Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...Andrea Darabos
The topic is very relevant for any professional organisation starting their Lean Six Sigma journey. Seeing waste and looking at your processes from your customer's standpoint is fundamental to any Lean Six Sigma effort.
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
Lean seminar - Get more done in your business with KANBANAndrea Darabos
The method kanban (small k) originates from manufacturing in the 1960s, to keep inventories at a fixed, low level and create JIT production. By the work and experimentation of thought leaders like David J Anderson, Eliyahu Goldratt and their teams, the method proliferated into the services and product development sectors, now named KANBAN (large K). This seminar took on the challenge to give an introduction to anyone new to KANBAN, including practical case studies and games for live participants, and a summary of those for online readers. A method as simple as KANBAN, but still as powerful for culture change and continuous improvement - is definitely a must-have tool for any business manager, team leader or entrepreneur.
Quick overview of how lean management principles apply to local school districts and the importance of lean education for school staff, adapted from The Elusive Lean Enterprise by Keith Gilpatrick and Brian Furlong.
if you have a business then you will love this little book of big business, packed with great articles including business development, website, sales, and much more
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...Andrea Darabos
The topic is very relevant for any professional organisation starting their Lean Six Sigma journey. Seeing waste and looking at your processes from your customer's standpoint is fundamental to any Lean Six Sigma effort.
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
Lean seminar - Get more done in your business with KANBANAndrea Darabos
The method kanban (small k) originates from manufacturing in the 1960s, to keep inventories at a fixed, low level and create JIT production. By the work and experimentation of thought leaders like David J Anderson, Eliyahu Goldratt and their teams, the method proliferated into the services and product development sectors, now named KANBAN (large K). This seminar took on the challenge to give an introduction to anyone new to KANBAN, including practical case studies and games for live participants, and a summary of those for online readers. A method as simple as KANBAN, but still as powerful for culture change and continuous improvement - is definitely a must-have tool for any business manager, team leader or entrepreneur.
Quick overview of how lean management principles apply to local school districts and the importance of lean education for school staff, adapted from The Elusive Lean Enterprise by Keith Gilpatrick and Brian Furlong.
if you have a business then you will love this little book of big business, packed with great articles including business development, website, sales, and much more
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
The project was taken as a part of consulting exercise in alliance with Elidea. My role was to address the current challenge at Xeeva with an integrated solution and propose a mutually beneficent business model to ensure long term engagement of Elidea with Xeeva.
I was able to weave a solution which featured
- One Snap Deployment
- Global standard compliance
- Process & Workflow agnostic
- Continuous Updates
- Robust Security
- Scalability on the Cloud
***Challenge:
Xeeva would do product releases in sprints of every 2 months. The "Product" and "Training & Development" teams were disconnected with no common platform in place except JIRA. JIRA with its enormous capabilities was still being underutilized with just being a Bug Tracking and Product backlog prioritization tool.
The whole process of documenting features, creation of user guides and process of updating features & changes to the product suite was manual and exhaustive. This was not limited and also included scheduling Customer trainings, on the Product suite and training for new releases were scheduled, manual and resource intensive.
***Challenge Accepted:
Elidea decided to transform this process of disseminating training and sharing knowledge. I already had worked in Xeeva and I knew about the gaps inside various teams. Elidea and I decided work on the core problem. We were able to come up with a blended solution utilizing open source components which were cost effective, scalable and much more secure with respect to other alternatives.
The solution aimed to deal with the problem from the core by sharing Knowledge among teams via "Knowledge Base" which formed the crux of the "Collaborative Learning Environment - CLE". "Knowledge Base" was integrated with "Learning Management System" (LMS).
The CLE allows the "Product Team" & "Training and Development" Team (and other teams as well) to be connected via common platform and share validated knowledge. This knowledge is then used as assets and feeded into LMS where customers can automate their learnings and the process becomes less resource exhaustive.
***About Xeeva:
Xeeva is driving the development and delivery of the next generation of intelligent procurement and financial solutions. Xeeva’s technology is used in over 40 countries and is available in 18 languages. The company’s end to end technology suite includes Sourcing, Procure to Pay, Supplier Collaboration, Financial Collaboration and Extended Enterprise solutions. You can learn more about Xeeva’s singular focus on driving immediate and sustainable results for its customers by visiting www.xeeva.com
***About Elidea:
Elidea is a training and development company. Elidea provides innovative learning & development solutions/products. Elidea also offers services around T&D which expedites the process of on boarding employees/vendors alike on the LMS Platforms.
Thank you
Gagan Bhalla
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
Watch our 1-hour foundational webinar below and you’ll learn how to begin applying Lean right away. You’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts can improve and transform your operation.
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-introduction-to-lean/
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The Power of Process - the impact of processes on you and your customersDebra Levitt
Processes have a huge impact on your efficiency levels, your brand and how your customers and suppliers perceive your business. In this SlideShare, I cover some of the reasons for having processes no matter what size of business you are and provide tips on how to get started.
Making process improvement results concrete and tangible is not that hard to do and can help quantify measurable results for not just individual projects but for an entire continuous improvement program. Although each organization may support different kinds of savings, we will share a general approach to help you quantify savings for your improvement project including hard and soft dollar savings.
Lean 101 for the public sector: What you need to know... it is not all about ...France Bergeron
Lean 101 for the public sector: What you need to know... it is not all about the belts was presented at the CPSEN Networking meeting in Ottawa Canada on April 16, 2015.
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
The project was taken as a part of consulting exercise in alliance with Elidea. My role was to address the current challenge at Xeeva with an integrated solution and propose a mutually beneficent business model to ensure long term engagement of Elidea with Xeeva.
I was able to weave a solution which featured
- One Snap Deployment
- Global standard compliance
- Process & Workflow agnostic
- Continuous Updates
- Robust Security
- Scalability on the Cloud
***Challenge:
Xeeva would do product releases in sprints of every 2 months. The "Product" and "Training & Development" teams were disconnected with no common platform in place except JIRA. JIRA with its enormous capabilities was still being underutilized with just being a Bug Tracking and Product backlog prioritization tool.
The whole process of documenting features, creation of user guides and process of updating features & changes to the product suite was manual and exhaustive. This was not limited and also included scheduling Customer trainings, on the Product suite and training for new releases were scheduled, manual and resource intensive.
***Challenge Accepted:
Elidea decided to transform this process of disseminating training and sharing knowledge. I already had worked in Xeeva and I knew about the gaps inside various teams. Elidea and I decided work on the core problem. We were able to come up with a blended solution utilizing open source components which were cost effective, scalable and much more secure with respect to other alternatives.
The solution aimed to deal with the problem from the core by sharing Knowledge among teams via "Knowledge Base" which formed the crux of the "Collaborative Learning Environment - CLE". "Knowledge Base" was integrated with "Learning Management System" (LMS).
The CLE allows the "Product Team" & "Training and Development" Team (and other teams as well) to be connected via common platform and share validated knowledge. This knowledge is then used as assets and feeded into LMS where customers can automate their learnings and the process becomes less resource exhaustive.
***About Xeeva:
Xeeva is driving the development and delivery of the next generation of intelligent procurement and financial solutions. Xeeva’s technology is used in over 40 countries and is available in 18 languages. The company’s end to end technology suite includes Sourcing, Procure to Pay, Supplier Collaboration, Financial Collaboration and Extended Enterprise solutions. You can learn more about Xeeva’s singular focus on driving immediate and sustainable results for its customers by visiting www.xeeva.com
***About Elidea:
Elidea is a training and development company. Elidea provides innovative learning & development solutions/products. Elidea also offers services around T&D which expedites the process of on boarding employees/vendors alike on the LMS Platforms.
Thank you
Gagan Bhalla
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
Watch our 1-hour foundational webinar below and you’ll learn how to begin applying Lean right away. You’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts can improve and transform your operation.
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-introduction-to-lean/
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The Power of Process - the impact of processes on you and your customersDebra Levitt
Processes have a huge impact on your efficiency levels, your brand and how your customers and suppliers perceive your business. In this SlideShare, I cover some of the reasons for having processes no matter what size of business you are and provide tips on how to get started.
Making process improvement results concrete and tangible is not that hard to do and can help quantify measurable results for not just individual projects but for an entire continuous improvement program. Although each organization may support different kinds of savings, we will share a general approach to help you quantify savings for your improvement project including hard and soft dollar savings.
Lean 101 for the public sector: What you need to know... it is not all about ...France Bergeron
Lean 101 for the public sector: What you need to know... it is not all about the belts was presented at the CPSEN Networking meeting in Ottawa Canada on April 16, 2015.
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
Presented by Simon Murray and Benny Ausmus of Big Change Agency
In this KaiNexus webinar, you will learn four elements of Lean transformation, including how to:
Create the environment / culture
Bring in structure and systems
Implement and measure the results
Develop the people
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
2015 Strategy Execution Summit Presentation: Susan Hill & Walter Mitton from the Centers ffor Medicare and Medicaid Services (CMS): Strategy Implementation in a Large Public Organization
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
Key Facts Document - Successful Lean Six Sigma Deployments Supported By BSIAndrew John Slaney
Lean Six Sigma methods and techniques can help organisations improve both the quality and delivery of products and services, whilst simultaneously reducing costs. BSI helps organisations to do this. Explore BSI and Lean Six Sigma in this presentation.
Process Improvement and Change Management
Thursday 29th October 2015
APM Thames Valley branch and APM Enabling Change SIG
by Carl Halford and Elisabeth Goodman
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Vygantas Kazlauskas - How Agile saved Christmas in EstoniaAgile Lietuva
In Estonia, Omniva delivers 18 million parcels per year. In 2018, we set the goal to completely renew our information system by Christmas which is our busiest time of the year. We also opened a brand new logistics centre with the most modern automated sorting line in the Baltics. Without Agile, Christmas could have been very sad in Estonia…
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. About the Center & Our Program Offerings
Our Approach to Lean Six Sigma in the Government
LSS contribution for the BSC
A few examples of our work
Identifying projects in your organization
Questions
AGENDA
4. Part of the College of Professional Studies
Our Mission:
The Center for Excellence in Public Leadership develops public leaders who make a
positive difference in their organizations and the lives of people they serve.”.
The Center partners with the
Balance Scorecard Institute to
offer certification programs.
THE GWU-CEPL:
5. Founded in 1997
Celebrated 15 years in 2012
Evolutionary Development
• Municipal Leadership Development Programs
i. Program for Excellence in Municipal Management (PEMM) - 1999
ii. Regional Executive Development Program (REDP) – 2000
• Federal Executive Development Programs – 2000
• Agency-Centered Leadership Development Programs – 2003
ABOUT THE CENTER
6. • Agency-Centered Leadership Development Programs
i. Internal Revenue Service
ii. Food and Drug Administration
iii. National Institutes of Health
iv. Defense Information Systems Agency
v. U.S. Department of Agriculture
vi. U.S. Customs and Border Protection
• Incorporated Lean Six Sigma Green Belt Training Certification in the CPM
Program(Cohort 22) in partnership with Beauchamp Consulting in 2010
• Master of Professional Studies in Public Leadership with a Specialization in
Multi-Sector Management – 2012
• Graduate Certificate Program in Organizational Performance Improvement
– 2013
• Lean Six Sigma Certification-2013
7. • Lean Six Sigma Consulting (Program Design, Delivery and Culture Change
Integration)
• Lean Six Sigma Champion Training Certification
• Lean Six Sigma Green Belt Certification
• Lean Six Sigma Black Belt Certification
NOW THE CENTER OFFERS:
9. • A Vision & Philosophy
– Processes with no waste, empowered employees who know what
to do, a continuous improvement culture, focus on the customer,
lean principles in action
• A Program
– The method and strategy used to begin moving the organization
toward the vision
• A Set of Tools
– The actual tools and methods applied to specific projects within the
organization
What is Lean Six Sigma?
10. • W Edwards Deming PhD
• American Mathematical Physicist & Statistician sent
to Japan after WWII to study and assess post-war
problems (1946 & 47)
• Asked by the Japanese to help train engineers in
statistical methods in quality (1950s)
• Begins working with US companies on Quality
(1980s)
• Manufacturers Adapt Principles
• Motorola coins the phrase “six sigma” to define
close to zero defects by variation reduction(mid
1980’s)
• Toyota continues their drive for efficiency and
quality through “TPS” and waste elimination which
gets branded as Lean in the late 1980’s.
• Principles Embraced by Non-Manufacturing
Organizations
• Service
• Healthcare
• Government
A Little History
Japan adapts Statistical
Quality Tools
US asks “Why Can’t We?”
Toyota
Productio
n System
Motorola
Focus on
Quality
Method evolve to
become Lean Six
Sigma
12. • A perfectly efficient method of delivering
customer value with no waste
Lean Vision
Lean Method
A systematic approach to identifying and eliminating
waste (non-value-added activities)
through continuous improvement
13. • Only value adding steps and time
• No scrap or rework – every output
meets customer expectation while using
minimum inputs
• Balanced, continuous flow exactly to the
pulse of customer demand
What would the perfect flow of
value look like?
14. Ideal state: Allow value we’re adding
to flow without interruptions
Value
Customer
Functional depts with inadequate resources, policies
Batch processes
Excessive inventory
Unnecessary documents & approvals, waiting
Inspections, defects, and rework
Many obstacles
to flow of value!
15. • Value Added
• Any activity that increases the form or function of the product or
service. It moves it closer to being what the customer wants. These are
things people would agree that they want to see their tax dollars do.
– Examples: Issuing a building permit, providing drinking water, filling
potholes, patrolling neighborhoods.
• Non-Value Added
• Any activity that does not add form or function, doesn’t get their product
or service closer to being delivered, or is maybe not even necessary.
These are things the people wouldn’t agree their tax dollars should be
used for.
– Examples: Waiting for a plan review, answering water bill questions,
looking for potholes, fixing police vehicle breakdown.
Another way to think about value
16. How Do We Fix This?
We attack the Non-Value Added Activities (Waste)
Value
Customer
Functional depts with inadequate resources, policies
Batch processes
Excessive inventory
Unnecessary documents & approvals, waiting
Inspections, defects, and rework
We chip away at the things
that are blocking our flow
of value
17. 8 Wastes in the Office
Waste Definition and Examples
Defects Work that contains errors or is lacking information and results in rework and delay
Overproduction Producing a product, service, or information before the customer (internal & external) needs it
Waiting Waiting for people, paper, machines, information, responses, approvals, signatures or supplies
Not Fully Utilizing
People
Not utilizing a person's full mental, creative and physical abilities
Transportation
Moving materials and information from place to place. Using temporary locations. i.e. handoffs &
approvals, poor office layout, server storage; email attachments
Inventory
Having more information or material on hand than the process needs right now. i.e. extra copies,
extra supplies, extra files, etc.
Motion
Unnecessary work movements (searching, walking, mousing, arranging) that‘s not necessary for
successful completion of the task or activity
Excess Processing
Providing or creating more than the customer wants. i.e. excessive & redundant reviews, sign offs,
over checking, cc'ing the world on email "just in case", replying to "all"
18. • Predictable processes which use the
minimum amount of resources and time
to create products and services that
meet customer expectations
Six Sigma Vision
Six Sigma Method
Systematic approach to efficiently reducing defects and
variation in characteristics that are important to the
customer - DMAIC
19. 90807060504030
Number of Days
Days to Resolve an Appeal
Process
After
Before
How does variation in executing the
process feel for the customer?
Unpredictability makes customers upset
… They don’t know what to expect from
you
20. Who is the better archer?
21. • We get variation in outcome (Y) because one or
more of the inputs (x) is changing
• Most of the variation in our outcomes is likely coming
from a few of all the potential sources or x’s
• We can identify which ones are really causing most
of the trouble
• Once we have verified we know which x’s are the
culprits, we can make changes to eliminate that
source of variation
How do We Apply Six Sigma?
Focus on Reducing Variation
23. We use the Power of Experience and
Data Together
Subjective
Words
“Theory”
Objective
Proof
“Data”
We’ll circle this loop over and over again
24. In Lean Six Sigma terms . . .
Describe your “Y” in words
Describe your “Y” with data
Describe your x’s in words
Describe your x’s with data
Describe your ways to fix the x’s in words
Describe your ways to fix the x’s with data
Describe your Controls in words
Describe your Controls with data
Define
Measure
Analyze
Improve
Control
D
M
A
I
C
25. Culture Changes As We Know
More
Fire Fighting Problem Solving Problem Prevention
Crisis Management Know how to solve problems Design out problems
No Understanding of Variation
Know how to measure
variation
Knowledgeable of variation and
capabilities
No Control (Can’t maintain the
gain)
Know how to control &
manage problems
Products and processes in control,
have math models of processes &
products
Rely on peoples’ judgment &
experiences
Have problem solving
experts
Have problem prevention and
problem solving culture
Few or no problem solving
process, methods & tools
Have problem solving
process, methods and tools
Have risk management process
Customer tells us of problems Catch problems at backdoor
Catch problems at source (within
process)
Don’t understand customer
requirements
Understand and meet
customer requirements
Anticipate customer needs, exceed
expectations
No trust relationship between
customer and supplier
Moderate trust and building
relationships between
customer and supplier
High level of trust and relationship
with customer and suppliers
Knowledge
26. • Lean Six Sigma was first developed by Motorola, and is today used
throughout Global Corporations and Governments because it works to drive:
– Cost Down
– Quality and Customer Satisfaction Up
– Better communication across agencies & from suppliers to customers
• The methodology focuses a team on customer-centric process improvement
methodology using data to make decisions
• LSS revealed to the District over $26 Million in savings opportunities since
2009
• Project results have had significant impact upon District’s customers,
residents and raise opportunity for World-class leadership
WHAT IS LEAN SIX SIGMA AND WHY USE IT?
27. • Accurate Reporting
• Cost Reduction
• Reduced Cycle Time
• Increased Revenue
• Expanded Program Participation
• Maximized Return on Investment
• Efficient Resource
Allocation/Sharing
• Manpower/Capital Reduction
• Simplified Process Steps
• Increased Provider Satisfaction
• Increased Employee Satisfaction
• Reduced Documentation Errors
• Improved Safety
• Reduced Appeals Time
• Improved Customer Service
• Simplified Licensing Processes
• Enhanced Compliance
GWU-CEPL HAS SUCCESSFULLY USED THE LEAN SIX
SIGMA METHODOLOGY TO IMPROVE OUR CLIENTS’
ORGANIZATIONAL EFFORTS IN THE FOLLOWING AREAS:
28. OUR VISION is to create a culture of
continuous process improvement in the
organizations that we serve, by fueling in-
house consulting practices that will cultivate
sustainable solutions in time and resources,
to drive ongoing results.
29. • 78 certified Lean Six Sigma Green Belts
• All led agency-identified projects
– $27MM in savings – over half of this amount has been proven as
realized
– 811 documented days saved from citizen-facing processes
– Several projects provided window of data into processes previously not
visible … “We didn’t know what we didn’t know.”
• 22 more certify in September 2015
• 100% of surveyed participants use their Lean Six Sigma skills in their
current jobs
• 34% were promoted within 1 year of Green Belt training
• Only 16% left District for alternative employment
THROUGH THE CPM PROGRAM, GWU IN PARTNERSHIP
WITH DCHR, HAS INVESTED IN A CADRE OF HIGH CALIBER
PROJECT LEADER/PROBLEM SOLVERS
30. LSS HELPS RETAIN EMPLOYEES: 84% OF CANDIDATES ARE STILL
WITH DISTRICT GOVERNMENT AND 34% HAVE BEEN PROMOTED
WITHIN 6 MONTHS OF PROGRAM COMPLETION
84
16
DC Employment Status:
May 2015
With District of
Columbia
Government
Left DC
Government
34
66
Promotion Status
Promoted
within 6
months
In similar
Position or
left DC
31. • World-class expertise
• Hands-on training
• Highly-interactive simulation component
• Public Sector distinction
• Project Coaching through completion
• Flexible schedule customized to client needs
• Change Leadership component
• Peer learning experience
OUR UNIQUE FEATURES:
32. Lean Six Sigma
support
• LSS is a discipline that continually uses data
needed to drive projects & action plans
• Uncovers & Addresses real “root causes” of
performance problems
• Uses ongoing performance metrics
• Supports the development of the Scorecard
• Identifies best improvement opportunities
• Makes key issues visible by increasing
transparency
LSS CONTRIBUTION TO THE BSC:
33. “The process mapping used in Lean Six Sigma was eye opening to us in
identifying where are gaps really are in our process, so we can better
address them.″ - Mark Poindexter, Deputy Chief Administrative Law Judge
Project Champion
PROJECT EXAMPLES:
34. • Long complicated licensing process deters
applicants in US city
• The city loses revenue and compromises
safety if no inspection/compliance confirmed
• The goal was to issue licenses in 30 days
EXAMPLES#1: LICENSING LSS
SUCCESS STORY
35. 5 days 7 days 7 days 1 day 16 days
1 day 0 days 3 days 1 day 2 days
1 2 3 4
38 days Total
8 days Total
Current Process
Proposed Process
Application
accepted
Case entered
in Accela
Inspection
requested
Inspection
scheduled
Inspection
Conducted
License
Issued
License
Mailed
Application
accepted
Case entered
in Accela
Inspection
requested
Inspection
scheduled
Inspection
Conducted
License
Issued
License
Mailed
2 days
1 day
Licenses can be issued in as few as 8 business days
36. • Customer Surveys, Process Mapping and 83 actual applications were
used to collect data
• Surveys showed incorrect information and unreliable staff were the
main issues
• Applicants say process takes too long and requires multiple agency
staff contacts
• Process analysis and application review showed that 85% of licenses
were late and the inspection request and license issuance took the
longest amount of time; 95% of process non-value adding
EXAMPLE#1: LICENSING LSS SUCCESS
STORY
37. • Reducing batching and collapsing steps
• Clear consistent communications reduced interactions for applicants
• Integrating systems and online applications are key to smooth
processing
• A control plan, SOPs and training are key to making improvements
last
EXAMPLE#1: RECOMMENDATIONS
38. Lean Six Sigma:
• Uncovered and eliminated batching and redundant process steps to
save time
Standard Approach:
• Add expensive technology to improve throughput and additional
personnel to manage quantity of applications
LICENSING: LSS DIFFERENCE VERSUS
STANDARD APPROACH
39. • Reduce patient wait time from arrival at ER through both EMS and
door to completed “Folder” required for Dr. to see patients
• National average is 28 minutes; Facility average 99 minutes
Data collected:
• Extensive interviews with hospital staff and patients
• 60 hours of live observation
EXAMPLE#2: HOSPITAL LSS SUCCESS
STORY
40. • Bed Space needed – use 2 recliners for 1 bed to save space where
patients not recumbent
• Double the triage staff to improve admissions cycle time
• Improve workflow by having lead nurses help triage to “pull until full”
and do blood work in patient room or bed versus moving
• Stop “Batching “ charts so nurses take file folder to “rack”
immediately instead of waiting
Pilot Results:
• Patients in door to folder in rack 169 to 90 minutes average
• Patients in EMS to folder in rack 75 to 40 minutes average
EXAMPLE#2: MAJOR OPPORTUNITIES
IDENTIFIED:
41. Lean Six Sigma:
• Identified space saving alternatives to accommodate more patients
• Improved staff workflow by filling beds and doing testing in “bed”
space versus moving
• Eliminated batching to save time
Standard Approach:
• Increase existing space and add staff without identifying backlogs and
process efficiencies
HOSPITAL: LSS DIFFERENCE VERSUS
STANDARD APPROACH
42. • A city government was experiencing increased demand for
Emergency Medical Services (EMS) due mainly to a growing
population, an increased reliance on EMS system to provide primary
care and a system that transports all calls for service versus on site
service for non emergencies
• A new ambulance costs $1.2MM to buy, staff and fully stock for one
year
• Current resources needed to be maximized to increase the availability
of medical transport units by examining both transport unit drop
times at hospitals and out of service times
EXAMPLE#3: FEMS LEAN SIX SIGMA
SUCCESS STORY
43. Out of service time is defined as time that a unit is not available for
service due to an Emergency Liaison Officer (ELO) approved activity
• Examples are:
– Decontamination
– Refueling
– Mechanical Problems
– Personnel Issues
– Equipment Problems
43
OUT OF SERVICE TIME
44. • Transport Unit Drop Time is defined as the time the transport unit
arrives at the hospital to the time the transport unit goes back in
service after leaving the hospital.
• Long Transport drop times mean:
– fewer ambulances are available to respond to emergency calls
– remaining transports must travel longer distances to emergency
calls and other hospitals
• Also, if the number of ambulances at each hospital increases, patients
get routed to other hospitals to spread the transport load, thus
increasing the distance the ambulance travels, further compounding
the problem.
44
TRANSPORT UNIT DROP TIME
45. • Performed over 55 hours of live observation at two high volume
hospitals
• 800# call center/dispatch data analyzed
• Conducted interviews and surveyed various groups involved in the
EMS delivery system:
– Transport Crews
– Triage Nurses and supervisors
– Emergency Liaison Officers (ELOs)
DATA COLLECTION:
Key Problems causing delays identified:
• Completing the Electronic Patient Record
• Driveway blocked/ER Crowded
• Restocking Ambulance and Break
46. • Improve Electronic Patient Care Report – hardware, software,
training for speed
• Track Actual Ambulance arrival at door not in driveway – Tighten
“halo” on GPS
• Give Drivers hourly status updates on hospital ER capacity --
prevent dispatching to overcrowded hospital
• Create EMS “Substations” for use by selected units -- Centralize
to Decontaminate Unit & Take Break
EXAMPLE#3: RECOMMENDATIONS:
47. Lean Six Sigma:
• Improved electronic patient care report to save time
• More carefully track ambulance location and hospital capacity
• Use “Substations” for much needed stocking and breaks
Standard Approach:
• Add an extra ambulance and crew for $1.2MM
FEMS: LSS DIFFERENCE VERSUS
STANDARD APPROACH
49. • Key Role
• Articulate business case for Lean Six Sigma and fit with
organizational strategy
• Set priorities for improvement
• Champion projects
• Act as manager, coach, and provider of resources
• Responsibilities
• Select projects focused on organizational priorities
• Ensure project delivers benefits
• Provide visibility and recognition to Teams
• Control resources required to complete projects
• Review project status regularly
Champion Role
49
50. • Our Customers come to us because we provide
them something they value. So, let’s start by
discussing the idea of customers and value.
• Who are your customers?
• They can be internal or external, direct or indirect, and you
probably have more than one
• What do give them of value?
• It could be a product, a service, some information. What do
they care about concerning that product, service or
information?
Picking Projects—It’s All About Value!
50
51. Now that we know customers and what we
provide them, we ask the important question:
“What are our customers not happy about?”
Or
“Where are we failing to fully satisfy our
customers?”
Project Areas
These are project areas, but usually too big to be projects! 51
52. • Now that we have some project areas, we need to scope out
good Lean Six Sigma projects
• Most of the areas have multiple project opportunities within
them
Potential Project Areas
My Potential Project Areas
52
53. Moving from a Project Area to a LSS Project
ProcessInput Output
We Need to Know the Process, What the Process Gives Us, and What We Don’t
Like About it
Process Output Defect
Contract Setup Vendor Information Inaccurate
Permitting Permit Too slow
Staffing Schedule Information Not visible to
the right people
(Defect)
53
54. Potential Projects
Pick one of your areas and identify one process, output and defect
Process Output
(Defect)
Input
Process Output Defect
54
55. Criteria for a Good Project:
• I can name the process, output and defect
• This is something the business, customers, and employees care
about fixing
• We can change the process either through our own authority or
we have the buy in of the stakeholders to make changes
• A new output occurs frequently (ideally once per day, at least
once per week)
• We can collect data on the process but it doesn’t have to be
automated
• There isn’t another major initiative to fix this (or at least we have
agreement to make this project part of that initiative)
What Makes a Good Project?
55
56. Picking a Project from the List
Process/ Output/
Defect
We Care Change is
Possible
Frequency Data is
Available
Other
Initiative
56