This document outlines considerations for deploying Lean Six Sigma in an organization. It discusses establishing long term goals, addressing differences between public and private sectors, determining how Lean Six Sigma fits with other initiatives, and selecting an appropriate deployment model. The document provides details on enterprise-wide, department/business unit, targeted, and grassroots deployment models. It emphasizes the importance of the deployment foundation, focusing on critical areas, defining roles and responsibilities, and developing talent. It also covers change management, infrastructure support, training approaches, and ensuring successful project execution.

1. 1
Iowa Office of Lean Enterprise
Lean Six Sigma Deployment

2. 2
Presentation Outline
 Lean Six Sigma Deployment
 Considerations
 Foundation
 Execution

3. 3
What is the Long Term Goal for Lean Six Sigma?
 Long term goals should drive the deployment strategies.
 A guiding vision is important for change management.
 Key long term goals to consider:
 Enterprise transformation
 Strategic improvement
 Problem solving
 Cost reduction
 Image
Start with the end in mind.

4. 4
Public vs Private Sector Issue
 Government and private sector organizations have much in
common
 Pressure to improve service and products
 Expectations to control or cut costs
 Large organization behavior
 Key differences to recognize during deployment
 Customers, clients, users and taxpayers
 Politics
 Merit system
 Funding and budgeting
 Lean Six Sigma has been successful in government
Lean Six Sigma works in government
but differences need to be addressed during deployment.

5. 5
How Does Lean Six Sigma Fit ?
 The “Flavor of the Month” problem
 Multiple initiatives confuse employees
 Lean Six Sigma requires a sustained focus
 Competing initiatives may need to be stopped
 Resolve management conflicts early
Determine where Lean Six Sigma fits
within the entire management system.

6. 6
Which Deployment Model To Use?
Impact

Business Transformation
 Organization wide deployment
 Major culture change
 Strategic improvement
 Targeted deployment on critical
problems
 Projects necessary for success
or survival
• Problem solving
 Specific operational problems
 Incremental improvements in
organizational performance
Scale
 Entire organization
 Department
 Project/Section/Team
Organization Readiness
 Culture
 Past process experience
 Management team
 Stability
Select model based on goals and organization

7. 7
Deployment Models
 There is no one “right” model
 Adapt the deployment to the organization’s situation.
 Four models to consider:
 Enterprise wide (traditional model)
 Department/business unit (scalable model)
 Targeted (problem solving model)
 Grass roots (bottom up model)

8. 8
Enterprise Wide Model
 Characteristics
 Top down driven
 Comprehensive
 Major culture change
 Rapid, highly visible deployment
• Deployment considerations
 Solid leadership from the top management is essential
 Large infrastructure and full time staff
 Significant planning and management over time
 Integration with other management systems
 Need for common language and problem solving methodology
 Need to address cross functional processes
 Five years to achieve lasting culture change
This is the traditional deployment model with a proven track
record.
However, it is challenging to execute.

9. 9
Department/Business Unit Model
 Characteristics
 Department leadership but enterprise management support
 Department pilot for enterprise
 Comprehensive at the department level
 Culture change
• Deployment considerations
 Easier to start due to smaller scale
 Slower pace is possible; scale up after initial success
 Greater use of consultants and outside training
 Less integration with management systems
 Similar to enterprise model but on a smaller scale

Risk of not getting beyond the department level
Good option for a strong mid level leader with a
supportive boss.

10. 10
Targeted Model
 Characteristics
 Top management leadership
 Focused on a few specific business problems
 Driven by a desire for strategic impact

Culture change not a deployment objective
 Deployment considerations
 Easy to get started
 Can work in smaller organizations
 Quick results because problems are identified ahead of time
 Infrastructure needs are small; use contracted resources
 Risk of not sustaining the gains
Good model if resources are very limited.
Can build momentum for organization wide efforts.

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Grass Roots Model
 Characteristics
 Originates at the bottom of the organization
 Highly motivated individuals lead the effort
 Project or problem specific
 Culture change not an objective
 Deployment considerations
 Easy to do
 Track record for sustainable improvement is not good
 Few if any infrastructure needs
 Big success can lead to using other deployment models.
Model can produce good results but often fades over time
due to lack of top management attention.

12. 12
Deployment Foundation
 Unrelenting focus on what matters most
 Adopting a deployment maturity model
 Understanding deployment customer requirements
 Roles and Responsibilities
 Deployment accountability
 Talent development
 Change management
Build the deployment on a firm foundation.

13. 13
Focus On What Matters Most
 Fully engage leaders in Lean Six Sigma
 Require leaders to be highly visible in leading Lean Six Sigma
 Structure engagement in key deployment activities
 Lean Six Sigma goal setting
 Identify the most serious business problems
 Set explicit Lean Six Sigma goals
 Link to pay and job performance appraisals
 Understand the business goals and the major organization drivers
 Get leaders to understand their customer requirements
 Put deployment accountability where it belongs
 Executives and managers need to own Lean Six Sigma
 The deployment strategy needs to get executive ownership quickly
Keep Lean Six Sigma relevant to the leaders!

14. 14
Deployment Maturity Model
• Continuous improvement is everyone's job
• Improvement drive by strategy and scorecard
• Lean Six Sigma is "the way we work"
• Result: Value delivered to taxpayers & customers
• Management team leads process improvement
• Opportunity-focused clusters
• Managers applying the Lean Six Sigma methodology
• Result: Financial benefits & better strategy execution
• Black belts and Lean Six Sigma team drive deployment
• Ad hoc projects focused on financial benefits
• Learning the Lean Six Sigma tools
• Result: Financial benefits
Two to five years to a Lean Six Sigma culture.
TransformingOptimizingImproving

15. 15
Deployment Customer Requirements
C r e a t e a L e a n
S ix S ig m a C u lt u re
9 0 % o f B la c k
& G r e e n B e lt p ro je c ts
w ill d r iv e im p r o v e d
p e r fo r m a n c e
Q u a l i ty
( 6 0 % )
S ig n if ic a n t a n n u a l
im p r o v e m e n t in
m a k in g L S S t h e
w a y w e w o rk
D e liv e r s ig n if ic a n t
s u s t a in a b le
b e n e f it s q u ic k ly
D e li v e r y
( 3 5 % )
K e e p t o t a l d ir e c t
d e p lo y m e n t c o s ts
b e lo w 1 0 % o f
p r o je c t b e n e f its
C o s t
( 5 % )
D e p l o y L e a n S i x S i g m a
t o h e l p a c h i e v e
o r g a n iz a t i o n a l g o a ls
Know who your customers are and what they expect.

16. 16
Roles and Responsibilities
 Enterprise/Agency Leaders
 Vision
 Goals

Organization environment
 Enterprise (DOM) Deployment Leader
 Deployment organization
 Deployment processes
 Day-to-day deployment management
 Champions/Deployment Leaders
 Department level deployment
 Barrier removal
 Project identification and selection

17. 17
Roles and Responsibilities
 Project sponsor
 Project specific support
 Resource allocation
 Project focus
 Master Black Belt
 Trains and mentor’s belts
 Technical resource
 Coaches deployment champions and managers
 Manages project clusters
 Black Belts
 Leads projects
 Mentors green belts

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Roles and Responsibilities
 Green Belts
 Lead smaller projects
 Key team member on larger projects
 Functional Champions
 Support for deployment in key areas such as finance, HR and IT
 Policies and procedures
 Process Owners
 Project team member
 Ownership of the process
 Cross functional coordination
 Sustain the project gains

19. 19
Organization Structure Options
 Modify structure for scale of deployment
 Contract for training
 Contract for MBBs
 Functional champions may not be needed
 Consolidate deployment leadership
 Permanent Black Belt(s) in DOM
Adapt the structure to the existing organization
and the goals and scale of the deployment.

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Talent Management
 Rotate top performers through 2 year assignments as Black
Belts.
 Lean Six Sigma is an outstanding management development
experience.
 Problem identification
 Systematic problem solving
 Managing using data
 Leadership
 Select the best and brightest for black belts.
 Don’t compromise on talent.
 Plan repatriation.
 Make Lean Six Sigma experience a requirement for
advancement.
 Skip talent management if culture change is not a deployment
goal.
Culture change comes from developing leaders,
not from completing projects.

21. 21
Change Management Basics
 Manage change from the start
 The biggest deployment risk is not technical
 Create a formal change management plan
 Lean Six Sigma fundamentally changes an organization
 Anticipate the impact that Lean Six Sigma will have
 Address problems in the related management systems
 The legacy of enterprise initiatives is a common barrier
 Many will wait it out if given a chance
 Skepticism should be expected
 Get to critical mass quickly
 Window for change is often very short
 Take advantage of momentum, start-up good will and leadership enthusiasm
 Leadership counts
 Leadership needs to be consistent, visible and constant
 Change is hard - don’t do it if you are not committed

22. 22
Change Management Basics
 Address the people issues early
 Layoffs
 Pay
 Job changes
 Understand what helps people change
 What’s in it for me?
 Certainty
 Knowledge
 Communicate, communicate, communicate
 You can’t talk about Lean Six Sigma too much
The principles of change management are well known.
The challenge is to apply them.

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Deployment Execution
 Understanding the core process and critical Ys
 Black Belts and Green Belts
 Selecting projects
 Supporting infrastructure
 Training
 Mentoring and project support
 Project execution
 Leadership engagement
 Metrics

24. 24
The Core Process
Measure
performance and
identify gaps
Identify project
opportunities
and write
charters
Select projects
and assign black
belts / green
belts
Execute
projects
Sustain gains
from projects
Understanding the core process helps focus the
deployment activities.

25. 25
Critical Ys for Deployment
S e le c t
p r o je c t s &
a s s ig n t o G B s
D e v e lo p
p r o je c t c h a r t e rs
I d e n t if y b u s in e s s
p r o b le m s &
p r o je c t id e a s
I d e n t if y , d e v e l o p
& s e l e c t p r o j e c ts
( 3 0 % )
T r a in B B s
& G B s
S e le c t p e o p le
c a p a b le o f
s u c c e s s a s
B B s & G B s
P r o v id e
s u f f ic ie n t n u m b e rs
o f B B s & G B s
P r o v i d e B B s
& G B s
( 2 5 % )
P r o v id e s u p p o rt
t o p r o je c ts
A p p ly L S S
t o o ls
A c q u ir e &
m a n a g e p r o je c t
r e s o u r c e s
M a n a g e p r o je c t
t a s k s
E x e c u t e p r o j e c ts
( 2 5 % )
P r o v id e s u p p o rt
f o r b e n e f its
r e a liz a t io n
P r e p a r e p ro c e s s
o w n e r s f o r r o le
in s u s t a in in g g a in s
E s t a b lis h
a c c o u n t a b ility
f o r s u s t a in in g
g a in s
M e a s u r e a n d
a u d it p e r f o r m a n c e
S u s t a i n t h e G a in s
( 2 5 % )
9 0 % o f B l a c k a n d
G r e e n B e lt p r o je c ts
w i l l d r i v e i m p r o v e d
f i n a n c i a l p e r f o r m a n c e

26. 26
Black Belts and Green Belts
Black Belts
 2 year full time assignment
 25 days of training
 Certification
 Complete 4 - 8 projects/year
 Can work anywhere in the
agency
 About 1 percent of the
workforce
 Developmental assignment
Green Belts
 Stay in current jobs
 25% time leading projects
 10 days of training
 Certification
 1 - 2 projects/year
 Work primarily in their own
area
 Greater emphasis on
identifying projects and
sustaining the gains
There are differences in the roles for Black Belts and
Green Belts even though they use the same tools.

27. 27
Black and Green Belt Lessons Learned
 Select Black Belts carefully to get top performers
 Full time assignment for Black Belts increases results
 Manage project execution and cycle time
 Address lagging belt performance promptly
 MBBs need to hold black belts accountable
 Plan repatriations early
 Use performance metrics and share the results
 Make belt expectations very clear
High performing Black Belts are essential!

28. 28
Supporting Infrastructure
 Projects
 Project idea and charter
development process
 Project financial validation
process
 Project selection process
 Project management process
 Audit results process
 Project database
 Training
 Curriculum
 Statistical software
 Master Black Belt support
 Tools and templates
 Project report outs
 People
 Selection process
 Certification process
 Repatriation for Black Belts
 Development plans
 Rewards and recognition
 Organizational structure
 Engagement
Build a strong support infrastructure early
and stay ahead of deployment support needs.

29. 29
Training
 Types of training
 Black Belt
 Green Belt
 Directors and Administrators
 Deployment
 Awareness
 Delivery Methods
 Contracted training
 Open enrollment
 In-house

30. 30
Training Lessons Learned
 Top notch training is critical
 Delivering in-house training is hard
 Training needs to include more than Lean Six Sigma tools
 Thinking process
 Project management
 Leadership and change management
 CTQs and CTQ flow downs
 Address demands for more than Black Belt and Green Belt
training
 Don’t forget about the people at the top
 Provide enough general training to avoid confusion
 Have good chartered projects to work on during training

31. 31
Mentoring & Project Support
 Require monthly 1:1 between Master Black Belt and assigned
Black Belts to review projects
 Encourage Black Belts and project sponsor monthly touch points
to eliminate barriers
 Hold weekly “study halls” for project help
 Assign executive sponsors on projects with $500,000 annual
savings and above
 Assign Black Belts to mentor Green Belts
 Measure customer satisfaction from project sponsors and project
teams

32. 32
Mentoring & Project Support Lessons Learned
 Keep process owners/sponsors involved in the projects and
communicate often
 Have discipline in conducting the monthly project reviews
 Identify and address issues early
 Review checklist
 Recognize the critical leadership development role the MBBs
play
 Know who is doing well and who isn’t

33. 33
Project Execution Lessons Learned
 Scope projects appropriately
 Use a formal project management methodology
 Track project progress monthly
 Be willing to stop poor projects early
 Use project cluster management for related projects

34. 34
Leadership Engagement
 Annual goal setting
 Monthly staff meeting agenda item
 Project sponsorship / barrier removal
 Training attendance
 Training kick off speeches
 Attendance at LSS functions

35. 35
Leadership Engagement Lessons Learned
 Leadership wants to help but may not know how to help. Provide
training and hand holding as necessary.
 Create and reinforce the expectation that management must lead
Lean Six Sigma
 Identify projects
 Provide resources
 Remove barriers
 Measure leadership engagement

36. 36
Metrics
 Outcome measures
 Lean Six Sigma project financial benefits
 Culture change
 Deployment management measures
 Projects completed
 Project cycle time
 Projects on-track
 Active and completed projects per Black Belt and Green Belt
 Benefits per project
 Black Belt successful repatriation
 Charters written
 Charter inventory
 Black Belts per employee
 Projects per employee
Use the deployment to set an example on using data to
manage.

37. 37
Sustaining the Gains
 Create a Lean Six Sigma control plan
 Build a data and performance driven management culture
 Organization performance
 Process performance
 Lean Six Sigma performance
 Strengthen management accountability
 Maintain the Lean Six Sigma focus on the most important
organization goals and performance gaps
 Tighter integration between Lean Six Sigma and the enterprise’s
management systems