successful lean sigma deployment strategy elements sample

Successful Elements to a LeanSigma Deployment

Contact details

Sample page 2

For more information on this course or others,

contact

Julie Brignac

+1 305 890 9078

[email protected]

• Background

• Deployment Success Elements

• Common Failure Modes

• Sustainability

3

Agenda

Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.

• Senior Management Commitment

• Culture Change and Communication

• Resources

• Training

• Project Management

• Financial Validation Infrastructure

4

Key Success Elements


• 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


• 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


• 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


• 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

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Most Common Mistakes


• 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

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Replication


• 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


• 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


successful lean sigma deployment strategy elements sample

Business