Critical Success Factors of Process Improvement Initiatives, specifically Lean Six Sigma. This is a presentation at Friesland Campina's Green Belt Open Day in 2012.

1. Staying fit and healthy in
Lean Six Sigma initiatives
A presentation for Lean Six Sigma Practitioners
and Champions of Dutch Lady Malaysia
Jamilah Haron
Lean Six Sigma Master Black Belt
http://www.jamilahharon.com
Lean Six Sigma Open Day
Eagle Ranch Resort, Port Dickson, Malaysia

2. To be the customers first choice, there are four goals
1. Best Results
2. Best Processes
4. Best Leadership
3. Best Employees

3. “The Soft stuff is the Hard Stuff”
Roger Enrico (exCEO of Pepsi & Co.)
Instead,
focus here
Communication
Coaching
Interpersonal
Sustaining
LSS
We tend to fix the
methodology !
NO !

4. Six Steps for Fit and Healthy Lean Six Sigma
Top Management Commitment
Strong Link : LSS to HR and Finance
Belts as a sign of Growth
Established Rewards Structure
Flexibility : Fine-tuning, Re-branding
Strategic

6.  Periodical management review (e.g monthly)
 LSS or Process Improvement is PURPOSELY made as
one of the agenda in management meetings
Overview of Results
Projects reviews
Results presentation
Rewards & recognition

7. 1. The dedicated department to spearhead LSS initiatives STAYS THERE
2. GO FOR QUALITY : Lean Six Sigma “players” are screened
3. Have dedicated INTERNAL Coaches and Financial reviewer s
Children 1 Children 2 Growing
Family 1
Coach
Financial
Reviewer
Growing
Family 2

9. Linked to HR Recognition Process
Linked to Finance
Belts
Development
Top Management
Commitment
Can’t be isolated - it has to be linked to something in order to stay

10. Established Pillars and building blocks
Pillars of Lean Six Sigma
BELTS
DEVELOPMENT
Awareness
 Green Belt
o FULL TIME
Black Belt
RECOGNIZE
THROUGH
HR
SYSTEM
 Reflected in KPI
and appraisal
 Certification in
personal record
 Committed Champion
LINK LSS
BENEFITS
TO
FINANCE
 CO$T
SAVING$
 REVENUE
 INDIRECT $
 A few believers are in
TOP MANAGEMENT SUPPORT
 Dedicated dept
 Budgeted Council
 Champion-Trained

11. Have an Established & Workable Benefits Structure
FINANCIAL
BENEFITS
Direct Savings
Revenue
Profit & Loss
Indirect Savings
Revenue
(Loss avoidance)
Net Increase in
Revenue
Cost Savings
Indirect
Cost Savings

13. Knowledge and expertise level
are differentiated and
recognized accordingly

15. Project
Assessment
* Methodology,
Leadership
Project Financial
Benefits
Achievement of
Target
Financial rewards
Non-Financial
rewards : Outing,
Exclusive dining ,
Project
Timeliness

16. How much was actual return from projects ?
How much was spent on rewards?
So what’s the % of rewards compared to benefits ?

20. Projects Returns
40
70
35
60
30
50
25
40
20
30
15
20
10
10
5
0
0
2007X
X
2008
Kaizen
Quick Win Returns
Kaizen returns
Cumulative QW Returns
X
2009
X
2010 target
X
2010 progress
Six Sigma Returns
Cumulative Six Sigma Returns

21. So, are We Fit and Healthy in LSS Initiatives?
Top Management Commitment
Strong Link : LSS to HR and Finance
Belts as a sign of Growth
Established Rewards Structure
Flexibility : Fine-tuning and re-branding
Get Strategic

23. We have to Keep Doing it !
We need to be the
trees that BEAR
FRUITS !
The company
DEPENDS on US
for
PROFITABILITY

24. We have to Keep Doing it !
We CANNOT be
an ALLROUNDERPLAYER
through out our
career .
We HAVE TO
SPECIALIZE IN
SOMETHING !

25. We have to Keep Doing it !
UNCONSCIOUSLY
COMPETENT
CONSCIOUS
COMPETENT
CONSCIOUSLY
INCOMPETENT
UNCONSCIOUSLY
INCOMPETENT
“It’s in my DNA,
it’s a habit”
I have
strengths in
this,
I know this
..because by
just completing
ONE project,
WE ARE NOT
AN EXPERT
YET !
I need to find out
on that..
I don’t know what I
don’t know
The project
results may not
even SUSTAIN.

26. Key Take Away
• The key framework must be embedded and linked
• Get trained – Get Results – get Recognized – Finance included !
• Expertise Level needs to be differentiated
• Customization ! Fine tune LSS, don’t be concrete head
• Get strategic for Lean Six Sigma to stay in the company
• Strive to be at “Unconsciously Competent” level