1st hour of Rapid Lean Six Sigma Workshop

1. Rapid - Lean Six Sigma:
Kick-Starting Your Continuous Improvement Program
Facilitated by: John Besaw, Ph.D.
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2. “Success in war depends on the golden rules:
speed,
simplicity, and
boldness.”
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3. RapidLeanSixSigma
Success depends on:
speed,
simplicity, and
boldness.
A common complaint of traditional Lean
and Six Sigma is that they “take too long.”
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4. “Simplicity”
RapidLeanSixSigma promotes a culture
that targets continuous improvement
through the relentless elimination of waste.
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5. A Systems Approach
A “Systems Approach” that creates a
culture in which everyone is continuously
improving processes and eliminating waste.
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6. Continuous Improvement
… as a critical responsibility of everyone.
It must involve all areas and requires a
commitment to hard work and the
uncompromising drive to seek out new and
better ways of doing things.
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7. RapidLeanSixSigma provides the tools and
techniques for making decisions and solving
problems - fast.
An organization’s early success will be
realized through engaged employees using
an empowered approach for “rapid” process
improvement.
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8. eGenda
1. Introduction - Why RapidLeanSixSigma
2. Leading in a RapidLeanSixSigma environment
3. Integrating Lean concepts and Six Sigma problem
solving methodology
4. RapidLeanSixSigma Tools and Techniques
5. RapidLeanSixSigma Roadmap
6. Transformation Planning
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9. Workshop Description
The RapidLeanSixSigma Workshop provides a
hands-on, experiential approach to continuous
improvement. The framework highlights
RapidLeanSixSigma tools and techniques used
by empowered teams.
Fast, simple, practical methods are highlighted.
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10. Workshop Objectives
The objectives of the RapidLeanSixSigma
workshop are for each participant to know basic
tools and techniques and comprehend his/her
role in a team approach to Continuous
Improvement.
Through an experiential approach, participants
use a systematic approach to problem-solving
and learn to use RapidLeanSixSigma tools and
techniques.
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11. Activity
 What are we doing now that we
shouldn’t be doing at all.
1)
2)
3)
There may be too many To-Do lists.
Consider A “Not-To-Do” List
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12. Why?
 Constantly improving products and services
can help an organization remain competitive
and keep a strong customer base.
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13. “Journey” Never Ends
RapidLeanSixSigma Current
Lean 2004
Six Sigma 2000
TQM 1990’s
American business rediscovers Deming 1970’s & 1980’s
Japan emerges as a leader of Lean
Transformation of Japanese economy
Japanese adopt Deming’s principles 1950s
Deming goes to Japan 1950
Deming in America 1940s
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14. RapidLeanSixSigma
Integrating Lean and Six Sigma
Speed and Simplicity
 Lean
• Waste Reduction
• Velocity
 Six Sigma
• Problem Solving Methodology
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15. RapidLeanSixSigma
Everyone On-Board Upfront
Action
Commitment
Understanding
Information
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16. For Consideration
 Efficient: “Do things right.”
 Effective: “Do the right things.”
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17. A Journey, not an end state
Shared Vision
Future Value Stream
Where we
are today
Current Value Stream
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18. For Reflection
 Developing a Strategy is not easy; executing it is
even more difficult; sustainment ???
 Transformation is not just about a plan, it requires
changing people’s mindsets and behaviors.
Activity:
Mindsets and Behaviors that need to be changed.
1.
2.
3.
4.
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19. Orientation
Fixing problems,
Not - fixing blame.
“We are in a new economic age. We can no
longer live with commonly accepted levels of
delays, mistakes, defective materials and
defective workmanship.”
Dr. W. Edwards Deming
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20. Example: Deliverables
Key Deliverables
Increased Higher Levels
Efficiency of Performance
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21. Align, Focus, Synchronize, Synergize
Leadership Culture RapidLeanSixSigma
Leadership Culture RapidLeanSixSigma
“Repeatability”
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22. Activity:
Name these people or programs
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23. Alignment
Clarity … Consistency … Commitment
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24. Basics
 Customer defines quality
 Top management leadership
 All employees responsible
 A way of life (our culture)
 Team problem solving
 Tools
 Training for all
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25. RapidLeanSixSigma
“Elevator Speech”
A leadership philosophy dedicated to creating and
keeping loyal customers through continuous
improvement of all products, services, and
processes.
Requires the active and continual participation of
all employees in an environment supportive of
innovation and teamwork.
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26. Anticipate Possible Problems
 Outdated Management Philosophies
 Organizational Culture
 Lack of Knowledge
 In-bred Complexity
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27. “Emotional Rollercoaster”
Vision
To Be
Phase 1 Phase 2 Phase 3
Growth
Awareness
As Is
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28. Two “Sides”
The “HARD” Side: The “SOFT” Side:
 is about  is about
• processes • buy-in
• measurement • commitment
• tools • attitude
• structures • overcoming
• procedures resistance to change
• self-leadership
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29. For Discussion
 “… more organizations fail from a lack of
creating the right culture and infrastructure than
from using the wrong tools!”
 “… the key lesson is not to get lost in the
statistical weeds or the improvement tools.
Important as these are, the source of power is
first and foremost in the culture.”
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30. Culture
Traditional RapidLeanSixSigma
• Authoritarian • Participative
• No risk-taking • Encourage change
• Fear of job loss • Job security
• Status quo • Continuous improvement
• Systems policies • Policies that inspire people to
want continuous improvement
• “Beat on” supplier • Work with supplier
• Distant from customers • Close to customers
• Few people trained in basic tools • Everyone trained in basic tools
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31. Transformation Curve
Cynics
Goal: Shift the Curve
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32. 20-60-20 Rule
 20% of the people in the organization
will be “Transformation Friendly”
 60% will sit on the
fence
 20% will resist
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33. RapidLeanSixSigma
Goals and Benefits
Achieve total customer satisfaction and
improved operational effectiveness and
efficiency
Improve communication and teamwork
through a common set of tools and
techniques (a disciplined, repeatable
methodology)
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34. RapidLeanSixSigma
Relentless pursuit of elimination of waste:
• Over-production
• Excessive Inventory
• Unnecessary Motion
• Waiting
• Defects Requiring Rework or Scrap
• Extra Processing
• (Workforce Productivity)
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35. Barriers to Improvement
If we all know we need to improve, the
question becomes: why don’t we?
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36. Resistance to Change
Asking people to work differently often
meets with stiff resistance.
Overcoming resistance to change can
be the hardest part of our job.
It is against human nature to want to
change the way things are done unless
there is a compelling reason to do so.
continued
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37. The biggest reason for RapidLeanSixSigma
implementation is its astonishing success at
dramatically improving a company’s
bottom-line profitability - fast.
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38. Short Break
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39. Parking
Lot
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40. Resources
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41. Temperament
Internet Resources
http://en.wikipedia.org/wiki/Myers-Briggs_Type_Indicator
http://www.keirsey.com/
http://www.typelogic.com/enfj.html
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42. http://www.lean.org/
Website for the Lean Enterprise Institute… books,
workbooks, and case studies that help companies
transform themselves based on the principles of
the Toyota Business System.
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43. Online Resource
 http://www.12manage.com/methods_value_stream_mapping.html#userforum
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44. Nalicheri, N., Baily, C., & Cade, S. The lean,
green service machine.
http://www.strategy-business.com/
Poppendick, M. (2002). Principles of lean
thinking.
http://www.poppendieck.com/papers/Le
anThinking.pdf
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45. For Discussion
http://www.thefreedictionary.com/kick-starting
 Lean Six Sigma: Lean Six Sigma is a business
improvement methodology which combines (as the
name implies) tools from both Lean Manufacturing and
Six Sigma. Lean manufacturing focuses on speed and
traditional Six Sigma focuses on quality. By combining
the two, the result is better quality faster.
 Rapid (adjective): acting or moving quickly
 Kick-Starting (verb): to do something bold or drastic in
order to begin or improve the performance of
something.
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46. http://www.infor.com/leanessentials/
This comprehensive Web site developed
by Infor is filled with information to help
you improve your productivity, profitability
and customer satisfaction.
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47. http://www.lean.org/WhatsLean/CommonLeanQuestions.cfm
Common Lean Questions
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48. Activity
Role of a RapidLeanSixSigma “Master”
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49. Characteristics of a
RapidLeanSixSigma Master
 Highly effective Team Facilitator
 Highly Respected by Superiors, Peers and Subordinates
 Inspires Others to Excel
 Possesses a Creative, Critical, Out-of-the-Box Intellect
 Accepts Responsibility for identifying choices
 Encourages Commitment, Dedication and Teamwork
 Solicits Diverse Ideas and Viewpoints
 Acts Decisively Under Pressure
 Effective in Consulting, Mentoring and Coaching others
 Team Engagement
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50. Activity
RapidLeanSixSigma Coaching
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51. Example
Coaching – Annual
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
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On time!
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