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Successful Elements to a LeanSigma Deployment
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Contact details
Sample page 2
For more information on this course or others,
contact
Julie Brignac
+1 305 890 9078
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• Background
• Deployment Success Elements
• Common Failure Modes
• Sustainability
3
Agenda
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• Senior Management Commitment
• Culture Change and Communication
• Resources
• Training
• Project Management
• Financial Validation Infrastructure
4
Key Success Elements
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• Drive your program from the top
– Requires passionate commitment of CEO and senior
leaders
• Link the goals of all leaders to the program goals
• Train senior executives early in the deployment
• Ensure senior leaders understand the tools
– Walk and talk the talk
– Proves there is no greater proof that LeanSigma is here to stay
• Require involvement of executive teams in project reviews
5
Senior Management Commitment
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• Give your LeanSigma effort an identity
– Make it represent LeanSigma’s link to all functions and ultimate quality
• Define your deployment as
– It’s not just about executing projects
– Use the tools and principles in daily decision making
• Communicate often about the program’s progress
– Employee newsletters
– Staff meetings
– All staff communication sessions
6
Culture Change and Communication
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• Use a standard project review template to drive process rigor
– Place emphasis is on content, not format
• Align all projects with organizational goals
• Initial projects should be smaller in scope (3-6 months), but impactful
– Show some quick wins with initial projects
• Resist urge to launch any projects that will not have a significant impact
– In other words, call out and avoid “pet” projects (even if they are from senior leadership)
• Assign senior leader as sponsor for each project – especially BB level
projects
• Review projects every month – no exceptions!
7
Project Management
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• Organizations think people understand quality/continuous improvement better than they really do
• Deployment training = Greenbelt training
• Financial validation infrastructure is not established
• Senior executives don’t drive it– Attempted deployment in one function only – not
company wide
• Companies try to drive LeanSigma with part-time
resources
8
Most Common Mistakes
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
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• For multi-layered companies (i.e., multiple regions, business units, global deployments, etc.):– Small corporate global team with senior level
executive responsible for LeanSigma is best to:• Develop and control standardized training materials• Publish financial guidelines in conjunction with the
finance function• Lead necessary councils for
– Certification and Accreditation guidelines and process
– Roles and Responsibility Definition documents– Establish communication frequency standards
9
Replication
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• It’s the $64,000 question
• Always keep a C-level executive responsible for LeanSigma in your company– Don’t regionalize the responsibility upon a certain level
of maturity
• Engage your leadership council (all regional/functional LeanSigma leaders) to develop the 3-5 year strategy and live by it– Renew the strategy as you would your overall business
strategy10
Sustainability
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• Drive it from the top– Not just in words, but via standards, resources and
business procedures/guidelines
• Let Finance speak for the delivered benefits
• Drive the Field of Dreams approach– Give it an identity – make the organization want it
11
Summary
Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.