Download as PDF, PPTX
Uploaded byGoLeanSixSigma.com
How to Create a Strategic Plan for a Lean Six Sigma Program Office
The document presents a guide on creating a strategic plan for a Lean Six Sigma program office, outlining the importance of strategic planning, the process of gathering organizational inputs, and developing a vision, mission, goals, and objectives. It emphasizes the importance of defining roles and responsibilities, building a workplan, and regularly checking progress to ensure alignment with organizational strategy and continuous improvement. The guide provides practical steps and examples to engage stakeholders and measure success.
More Related Content
Similar to How to Create a Strategic Plan for a Lean Six Sigma Program Office
How to Create a Strategic Plan for a Lean Six Sigma Program Office
- 1. 12/15/16 1 Presented byTracy O’Rourke Managing Partner & Executive Advisor at GoLeanSixSigma.com How to Create a Strategic Plan for a Lean Six Sigma Program Office 1
- 2. Our Expert: Tracy •Managing Partner & Executive Advisor at GoLeanSixSigma.com • Began Process Improvement career at GE where earned Black Belt • UCSD & SDSU Instructor: Lean Enterprise and Lean Six Sigma Master Black Belt Courses • MBA from Pepperdine University • BA in English Literature from San Francisco State University 2
- 3. 12/15/16 3 How toInteract • Ask a question • Answer polls 3
- 4. 12/15/16 4 Let’s Interact! Whereare you from? Share your location in the Questions area in your Control Panel! 4
- 5. 12/15/16 5 Who IsGoLeanSixSigma.com? GoLeanSixSigma.com makes it easy for everyone everywhere to build their problem-solving muscles. We provide the most practical, easy to understand and enjoyable Lean and Six Sigma resources available. 5
- 6. Building a StrategicPlan for a Lean Six Sigma Program Office • Why Strategic Planning is important • Gathering Inputs • Creating A Vision, A Mission, Goals & Objectives • Developing Measures of Success • Determining Roles, Responsibilities and Resource Allocation • Building and Executing a Workplan • Checking Workplan progress 6 Today’s Agenda
- 7. • . Why StrategicPlanning for LSS? 1. What do we want to be? 2. Where are we now? 3. How will we get there? 4. How do we stay on track? 5. How will we know we got there? 7
- 8. Lean Six ProgramPlanning Gather Organizational Inputs Define Purpose & Goals Define Roles & Responsibilities Build and Execute the Workplan Check and Adjust the Workplan The high level strategic planning process Plan Do Check & Act 8
- 9. Step One: StrategicPlanning • Gather the organization’s Vision, Mission, Goals, Objectives and Measures • Determine which Organizational Goals & Objectives can be supported by Lean Six Sigma • Gather Feedback about Lean Six Sigma Efforts • Gather existing customer feedback on products and services • Gather information on internal resources, external support and budget Gather Organizational Inputs 9
- 10. Input Example: Organization’sMission, Vision 10
- 11. Input Example: Organization’sGoals POLL: If these were your organization’s goals, which goal could be supported by Lean Six Sigma? 11
- 12. Poll #1: If thesewere your organization’s goals, which goal could be supported by Lean Six Sigma? A. Goal A: Customer Service B. Goal A & B: Customer Service and Operational Enhancement C. Goal C: Fiscal Responsibility D. Goal D: Staff Development E. All of the goals 12
- 13. 13 Creating Organizational Connection Charteringprojects with little or no significance to the organization’s strategy is suboptimal
- 14. Poll #2: Do youhave a clear idea how your process improvement efforts fit into the strategy of your organization? A. No, it is not clear how my efforts align to our strategy. B. Sort of. I know the strategy, but not sure what I can do daily or weekly to support it. C. Yes, but there is still confusion. D. Yes, it’s clear and our team meets regularly to discuss it. 14
- 15. Step Two: StrategicPlanning Define Purpose and Goals • Develop Lean Six Sigma Vision, Mission, Goals, Objectives and Measures • Develop Measures of Success for the Lean Six Sigma Program • Create a Dashboard or Visual Management Board for Huddles • Vet the Vision, Mission, Goals, Objectives and Measures with key constituents 15
- 16. Vision & Mission: Who arewe and what do we want to be?Without a vision, any road will do. 16
- 17. Vision Statement • Vision:Insures everyone (especially leaders) have the same view of what a Lean Six Sigma Department and the future of the organization will look like • A Vision statement articulates the ideal future state of the organization. Describes what the future will look like and what the organization will become with Lean Six Sigma 17
- 18. Example of VisionStatements 1 32 Mission: § We will design an organization and governance model that will enable our company to build continuous improvement capability § We will demonstrate the value of continuous improvement through a series of projects that show tangible results for our stakeholders and external customers § We will build a toolkit for CPI practitioners that can be re-used in projects and used to train new team members § We will define a roadmap to scale up continuous improvement efforts enterprise wide § We will support practitioners when they need assistance in applying CPI methodologies Vision: We are the continuous improvement arm of our company. Over time, we want to instill a continuous improvement mentality and culture in the organization – a new way of thinking Every employee is a problem solver and every leader is a coach. Vision: Develop People So That… 8 22 Vision: Build an organization of problem- solvers 18
- 19. Mission Statement The missionstatement should be a concise statement developed from the customer's perspective. The mission should answer three questions: •What do we do? •How do we do it? •For whom do we do it? 19
- 20. Example of MissionStatements 2 32 Mission: § We will design an organization and governance model that will enable our company to build continuous improvement capability § We will demonstrate the value of continuous improvement through a series of projects that show tangible results for our stakeholders and external customers § We will build a toolkit for CPI practitioners that can be re-used in projects and used to train new team members § We will define a roadmap to scale up continuous improvement efforts enterprise wide § We will support practitioners when they need assistance in applying CPI methodologies Vision: We are the continuous improvement arm of our company. Over time, we want to instill a continuous improvement mentality and culture in the organization – a new way of thinking Our Mission: We are committed to promoting the adoption, advancement and integration of Lean concepts into our business and help our employees learn and apply process improvement skills effectively. 20
- 21.
- 22. SWOT Analysis • SWOTis an acronym for Strengths, Weaknesses, Opportunities, Threats • The SWOT analysis is an extremely useful tool for understanding all sorts of situations in business and the organization 22 38 OPEX Program Strengths Strengths u Achieved monetary savings — Tote Management — Demurrage u Employees involved are dedicated and hard working u Wave 1 Green Belts are trained and certified u Robust training with support for project work u Field interest is high u Collaborative approach is successful 39 OPEX Program Weaknesses Weaknesses u Lack of strategy execution u Lack of consistent, internal leadership u Selection of projects u Plan to communicate with the field and LSS participants u Lack of planning u Competing resources with other initiatives u Alignment from executive level to project level
- 23. SWOT: Questions toAsk • What Lean Six Sigma strengths does the organization have that will help achieve our vision? • What Lean Six Sigma weaknesses does the Program Office have that might be a barrier to achieve our vision? • What strengths can we leverage? • What weaknesses should be prioritized? • What opportunities should we accept? • What threats should be addressed? • How can we support the organization in their CI goals? • Where do we need to develop organizational skills? • What skills do we need to develop in our department? 23
- 24. Lean Six Sigma ProgramOffice Goals & Objectives How will we get there? 24
- 25. Typical Lean SixSigma Benefits 25
- 26. Goals, Objectives andTactics • Goal: A broad-based statement about what you want to achieve • Objectives: Strategies that will be taken to achieve the goal • Tactics: Specific measurable actions with a time for completion 26
- 27. Example: Goals &Objectives • Goal 2: Build the problem-solving muscles or our employees • Train employees on Yellow Belt and Green Belt programs • Select and train co-facilitators for Process Walks and Rapid Improvement Events • Help employees see waste, reduce and eliminate it • Train employees on the 8 Wastes and waste walks • Conduct waste walks • Train co-facilitators on conducting waste walks • Help employees reduce and eliminate waste • Share and Celebrate Success 27 • Goal 1: Support employees in their efforts to achieve our organizational goals using Lean Six Sigma • Facilitate process walks and rapid improvement events for the selected efforts • Identify and complete projects will measurable results to reduce lead time and errors • Share and celebrate success • Goal 3: Build a community of process improvement for our organization • Find success stories, share and celebrate them • Create and schedule forums for best practices • Help leaders learn apply new behaviors to promote Lean Six Sigma activity
- 28. Determine Success Measures How willwe know we got there? 28
- 29. Measures A few guidelineswhen selecting measures: • Don’t pick too many • Ensure that the measures align with the Lean Six Sigma Program Office’s goals • Create operational definitions and data collection plans around the measures you select • Be sure the data is reliable • Pick measures within your control • Be mindful of what measures drive undesirable behavior and adjust if necessary 29
- 30. Example: Lean SixSigma Measures • # of projects completed • Lead time to complete projects • # of employee ideas submitted • # of employee ideas implemented • Dollars saved (Hard & Soft Dollars) • # of people trained • # of Yellow Belts • # of Green Belts • # of Black Belts 30
- 31. More Lean SixSigma Measures • # of processes with reduced lead time, or reduced errors that improve our service levels to the customer • A balanced portfolio of projects that align with strategy Project Impact • Customer impact • Productivity improvement • Dollars Saved Project Size • Incremental Improvement (Individual) • Evolutionary Improvement (Teams) • Revolutionary Improvement (Value Streams) • Skill-Building measures: # of employees • trained as Kaizen Event facilitators • Running Green Belt projects • using Leader Standard Work tools such as Visual Management Boards, Huddles 31
- 32. Connecting Goals, Objectives& Measures 32 Goal 2: Build the problem-solving muscles or our employees Measures Train employees on Yellow Belt and Green Belt programs # of employees trained Yellow Belt & Green Belt Select and train co-facilitators for Process Walks and Rapid Improvement Events # of co-facilitators in training for Process Walks and RIEs Help employees see waste, reduce and eliminate it # of employees trained on the 8 wastes Conduct waste walks Train co-facilitators on conducting waste walks # of waste walks; # of co-facilitators trained on conducting waste walks Help employees reduce and eliminate waste # of A3s completed on reducing waste Share and Celebrate Success # of documented success stories; # of scheduled best practice forums
- 33. Example: Lean SixSigma Measures & Visual Management Goal 2: # of employees trained 33
- 34. Poll #3: Which ofthese measures does your organization use? A. Dollars saved B. # of projects completed C. # of ideas submitted or implemented D. Skill Building Measures E. A combination of all of the above 34
- 35. Step Three: StrategicPlanning Define Roles & Responsibilities • Define roles within the Lean Six Sigma effort • Determine who will fulfill the Lean Six Sigma roles • Determine the % of time personnel will dedicate to fulfilling each role • Develop descriptions for each role • Communicate and vet the roles with Stakeholders 35
- 36.
- 37. Step Four: StrategicPlanning Build and Execute the Workplan • Build a quarterly timeline for the effort • Create a high level Workplan for 12-18 months • Build a detailed timeline every rolling 6 months • Identify who will do what, by when • Vet the Workplan with key constituents 37
- 38. Workplan Considerations A Workplanis a timeline and tactics to deliver on the Goals & Objectives for 12-18 months. Consider: • Resource allocation • Bandwidth capacity and skills, who will do what • Involve those that will do the work • External and Internal resources • Include communication and celebration activities • Include actions for the team to: • Check on the Workplan and success measures • Assess current roles and adjustments where appropriate • De-brief key constituents and stakeholders on progress 38
- 39.
- 40. Example 2: Workplan 40 Ifthe plan doesn’t work, change the plan, but not the goal
- 41. Lean Six SigmaTraining Rollout Kit https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/ 41
- 42. Check Progress on theLean Six Sigma Workplan How do we stay on track? 42
- 43. Step Four: StrategicPlanning Check and Adjust the WorkPlan • Schedule a progress review of the Workplan • quarterly - at a minimum • Check activities against planned goals • Are we on track? • Discuss Workplan • Use “Pluses and Deltas” • Make adjustments to the Workplan as indicated • Involve key constituents where appropriate 43
- 44. Lean Six SigmaProgram Dashboard Important metrics for the Lean Six Sigma effort Actions planned for each quarter listed here 44
- 45. Tracking Progress • Trackprogress and monitor progress regularly • Make adjustments where appropriate 45
- 46. 12/15/16 46 Today WeCovered Building a Strategic Plan for a Lean Six Sigma Program Office • Why Strategic Planning is important • Gathering Inputs • Creating a Vision, a Mission, Goals & Objectives • Developing Measures of Success • Determining Roles, Responsibilities and Resource Allocation • Building and executing a Workplan • Checking Workplan progress 46
- 47. Strategic Planning Process •Gather inputs for organizational Vision, Mission, Goals, Objectives and Measures • Determine which Organizational Goals & Objectives are supported by Lean Six Sigma • Gather C-Suite and Sponsor Feedback on Lean Six Sigma Program Goals and Objectives • Gather information on internal resources, external support and budget Gather Organizational Inputs Define Purpose and Goals Define Roles & Time Commitments Build and Execute the Workplan Check and Adjust the Workplan • Develop Lean Six Sigma Vision, Mission, Goals, Objectives and Measures • Conduct a SWOT Analysis on the organization and Lean Six Sigma department • Create a Dashboard or Visual Management Board for Huddles • Vet the Vision, Mission, Goals, Objectives and Measures with Stakeholders • Define roles of within Lean Six Sigma effort • Determine who will fulfill the Lean Six Sigma roles • Determine the % of time personnel will dedicate to fulfilling each role • Develop descriptions for each role • Communicate and vet the roles with Stakeholders • Build a quarterly timeline for the effort • Create a high level Workplan for 12-18 months • Build a detailed timeline every rolling 6 months • Identify who will do what, by when • Vet the Workplan with stakeholders • Revisit the Workplan quarterly - at a minimum • Check activities and against planned goals • Discuss Workplan pluses and deltas • Make adjustments to the Workplan as indicated • Involve Stakeholders where appropriate 47
- 48. 12/15/16 48 Q &A 48
- 49. 12/15/16 49 Getting Started Learnmore by starting some more training! • Yellow Belt training is FREE at GoLeanSixSigma.com • Green Belt Training & Certification • Black Belt Training & Certification • Lean Training & Certification 49
- 50. 12/15/16 50 Upcoming Webinars Registertoday at GoLeanSixSigma.com/webinars We’ll select upcoming webinars based on your feedback, so please share your feedback on the survey at the end of close of this webinar. 50
- 51. 12/15/16 51 Just-In-Time Podcast Tunein at GoLeanSixSigma.com/cafe for the latest Lean Six Sigma news, easy ways to apply Lean Six Sigma and interviews with process improvement leaders like you! 51
- 52. 12/15/16 52 Q &A 52
- 53. 12/15/16 53 Thank youfor joining us! More Questions? Ask us at contact@goleansixsigma.com! Click here to download free tools, templates, infographics and more! 53