access this content

Culture Changethrough

Lean Six Sigma EducationSue Kozlowski

MSA, MT(ASCP)SBB DLMCSSBB(ASQ)

Presentation sponsored by: The Team and Workplace Excellence Forum

Slide Slide 22

Lean Six Sigma

“Begin with the end in mind.”--Stephen Covey

What are the outcome measures for your Lean / Six Sigma Deployment?

Discussion!

Slide Slide 33

Lean Six Sigma

Are you a Lean / Six Sigma organization if…

• You have Belts / Facilitators?• You have projects?• You have bottom line savings?

What’s missing?

Slide Slide 44

Lean Six Sigma

What about:• Driving the philosophy through the

organization?• Not waiting for project approval

before identifying improvements?• Finding cost-avoidance and DO-IT

projects?

“I can’t fix that yet, the project’s not slated until 2011!”

Slide Slide 55

Objectives

After this session, you will be able to:• Understand the basic concepts of

business culture transformation• Describe three approaches to culture

change using Lean Six Sigma concepts• List three positive outcomes that can

be used to measure culture change through Lean Six Sigma education

Business Culture ChangeChange to What?

Slide Slide 77

Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

Slide Slide 88

Culture Change

IDEA

DIFFUSIONINTEGRATION

TRANSMISSION / EVENT

TRANSMISSION / EVENTIDEA

IDEA

IDEA

TRANSMISSION / EVENT

TIPPING POINT

Slide Slide 99

Culture Change

Typical Deployment

•Idea = Lean / Six Sigma•Transmission-Event = Structure, Project

•Diffusion = Many Projects•Tipping Point = $$$•Integration = ???

“We do projects”

Slide Slide 1010

Culture Change

Proposed Deployment

•Idea = Lean / Six Sigma•Transmission-Event = Structure, Infrastructure

•Diffusion = Projects, Training•Tipping Point = Lean / Six Sigma Culture

•Integration = Language, Concepts, Tools “We’re a Lean / Six Sigma company!”

Projects vs TrainingCan you have your cake and eat it too?

Slide Slide 1212

Lean Six Sigma Deployments

Different Approaches

• Projects First– Traditional Six Sigma/DMAIC– Traditional Lean/Kaizen

• Training first– “Butts in the Seat”– Certification

Which will promote culture change?Which will promote culture change?

Slide Slide 1313

Projects First

• Limit training to project leaders and team members

• May have some training for Project Sponsors and/or Process Owners

Slide Slide 1414

Impact of Projects First

How many people have been trained after 3 waves?

• 20 BBs / Lean Facilitators• 47 GBs• 104 Project Team Members• 20 Executives / Champions

WOW!

Slide Slide 1515

Outcomes of Projects First

So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?

Slide Slide 1616

Outcomes of Projects First

And at the end of 3 waves, how much impact have you had on your metrics?

Slide Slide 1717

Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

Slide Slide 1818

Training First

• Lots of people who “know” lots of things

• Lots of certificates• But, use it or lose it!

Slide Slide 1919

Training First, continued

How many people have been trained after 3 waves?

• All Senior Leaders• Most Directors• Some Managers / Supervisors• Some Leads/Coordinators

WOW!

Slide Slide 2020

Outcomes of Training First

So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?

Slide Slide 2121

Outcomes of Training First

• And at the end of 3 waves, how much impact have you had on your metrics?

Slide Slide 2222

Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

Slide Slide 2323

The Middle Way

• Projects– Quick start– Develop metrics– Attack problems– “Best and

Brightest” for project leaders

• Training– Build momentum– Develop metrics– Manage processes– “Learn to see”– Early adopters will

be evident (next wave of BBs / Lean Facilitators)

Slide Slide 2424

Outcomes of Training First

So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking?

Slide Slide 2525

Outcomes of Training First

• And at the end of 3 waves, how much impact have you had on your metrics?

Slide Slide 2626

Projects + Training

• Run projects– Get financial gains

• Change culture– Learn to see processes, value & waste– Data-based decisions– Clear goals and targets– Team-building– Break down barriers and silos

Slide Slide 2727

Projects + Training Program Objectives

Ability to…• Lead Project Teams to validated

gains• Coach Project Team Members• Teach LSS tools and concepts• Mentor upcoming leaders

Slide Slide 2828

Projects + Training Objectives

The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator TRAINING – in addition to project management skills and statistics.

Black Belts as Agents of Culture Change

More Than Just Project Facilitators

Slide Slide 3030

BB / Lean Facilitator Selection

The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator SELECTION – in addition to project management skills and statistics.

Slide Slide 3131

BB / Lean Facilitator Training

• Training project – LSS methodology, project management, team facilitation– Assessment: Project deliverables, team

effectiveness

• Follow-up training – Teaching, coaching, and mentoring skills– Assessment: Teaching, GB coaching /

mentoring, team facilitation

Suggested training guideline

Slide Slide 3232

BB / Lean Facilitator Training

Career path after Black Belt / Lean Facilitator may take one of two directions:

• Master Black Belt / Sensei role

• Operational Leadership role

Advantages

Slide Slide 3333

BB / Lean Facilitator Training

Master Black Belt / Sensei role• Primary Responsibility shifts to teaching,

coaching, mentoring, administrative roles

Operational Leadership role• Primary responsibility shifts to

accomplishments through teams of people

Advantages

Slide Slide 3434

Development of Training

Training by Vendor…

Training by you!

Champion BB / GBLF

Project team

Project Team Champion Op

LeadersBB / GB

LF

Slide Slide 3535

BB / Lean Facilitator Training

Vendor-led training may be $15,000 per person (BB, GB, LF) not including transportation, printing, etc.

Internally-led training:• 2 BBs• Avg 30 per class• Eight days of training (2 days per

month)• $250 per person

Slide Slide 3636

BB / Lean Facilitator Training

BBs/LFs who are training may need a reduced project load

Logistics:• Binders, tabs, & handouts• AV, flip charts, markers, sticky-notes

etc.• DietaryCourse development

Cost of internal training

Slide Slide 3737

Typical Deployment

LSS

LSSLSS

LSSLSS

Slide Slide 3838

Suggested Deployment

LSS

LSSLSS

LSSLSS

Slide Slide 3939

What’s the advantage?

Suggested model for improvement in a moderately-sized company

Suggested Deployment Model - Leadership

0

50

100

150

200

250

300

350

400

450

Jan-

09Ap

r-09

Jul-0

9Oc

t-09

Jan-

10Ap

r-10

Jul-1

0Oc

t-10

Jan-

11Ap

r-11

Jul-1

1Oc

t-11

Jan-

12Ap

r-12

Jul-1

2Oc

t-12

Months

Num

ber o

f Peo

ple

Champion BB GB Team Leaders Total

Traditional Deployment Model - Projects

0

50

100

150

200

250

300

350

400

450

Jan-

09Ap

r-09

Jul-0

9Oc

t-09

Jan-

10Ap

r-10

Jul-1

0Oc

t-10

Jan-

11Ap

r-11

Jul-1

1Oc

t-11

Jan-

12Ap

r-12

Jul-1

2Oc

t-12

Months

Num

ber o

f Peo

pls

Champion BB GB Team Total

Slide Slide 4040

The Tipping Point…

Executives walk the walk…• Attend training classes, lead projectsLeaders talk the talk…• Use LSS terminology in daily

operationsEmployees walk & talk!• Look for wastes, suggest

improvements

When cultural transformation occurs

Slide Slide 4141

We’ll know we’ve been successful when…

• Executives…

• Leaders…

• Employees…

• BBs/GBs/Lean Facilitators…

Planning for Culture Change

Get More Than Projects Out Of Your Deployment!

Slide Slide 4343

A Value Stream for Culture Change

Set Vision, Expectations,

and Goals

Select & TrainInitial BBs/LFs

Develop Leadership

Training

Implement organization-wide training

Projects

Leadership CultureChange

New HireOrientation

Slide Slide 4444

A Value Stream for Culture Change

Set Vision, Expectations,

and Goals

Select & TrainInitial BBs/LFs

Develop Leadership

Training

Implement organization-wide training

Projects

Leadership CultureChange

New HireOrientation

Targets Metrics

Communication

Slide Slide 4545

Barriers to Culture Change

• Strange concepts– Front-line workers as process experts– Team not led by the boss– Set milestones

• New tools– SPIOC, Value Stream Map– Statistical tools– Lean tools

Slide Slide 4646

Barriers to Culture Change

• Process awareness / understanding– Upstream, downstream– Suboptimizing– Wastes– Next process as customer

• Unique language– DMAIC: Darned Multiple Acronyms In

Class!– Lean: Let’s learn Japanese!

Slide Slide 4747

A Note about Belts

• Belts “Pro”– Easy to understand– People like it– Can build structure (Green, Yellow, White)

• Belts “Con”– May not be appropriate for culture– Lean approach, teach everyone the tools– Overuse/abuse of terms (Grandmaster

Black Belt? Gold Belt?)

Slide Slide 4848

A Note about Certification

• Certification “Pro”– Standard body of knowledge– People like it– Should require project plus book learning

• Certification “Con”– May become a paper chase– Body of knowledge may not be

appropriate for organizational needs– May mask lack of skills

Slide Slide 4949

A Note about Black Belt Career Paths

• In & Out– Not a good fit for skills (consider trial

period)– Superficial stepping stone to next career

path

• Lifers– Love it– Good project managers and teachers

• Careerists– Gain skills and knowledge for next level of

responsibility

Slide Slide 5050

A Note about Black Belt Career Paths

• Novice– Training + 1 year (can define “x”

completed projects)

• Practitioner– Next 1 - 3 years before transition– Develop and master the skills

• Sensei / Master– Remain as teacher, coach,

methodology expert, involved in strategic planning

Developing a Lean Six Sigma Culture

Slide Slide 5252

New Hire Orientation

• 15 Minutes will do it• LSS philosophy and approach• Simple game or exercise• List of who’s involved (Champions,

BBs, BGs, LFx)• Invitation to contribute ideas

Slide Slide 5353

Leadership Orientation Content

• DMAIC or Lean Approach• History, success stories• Types of projects• Expectations of leaders (roles,

participation, training)• Resources for further details• Select a project to get them involved

in

Slide Slide 5454

Leadership Course Content

• Will the leadership course also serve as the GB/LF course?

• What do leaders, who are not LSS project managers, need to know in their daily operations?

• BB/LF consensus• Develop an outline• Use available resources, or buy them

Slide Slide 5555

Course Organization

• Select a Primary Instructor (BB or MBB)• All BBs should teach – some will need

more coaching than others• Start with teaching modules – then move

to exercises – then whole days of class• Have Executives / MBBs “drop in” for

informal discussion & asking how they will use what they have learned

Slide Slide 5656

Course Organization

• Set and keep an attendance policy• Include homework (VSM, SIPOC, etc.)• Make an exam to force review of earlier

concepts and study• Give a certificate, pin, etc. to indicate

accomplishment• Optional – project work or GB-level

classes for people who want to get deeper into it

Slide Slide 5757

Black Belt Development

• Set criteria for BB career path• Select / develop BB and MBB level

training and certification requirements • Require portfolio of projects, professional

development, and accomplishments• Post-project review should include

feedback from team members• Annual eval should include career

planning

Slide Slide 5858

Outcome Measures

• Executive behavior– Supportive, Committed, or Engaged?

• Leader behavior– Sponsors, participation on teams, use of

tools in daily operations?

• Front-line leaders– Participation on teams, use of tools in

daily operations?

• Belts/Facilitators

Closing

Slide Slide 6060

Return on Investment

• Training as essential to culture change– Connected to organizational mission– Less expensive than external training– Quicker diffusion to tipping point– Create a new culture for your organization

• Support projects– Develop future project leaders

• Improve operations– Get leaders using the tools in daily operations

Slide Slide 6161

Sustain the Gains

• Lean / Six Sigma becomes “the way we work.”– Executives– Mid-level Leaders– Front-line leaders– Staff

Slide Slide 6262

Customer Needs

Employee Engagement

Continuous Improvement &

Innovation

Mission – Vision – Values

Each Customer

First

Build Your House of Quality

What will our House of Quality look like?

Slide Slide 6363

Acknowledgements

Chuck Debusk, Master Black Belt, GEnow VP, Performance & Process Improvement, United Healthcare

Todd Sperl, Master Black Belt, St. John Healthnow President, Lean Fox Solutions, LLC

Ron Bercaw, Senseinow Sensei, Breakthrough Horizons, LLC

Slide Slide 6464

Sponsored by:

ASQ Team and Workplace

Excellence Forum

Mike Whisman, Chair

Slide Slide 6565

Questions?

Thanks!

The End