015 Project Validation  80% of stage gate reviews are completed on time.  KPI's show no degradation greater than 30% since the Control Gate Review.  Quantifiable benefits monitored, audited and reported on.  75% targets are sustained 1 year after the final stage gate.  90% of stage gate reviews are completed on time.  KPI's show no degradation greater than 20% since the Control Gate Review.  Quantifiable benefits monitored, audited and reported on.  80% targets are sustained 1 year after the final stage gate.  100% of stage gate reviews are completed on time.  KPI's show no degradation greater than 10% since the Control Gate Review.  Quantifiable benefits monitored, audited and reported on.  85% targets are sustained 1 year after the final stage gate.  100% of stage gate reviews are completed on time.  KPI's show no degradation greater than 10% since the Control Gate Review.  Quantifiable benefits monitored, audited and reported on.  90% targets are sustained 1 year after the final stage gate.  100% of stage gate reviews are completed on time.  KPI's show no degradation greater than 5 % since the Control Gate Review.  Quantifiable benefits monitored, audited and reported on.  95% targets are sustained 1 year after the final stage gate.
  33. 33. LSS Program Management (Contd.) 33 Specifics 2011 2012 2013 2014 2015 Visual Management  Department Managers' promote LSS achievements through the use of a visual management tools (LSS Metrics, milestones, artefacts' at the departmental information centre).  Department Managers' promote LSS achievements through the use of a visual management tools (LSS Metrics, milestones, artefacts' at the departmental information centre).  Department Managers' promote LSS achievements through the use of a visual management tools (LSS Metrics, milestones, artefacts' at the departmental information centre).  Department Managers' promote LSS achievements through the use of a visual management tools (LSS Metrics, milestones, artefacts' at the departmental information centre).  Department Managers' promote LSS achievements through the use of a visual management tools (LSS Metrics, milestones, artefacts' at the departmental information centre). Status Reporting  Monthly status report prepared for all LSS projects.  All red and yellow traffic lights, on the monthly status report will be reviewed by senior management at the monthly management meetings.  Monthly status report prepared for all LSS projects.  All red and yellow traffic lights, on the monthly status report will be reviewed by senior management at the monthly management meetings.  Monthly status report prepared for all LSS projects.  All red and yellow traffic lights, on the monthly status report will be reviewed by senior management at the monthly management meetings.  Monthly status report prepared for all LSS projects.  All red and yellow traffic lights, on the monthly status report will be reviewed by senior management at the monthly management meetings.  Monthly status report prepared for all LSS projects.  All red and yellow traffic lights, on the monthly status report will be reviewed by senior management at the monthly management meetings.
  34. 34. Collaboration 34 Specifics 2011 2012 2013 2014 2015 Knowledge Management  Process / system defined and implemented for knowledge retention and sharing on the improvement outcomes.  This system is utilised prior to starting any future improvement initiatives and / or for replication.  Benchmarking along with workforce collaboration including RT & cross industry will be undertaken on a regular basis.  Process / system defined and implemented for knowledge retention and sharing on the improvement outcomes.  This system is utilised prior to starting any future improvement initiatives and / or for replication.  Benchmarking along with workforce collaboration including RT & cross industry will be undertaken on a regular basis.  Process / system defined and implemented for knowledge retention and sharing on the improvement outcomes.  This system is utilised prior to starting any future improvement initiatives and / or for replication.  Benchmarking along with workforce collaboration including RT & cross industry will be undertaken on a regular basis.  Process / system defined and implemented for knowledge retention and sharing on the improvement outcomes.  This system is utilised prior to starting any future improvement initiatives and / or for replication.  Benchmarking along with workforce collaboration including RT & cross industry will be undertaken on a regular basis.  Process / system defined and implemented for knowledge retention and sharing on the improvement outcomes.  This system is utilised prior to starting any future improvement initiatives and / or for replication.  Benchmarking along with workforce collaboration including RT & cross industry will be undertaken on a regular basis.
  35. 35. Collaboration (Contd.) 35 Specifics 2011 2012 2013 2014 2015 Workforce Collaboration  To sustain the LSS journey, 10% of managers / superintendents / crew leaders are trained on the LSS knowledge (YB Level).  During and after training - 1 BB to coach & mentor 1 sponsor and 1 GB.  1 GB to coach & mentor 1 YB.  Contingencies built in and reviewed on a monthly basis to minimise degradation of LSS KPI's (e.g. resource turnover, overruns).  To sustain the LSS journey, 20% of managers / superintendents / crew leaders are trained on the LSS knowledge (YB Level) and 10% at GB Level.  During and after training - 1 BB to coach & mentor 1 sponsor and 2 GB.  1 GB to coach & mentor 2 YB.  Contingencies build in and reviewed on a monthly basis to minimise degradation of LSS KPI's (e.g. resource turnover, overruns).  To sustain the LSS journey, 30% of managers / superintendents / crew leaders are trained on the LSS knowledge (YB Level) and 20% at GB Level.  During and after training - 1 BB to coach & mentor 2 sponsors and 5 GB (max).  1 GB to coach & mentor 5 YB (max).  Contingencies build in and reviewed on a monthly basis to minimise degradation of LSS KPI's (e.g. resource turnover, overruns).  To sustain the LSS journey, 50% of managers / superintendents / crew leaders are trained on the LSS knowledge (YB Level) and 35% at GB Level.  During and after training - 1 BB to coach & mentor 3 sponsor and 5 GB (max).  1 GB to coach & mentor 5 YB (max).  Contingencies build in and reviewed on a monthly basis to minimise degradation of LSS KPI's (e.g. resource turnover, overruns).  To sustain the LSS journey where, 80% of managers / superintendents / crew leaders are trained on the LSS knowledge (YB Level) and 50% at GB Level.  During and after training - 1 MBB to coach & mentor 3 ~ 5 BB  1 BB to coach & mentor 3 sponsor and 5 GB (max) & 1 GB to coach & mentor 5 YB (max).  Contingencies build in and reviewed on a monthly basis to minimise degradation of LSS KPI's (e.g. resource turnover, overruns).
  36. 36. Change Management 36 Specifics 2011 2012 2013 2014 2015 Celebration of Success / Team Recognition  All project success celebrated including quick wins and failure used as lesson learned (both documented).  Team members recognised for their contribution and accomplishment including providing constructive feedback.  All employees receive communication of the value generated by LSS on a quarterly basis, publicised via - newsletters / portal / Information Boards.  All facts and figures are vetted by Finance Team (for accuracy & to avoid double counting) and Black Belt (completeness) before publishing.  All project success celebrated including quick wins and failure used as lesson learned (both documented).  Team members recognised for their contribution and accomplishment including providing constructive feedback.  All employees receive communication of the value generated by LSS on a quarterly basis, publicised via - newsletters / portal / Information Boards.  All facts and figures are vetted by Finance Team (for accuracy & to avoid double counting) and Black Belt (completeness) before publishing.  All project success celebrated including quick wins and failure used as lesson learned (both documented).  Team members recognised for their contribution and accomplishment including providing constructive feedback.  All employees receive communication of the value generated by LSS on a quarterly basis, publicised via - newsletters / portal / Information Boards.  All facts and figures are vetted by Finance Team (for accuracy & to avoid double counting) and Black Belt (completeness) before publishing.  All project success celebrated including quick wins and failure used as lesson learned (both documented).  Team members recognised for their contribution and accomplishment including providing constructive feedback.  All employees receive communication of the value generated by LSS on a quarterly basis, publicised via - newsletters / portal / Information Boards.  All facts and figures are vetted by Finance Team (for accuracy & to avoid double counting) and Black Belt (completeness) before publishing.  All project success celebrated including quick wins and failure used as lesson learned (both documented).  Team members recognised for their contribution and accomplishment including providing constructive feedback.  All employees receive communication of the value generated by LSS on a quarterly basis, publicised via - newsletters / portal / Information Boards.  All facts and figures are vetted by Finance Team (for accuracy & to avoid double counting) and Black Belt (completeness) before publishing.
  37. 37. Change Management (Contd.) 37 Specifics 2011 2012 2013 2014 2015 Communication Plan  One (1) workshop performed during the year, to facilitate face to face communication to all, on mission, vision and objectives and how LSS role contributes towards it.  Regular follow up with all involved and formal progress reporting on milestones against targets.  LSS project pipeline established and LSS savings target estimated for the year.  Deployment strategy along with roadmap utilised for regular communication  Two (2) workshops performed during the year, to facilitate face to face communication to all, on mission, vision and objectives and how LSS role contributes towards it.  Regular follow up with all involved and formal progress reporting on milestones against targets.  LSS project pipeline established and LSS savings target estimated for the year.  Deployment strategy along with roadmap utilised for regular communication  Four (4) workshops performed during the year, to facilitate face to face communication to all, on mission, vision and objectives and how LSS role contributes towards it.  Regular follow up with all involved and formal progress reporting on milestones against targets.  LSS project pipeline established and LSS savings target estimated for the year.  Deployment strategy along with roadmap utilised for regular communication  Ten+ (10 ~ 12) workshops performed during the year, to facilitate face to face communication to all, on mission, vision and objectives and how LSS role contributes towards it.  Regular follow up with all involved and formal progress reporting on milestones against targets.  LSS project pipeline established and LSS savings target estimated for the year.  Deployment strategy along with roadmap utilised for regular communication  Fifteen+ (15+) workshops performed during the year, to facilitate face to face communication to all, on mission, vision and objectives and how LSS role contributes towards it.  Regular follow up with all involved and formal progress reporting on milestones against targets.  LSS project pipeline established and LSS savings target estimated for the year.  Deployment strategy along with roadmap utilised for regular communication
  38. 38. 38 “In the business world, the rear view mirror is always clearer than the windshield.” - Warren Buffett
  39. 39. 39 Good Luck http://www.linkedin.com/in/anandsubramaniam

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