Successful Lean Sigma Deployment Strategy Elements Sample
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Successful deployment of a LeanSigma program requires senior management commitment, culture change through communication, training resources, and project management. Common mistakes include lack of understanding of quality improvement concepts, insufficient training, and failure to establish financial metrics or apply LeanSigma principles company-wide. For large organizations, a small centralized team should standardize training, financial guidelines, and communication to ensure successful replication and long-term sustainability led by a C-level executive.
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Successful Lean Sigma Deployment Strategy Elements Sample
- 1. Successful Elements to a LeanSigma Deployment
- 2. Contact details Sample page For more information on this course or others, contact Julie Brignac +1 305 890 9078 [email_address]
- 3. Background Deployment Success Elements Common Failure Modes Sustainability Agenda Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 4. Senior Management Commitment Culture Change and Communication Resources Training Project Management Financial Validation Infrastructure Key Success Elements Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 5. Drive your program from the top Requires passionate commitment of CEO and senior leaders Link the goals of all leaders to the program goals Train senior executives early in the deployment Ensure senior leaders understand the tools Walk and talk the talk Proves there is no greater proof that LeanSigma is here to stay Require involvement of executive teams in project reviews Senior Management Commitment Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 6. Give your LeanSigma effort an identity Make it represent LeanSigma’s link to all functions and ultimate quality Define your deployment as It’s not just about executing projects Use the tools and principles in daily decision making Communicate often about the program’s progress Employee newsletters Staff meetings All staff communication sessions Culture Change and Communication Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 7. Use a standard project review template to drive process rigor Place emphasis is on content, not format Align all projects with organizational goals Initial projects should be smaller in scope (3-6 months), but impactful Show some quick wins with initial projects Resist urge to launch any projects that will not have a significant impact In other words, call out and avoid “pet” projects (even if they are from senior leadership) Assign senior leader as sponsor for each project – especially BB level projects Review projects every month – no exceptions! Project Management Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 8. Organizations think people understand quality/continuous improvement better than they really do Deployment training = Greenbelt training Financial validation infrastructure is not established Senior executives don’t drive it Attempted deployment in one function only – not company wide Companies try to drive LeanSigma with part-time resources Most Common Mistakes Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 9. For multi-layered companies (i.e., multiple regions, business units, global deployments, etc.): Small corporate global team with senior level executive responsible for LeanSigma is best to: Develop and control standardized training materials Publish financial guidelines in conjunction with the finance function Lead necessary councils for Certification and Accreditation guidelines and process Roles and Responsibility Definition documents Establish communication frequency standards Replication Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 10. It’s the $64,000 question Always keep a C-level executive responsible for LeanSigma in your company Don’t regionalize the responsibility upon a certain level of maturity Engage your leadership council (all regional/functional LeanSigma leaders) to develop the 3-5 year strategy and live by it Renew the strategy as you would your overall business strategy Sustainability Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.
- 11. Drive it from the top Not just in words, but via standards, resources and business procedures/guidelines Let Finance speak for the delivered benefits Drive the Field of Dreams approach Give it an identity – make the organization want it Summary Copyrighted Material 2009: Quantum Six Solutions, Inc. All rights reserved.