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4 things Project Managers and Green Belts should learn from one another

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2 similarities and 2 differences between managing most types of projects and Lean Six Sigma projects.

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4 things Project Managers and Green Belts should learn from one another

  1. 1. Lean Six Sigma and Project Management go together Written by Francisco Pulgar-Vidal, fkiQuality fpulgarvidal@fkiquality.com 10/28/2013 152-5 Copyright fkiQualityLLC 2012 1
  2. 2. Continuing the Executive Education Series Why Lean Six Sigma is better than ‘just doing projects.’ 10/28/2013 152-5 Copyright fkiQualityLLC 2012 2
  3. 3. Goal of this presentation: Encourage Lean Six Sigma practitioners and project managers to learn from one another.
  4. 4. I aim to achieve this by presenting two similarities and two differences between both methods.
  5. 5. FIRST SIMILARITY: Lean Six Sigma and Project Management are complementary methods of improvement.
  6. 6. The methods of Lean Six Sigma (LSS) and project management (PM) support one another.
  7. 7. In fact, some of the best LSS practitioners happen to be skilled project managers.
  8. 8. They are practitioners who have blended skills of problem solving and project management.
  9. 9. In terms of sequence and timing, LSS and PM are complementary.
  10. 10. Operational Problem Designed solution Implemented solution Lean, Six Sigma methods Project management
  11. 11. Even more, Lean Six Sigma borrows much from the discipline of project management.
  12. 12. SECOND SIMILARITY: Lean Six Sigma applies many project management concepts to be more effective.
  13. 13. LSS projects are structured in stages, with gates.
  14. 14. Lean’s A3 consists of these steps Background Current conditions Goal Analysis Recommended countermeasures How to implement How to sustain
  15. 15. Six Sigma stages give DMAIC its name, and include Define Measure Analyze Improve Control
  16. 16. In both cases, to move from one stage to the next, teams must advance their learning,
  17. 17. complete specific deliverables,
  18. 18. and achieve defined outcomes.
  19. 19. At each stage gate meeting, called a ‘tollgate,’ the project directing team decides what happens next.
  20. 20. Like in any well-run program, LSS projects are launched by sponsors and champions.
  21. 21. Project sponsors and champions are responsible for identifying meaningful projects.
  22. 22. What does it take to launch projects that mean something?
  23. 23. Meaningful projects support a strategy, answer customer needs and improve core processes. Strategy Customer needs Core processes
  24. 24. The intersections below are promising targets for How do we improvement. fulfill our vision? What do customers want us to do better? Which processes need fixing?
  25. 25. From these target areas, project sponsors and champions identify, select and prioritize LSS projects.
  26. 26. This creates a program plan made of a phased sequence of projects.
  27. 27. Balance strategy, customer needs, core processes Define target areas of improvement Sequence projects of improvement Why to change? What to change? How to change?
  28. 28. Then each project is chartered and launched.
  29. 29. This sequence is called hoshin kanri or strategic planning.
  30. 30. LSS projects are led by a project manager.
  31. 31. Simpler LSS projects are led by a lean practitioner or green belt.
  32. 32. The lean practitioner or green belt applies an intermediate level of LSS and project management skills.
  33. 33. More complex LSS projects are led by a lean master or black belt.
  34. 34. The lean master or black belt applies a deep level of LSS and project management skills.
  35. 35. Regardless of skill level, the project lead is not alone and must be supported by the organization.
  36. 36. Sponsors and champions, an experienced LSS Coach coach and a program office are needed for success. LSS Champion A successful LSS program PMO Project Managers
  37. 37. FIRST DIFFERENCE: Lean Six Sigma projects start with problems, not solutions.
  38. 38. Crucially, while most projects focus on how to implement a solution,
  39. 39. … Lean Six Sigma projects focus on how to find the solution to be implemented.
  40. 40. Lean Six Sigma has three major components,
  41. 41. Projectbased Projectbased A continuous function
  42. 42. Our focus today Projectbased
  43. 43. So, Lean and Six Sigma projects are efforts to improve existing processes, products, services.
  44. 44. Clearly, improvements are necessary because there are problems with the current state of things.
  45. 45. In particular, Lean Six Sigma projects start with problems that you don’t know how to solve.
  46. 46. This is so true, that if you know the solution, then you don’t need Lean Six Sigma.
  47. 47. But if you must solve a hard problem, then a Lean Six Sigma project is likely your best choice.
  48. 48. Lean follows a method for improving what already exists, called A3.
  49. 49. A3 is based on the continuous improvement method of testing a solution through trials.
  50. 50. Six Sigma follows a method for improving what already exists, called DMAIC.
  51. 51. DMAIC is based on the scientific method of testing a hypothesis through experimentation.
  52. 52. While most other projects focus on delivering a solution,
  53. 53. … such as: relocate the trading office, develop new technology, enter a new market, prepare for a trade fair, restructure an organization, …
  54. 54. … recall that LSS is best for finding and designing a solution.
  55. 55. SECOND DIFFERENCE: Lean Six Sigma projects emphasize finding the solution more than schedule, budget, scope or risk.
  56. 56. For instance, a LSS project may have many natural outcomes.
  57. 57. Which depend on the project’s path of discovery.
  58. 58. So what happens after each tollgate meeting is not predetermined.
  59. 59. Several outcomes are possible along the lifecycle of a Six Sigma project. For instance, after the Define or Measure stages …
  60. 60. after a tollgate meeting, when the initial problem turns out to be something else.
  61. 61. without becoming a failure, when the supposed problem isn’t borne by facts.
  62. 62. when the initial scope proves too extensive.
  63. 63. when the team has a short time to deliver results.
  64. 64. Unlike most projects, all these outcomes are fine, when they result from what the team has learned about the problem.
  65. 65. Most often,
  66. 66. Because a LSS project does not have a known solution, it is critical that the team find the right problem and the right solution.
  67. 67. For this reason, LSS projects emphasize designing a solution while de-emphasize meeting schedule, budget, scope or risk requirements.
  68. 68. In summary, Lean Six Sigma and Project Management complement each other strengths.
  69. 69. Specifically, LSS projects begin with problems and emphasize finding the right solution,
  70. 70. … while PM brings structure and discipline to problem solving efforts.
  71. 71. In terms of skill sets and learning, LSS project leads, sponsors and champions must learn project management skills to be more successful.
  72. 72. Conversely, project managers have the bases to become great LSS practitioners and could learn the technical skills.
  73. 73. Next presentations will discuss: • In which way lean six sigma projects go deeper than other efforts. • The structure of Lean and Six Sigma projects for exploration. 10/28/2013 152-5 Copyright fkiQualityLLC 2012 73

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