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LSS – 5 year Strategy
Lean Six Sigma - Strategy
Development & Deployment at a Green
Field site
Anand Subramaniam
2
“Ideas are like rabbits. You get a couple and
learn how to handle them, and pretty soon
you have a dozen.”
- John Steinbeck
LSS – Journey (Progress)
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Strategy Development
Training
Systems, Processes &
Procedures
Capabilities & Competencies
Program Management
Collaboration
Change Management
Customer Support
2010
2011
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.
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.
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.
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.
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.
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
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.
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.
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% +
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.
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.
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.
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.
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.
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.
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.
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.
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.
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,
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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).
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.
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
“In the business world, the rear view mirror
is always clearer than the windshield.”
- Warren Buffett
39
Good Luck
http://www.linkedin.com/in/anandsubramaniam

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LSS - 5 Year Strategy

  • 1. LSS – 5 year Strategy Lean Six Sigma - Strategy Development & Deployment at a Green Field site Anand Subramaniam
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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 “In the business world, the rear view mirror is always clearer than the windshield.” - Warren Buffett