What is Lean Six Sigma?

Industry Standard Approach Credibility and Communication with Customers

DMAIC Robust problem solving

Links problems and opportunities from viewpoint of

VOC CTQ Process
customer to the processes that deliver, then starts
improvement process
Eliminates waste and cost in process and significantly
Lean Six Sigma reduces customer defects

VOC VOO

Control Define

Strategy
Measure
Improve
Execution People

Analyze

Process
 Benefits of Lean Six Sigma

Results Level of Service Speed of Prod. Dev.

Profitability Customer Satisfaction
Cost

Leadership Development Black Belts: 1% each year in full time

Culture • Bias for Action

• Factual
• Customer Focused
 Why do Teams and Efforts Fail?
…and 6 Tools to Drive Success

Organizational
Change
6 LSS Tools
Succeed y sis
nal ts
rA
d ap lde ven
15% boar sM Ho t e n E
Why? Da
sh c es k e EA llga Ac
tio
Pro Sta FM To

85% #1 Sense of Urgency    

Fail #2 Not enough Communication   
#3 Declaring Victory too early    
Personal Change
Succeed
#4 Personal resistance   
10%

90%

Fail
 Dashboards

YE Process Bench
R/Y/G Metric Goal Owner Mark
J F MA M J J A S O N D
R…….
P……
P……
P……

R…….
P……
P……
P……

PRINCIPLES BENEFITS
1.
1. Pareto
Pareto(80/20)
(80/20) 80%80%focus
focus on
on process
process •• Communicates
Communicates objectives
objectives and
and results
results
20%
20%focus
focusononresults
results •• Benchmarks
Benchmarks are
are challenges
challenges
2.
2. Y=f
Y=f(x)
(x)
3.
3. Process
Process Ownership
Ownership
4.
4. Benchmarks
Benchmarks
5.
5. Visual
Visual
6.
6. Long
Long term
term sustained
sustained gains
gains through
through series
series of
ofshort
short term
term wins
wins
 Process Maps or Road Map

PRINCIPLES BENEFITS
1.
1. Map
Map Actuals
Actuals –– usually
usually different
different than
than you
you think
think •• Allows
Allows targeted
targeted improvement
improvement at
at
2.
2. Create
Create future
future state
state a)a) vision
vision b)b) gaps
gaps identified
identified and
and assigned
assigned bottlenecks
bottlenecks
3. •• Many
Many “Just
“Just do
do it’s”
it’s”
3. Get
Get your
your hands
hands dirty
dirty
4. •• Communicates
Communicates actions
actions
4. Ask
Ask why
why 55 times
times
 Stakeholder Analysis
People

Level of Commitment Customer Key Person 1 Key Person 2

Enthusiastic
o
o o
Help Most long
term failure
due to lack of
Compliant buy-in and
adoption
Hesitant x
Indifferent x
Uncooperative
Opposed x
Hostile
PRINCIPLES BENEFITS
1.
1. Identify
Identify key
key people
people and
and gaps
gaps toto long
long term
term support
support •• Upfront
Upfront addressing
addressing of
of biggest
biggest failure
failure
2.
2. Develop
Develop individual
individual action
action plan
plan and
and communications
communications plan
plan mode
mode
3.
3. WI
WI // FM
FM
4.
4. Enlist
Enlist other
other leadership
leadership to
to help
help move
move this
this
 Strategic FMEA (Simplified)
Predicted
R R
Failure P Who/ P
# Mode Effect Cause S O D Action S O D
N When N

PRINCIPLES BENEFITS
1.
1. Anticipate
Anticipate major
major risks
risks •• Ready
Ready for
for most
most problems
problems
2.
2. Fix
Fix big
big ones
ones before
before they
they are
are problems
problems •• Rapid
Rapid response
response
3.
3. Have
Have response
response plan
plan for
for others
others
4.
4. Work
Work only
only the
the top
top 10-20%
10-20%
 Tollgates

D M A I C
(Realization)

PRINCIPLES BENEFITS
1.
1. Aim
Aim small,
small,miss
miss small
small •• Force
Force discussion
discussion of
ofsuccess,
success, progress,
progress,
2.
2. Small
Small wins
wins along
along the
the way
way keep
keep up
up motivation
motivation failure
failure
3.
3. Stakeholders
Stakeholders should
should have
havedeliverable
deliverable at
at each
each tollgate
tollgate
4.
4. Don’t
Don’t declare
declare victory
victory too
too soon
soon (realize)
(realize)
 Action Events (Kaizen)
Typical Mtg.
How long for teams to complete
close
actions

50-60% value

review
intro
Never

Action Event Action Event

close
actions

90% value

review
intro
Never

PRINCIPLES BENEFITS
1.
1. Intense,
Intense, highly
highly planned
planned event
event •• Fast
Fast results
results
2.
2. Learn
Learn by
by doing
doing •• Buy-in
Buy-in
3.
3. Get
Get everyone
everyone involved
involved •• NIH
NIH inin reverse
reverse
 Summary

• Get Started

• Even poor usage of these tools will get results

• Learn more about Lean Six Sigma

References for Learning

• What is Lean Six Sigma? by George, Rowlands, and Kastle

• Leading Change by John Katter

• The Lean Six Sigma Pocket Toolbook by George, Rowlands, Price, Maxey

• iSix Sigma.com