Explores the vital links of Lean, Six Sigma and Change Management.

1. The Lean Enterprise Vital Links: Lean, Six Sigma and Change Management Lean Acceleration Continuous Improvement Training

2. Explore the component parts of a Continuous Improvement Process (CIP) and how Six Sigma, Change Management and Lean methodologies work together within the DMAIC problem-solving process. Examine the importance, benefits and integration of ‘ Lean Thinking ’ to help achieve Company objectives and operational strategies. Explain the need for providing more detailed Lean tools. Provide additional resources for self-study. Learning Objectives

6. $ Quality Lean Change Management Metrics focused on results important to the customer and with the highest potential for adding hard dollars to the bottom line Disciplined systematic approach designed to maximize results Safety and 5S together: Integrated and aligned people and processes    What are some developmental elements? Speed Project Reviews (DMAIC) 6S Project Leaders Executive Sponsorship “ Lean Belt’s” “ Green Belt’s” Prevention is the Key Safety First ! Proactive Workforce CAP Safety Trained “Champions”

7. Six Sigma Lean Quality Cost Delivery What are the 3 components comprising CIP? S y First Pass Yield Space Inventory Process Product Capacity Lead Time Setup Process Labor Throughput Travel (Material) Delay In-Process Storage PPM COPQ Setup Labor Kanban Voice of the Customer Policy Deployment/ SOX / ISO Visual Management Supplier Quality Process Capability SOPs/Standard Work Product Assurance (SPC, RCCA) Communication Team Dynamics Turnover Rate Cellularization One Piece Flow Manpower Setup SOPs/ SMED Maintenance SOPs (TPM) Cell Cleanliness (6S) Total Employee Involvement (TEI) Measurement Systems Change Management Process Excellence I P O

8. How do the 3 components come together? “ Six Sigma / Change Management/ Lean L-I-N-K” When done in concert - powerful combination Yield, Cycle Time, Re-Work “ Positively affecting the Continuous Improvement culture” WIP, Lead Time, Waste & Wasted Motions Six Sigma Methodology for reducing variation and driving solutions of any existing process (using data with graphical and statistical analysis) Change Management Methodology for assuring that change is sustained within organization The Lean Enterprise (including 6S) Methodology (philosophy and rich tool set) that is particularly focused on identifying and eliminating waste and improving workflows

9. What is the presentation ratio of Topics/ Subject Matter within typical CIP training? (% material content) Six Sigma (40%) Lean (40%) Change Management (20%) Project Management, Facilitation/ Communication/ Presentation Skills, Report Writing and use of statistical software packages: i.e. Excel, Mini-Tab Other subjects touched on: Green Belt, 2 weeks Black Belt, 4 weeks

10. What are some CIP training topics? (A sampling of techniques/ tools taught) Addressed in typical GB/ BB curriculum: Others addressed in ‘Lean Enterprise’ modules only: (single point lessons, more detailed) TPM Quick Change-over Kanban Value Stream Mapping Visual Management Standard Work 6S Kaizen Takt Time Mistake Proofing Process Mapping Project Charter Decision Making XY Matrix Process Capability SPC/ FMEA/ DoE etc Change Management Some topics are addressed in both:

12. What is the “DISCIPLINE” of Six Sigma? Quantify Define Measure Analyze Improve Control Project Selection Team Formation Identify CTXs Y Define Process Capability Validate Measurement System Define Defects Baseline Set Goals Identify x’s Find and Confirm vital few x’s Pilot Solution Y = f (x) Ensure Solution is Sustainable

16. What is the Change Acceleration Process? Leading Change Changing Systems & Structures Share Need Shape Vision Get Buy-in Make it last Monitor Progress Current State Transition State Improved State

19. What are the elements to making change last? Understanding Leading Change Changing systems & structures Clear path forward Clear Continuous Communication Motivation/ energy Ability to adjust Reflection/ integration Ongoing support/ commitment Making change last

21. What is the Alignment of Lean w/ DMAIC  Lean Approaches Align with D-M-A-I-C Define Measure Analyze Improve Control 6S activities Inventory Accuracy Takt Time Value Stream Analysis Line Balance Standardized Operations/ Standard Work Set-up Reduction Visual Management/ Control Kanban/ POU TPM Poka-Yoke

22. How does Lean fit under D/M A I(*m) C ? Particularly Applicable to “Agile” Manufacturing Pilot / Assess Impact (*measure) Institutionalize Define Measure I.D. Waste, CTXs, Cost Savings Define Business Case Lean Assessment Analyze Scope Relevant Improvement Opportunities I.D. Project Areas/Teams Improve Control Estimate New Capability Mistake Proof

25. Measure Analyze Improve Control Define Do all methodologies incorporate DMAIC? Six Sigma (GB, BB, MBB project applications) Yes ! … time between phases may vary however . Lean 6S Workplace organization Rapid Implementation of Solution Problem Solving/ Root Cause and Corrective Action VARIATION WASTE

34. PEOPLE Driving Growth Productivity Results Putting It All Together Continuous Improvement Process

38. The Lean Enterprise Vital Links: Lean, Six Sigma and Change Management Lean Acceleration Continuous Improvement Training