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Culture Change through Lean Six Sigma Education

Culture Change through Lean Six Sigma Education. Sue Kozlowski MSA, MT(ASCP)SBB DLM CSSBB(ASQ). Presentation sponsored by: The Team and Workplace Excellence Forum. Lean Six Sigma. “Begin with the end in mind.” --Stephen Covey

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Culture Change through Lean Six Sigma Education

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  1. Culture ChangethroughLean Six Sigma Education Sue Kozlowski MSA, MT(ASCP)SBB DLM CSSBB(ASQ) Presentation sponsored by: The Team and Workplace Excellence Forum

  2. Lean Six Sigma “Begin with the end in mind.” --Stephen Covey What are the outcome measures for your Lean / Six Sigma Deployment? Discussion! Slide 2

  3. Lean Six Sigma Are you a Lean / Six Sigma organization if… • You have Belts / Facilitators? • You have projects? • You have bottom line savings? What’s missing? Slide 3

  4. Lean Six Sigma What about: • Driving the philosophy through the organization? • Not waiting for project approval before identifying improvements? • Finding cost-avoidance and DO-IT projects? “I can’t fix that yet, the project’s not slated until 2011!” Slide 4

  5. Objectives After this session, you will be able to: • Understand the basic concepts of business culture transformation • Describe three approaches to culture change using Lean Six Sigma concepts • List three positive outcomes that can be used to measure culture change through Lean Six Sigma education Slide 5

  6. Business Culture Change Change to What?

  7. Culture Change IDEA TRANSMISSION / EVENT INTEGRATION Slide 7

  8. Culture Change TRANSMISSION / EVENT IDEA TRANSMISSION / EVENT IDEA IDEA TRANSMISSION / EVENT TIPPING POINT Slide 8

  9. Culture Change Typical Deployment • Idea = Lean / Six Sigma • Transmission-Event = Structure, Project • Diffusion = Many Projects • Tipping Point = $$$ • Integration = ??? “We do projects” Slide 9

  10. Culture Change Proposed Deployment • Idea = Lean / Six Sigma • Transmission-Event = Structure, Infrastructure • Diffusion = Projects, Training • Tipping Point = Lean / Six Sigma Culture • Integration = Language, Concepts, Tools “We’re a Lean / Six Sigma company!” Slide 10

  11. Projects vs Training Can you have your cake and eat it too?

  12. Lean Six Sigma Deployments Different Approaches • Projects First • Traditional Six Sigma/DMAIC • Traditional Lean/Kaizen • Training first • “Butts in the Seat” • Certification Which will promote culture change? Slide 12

  13. Projects First • Limit training to project leaders and team members • May have some training for Project Sponsors and/or Process Owners Slide 13

  14. Impact of Projects First How many people have been trained after 3 waves? • 20 BBs / Lean Facilitators • 47 GBs • 104 Project Team Members • 20 Executives / Champions WOW! Slide 14

  15. Outcomes of Projects First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking? Slide 15

  16. Outcomes of Projects First And at the end of 3 waves, how much impact have you had on your metrics? Slide 16

  17. Culture Change IDEA TRANSMISSION / EVENT INTEGRATION Slide 17

  18. Training First • Lots of people who “know” lots of things • Lots of certificates • But, use it or lose it! Slide 18

  19. Training First, continued How many people have been trained after 3 waves? • All Senior Leaders • Most Directors • Some Managers / Supervisors • Some Leads/Coordinators WOW! Slide 19

  20. Outcomes of Training First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking? Slide 20

  21. Outcomes of Training First • And at the end of 3 waves, how much impact have you had on your metrics? Slide 21

  22. Culture Change IDEA TRANSMISSION / EVENT INTEGRATION Slide 22

  23. Projects Quick start Develop metrics Attack problems “Best and Brightest” for project leaders Training Build momentum Develop metrics Manage processes “Learn to see” Early adopters will be evident (next wave of BBs / Lean Facilitators) The Middle Way Slide 23

  24. Outcomes of Training First So at the end of 3 waves, what percent of your staff have been “transformed” into the new way of thinking? Slide 24

  25. Outcomes of Training First • And at the end of 3 waves, how much impact have you had on your metrics? Slide 25

  26. Projects + Training • Run projects • Get financial gains • Change culture • Learn to see processes, value & waste • Data-based decisions • Clear goals and targets • Team-building • Break down barriers and silos Slide 26

  27. Projects + Training Program Objectives Ability to… • Lead Project Teams to validated gains • Coach Project Team Members • Teach LSS tools and concepts • Mentor upcoming leaders Slide 27

  28. Projects + Training Objectives The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator TRAINING – in addition to project management skills and statistics. Slide 28

  29. Black Belts as Agents of Culture Change More Than Just Project Facilitators

  30. BB / Lean Facilitator Selection The skills and abilities for teaching, coaching, and mentoring should be included with your Black Belt / Lean Facilitator SELECTION – in addition to project management skills and statistics. Slide 30

  31. BB / Lean Facilitator Training Suggested training guideline • Training project – LSS methodology, project management, team facilitation • Assessment: Project deliverables, team effectiveness • Follow-up training – Teaching, coaching, and mentoring skills • Assessment: Teaching, GB coaching / mentoring, team facilitation Slide 31

  32. BB / Lean Facilitator Training Advantages Career path after Black Belt / Lean Facilitator may take one of two directions: • Master Black Belt / Sensei role • Operational Leadership role Slide 32

  33. BB / Lean Facilitator Training Advantages Master Black Belt / Sensei role • Primary Responsibility shifts to teaching, coaching, mentoring, administrative roles Operational Leadership role • Primary responsibility shifts to accomplishments through teams of people Slide 33

  34. Development of Training Training by Vendor… Training by you! Champion BB / GB LF Project team Project Team BB / GB LF Champion Op Leaders Slide 34

  35. BB / Lean Facilitator Training Vendor-led training may be $15,000 per person (BB, GB, LF) not including transportation, printing, etc. Internally-led training: • 2 BBs • Avg 30 per class • Eight days of training (2 days per month) • $250 per person Slide 35

  36. BB / Lean Facilitator Training Cost of internal training BBs/LFs who are training may need a reduced project load Logistics: • Binders, tabs, & handouts • AV, flip charts, markers, sticky-notes etc. • Dietary Course development Slide 36

  37. Typical Deployment LSS LSS LSS LSS LSS Slide 37

  38. Suggested Deployment LSS LSS LSS LSS LSS Slide 38

  39. What’s the advantage? Suggested model for improvement in a moderately-sized company Slide 39

  40. The Tipping Point… When cultural transformation occurs Executives walk the walk… • Attend training classes, lead projects Leaders talk the talk… • Use LSS terminology in daily operations Employees walk & talk! • Look for wastes, suggest improvements Slide 40

  41. We’ll know we’ve been successful when… • Executives… • Leaders… • Employees… • BBs/GBs/Lean Facilitators… Slide 41

  42. Planning for Culture Change Get More Than Projects Out Of Your Deployment!

  43. A Value Stream for Culture Change Leadership Culture Change New Hire Orientation Set Vision, Expectations, and Goals Select & Train Initial BBs/LFs Develop Leadership Training Implement organization-wide training Projects Slide 43

  44. A Value Stream for Culture Change Leadership Culture Change Communication New Hire Orientation Set Vision, Expectations, and Goals Select & Train Initial BBs/LFs Develop Leadership Training Implement organization-wide training Projects Targets Metrics Slide 44

  45. Barriers to Culture Change • Strange concepts • Front-line workers as process experts • Team not led by the boss • Set milestones • New tools • SPIOC, Value Stream Map • Statistical tools • Lean tools Slide 45

  46. Barriers to Culture Change • Process awareness / understanding • Upstream, downstream • Suboptimizing • Wastes • Next process as customer • Unique language • DMAIC: Darned Multiple Acronyms In Class! • Lean: Let’s learn Japanese! Slide 46

  47. A Note about Belts • Belts “Pro” • Easy to understand • People like it • Can build structure (Green, Yellow, White) • Belts “Con” • May not be appropriate for culture • Lean approach, teach everyone the tools • Overuse/abuse of terms (Grandmaster Black Belt? Gold Belt?) Slide 47

  48. A Note about Certification • Certification “Pro” • Standard body of knowledge • People like it • Should require project plus book learning • Certification “Con” • May become a paper chase • Body of knowledge may not be appropriate for organizational needs • May mask lack of skills Slide 48

  49. A Note about Black Belt Career Paths • In & Out • Not a good fit for skills (consider trial period) • Superficial stepping stone to next career path • Lifers • Love it • Good project managers and teachers • Careerists • Gain skills and knowledge for next level of responsibility Slide 49

  50. A Note about Black Belt Career Paths • Novice • Training + 1 year (can define “x” completed projects) • Practitioner • Next 1 - 3 years before transition • Develop and master the skills • Sensei / Master • Remain as teacher, coach, methodology expert, involved in strategic planning Slide 50

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