Measurable Breakthrough Results #1 Reason Why Performance Improvement Programs Fail … and how to avoid it from happening? Welcome to Today’s Session.

Measurable Breakthrough Results

#1 Reason Why Performance Improvement Programs Fail … and how to avoid it from happening?

Welcome to Today’s Session

Measurable Breakthrough Results

Most Asked Question

I am often asked:"What are the reasons performance

improvement programs like Lean and Six Sigma fail and how can we

avoid it?

Measurable Breakthrough Results

Session Agenda

1. Determine the most common reasons for failure

2. Review the essentials to a successful performance improvement program

3. Discuss how to avoid this from happening to you

Measurable Breakthrough Results

9 Reasons Why Failure Happened

Cost Focused

Only

No Leadership

Support

Poor Choice of Strategy

Did not change design

Few Breakthrough

s

No Connectionto QC/QA

Did not evolve to

BPM

No competitive

data

Applied Wrong Method

Measurable Breakthrough Results

Embrace Quality, Don’t Fight It

Service Features

Increase Sales

Free of Failure

Decrease Costs

Goods and servicesare “fit for purpose” by your customers

“Fit for Purpose” Drives Performance

$

PI Focused on Cost Cutting versus Waste Reduction of Quality Does

is not sustainable

Measurable Breakthrough Results

Understand Universal Principles

Time

ControlPlan ImproveQbD Complianc

eDMAIC

Only knowing one tool or

method does not make PI Happen –

must understand

relationships to others

Measurable Breakthrough Results

Learn Leadership’s Role

Lack of leadership

support over time

Measurable Breakthrough Results

Strategy and Projects Aligned

ProjectsAnnualGoals

StrategicGoals

Vision

Time

3 Years 1 Year Months

Poor Choice of Strategy –

selecting the wrong goals sand means to get there

Measurable Breakthrough Results

Product & Service Innovation

QbDDefine

Goals &Customers

DiscoverCustomer

Needs

DesignProduct

DevelopProcess &Controls

Deliver

Not changing the design

and innovation

process while improving operations

Measurable Breakthrough Results

Create Breakthroughs in Performance

Current Performance

A Breakthrough

“Breakthrough is a departure from the usual, familiar way,

into the unknown.”

LSS DefineValue

MeasureValue

Analyze Process-Flow

Improve Process-Pull

ControlProcess

No breakthroughs because of

poor selection of problems and projects

Measurable Breakthrough Results

Assuring Repeatable & Compliant Processes

EstablishBaseline

Performance

IdentifyCTQs

Monitor ActualPerformance

Compare to CTQ Targets

Take Action

Value Engagement

Teams

or

Self-Managed Teams

No connection to QC/QA

Measurable Breakthrough Results

Move to Business Process Management

BusinessResults

Strategic Plans

Customer

Customer

Customer

FUNCTIONAL OBJECTIVES

FUNCTIONS

PR

OC

ES

S O

BJE

CT

IVE

S

Key Process

Key Process

Key Process

Not moving to larger scale

improvement – BPI or process

ownership

Measurable Breakthrough Results

Use Benchmarking to Sustain Market Leadership

Not looking outside to learn from

other industries

Measurable Breakthrough Results

9 Reasons Why Failure Happened

Cost Focused

Only

No Leadership

Support

Poor Choice of Strategy

Did not change design

Few Breakthrough

s

No Connectionto QC/QA

Did not evolve to

BPM

No competitive

data

Applied Wrong Method #1

Measurable Breakthrough Results

9 Business Essentials

Embrace

Quality

Leadership’s Role

Strategic Alignment

InnovationBreakthrough ImprovementControl &

Compliance

BPM

Benchmarking

UniversalsNot looking outside to learn from

other industries

Measurable Breakthrough Results

How To Avoid It

1. On board each leader together and then one at a time

2. Educate them on the right choice of methods and deployment strategy for your organization

3. Do not fall victim to telling them what they want to hear

4. Explain PI in the language if money

Measurable Breakthrough Results

BREAKTHROUGH

Where Are You Headed?

BREAKTDOWN

Measurable Breakthrough Results

Thank You