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Culture Changethrough
Lean Six Sigma EducationSue Kozlowski
MSA, MT(ASCP)SBB DLMCSSBB(ASQ)
Presentation sponsored by: The Team and Workplace Excellence Forum
Slide Slide 22
Lean Six Sigma
“Begin with the end in mind.”--Stephen Covey
What are the outcome measures for your Lean / Six Sigma Deployment?
Discussion!
Slide Slide 33
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 Slide 44
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 Slide 55
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?
Slide Slide 77
Culture Change
DIFFUSION
TIPPING POINT
INTEGRATION
TRANSMISSION / EVENT
IDEA
Slide Slide 88
Culture Change
IDEA
DIFFUSIONINTEGRATION
TRANSMISSION / EVENT
TRANSMISSION / EVENTIDEA
IDEA
IDEA
TRANSMISSION / EVENT
TIPPING POINT
Slide Slide 99
Culture Change
Typical Deployment
•Idea = Lean / Six Sigma•Transmission-Event = Structure, Project
•Diffusion = Many Projects•Tipping Point = $$$•Integration = ???
“We do projects”
Slide Slide 1010
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?
Slide Slide 1212
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?
Slide Slide 1313
Projects First
• Limit training to project leaders and team members
• May have some training for Project Sponsors and/or Process Owners
Slide Slide 1414
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 Slide 1515
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 Slide 1616
Outcomes of Projects First
And at the end of 3 waves, how much impact have you had on your metrics?
Slide Slide 1717
Culture Change
DIFFUSION
TIPPING POINT
INTEGRATION
TRANSMISSION / EVENT
IDEA
Slide Slide 1818
Training First
• Lots of people who “know” lots of things
• Lots of certificates• But, use it or lose it!
Slide Slide 1919
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 Slide 2020
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 Slide 2121
Outcomes of Training First
• And at the end of 3 waves, how much impact have you had on your metrics?
Slide Slide 2222
Culture Change
DIFFUSION
TIPPING POINT
INTEGRATION
TRANSMISSION / EVENT
IDEA
Slide Slide 2323
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)
Slide Slide 2424
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 Slide 2525
Outcomes of Training First
• And at the end of 3 waves, how much impact have you had on your metrics?
Slide Slide 2626
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 Slide 2727
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 Slide 2828
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
Slide Slide 3030
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 Slide 3131
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
Slide Slide 3232
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
Slide Slide 3333
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
Slide Slide 3434
Development of Training
Training by Vendor…
Training by you!
Champion BB / GBLF
Project team
Project Team Champion Op
LeadersBB / GB
LF
Slide Slide 3535
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 Slide 3636
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
Slide Slide 3737
Typical Deployment
LSS
LSSLSS
LSSLSS
Slide Slide 3838
Suggested Deployment
LSS
LSSLSS
LSSLSS
Slide Slide 3939
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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Slide Slide 4040
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
Slide Slide 4141
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!
Slide Slide 4343
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
Slide Slide 4444
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
Slide Slide 4545
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 Slide 4646
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 Slide 4747
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 Slide 4848
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 Slide 4949
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 Slide 5050
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
Slide Slide 5252
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
Slide Slide 5353
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
Slide Slide 5454
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
Slide Slide 5555
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
Slide Slide 5656
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
Slide Slide 5757
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
Slide Slide 5858
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
Slide Slide 6060
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
Slide Slide 6161
Sustain the Gains
• Lean / Six Sigma becomes “the way we work.”– Executives– Mid-level Leaders– Front-line leaders– Staff
Slide Slide 6262
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?
Slide Slide 6363
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
Slide Slide 6464
Sponsored by:
ASQ Team and Workplace
Excellence Forum
Mike Whisman, Chair
Slide Slide 6565
Questions?
Thanks!
The End