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Long Term Implementation of Lean Six Sigma within Organizations


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Slides from a workshop and consultation program on creating an organizational culture that focuses of quality improvement.

Published in: Business, Education
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Long Term Implementation of Lean Six Sigma within Organizations

  1. 1. Long Term Implementation of Lean Six Sigma within Organizations
  2. 2. Steps to Keep Lean Six Sigma Operational Within the Organization  Communication of the new process and results to the Senior Management and all staff within the company. Capture Lessons Learned Monitor Performance of the New Process Recognize, Reward and Celebrate both Success and Effort
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  4. 4. Goals Roles Procedures Interpersonal Relationships
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  6. 6. o small rather than large; o noticeable and important to the people on the team and the team as a whole; o described in specific, concrete work (task) and behavioral terms; o achievable within the practical context of the teams time and work-days; o perceived by the people on the team and the team as a whole as involving their “hard work”; o described as “the start of something” and not as “the end of something”; o treated as involving new work task(s) and behavior(s) rather than the absence or stopping of existing work task(s) and behavior(s).
  7. 7. Team Roles & Responsibilities Many responsibilities need to be carried out and continued within the organization for Lean Six Sigma to be sustained. These tasks are divided among Team Members, Team Leader, Coach and Team Sponsor.
  8. 8. Team Member: People, appointed by the Sponsor and Team Leader, who share their knowledge, experience, and expertise while working to accomplish the team’s work. Team Leaders: People who orchestrate team activities, maintain team records, and serve as a communication link with the rest of the organization. Coaches: People with data-analysis and team-building skills who teach and support Team Leaders and Team Members in using selected tools and methods to help facilitate the team’s work. Sponsor: Individual managers who identify needed improvements, and review and support the work of teams.
  9. 9. Six Sigma Terminology      Team Members are usually called Green Belts Team Leaders are usually called Black Belts Coaches are usually called Master Black Belts Sponsors are usually called Champions Improvement teams are usually called DMAIC teams.
  10. 10. Roles and Accountabilities Flow Chart Contact Mike at call +1.716.629.3678 … to discuss this workshop and consulting with your company and team.
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  12. 12. Select and Define the Project To improve a project’s chances for success, select a project that: Is important to the organization and its customers. Is not already undergoing major changes or being studied by another group (unless the project is to study how to make the change). Is relatively simple, with clearly defined starting and ending points. Even if you would rather target a large complex system – such as accounting – for most teams it is best to break it down to smaller components. Completes a cycle once a day or so, rather than once a month or once a year. For example, collecting data on a process that produces outputs (products, reports, services) many times a day allows you to rapidly see what is actually happening and quickly figure out whether your solution actually improves things.
  13. 13. After the Project
  14. 14. Sponsor’s Responsibilities after the Project Celebrate the project’s conclusion. Hold a final project review. Communicate the team’s results and ensure that any changes made by the team are integrated into daily work methods in that area. Monitor changes made by the team and implement changes the team in not authorized to make. Review information collected during the project about systems issues or barriers encountered and address these barriers for the success of future projects.
  15. 15. Team Leader’s Responsibilities after the Project Make sure the project documentation is complete and available for others in the organization. See that the process owner receives the necessary documentation for ongoing monitoring of the solution. Identify, document, and communicate lessons learned.
  16. 16. The process owner’s job is to: Maintain the project’s gains. Monitor the processes and key measures in his or her area of responsibility.
  17. 17. Leadership Team Reviews If there are several improvement efforts under way, the leadership team in the organization should meet periodically to track how the projects are progressing and what the results will be. These reviews allow the leadership team to: Continually assess the project mix with regard to organizational priorities. Check synergies across projects. Manage the “pipeline” of projects. Reinforce a consistent message about the importance of the projects for the organization. Gather lessons learned about factors contributing to success and common problems across projects to improve how you improve.
  18. 18. The input for leadership reviews is the data gathered across all efforts in order to assess patterns.
  19. 19. o What percentages of teams provide adequate data to back up claims? o Are the data displayed graphically so that the patterns are clear? o Are the conclusions drawn warranted by the data analysis? o What percentage of teams report problems getting access to data? o What percentages of teams try solutions out on a small scale before going into full implementation? o What percentages of improvements “hold the gains” six months after completion of the effort? One year after completion? o What percentages of teams have attendance problems at meetings? o How often have the lessons learned been shared and adopted across the enterprise?
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  21. 21. “If you have been trained to think in a certain way and are a member of a group that thinks the same way, how can you imagine changing to a new way of thinking?” - Edgar Schein
  22. 22. 3 Stages of Change Lewin/Schein Stage 1 – becoming motivated to change (unfreezing) Multiple forces established by past observational learning and cultural influences tend to maintain the current behavior. Change requires adding new forces of change or the removal of some of the existing factors that are at play in perpetuating the behavior. • Denial • Scapegoating, passing the buck, dodging • Maneuvering & Bargaining
  23. 23. Stage 2 – change what needs to be changed (unfrozen and moving to a new state) Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed, if not already articulated in the first stage. • Words take on new and expanded meaning • A concept is interpreted within a broader context • There is an adjustment in the scale used in evaluating new input relative to what had previously been learned and accepted as factual.
  24. 24. Stage 3 - making the change permanent (refreezing) Refreezing is the final stage where the action becomes habitual. This requires behavior that is consistent with other behaviors and the values and beliefs held by the individual. • Develop a new self-concept and identity • Establishing the new behavior in interpersonal relationships.
  25. 25. Roles and Accountabilities Flow Chart Contact Mike at call +1.716.629.3678 … to discuss this workshop and consulting with your company and team.
  26. 26. 10 Pitfalls to Avoid in Creating Lean Six Sigma Teams
  27. 27. 1. Failure of the Sponsor/Champion to be involved in each step of the team’s work. o Sponsors/Champions must recognize the pre-work necessary to enhance the team’s chances of success. o They must be skilled at Project Management keeping the team on track through the team’s weekly meetings and updates. Strategic Interventions removing roadblocks and providing resources. Management of Team Dynamics & Team Members
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  29. 29. 2. Failure to Write it Down o What gets written down gets done. o Teams and leaders that develop a written plan for work that is to take place between meetings are far more likely to complete the work and achieve Project Charter Milestones than those that don’t. o Teams must keep detailed, documented, and reviewable action plans.
  30. 30. 3. Failure to Formalize and Communicate Rewards and Recognition for the Six Sigma Teams o First-Wave projects must bear fruit to showcase the application of Six Sigma principles within the organization. o Establish and formalize a reward and recognition plan for first-wave project participants before or shortly after the project starts. Recommendations are vacation time and awards banquet.
  31. 31. 4. Ignoring the Potential of “Converted” Resistors o People have legitimate reasons for resistance. o Almost 80% of resistors become supporters when the source of their resistance is taken seriously.
  32. 32. 5. Failure to Assign Your Best and Brightest o For this project and Six Sigma to be taken seriously your best people must be on the team. o Improving the team dynamics of your high performers will increase overall organizational effectiveness.
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  34. 34. 6. Failure to Utilize Ground Rules in Six Sigma Meetings o Having and reinforcing shared ground rules will make your meeting shorter and more effective. o This is not a hollow exercise team culture is created through the discussions and reinforcement of ‘what works’ … The team needs to know the acceptable rules and feel comfortable enforcing them
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  36. 36. 7. Using Facilitative Leadership to Eliminate Personality Differences o A key component of Six Sigma implementation is dealing with maladaptive behavior. o In marriage and Six Sigma Teams an appreciation for individual differences contributes to compatibility of values and beliefs. o You are not a psychologist
  37. 37. 8. Jumping to “Divorce” too Early o We can learn a great deal from resistance to Six Sigma Projects. o The odds are good that the resistance is normal and if treated respectfully they will turn into a valuable team member. o Once we de-select a person from the team OR we choose to stop a project due to excessive resistance, it is visible to everyone and a win-win is no longer achievable.
  38. 38. 9. Expecting Six Sigma Teams to Solve All Organizational Issues o Be careful not to diagnose poor Six Sigma Management as poor Team Dynamics. o Six Sigma Projects need to have a high impact and be measurable o Without proper knowledge when and where to apply DMAIC, teams that are formed may have difficulty with their team dynamics for one major reason – they never should have been formed in the first place.
  39. 39. 10. Intervening Too Much o At times it is more important to know when not to intervene with a team. o If you are working harder than the person to solve a problem, you are enlarging the problem itself.
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  42. 42. Steps to Keep Lean Six Sigma Operational Within the Organization  Communication of the new process and results to the Senior Management and all staff within the company. Capture Lessons Learned Monitor Performance of the New Process Recognize, Reward and Celebrate both Success and Effort
  43. 43. Long Term Implementation of Lean Six Sigma within Organizations
  44. 44. Roles and Accountabilities Flow Chart Contact Mike at call +1.716.629.3678 … to discuss this workshop and consulting with your company and team.
  45. 45. Photo Attribution