leading change in your facility six sigma continuous improvement training six sigma continuous...

Leading Change in Your FacilityLeading Change in Your Facility

Six SigmaContinuous Improvement Training

Six SigmaContinuous Improvement Training

Six Sigma Simplicity

Key Learning PointsKey Learning Points

s Leading Change IS a Processs Leading Change IS a Process

Why Change our Mindset?Why Change our Mindset?

“Become the Hunter by transforming yourself and then the business in order to maximize the Rate and Quality of learning and improvement.”

The Hunters and the Hunted, James B. Swartz

“Become the Hunter by transforming yourself and then the business in order to maximize the Rate and Quality of learning and improvement.”

The Hunters and the Hunted, James B. Swartz

Leading ChangeLeading ChangeA ProcessA Process

A Process for ChangeA Process for Change

s Leading Changes Give people someone to follow – by you and your

Champions actions

s Shared Needs Create an imperative to act now. Pass this on to others

s Share Visions Be precise about what you want to achieve and how you

will manage the side effects and opportunities

s Leading Changes Give people someone to follow – by you and your

Champions actions

s Shared Needs Create an imperative to act now. Pass this on to others

s Share Visions Be precise about what you want to achieve and how you

will manage the side effects and opportunities

A Process for Change (Cont.)A Process for Change (Cont.)

s Get Buy-ins You must involve people and pass on your enthusiasm so

that once you start another project the change is sustained

s Make it Lasts Ensure that all influences to confound or support change

are controlled

s Monitor Progresss Ensure that you are measuring effect not effort. Further

publish progress

s Get Buy-ins You must involve people and pass on your enthusiasm so

that once you start another project the change is sustained

s Make it Lasts Ensure that all influences to confound or support change

are controlled

s Monitor Progresss Ensure that you are measuring effect not effort. Further

publish progress

A Process for Change (Cont.)A Process for Change (Cont.)

s Changing Systems and Structuress Making sure that management practices

(Staffing, development, rewards, measures, communication and organizational design) are used to compliment and reinforce change.

s Changing Systems and Structuress Making sure that management practices

(Staffing, development, rewards, measures, communication and organizational design) are used to compliment and reinforce change.

Deployment StrategyDeployment Strategy

s We Haves Top level vision s Processes and tools to expose the hidden

factory, COPQ and Change

s We Needs An environment for action and accountability

s We Haves Top level vision s Processes and tools to expose the hidden

factory, COPQ and Change

s We Needs An environment for action and accountability

Creating the EnvironmentCreating the EnvironmentA Guide for Green BeltsA Guide for Green Belts

Creating the Environment Creating the Environment s Leading Change

s Facility Leader visibly supports the Continuous Improvement

s Full Time Black Belt in Places Champions in places CIP Steering committee establisheds CIP Steering committee meeting schedule agreeds CIP an agenda item on staff meeting

s Share Needs Voice Of the Customer included within project

identification processs Intent and Purpose communicated to all personnels Project backlog pool established and maintaineds Yellow Belt training program agreed

s Leading Changes Facility Leader visibly supports the Continuous

Improvements Full Time Black Belt in Places Champions in places CIP Steering committee establisheds CIP Steering committee meeting schedule agreeds CIP an agenda item on staff meeting

s Share Needs Voice Of the Customer included within project

identification processs Intent and Purpose communicated to all personnels Project backlog pool established and maintaineds Yellow Belt training program agreed

s Share Visions Quality, Cost and Time targets established (QMS )s Translation issues addresseds Black and Green Belt job descriptions

communicateds Black Belt candidate screening process adopteds Green Belt candidate screening process adopteds Number of active Black and Green Belts agreeds Method of project identification and prioritization

agreed

s Share Visions Quality, Cost and Time targets established (QMS )s Translation issues addresseds Black and Green Belt job descriptions

communicateds Black Belt candidate screening process adopteds Green Belt candidate screening process adopteds Number of active Black and Green Belts agreeds Method of project identification and prioritization

agreed

Creating the EnvironmentCreating the Environment

s Get Buy-ins High Level process map established for all key

processes (Brown Paper)s Complimentary and pre training program

established s Leadership Trained in CIP s Leadership have an elevator speechs Communications plan agreeds Reading Library establisheds 6S process established

s Get Buy-ins High Level process map established for all key

processes (Brown Paper)s Complimentary and pre training program

established s Leadership Trained in CIP s Leadership have an elevator speechs Communications plan agreeds Reading Library establisheds 6S process established

Creating the Environment Creating the Environment

s Make it Lasts Potential Master Black Belts identifieds Close out to audit by QMS process establisheds Training to maintain the qualification standard agreeds Kaizen identification and implementation process

establisheds Black Belt re-instatement plan establisheds Benefits model adopted by financial controllers Next wave of Green Belts selecteds CIP Projects included in Leadership PMP

s Make it Lasts Potential Master Black Belts identifieds Close out to audit by QMS process establisheds Training to maintain the qualification standard agreeds Kaizen identification and implementation process

establisheds Black Belt re-instatement plan establisheds Benefits model adopted by financial controllers Next wave of Green Belts selecteds CIP Projects included in Leadership PMP

Creating the Environment Creating the Environment

s Monitor Progresss Best practices shared with all locationss Best practice review process installeds Website reporting discipline agreeds Projects and results linked to the QMSs Champion and Black Belt review process

installeds Project timeline reporting process established

including ISO 9000 audit

s Monitor Progresss Best practices shared with all locationss Best practice review process installeds Website reporting discipline agreeds Projects and results linked to the QMSs Champion and Black Belt review process

installeds Project timeline reporting process established

including ISO 9000 audit

Creating the Environment Creating the Environment

s Changing Systems and Structuress CIP Steering committee meeting schedule agreeds Project backlog pool established and maintaineds Projects and results linked to the QMSs Benefits model adopted by financial controllers Website reporting discipline agreeds Projects and results linked to the QMSs Leadership Trained in Continuous Improvement Process s Communications plan agreeds 6S process establisheds Black Belt job descriptions communicateds Black Belt candidate screening process adopteds Green Belt candidate selection process adopteds Method of project identification and prioritization agreed

s Changing Systems and Structuress CIP Steering committee meeting schedule agreeds Project backlog pool established and maintaineds Projects and results linked to the QMSs Benefits model adopted by financial controllers Website reporting discipline agreeds Projects and results linked to the QMSs Leadership Trained in Continuous Improvement Process s Communications plan agreeds 6S process establisheds Black Belt job descriptions communicateds Black Belt candidate screening process adopteds Green Belt candidate selection process adopteds Method of project identification and prioritization agreed

Creating the Environment Creating the Environment

- Sir John Harvey-Jones

“People are the most important resource. Technology moves on, hardware gets outdated, but people who work in business are what moves that business forward”

People + Skill + Will + Process = Successful Change

Leading Change in Your FacilityLeading Change in Your Facility

Six SigmaContinuous Improvement Training

Six SigmaContinuous Improvement Training