Lean Six Sigma-An Execution Engine
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The document discusses how Lean Six Sigma and project management can work together to drive change in organizations. It provides examples of how tools from Lean Six Sigma such as design of experiments, failure mode and effects analysis, and scrum can enhance the define, measure, analyze, improve and control phases of project management. Becoming certified in Lean Six Sigma gives project managers a new perspective on their work and allows them to effectively execute strategy for meaningful business results through understanding how to lead work and continuously question added value. The synergy between Lean Six Sigma and project management can provide an excellent execution engine to drive organizational change.
Lean Six Sigma-An Execution Engine
- 1. Lean Six Sigma An Execution Engine
- 2. Lean Six Sigma An Execution Engine 1 People 2 Process 3 Tools 4 Questions, Comments, Thoughts…
- 3. People • How we see ourselves
- 4. People • How the business sees us
- 6. People • What they think they need
- 7. People • What they really need
- 8. People • What you really are
- 9. People • Truths about project management and change • It is hard • You can’t run a business and change it • Everyone thinks they are a project manager • Everyone is not
- 10. People • SO GIVE YOURSELVES A HAND!!!
- 11. People So why the martial arts thing? • Practitioners of martial arts are: • Self-assured • Knowledgeable • Intensively trained • Disciplined • Purposeful • Decisive • Highly focused • Identify and mentor new Black Belts
- 12. People • Belt’s, what’s in a name? Green Belt Black Belt Master Black Belt
- 13. People • If you got that…
- 14. People Questions asked by project managers about Lean Six Sigma • Should I get certified? • • Don’t do it just to add to your resume • • It depends… If you are serious about learning how to get to root cause, solve problems and improve your process…DO IT! Why should I get certified? • A GB/BB/MBB can be a master of Six Sigma concepts, author books, generate clever templates and create professional presentations, but if they are unable to lead a team, ask the difficult questions, cultivate change, influence culture, the chances of being successful are slim. The credibility of that person and the program are also compromised. • What is a six sigma program after all? You guessed it, a lot of projects!
- 15. People Compare and contrast PM and BB Certification PROJECT MANAGER • • • • • • • • • • BLACK BELT Individual determines desire to be a PMP® candidate Application to sit for certification exam approved by PMI Specified # of hours of previous project management experience Minimum # of prior PDUs and formal education Complete some method of examination preparation Pass PMP® certification exam Sign Project Management Code of Professional Conduct Complete 60 PDUs in next 3 years to maintain certification • Average cost : $1,500 - $3,000 Certification by PMI • • • • • • • • • Companies determine criteria and candidates Complete 4-6 weeks training & additional software training Testing of course material Approval by sponsor, mentor, Master Black Belt, boss Complete 2 projects with specified $$$ savings Coach Green Belts and team members Deliver training and communication in business units Most BBs have to work full-time in position for 12-24 months Average cost : $25,000 - $50,000 Certification by BB’s employer
- 16. People Bottom Line • Projects, processes and problems in today’s business environment are infinitively intertwined • To execute successfully, companies need leaders with the skill to get to the root cause of issues and successfully implement solutions • The synergy between six sigma and project management is one way to provide this
- 17. Process How do the lifecycles work together? PMI’s 5 Process Groups Standard project lifecycle DMAIC Six Sigma project lifecycle Initiating Define Monitoring Planning (includes initial charter creation by sponsor) Measure Executing Analyze Improve Closing Control Realization
- 18. Process Using DMAIC in a “regular” project? • • • • DMAIC is essentially a change lifecycle Some organizations use DMAIC for all projects (at least nonagile projects) Don’t be a purist…. Take the best of both and turbo charge your execution capability
- 19. Process Turbo Charge-DEFINE • Initiating process group • Charter (4.1 Project Charter) • Use of metrics-what is the business problem we are trying to solve • So what/what do I get/meaningful business impact? • PMBOK-metrics on page 26, not talked about again until page 52, Project Quality Management • Talked about in Enterprise Environmental Factors • Project and Quality Metrics • HAVE A BUSINESS METRIC! • Primary and Secondary • Understand the impact of the project on the metric
- 20. Process Turbo Charge-DEFINE • Initiating process group • Stakeholder ENGAGEMENT (10.1 Identify Stakeholders) • Formula for Change • Formula for Change originally created by Richard Beckhard and David Gleicher. Provides a way to measure the success of a change by comparing the components of the change with the resistance for the change. • The formula is D x V x F > R (uh-oh, math <g>) • D=Dissatisfaction with how things are now. • V=Vision. Is the vision of the current state known? Is it well communicated and shared? • F=First Steps. Do we know the first steps to begin to take on this journey to the promised land. • R=Resistance. The resistance of the stakeholders to the change. • All of these can be represented by a percentage, or to make it easier, a scale of 1 to 10.
- 21. Process Turbo Charge-MEASURE • Planning Process Group • Key Deliverable-Requirements (5.1 Requirements) • • Project Schedule (6.0 Time Management) • • Critical Chain, Monte Carlo Simulation Project Costs (7.0 Cost Management) • • Design for Six Sigma Tools-VOC, QFD, Transfer Function Monte Carlo Simulation Risk Management (11.0 Risk Management) • FMEA
- 22. Process Turbo Charge-ANALYZE • Executing Process Group • Key Deliverable-Design (4.3 Direct and Manage Execution) • • Design for Six Sigma Tools-DOE, Axiomatic Design, Process Maps Tollgates (10.4 Manage Stakeholder Expectations and 10.5 Report Performance) • • Conducted at end of all phases • • Formal Acceptance Use in-process reviews if durations are longer Monitoring and Controlling • Change Controls (4.5) • More than just CYA • History of project, work and issues
- 23. Process Turbo Charge-IMPROVE • Executing Process Group • Key Deliverable-Build/Implement (4.3 Direct and Manage Execution) • • Pilot • • Tools-Process Maps, Simulation, Fishbone A/B Testing, DOE Monitoring and Controlling • Monitor and Control Risks (11.6) • FMEA updated throughout project • Risk mitigations may be part of design/solution • Before and after implementations • Risk can also be a metric (RPN)
- 24. Process Turbo Charge-CONTROL • Monitoring and Controlling • Key Deliverable-Transfer to Operations • Verify Scope (5.4) • Report Performance (10.5) • Including Lessons Learned • • • Control Plan Statistical Process Control Closing • Difference between admin close and realization • Time for burn in/warranty/significance • Don’t forget to plan for lag time
- 27. Tools Measure • Time and Cost • Tool-Monte Carlo Simulation
- 28. Tools Measure • Risk Management • Tool-Failure Mode Effects Analysis • RPN can be a metric • Actions are part of project solutions • Severity • Occurrence • Detection
- 29. Tools Analyze • Design • Tool-Design of Experiments • Example • Response time of a certain architecture • Factors • Bus • CPU • RAM • How would you do it? • Control variables • Minimum Runs
- 30. Tools Improve • Execute and Monitor and Control • Tool-Scrum
- 31. Tools Improve • Execute and Monitor and Control • Tool-Scrum
- 32. Summary Lean Six Sigma and Project Management Becoming certified in Lean Six Sigma gives the project practitioner a new perspective on their work. People, Processes, Problems All linked and require projects to CHANGE Lean Six Sigma and Project Management Provide an excellent SYNERGY to drive CHANGE Execution Engines-the forces that drive strategy Project Management Program Management Lean Six Sigma Instead of an administrative view, it leads the PM to begin to understand how to lead the work and constantly question the value they are adding. It allows them to effectively and efficiently execute strategy for meaningful business results.