Implementing a Simplified Process Improvement Program – PMI Nashville Presentation 3/19/2013

Simplifying and Implementing Process Improvement/Lean/Six

Sigma Programs

By Craig A. Stevens During the 3/19/2013

PMI Luncheon

1 craigastevens@westbrookstevens.com

• The biggest problem with many of the process improvement

programs is that you have to have a degree in statistics or

engineering to understand them. Not so with the process

improvement programs that Craig develops. He focuses on

three easy to grasp phases: Assessment, Problem Solving,

and Implementation. In this presentation, Craig will walk us

through his three-phase process that incorporates the

concepts of continuous improvement, Lean, Six Sigma,

common sense, and the seven attributes of excellent

management found in his book Geronimo Stone.

Simplifying and Implementing Process

Improvement/Lean/Six Sigma Programs

1/7/2013 2

craigastevens@westbrookstevens.com

Creating a Team Focused Improvement

Program

Agenda

Goals/Objectives

Relationship of Change, PM, and PI

4 White Belt – 120 Minutes of Building Leaders

Green Belt – 4 Days and Project – Building Practitioners

Yellow Belt – ½ Day – Building Direct Supervisors

Black Belt – 6 Months Experience & 4 Projects – PIP Mentors

8 Summary of PI Program Approach

This is an example text. Go ahead and replace it 3 Strategy, PI, Lean, Six Sigma, TQM

• To Introduce the Focus and Rigor of a Sustainable

Improvement Program

• Explain The Purpose of the Program - to:

– Optimize: • Productivity

• Cost vs. Quality

• Processes and Systems

• Innovation

– Minimize Waste

– Maximize Motivation To Improve

– Build the Core Competencies For Improvement

Goals and Objectives This Presentation

Improvement Focused Teams

Three Easy to Understand and Use

Improvement Phases

Assessments

P = Problem Solving

I = Implementation

Using Project Management Tools/Support

Program

Agenda

Goals/Objectives

4 White Belt – 120 Minutes of Building Leaders

This is an example text. Go ahead and replace it 3 Strategy, PI, Lean, Six Sigma, TQM

Two Types of Change - 2nd Order

Change (or A Major Step Change)

1/7/2013 7

Before the Change During the Change After the Change

1st Order Changes or Continuous

Improvement

1/7/2013

Project Management is the

Change Implementation Tool

9 1/7/2013

1st Order Changes or Continuous

Improvement

1/7/2013

Program

Agenda

Goals/Objectives

White Belt – 120 Minutes of Building Leaders

Strategy, PI, Lean, Six Sigma, TQM ✓

History of Lean

Developed by Toyota in the 1950s

Originally called TPS – Toyota Production

System

Focuses on reducing waste and improving

cycle time through continuous quality

improvement

Impact – Improves process flow and efficiency

Example From the HCA PI Teams

Lean = Elimination of Waste

1/7/2013 13

• Defects

• Over-Production

• Waiting

• Not Clear (confusion)

• Transporting

• Inventory

• Motion

• Excess-Processing

The 8 Types of

MUDA for

Muddy Water

History of Six Sigma

Six Sigma

Developed by Motorola in the 1980’s

Focuses on reducing errors through

rigorous data analysis and statistical

controls

Impact – Improves quality and reduces

process variation

Example From the HCA PI Teams

Comparing - Six Sigma DMAIC

Lifecycles to Change

Before the Change During the Change After the Change Define Measure

Analyze Implement

Control Operations

and Maintenance

Phases

Process Improvement Program Using a Balanced

Approach

Key Elements of Improvement

1. Leadership

2. Organizational Culture

3. Customer Focus

4. People and Teams

5. Skills and Tools

6. Processes and Systems

7. Performance Measures

Westbrook Stevens Excellent

Management Model © 16

From Book Geronimo Stone

http://www.llumina.com/store/geronimostone2.htm

Westbrook Stevens, Seven Attributes of

Excellent Management Model, 1990 ©

People

Building

17 From Book Geronimo Stone

http://www.llumina.com/store/geronimostone2.htm

The Three Phases of A Change

Improvement Phases

Assessments

P = Problem Solving

I = Implementation

Program

Agenda

Goals/Objectives

Relationship of Change , PM, and PI

120 Min.

For Leaders

For Supervisors

1/2 Day – Culture, Teams, Motivation

For Practitioners

2 Weeks Worth of Training, Projects and Tools

For PIP Mentors and Facilitators

3 Months Worth of Implementation – Mentoring and Implementation Study

Training by Levels of Expertise Improvement Focused Teams

Create an Understanding with a focus on

Leadership and Empowerment (White Belt)

Be Able to Manage and Contribute to

Improvements (Yellow Belt)

Be Able to Perform Improvement

Projects Independently (Green

Be able to Teach and

Facilitate Improvement

Projects for Others

(Black Belt)

Improvement Focused Teams - White Belt Training

Element

% of Introduction

Minutes of a 120 Minutes Presentation

1 -Leadership 50 60

2 - Culture 25 30

3 - Customer Focus 5 6

4 - People and Teams 5 6

5 - Skills and Tools 5 6

6 - Processes and Systems 5 6

7 - Performance Measures 5 6

Goal: To Create an

Understanding

1 -Leadership

2 - Culture

3 - Customer Focus

4 - People and Teams

5 - Skills and Tools

6 - Processes and Systems

7 - Performance Measures

• Situational Leadership

– When and how much to lead

• Incubation of Leaders

– About people, Empowerment

– how to motivate and lead

people to get results

Leadership Training - (50% of Time)

1/7/2013 23

• What is Culture

• How to Assess the

Culture

• How to Create a

Cultural Desire to

Improve

Organizational Culture

Training – (25% of Time)

1/7/2013 24

• Attributes:

– People (and Team Building)

– Problem Solving Tools, Skills, and Core

Competences,

– Continuous Improvement, (Change, Systems

and Processes)

– Performance Measures

• In the Following Context

Introduce the Other Attributes – (25% of Time)

1/7/2013 25

Step 1 – Teach How we Find the Subjects to Assess – Build

the Assessment Candidate Portfolio

Step 2 – Explain the Assessment Phase

Assessments

P = Problem Solving

I = Implementation

Step 3 – Create the Tools and Teach How to Find and

Use Them

Program

Agenda

Goals/Objectives

120 Min.

For Leaders

For Supervisors

For Practitioners

Projects for Others

(Black Belt)

Improvement Focused Teams – Yellow Belt Training

Element % of Leaders’

Time Minutes of 1/2

1 -Leadership 2 5

2 - Culture 2 5

Goal: To Be Able to

Manage and

Contribute to

Improvements

1 -Leadership

2 - Culture

3 - Customer Focus

• Review

– Leadership

– Culture

• Expand On

– Customer Focus

– People

• Motivation

• Team Building

Yellow Belt - Review and Expand

on Some Attributes (12% of time)

1/7/2013 32

• Highest Impact Tools and Solutions

– Doctor Schedule Templates

– Patient Throughput

– Phones

– Room Utilization

– Staffing

• Green Flag Reports

Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)

1/7/2013 33

Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)

1/7/2013 34

• Introduce Lean Tools – In addition to the Big Rocks & GFRs

– Observations

– Value Stream Mapping

– Flow Charting

– A3 Processing and Reporting

– Spaghetti Diagram

– 5 S Events

Yellow Belt – Continuous Improvement

and Performance Measures (About an Hour)

1/7/2013 35

• Introduce Continuous Improvement – Systems and Processes

– Change Management

• Introduce Performance Measures

– The Seven Steps to Performance

Measures

– The Measures we Have Available

Step 4 – Select the Problems to Solve -Build the Problem Solving Portfolio

Assessments

P = Problem Solving

I = Implementation

Step 5 –Solve Problems and

Build/Apply GFR - Benchmarking

Assessments

P = Problem Solving

I = Implementation

GFR GFR

Program

Agenda

Goals/Objectives

Relationship of Change PM, and PI

120 Min.

For Leaders

For Supervisors

For Practitioners

Projects for Others

(Black Belt)

Green Belt – 4 Days & Project – Building Practitioners

Improvement Focused Teams – Green Belt Training

Element

% of Practitioners’

Time Hr

Training

1 -Leadership 2 1/2

2 - Culture 2 1/2

Goal: To Be Able to

Perform

Improvement

Projects

Independently

Requires Completion of a Complete Improvement Project

1 -Leadership

2 - Culture

3 - Customer Focus

Green Belt – Select a Green Belt

Project that Relates to Your Work Area

1/7/2013 41

• Use the Three Phases

– Assess Using the Seven Attributes

• Plant Green and Red Flags

• Build Red Flag Portfolio

– Perform Problem Solving On One or More of the Red Flags

• Facilitate a Team Problem Solving Effort

• Build a Solution Portfolio and Select the Best (a Real Project)

– Implement Solutions

• Build a Project Portfolio Based on the Solutions

• Implement some Quick Fixes and

• Select and Use PM tools to Implement a Real (Larger) Project

• Teach the Key Six Sigma Tools

– Stats and Use the Lean Tools

• Review and Expand on the

Other Subjects

• Apply to The Selected Project

• Teach Project Management

Green Belt – Training

1/7/2013 42

Step 6 – Select the Solutions and Build

a Project Portfolio

Assessments

P = Problem Solving

I = Implementation

GFR GFR

Program

Agenda

Goals/Objectives

120 Min.

For Leaders

For Supervisors

For Practitioners

Projects for Others

(Black Belt)

Black Belt – 6 Months Experience, Training, & 4

Projects for PIP Facilitators

Improvement Focused Teams - Black Belt

Element

% of Facilitators'

Time Hours over 6

Months

1 -Leadership 5 2

2 - Culture 5 2

Goal: To Be able to

Teach and Facilitate

Improvement

Projects for Others

Requires Facilitating the Successful Completion of 4

Complete Improvement Projects for Others

1 -Leadership

2 - Culture

3 - Customer Focus

• Review and Expand on the

Attributes and Tools

• Add Systems Thinking

Archetypes

• Apply to The Selected Project

• Strategic Focus

• Focus on Mentoring Others

• Focus on Training-the-Trainer

Black Belt – Training

1/7/2013 47

Strategic Planning Project Selection

Portfolio Management Project Management

Program Management

Process Improvement

Productivity Improvement

Industr

eering

Improvement Phases

Assessments

P = Problem Solving

I = Implementation

Program

Agenda

Goals/Objectives

Implementing a Simplified Process Improvement Program – PMI Nashville Presentation 3/19/2013

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