1. Lean Six Sigma Helpful Handouts

2. Lean Thinking Philosophy Current State Future State Solve Problems Expose Problems Identify and eliminate all activities that are waste (Muda). Focuses on optimal flow throughout the process. Customer focused. “ True North ” Value Added Time = Lead Time Full of Waste, Variation, and Constraints

4. Future Notional View of SSC SD LSS Hierarchical Structure SSC-SD MBB/BBs Division Black Belt Division Black Belt Division Black Belt Division Black Belt Division Black Belt Department Sr. Black Belt Branch Green Belt Branch Green Belt Branch Green Belt

13. Design Identify Optimize Verify Define 1-Description/ Problem Refined 2-Business Case Approved (StartIt Page and Assumptions in Briefing) 3-Schedule Established 4-Quad 1- Customers Identified 2-Customer Needs Gathered (VOC) 3-CTQs Specified (In Measurable Terms) 4-Stakeholder Analysis 5-Risks Quantified (Initial Mitigation Approach Identified) 1-Design Concepts Developed (Functional Analysis, High Level Requirements, Mapping of these to CTQs) 2-Alternative Concepts Evaluated (Trades) and Optimum Solution Selected (with rationale presented) 3-High Level Design Developed (e.g., architecture, next level process steps, etc.) 4-High Level Design Evaluated Against CTQs/ Requirements 1-Detailed Design Developed (Design captured How, Process Work Instruction Steps Developed, etc.) 2-End Product* implemented then piloted or simulated (Describe this) 3-End Product Optimized (Describe how) 4-Identify Specific post-institutionalization control measures to be monitored (What to Measure) 1-End product Verified that it does satisfy CTQs (and all requirements identified during earlier phases) 2-End Product “Roll-Out” Plan Established and “Bought Into” (By Process Owner, When? How Trained?, etc.) 3-Control Plan Defined/ Established (What Metrics, Who, How Often, etc.) 4-Financial Validation Plan Established (How, Who, How Often, etc.)5-Replication Opportunities Identified 6-Lessons Learned Summarized DFLSS Model Tollgates prior to proceeding to Next Phases

14. SSC SD Balanced Scorecard

16. LSS and CMMI are Complementary Improvement Initiatives Lean Six Sigma CMMI Lean Six Sigma focuses on designing the best processes to reach the desired end state Integration of these two organizational improvement initiatives is powerful! CMMI provides guidance for measuring, monitoring and managing processes Both are business strategies to deliver value to the customer and develop a sustainable competitive advantage

17. Examples of LSS Tools for Project Management Guide Implementation