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WEBINAR: How to Deploy Lean Six Sigma in Your Organization
The document presents a webinar on deploying Lean Six Sigma in organizations, featuring Tracy O'Rourke as a speaker. It outlines the significance of strategic planning, including defining purpose, goals, roles, and measuring success to enhance process improvement. Key strategies discussed include gathering inputs, executing work plans, and adjusting them based on progress for effective implementation of Lean Six Sigma initiatives.
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WEBINAR: How to Deploy Lean Six Sigma in Your Organization
- 1. How to DeployLean Six Sigma in Your Organization Presented by Tracy ORourke
- 2. About Our Presenter •Managing Partner at GoLeanSixSigma.com • Co-Author of The Problem-Solver’s Toolkit • Co-host of the Just-In-Time Café Podcast Tracy O’Rourke /Tracy-ORourke @RourkeTracy 2
- 3. How to Interact 3 AnswerPolls! Ask a Question!
- 4. Where Are YouFrom? Share your location in the Question area in your Control Panel! 4
- 5. Our Mission andCore Values Mission: Revolutionize the way people learn process improvement—making it easy for everyone everywhere to build their problem-solving muscles 5 Cultivating Community We create an inclusive and positive space where people around the world connect with each other to learn and grow. Servant’s Heart At our core we are here to be of service to others as guides and teachers to encourage people’s success. Trailblazing Spirit We have the courage to challenge and inspire each other to create a constant state of awesomeness.
- 6. Learning Objectives After thiswebinar, you’ll be able to: • Describe the importance of strategic planning for Lean Six Six Sigma efforts • List the right inputs to gather • Describe Vision and Mission statements for Lean Six Sigma • Classify measures of success • Identify key roles and responsibilities 6
- 7. Today’s Agenda • Strategicplanning basics • Inputs to gather • Vision, Mission, Goals and Objectives • Measures of Success • Roles and Responsibilities • Executing the Plan 7
- 8. 8 What is itlike to drive in the fog?
- 9. • Where arewe now? • Where do we want to go? • How will we get there? • How do we stay on track? • How will we know we got there? 9 Why Strategic Planning?
- 10. Step 1: Gather Inputs Step2: Define Purpose, Goals & Metrics Step 3: Define Roles & Responsibilities Step 4: Execute Work Plan Step 5: Check & Adjust Work Plan Plan Do Check & Adjust Lean Six Sigma Planning 10
- 11. Step 1: GatherInputs • Organizational Vision, Mission, Goals and Measures • Feedback about Lean Six Sigma existing efforts • Customer feedback • Engagement Surveys • Internal resources available • Budget 11 Gather Inputs
- 12. Example: Organizational Mission& Vision 12
- 13. Example: Organizational Goals Ifthese were your organization’s goals, which goal could be supported by Lean Six Sigma? 13
- 14. Creating Organizational Connection •Chartering projects with little significance to the organization’s strategy is suboptimal 14
- 15. SWOT Analysis • SWOT:Strengths, Weaknesses, Opportunities, Threats 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 15
- 16. SWOT: Questions • WhatLean Six Sigma strengths does the organization have? • What Lean Six Sigma weaknesses does the organization have that might be a barrier? • What can we leverage our strengths? • What weaknesses should be prioritized? • What opportunities should we accept? • What threats should we be aware of? 16
- 17. Poll #1 Do youhave a clear idea of how your process improvement efforts fit into the organizational strategy? A. No—it’s not clear how my efforts align to our strategy. B. Sort of—I know the strategy, but I’m unclear what to do day-to-day to support it. C. Yes—but there is still confusion. D.Yes—it’s clear and our team meets regularly to discuss it. 17
- 18. Step 2: DefinePurpose, Goals and Measures • Develop Vision, Mission and Goals • Develop Measures of Success • Vet the Vision, Mission, Goals and Measures • Create a Dashboard or Visual Management Board for Huddles 18 Define Purpose, Goals and Measures
- 19. Vision & Mission Whatdo we do and what do we want to be in the future? Without a vision, any road will do 19
- 20. Vision Statement Vision Statement:Insures everyone has the same view of the purpose of Lean Six Sigma • Articulates the ideal future state • Describes what the future will look like and what the organization will become with Lean Six Sigma 20
- 21. Mission Statement Mission Statement: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? 21
- 22. Example: Vision Statements 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 22
- 23. Example: Mission Statements 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. 23
- 24. Lean Six SigmaVision and Mission Statements • Does your organization have a Lean Six Sigma Vision statement or Mission statement? • If so, please share it in the chat window! 24
- 25. Goals & Objectives Howwill we get there? 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 GOALS SPECIFIC MEASUREABLE ATTAINABLE RELEVANT TIME-BOUND 26
- 27. Example: Goals &Objectives Goal 1: Support employees in their efforts to achieve organizational goals using Lean Six Sigma Objectives: • Identify Department level Lean Six Sigma projects for each that connect to organization’s strategic goals • Facilitate Process Walks and Rapid Improvement Events for projects • Assign internal resources and regular cadence for support and check-in 27
- 28. Example: Goals &Objectives Goal 2: Build the problem-solving muscles of our employees Objectives: • Train employees—Yellow Belts and Green Belts • Build skills to facilitate Waste Walks • Conduct Waste Walks • Help employees see waste and eliminate it • Share and celebrate success 28
- 29. Example: Goals &Objectives Goal 3: Build a process improvement community for our organization Objectives: • Find success stories—share and celebrate them • Create and schedule best practice forums • Help leaders recognize and promote Lean Six Sigma activity 29
- 30. Determine Success Measures 30 Howwill we know we got there?
- 31. Selecting Success Measures •Brainstorm ways to measure the goals and objectives • Select the appropriate measure • Create a visual way to track progress 31 Select Success Measures
- 32. • # ofprojects completed • Lead time to complete projects • # of employee ideas submitted • # of employee ideas implemented • $$ saved (Hard & Soft Dollars) • # of people trained Example: Lean Six Sigma Measures 32
- 33. Connecting Goals, Objectives& Measures Goal: Build the Problem-Solving Muscle of Our Employees Train Employees # of employees trained (YB, GB) Build skill to facilitate Waste Walks Conduct Waste Walks # of Waste Walk facilitators # of Waste Walks completed Help employees see waste and eliminate it # of A3s completed on reducing waste Share and celebrate success # of documented success stories Best practice forums - 4X a year 33
- 34. Example: Measures &Visual Management 2017 Target Goal 2: # of employees trained 34
- 35. Example: Measures &Visual Management Goal 2: Building the Problem-Solving Muscles # of employees trained in 8 Wastes # of Waste Walks completed # of co- facilitators trained in Waste Walks # of A3s completed on reducing waste # of scheduled best practice forums 35
- 36. Project Impact • Customerimpact • Productivity gain • Dollars Saved Project Size • Incremental—Individual • Evolutionary—Teams • Revolutionary—Value Streams Balanced Portfolio Measures 36
- 37. Poll #2 Which ofthese measures does your organization use? A. Dollars saved B. # of projects completed C. # of ideas submitted or implemented D.# skills acquired E. A combination of all of the above 37
- 38. •Define roles withinthe Lean Six Sigma effort •Determine who will fulfill the roles •Determine the % of time personnel will dedicate •Develop descriptions for each role •Communicate and vet the roles with Stakeholders Step 3: Roles & Responsibilities 38 Define Roles and Responsibilities
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- 40. •Build a quarterlytimeline for the effort •Create a high-level work plan for 12-18 months •Build a detailed timeline every rolling 6 months •Identify who will do what, by when •Vet the work plan Step 4: Build and Execute the Work Plan 40 Build and Execute the Work Plan
- 41. • Involve thosethat will do the work • Check on the work plan and success measures • Assess current roles and adjust as needed • Debrief key constituents on progress Work Plan Considerations 41
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- 43. If the plandoesn’t work, change the plan, but not the goal Example: Work Plan 43
- 44. Lean Six SigmaTraining Rollout Kit 44
- 45. •Schedule a progress reviewof the work plan •Check activities against planned goals •Discuss Pluses and Deltas •Adjust as needed •Update key constituents Step 5: Check and Adjust 45 Check and Adjust the Work Plan
- 46. Check Progress onWork Plan 46 How do we stay on track?
- 47. Lean Six SigmaProgram Dashboard Important metrics for the Lean Six Sigma effort Actions planned for each quarter listed here 47
- 48. Strategic Planning Process •Gather organizational Vision, Mission, Goals, Objectives and Measures • Determine which Goals are supported by Lean Six Sigma • Gather information on internal resources, external support and budget Gather Organizational Inputs Define Purpose and Goals Define Roles & Time Commitments Build and Execute the Work Plan Check and Adjust the Work Plan • Conduct a SWOT Analysis • Develop Lean Six Sigma Vision, Mission, Goals, and Measures • Determine measures of success • Vet the Vision, Mission, Goals, Objectives and Measures with Stakeholders • Define Lean Six Sigma roles • Determine who will fulfill the Lean Six Sigma roles • Determine the % of time personnel will dedicate • Develop role descriptions • Communicate and vet the roles with Stakeholders • Build a quarterly timeline • Create a high- level Work Plan for 12-18 months • Build a detailed timeline every rolling 6 months • Identify who will do what, by when • Vet the Work Plan with stakeholders • Revisit the Work Plan quarterly—at a minimum • Check activities against planned goals • Discuss pluses and deltas of Work Plan • Adjust the Work Plan as indicated • Involve Stakeholders where appropriate 48
- 49. Call to Action •Print prior slide and use as a reference • Identify partners in crime • Start identifying inputs to gather 49
- 50. Today We Covered 50 •Strategic planning basics • Inputs to gather • Vision, Mission, Goals and Objectives • Measures of Success • Roles and Responsibilities • The Plan
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- 52. Getting Started Green BeltTraining & Certification With Project Completion Coupon Code: 20WEBINAR 20% discount on all courses! *Expires January 19, 2020 52
- 53. Go-Getter Membership 53 • Accessto all Single Modules ($529 value) • Access to Go-Getter Exclusive Webinars • Support Tools ($226 value) • 20% discount on ALL of your purchases! $199 for 1 year access GoLeanSixSigma.com/ggm/
- 54. The Problem-Solver’s Toolkit 54 •Paperback and Kindle versions available on Amazon • The Problem-Solver’s Toolkit
- 55. Upcoming Webinar: Jan.30, 11am PT Register today 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. 55
- 56. Just-In-Time Café 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! 56
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- 58. Thank You forJoining Us! More questions? Ask us at contact@goleansixsigma.com Click here to download free tools, templates, infographics and more! @GoLeanSixSigma/company/GoLeanSixSigma-com /GoLeanSixSigma 58