launching lean six sigma with a bang at polyone
DESCRIPTION
A $2 billion global provider of polymer materials, PolyOne opted for a “big bang” launch when they introduced Lean Six Sigma in 2008. Within 2 years, they were honored with the Process Excellence Award for Best Start-up Program after achieving staggering expense reductions and soaring stock prices in the midst of an economic downturn.These slides are a summary of the webcast with Brett Warland, PolyOne's Global Director of Process Excellence, where he describes how Lean Six Sigma was the catalyst for a remarkable turnaround strategy that:-Incorporated Lean Six Sigma as a permanent core competency-Accelerated the deployment, training and cultural adoption-Embraced engagement, alignment and accountability-Reinforced the strategic importance of LSS through the CEO and executive team-Relied on PowerSteering for consolidated deployment tracking and managementTRANSCRIPT
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PolyOne: Launching Lean Six Sigma with a Bang
Process Improvement CustomersProcess Improvement Customers
Corporate Overview
Launching Lean Six Sigma with a Bang
PolyOne’s LSS Deployment
Webcast Content
PolyOne
Launching Lean Six Sigma with a bang
Keys to success
How to fail
Results to date
1
About Us: PolyOne Corporation
A leading global provider of specialized polymer materials, services and end-to-end business solutions
2010 annual revenues of $2.6 billion
Headquartered near Cleveland, Ohio, USA
Operations in North and South America, Europe and Asia
Serving more than 10,000 customers and offering more than 35,000 polymer solutions
PolyOne has more than 4,600 employees worldwide in:
— More than 60 manufacturing and distribution facilities
— Over 12 labs and technical centers
— Sales and service locations on four continents
2
Globally Positioned to Serve Our CustomersGlobally Positioned to Serve Our Customers
At the time of our Lean Six Sigma launch in late 2008, PolyOne was a complex organization consisting of 15 regional business units and 12 functional groups3
Keys to Success
SHARED VISION AND ORGANIZATIONAL
COMMITTMENT
6
Keys to Success
WELL DEFINED DEPLOYMENT STRAGEGY AND SUPPORTING
INFRASTRUCTURE
10
Keys to Success
FOCUS ON MOST CRITICAL BUSINESS NEEDS
13
Keys to Success
CHANGE MANAGEMENT – MESSAGING
16
Keys to Success
SKILLS DEVELOPMENT AND PROCESS RIGOR
19
Skills Development and RigorSkills Development and Rigor
Incorporate Lean Six Sigma into our culture and make it part of our core competency that contributes to long-term success
Recruit high potential individuals into project leader roles
Consistency in Master Black Belt instructors and instruction
Use BB mentorship program to facilitate GB and KL development
No projects launched unless under the LSS umbrella
LSS goals and targets incorporated into annual operating plans
Intensive Yellow Belt training giving everyone a chance to participate – including all Sales Reps around the world
Incorporate Lean Six Sigma into our culture and make it part of our core competency that contributes to long-term success
Recruit high potential individuals into project leader roles
Consistency in Master Black Belt instructors and instruction
Use BB mentorship program to facilitate GB and KL development
No projects launched unless under the LSS umbrella
LSS goals and targets incorporated into annual operating plans
Intensive Yellow Belt training giving everyone a chance to participate – including all Sales Reps around the world
20
Skills Development and RigorSkills Development and Rigor
21
Project leaders that take the role as change agents to drive the cultural transformation within their respective groups
Control gate oversight on all Black Belt and Green Belt projects to ensure consistency in the process and use of the tools
Local dialect, but only one LSS language
Provide local training
Make all accountable for rigor in process
Clearly defined LSS roles and responsibilities
One global system for project management
“If it is not in PowerSteering it does not exist”
Project leaders that take the role as change agents to drive the cultural transformation within their respective groups
Control gate oversight on all Black Belt and Green Belt projects to ensure consistency in the process and use of the tools
Local dialect, but only one LSS language
Provide local training
Make all accountable for rigor in process
Clearly defined LSS roles and responsibilities
One global system for project management
“If it is not in PowerSteering it does not exist”
Skills Development and RigorSkills Development and Rigor
22
Examples of standardized reports/ dashboards used to monitor project progress
RESULTS TO DATE
24
Summary of ResultsSummary of Results
Two year stock appreciation twice that of most peers
PolyOne Price Performance versus Peers
January 4, 2010 – October 18, 2010
PolyOne Price Performance versus Peers
January 4, 2010 – October 18, 2010
-100%
-50%
0%
50%
100%
150%
200%
250%
300%
350%
400%
POL SHLM SEH FOE LZ ALB CYT GGC WLK
POL 321.5%POL PolyOne 321.5%LZ Lubrizol 190.0%WLK Westlake Chem. 155.8%ALB Albemarle 141.5%CYT Cytech 136.3%FOE Ferro 101.5%SEH Spartech 45.8%SHLM Schulman 32.2%GGC GA Gulf -9.0%
Enterprise value increases by a factor of 10Enterprise value increases by a factor of 10
Launch of LSS
28
Want to see more? View the full presentation now.
Or Contact UsPowerSteering Softwarewww.powersteeringsoftware.com1-866-390-9088
PolyOne: Launching Lean Six Sigma with a Bang