Culture Changethrough

Lean Six Sigma EducationSue Kozlowski

MSA, MT(ASCP)SBB DLMCSSBB(ASQ)

Presentation sponsored by: The Team and Workplace Excellence Forum

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Lean Six Sigma

“Begin with the end in mind.”--Stephen Covey

What are the outcome measures for your Lean / Six Sigma Deployment?

Discussion!

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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?

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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!”

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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

Business Culture ChangeChange to What?

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Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

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Culture Change

IDEA

DIFFUSIONINTEGRATION

TRANSMISSION / EVENT

TRANSMISSION / EVENTIDEA

IDEA

IDEA

TRANSMISSION / EVENT

TIPPING POINT

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Culture Change

Typical Deployment

•Idea = Lean / Six Sigma•Transmission-Event = Structure, Project

•Diffusion = Many Projects•Tipping Point = $$$•Integration = ???

“We do projects”

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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!”

Projects vs TrainingCan you have your cake and eat it too?

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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?Which will promote culture change?

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Projects First

• Limit training to project leaders and team members

• May have some training for Project Sponsors and/or Process Owners

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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!

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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?

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Outcomes of Projects First

And at the end of 3 waves, how much impact have you had on your metrics?

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Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

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Training First

• Lots of people who “know” lots of things

• Lots of certificates• But, use it or lose it!

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Training First, continued

How many people have been trained after 3 waves?

• All Senior Leaders• Most Directors• Some Managers / Supervisors• Some Leads/Coordinators

WOW!

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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?

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Outcomes of Training First

• And at the end of 3 waves, how much impact have you had on your metrics?

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Culture Change

DIFFUSION

TIPPING POINT

INTEGRATION

TRANSMISSION / EVENT

IDEA

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The Middle Way

• 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)

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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?

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Outcomes of Training First

• And at the end of 3 waves, how much impact have you had on your metrics?

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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

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Projects + Training Program Objectives

Ability to…• Lead Project Teams to validated

gains• Coach Project Team Members• Teach LSS tools and concepts• Mentor upcoming leaders

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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.

Black Belts as Agents of Culture Change

More Than Just Project Facilitators

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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.

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BB / Lean Facilitator Training

• 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

Suggested training guideline

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BB / Lean Facilitator Training

Career path after Black Belt / Lean Facilitator may take one of two directions:

• Master Black Belt / Sensei role

• Operational Leadership role

Advantages

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BB / Lean Facilitator Training

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

Advantages

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Development of Training

Training by Vendor…

Training by you!

Champion BB / GBLF

Project team

Project Team Champion Op

LeadersBB / GB

LF

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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

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BB / Lean Facilitator Training

BBs/LFs who are training may need a reduced project load

Logistics:• Binders, tabs, & handouts• AV, flip charts, markers, sticky-notes

etc.• DietaryCourse development

Cost of internal training

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Typical Deployment

LSS

LSSLSS

LSSLSS

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Suggested Deployment

LSS

LSSLSS

LSSLSS

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What’s the advantage?

Suggested model for improvement in a moderately-sized company

Suggested Deployment Model - Leadership

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Traditional Deployment Model - Projects

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The Tipping Point…

Executives walk the walk…• Attend training classes, lead projectsLeaders talk the talk…• Use LSS terminology in daily

operationsEmployees walk & talk!• Look for wastes, suggest

improvements

When cultural transformation occurs

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We’ll know we’ve been successful when…

• Executives…

• Leaders…

• Employees…

• BBs/GBs/Lean Facilitators…

Planning for Culture Change

Get More Than Projects Out Of Your Deployment!

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A Value Stream for Culture Change

Set Vision, Expectations,

and Goals

Select & TrainInitial BBs/LFs

Develop Leadership

Training

Implement organization-wide training

Projects

Leadership CultureChange

New HireOrientation

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A Value Stream for Culture Change

Set Vision, Expectations,

and Goals

Select & TrainInitial BBs/LFs

Develop Leadership

Training

Implement organization-wide training

Projects

Leadership CultureChange

New HireOrientation

Targets Metrics

Communication

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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

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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!

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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?)

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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

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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

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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

Developing a Lean Six Sigma Culture

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New Hire Orientation

• 15 Minutes will do it• LSS philosophy and approach• Simple game or exercise• List of who’s involved (Champions,

BBs, BGs, LFx)• Invitation to contribute ideas

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Leadership Orientation Content

• DMAIC or Lean Approach• History, success stories• Types of projects• Expectations of leaders (roles,

participation, training)• Resources for further details• Select a project to get them involved

in

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Leadership Course Content

• Will the leadership course also serve as the GB/LF course?

• What do leaders, who are not LSS project managers, need to know in their daily operations?

• BB/LF consensus• Develop an outline• Use available resources, or buy them

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Course Organization

• Select a Primary Instructor (BB or MBB)• All BBs should teach – some will need

more coaching than others• Start with teaching modules – then move

to exercises – then whole days of class• Have Executives / MBBs “drop in” for

informal discussion & asking how they will use what they have learned

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Course Organization

• Set and keep an attendance policy• Include homework (VSM, SIPOC, etc.)• Make an exam to force review of earlier

concepts and study• Give a certificate, pin, etc. to indicate

accomplishment• Optional – project work or GB-level

classes for people who want to get deeper into it

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Black Belt Development

• Set criteria for BB career path• Select / develop BB and MBB level

training and certification requirements • Require portfolio of projects, professional

development, and accomplishments• Post-project review should include

feedback from team members• Annual eval should include career

planning

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Outcome Measures

• Executive behavior– Supportive, Committed, or Engaged?

• Leader behavior– Sponsors, participation on teams, use of

tools in daily operations?

• Front-line leaders– Participation on teams, use of tools in

daily operations?

• Belts/Facilitators

Closing

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Return on Investment

• Training as essential to culture change– Connected to organizational mission– Less expensive than external training– Quicker diffusion to tipping point– Create a new culture for your organization

• Support projects– Develop future project leaders

• Improve operations– Get leaders using the tools in daily operations

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Sustain the Gains

• Lean / Six Sigma becomes “the way we work.”– Executives– Mid-level Leaders– Front-line leaders– Staff

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Customer Needs

Employee Engagement

Continuous Improvement &

Innovation

Mission – Vision – Values

Each Customer

First

Build Your House of Quality

What will our House of Quality look like?

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Acknowledgements

Chuck Debusk, Master Black Belt, GEnow VP, Performance & Process Improvement, United Healthcare

Todd Sperl, Master Black Belt, St. John Healthnow President, Lean Fox Solutions, LLC

Ron Bercaw, Senseinow Sensei, Breakthrough Horizons, LLC

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Sponsored by:

ASQ Team and Workplace

Excellence Forum

Mike Whisman, Chair

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Questions?

Thanks!

The End