Lean Six Sigma Program Overview & Summary Program Creator and Illustrator: Gary P. Cox Lean Black Belt (2009) Six Sigma Black Belt (2005) Retired August 2013 National Director Process Engineering Canada Post
Lean Six Sigma Program Overview & Summary
Program Creator and Illustrator: Gary P. CoxLean Black Belt (2009)Six Sigma Black Belt (2005)Retired August 2013 National Director Process Engineering Canada Post
Before a company can effectively move forward they must close the gap.
Is your company reactive or proactive?
Do not confuse gap closing with continuous improvement
Fix to survive another day
Increase future value proposition
Lean Six Sigma can help with both!
Lean Six Sigma Program
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Effectively lead or facilitate improvement teams focused on solving the root cause(s) of real business issues
Conduct company‐wide process improvements that are data driven and fact based
Achieve cost savings by eliminating inefficiencies Create stability and increasing capability of your business processes
Identify and reduce variations within processes which negatively impact the business and customers (internal and external)
Positions the company for the future growth Develops high performing and high potential employees
PURPOSE:
•To be a high quality, low cost service/product provider …
PEOPLE:
•Must understand and accept their roles to achieve the goals and ultimately accomplish the Purpose
PROCESSES:
•Must be known and executed as established. They must be measured for results; Processes connect People to Purpose
4 P’s of a strong Operations Management System
PROBLEM SOVLING (Identification and solving):
•Adherence to a structured problem solving approach will drive faster cycles of gap closure and successful continuous improvement
projects.
cultural change
Operations Management System
Purpose Processes
People Problem solving
For a company to drive successfully forward it needs to foster a culture of problem solving and identification AND continuous improvement
Barrington’s Lean Six Sigma Program
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1. Extended Learning –• Learning takes places over time; Technical classroom training intermixed with extensive workplace application and coaching of methods and tools
2. Action Learning –• Learning is centred around addressing real business / customer problems (called “projects”) to ‘operationalize’ learning; yields immediate bottom line results; creates visual models providing a strong return on the training investment.
3. Coaching Support –• Feedback and continuous support is key to successfully implementing the action learning projects; a 1x1 coaching is provided to all participants throughout certification process
4. Leaders as Teachers –• Senior leaders are directly involved in learning about and cascading the methodology throughout organization; they act as project champions and candidate sponsors helping development of high performance employees and future company leaders
LSS GREEN BELT
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Green Belt covers the Essentials
‐ Process Management‐ Process Mapping‐ Identifying when Process Improvements are needed‐ Use of Value Stream Mapping‐ Application of LEAN to improving processes‐ Understand Hypothesis testing and data analysis‐ Use of a systematic approach to addressing problems‐ Using proven tools and methods to help you get toroot cause of processing problems
‐ How to develop innovative solutions to those problems‐ Develop a plan to get those plans in place and working‐ Change Management‐ How to sustain those improvements
You will learn and use essential Lean and Six Sigma tools. You will also be exposed to more in‐depth tools necessary for leading and driving sustainable process improvements
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Lean Six Sigma; Methodologies Working together
Control
Improve
Analyze
Measure
Define
Control
Improve
Analyze
Measure
Define
Control
Project CharterSIPOC AnalysisVoice of the Customer / CTQData Collection & Data Measurement Tools: Process Mapping, FMEA, Sampling, Gage R & R, Graphs, Process Capability
Data Analysis Tools: Cause &Effect Diagrams, Pareto Charts, Hypothesis Testing, Regression Analysis, Design of Experiments
Generating ideas, Evaluating &Prioritizing solutions, quick‐hits & long term improvement plans
Control Charts
Metrics & Box Scores. A3’s Product Family Matrix
Current State Value Stream Map (CSVSM) Process Mapping
Standardized Work5S & VisualWorkplaceMistake‐Proofing
Future State Value Stream Map
Future State Implementation• Select the Loop• Time and Work Analysis• Evaluate Equipment• Design Cell Layout• Determine Staffing• Plan the Operation• Change Management• Implement and Debug
• Continuous Improvement• Process Management
Six SigmaLean
Handout
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We used this BC LSS Road Map for navigating training
and project delivery.
DMAIC
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Define, Measure, Analyze, Improve, Control
5 P’s of getting started: 1. Problem Identified2. Prioritized to Scorecard3. Project Selected4. Picked your metrics5. Project Charter created
Measure
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Analyze
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Getting to Root Cause(s)
Some more statistical tests may be needed
Graphs and charts help
Work analysis too
Improve
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Solutions!! New Future State VSM
Stakeholder Management
Implementation Plan
Control
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5S (Also a quick hit in
Workouts and Waste Walks
Visual Workplace
and Standard Work
Dashboards to keep real‐time performance
in view
Management Board to keep track of ongoing performance and for problem identification
How does LSS apply to your company?
○ Attractions & Entertainment: Improve cost/service models, understand Critical to Quality (CTQ) & Critical to Success (CTS) factors
○ Professional Services: Obtain the Voice of the Customer (VOC), exceed their expectations, understand customer demand, capacity, reduce operational costs and improve services
○ Accommodations: Increase speed of registration & check out, room service, enhancing the guest experience
○ Restaurants and Bars: Understand ‘Takt Time’ (the rhythm needed to service guests to meet service standards), identify the CTQ and CTS, connecting the VOC to your success, apply Standard Work, visual performance indicators
○ Retail Services: Eliminate non‐value added effort to enhance the bottom line, Standard Work, visual performance indicators
○ Retail Shops: Inventory management, Standard Work, Planograms, Performance indicators and metrics
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Examples:
Criteria for LSS GB certificationTo be LSS Green Belt certified through this course:1. Qualitative: Actively participate in the in‐class technical
training and discussions, activities and simulation assignments. (Complete any homework if assigned)
2. Quantitative: Complete one (1) Green Belt project. The A3 & project summary report must be reviewed and signed off by the LSS Instructor the candidates’ Team Leader (and/or BCG Partner) 1. You will receive 12 hours of 1x1 coaching during your
project3. Pass the GB Exam/Case Study (80%)
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T1. Lean Six Sigma– Knowledge and experience implementing Lean Six Sigma within administrative and service industries using advanced LSS tools. (Application in manufacturing a plus)
• Intermediate – Completed LSS GB Training and lead LSS improvement projectsT2. Project Management – Understands and applies sound management of deliverables of LSS and process improvement projects
• Intermediate – Participates in Stakeholder management and all aspects of project deliverablesT3. Process Management – Knowledge and experience building and implementing process management systems in various environments
• Intermediate – Oversight or implemented Process Performance indicators and systems to identify and address issues that arise
T4. Process Improvement Planning‐ Knowledge and experience using LSS for determining customer requirements and prioritizing improvements to meet business objectives
• Intermediate – Oversight into processes indicators that deliver quantifiable data into the Process Improvement Planning cycle
Technical Capabilities
L1. Commitment to Excellence – Is adept at fostering an environment of continuous improvement.• Intermediate – Actively participates in working with and leading others in CI projects
L2. Influencing/Negotiation‐ Respected for driving resolutions to issues based on factual and well‐researched data that balances the needs of the core business processes and the objectives of various stakeholders.
• Intermediate –Active in discussions with resisters to change and influencing project outcomesL3. Relationship Management ‐ Establishes effective working relationships with others across a wide variety of business processes in order to advance organizational goals.
• Intermediate ‐ proven stakeholder analysis and with developing ongoing relationships
Leadership
Barrington Consulting Green Belt Competences
B1. Change Management ‐ Holds a thorough understanding of the dynamics of Change Management and delivers effectively on process changes.
• Intermediate – Developed a Change Management Strategy involving multiple stakeholdersB2. Business/Financial Acumen ‐ Understands the critical factors affecting operational and processing costs, profit margins and connects improvement plans to the business objectives.
• Novice – Monitored KPI’s for business processes and identified areas needing improvementsB3. Operational experience – Demonstrates a variety of successful project deliveries; Administration, provision of services and products etc.
• Novice – Worked on CI project teams with a cross functional team (s)
Business Acumen
C1 Coaching/Developing Others ‐ Is adept at mentoring and coaching individuals and teams to leverage opportunities that will enhance overall performance and create value for employees and the business
• Intermediate –Works with others the development of personal development objectives and goals to achieve goals
C2. Resilience ‐ Inspires / energizes team during times of uncertainty or change • Intermediate – Led peers in the change or adoption of new processes or change of deliverables
C3. Flexibility ‐ Demonstrates a high tolerance for change and ambiguity; develops and employs a range of interactive styles to deal effectively with an array of situations and diverse individuals.
• Intermediate – Participated in teams where change of process or procedures needed to be implemented
Coaching
Barrington Consulting Green Belt Competences
CONCLUSION & COST
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Conclusion
Lean Six Sigma (LSS) training is an investment Lean Six Sigma training is more than a cost cutting program LSS Training provides a platform for cultural change LSS is proven for solving problems and meeting or exceeding customer expectations
LSS reduces or eliminates non‐value added activity while improving quality of the output of processes
LSS is part of an overall effective Operations Management System
LSS training develops teams and leaders LSS training has a very high ROI
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Program costsGreen Belt Certification
$3,500 per candidate (Group rate available upon request)Includes: 64 hours in‐class LSS Technical training12 hours 1x1 coaching through a GB projectAdministration, marking and feedback on LSS GB knowledge exam
Other Programs delivered based on hourly rates
Black Belt Certification (GB + proven projects prerequisite) $10,000 per candidate (Group rate available upon request)Includes: 80 hours in‐class Advanced LSS Technical training20 hours 1x1 coaching through certification processGreen Belt Certification a prerequisite
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Process Improvement tools and systems
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○ Overview of LSS strategy for driving improved results in business (1 hr presentation / Lunch n’ Learn) – TA: Sr. Leadership / Executives / HR leads
○ Program Champion Training (2hrs) – TA: GB’s team leader / HR leads○ Project Sponsor Training 2 hrs) – TA: Those who want/need the project to succeed○ Change Management Training (1 day) – TA: All Leadership & GB’s○ Process Owner Training (1 day) – TA: Those responsible for policy & procedures for a
given process○ Yellow Belt Training (2 days) – TA: Those supporting project execution○ Green Belt Training ( 64 hours of classroom and 12 hours of coaching through to
certification) (must have been on a GB project or completed YB and CM) TA: High potential employees and Industrial Engineers, Process Managers and Frontline leaders
○ Black Belt Training (80 Hours classroom, 20 hours coaching through to certification) (Must have led and completed 4 GB projects) TA: High potential employees who have received GB certification
○ Operations Management System (1 day) TA: Sr. Leadership, Frontline Leaders
The following programs can be delivered to support successful LSS deployment:
TA: Target Audience
Thank you
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