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Implementing Lean Six Sigma in 30 Days
Implementing Lean Six Sigma in 30 Days

Implementing Lean Six Sigma in 30 Days:

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Implementing Lean Six Sigma in 30 Days

Chapter 2. Planning the Implementation

This chapter provides you with a blueprint for the implementation of Lean Six Sigma in your organization. It discusses the roles, skills, training, and governance mechanisms needed for the successful deployment of a Lean Six Sigma initiative. More than that, it will also show you how to sustain the results of the initiative, and how to move it across your organization.

Life cycle of Lean Six Sigma


The Lean Six Sigma implementation lifecycle can be divided into a five step process. These steps are initiate, enable, implement, replicate, and sustain. The following diagram gives you a visual demonstration of the step-by-step process and what each stage involves. By breaking it down into these five steps, the process becomes more manageable and implementation is more effective.

Initiate (days 1-2)


A Lean Six Sigma initiative requires preparation and planning like any other large-scale program. Typically, this will involve setting up a core or "steering" team with a support infrastructure. The top management and senior leaders in an organization will undergo comprehensive awareness training, providing them with an overview of the Lean Six Sigma deployment process and explaining the challenges and expectations such a project will entail. Certain macro issues such as scope, timeframe, goals, and objectives are also dealt with at this stage. The executive team also issues a statement of commitment to the initiative. This step can be completed in about 2-3 days.

Enable (days 3-8)


Once there is clarity and commitment from the top management and goals and objectives are put in place, the second step, Enable, involves the selection and training of key people who will actually drive the initiative. Some organizations may seek the help of an external consultant who works closely with these key people to deploy the initiative, especially during the initial days. The key roles in Lean Six Sigma are:

  • Deployment leader: They own the vision, direction, integration, and results and lead the cultural change associated with the initiative. As stated earlier, they define the scope, goals, and objectives for the initiative.

  • Core team: This is generally a multi-disciplinary team comprising business leaders from functions such as Human Resources, Finance, Information Technology, and Training. The responsibility of the core team is to provide the necessary support infrastructure for the success of the initiative.

  • Financial representative: This person is responsible...

Implementing your projects (day 9 onwards)


Projects are at the heart of a Lean Six Sigma initiative. Projects are identified, prioritized, and implemented to improve a company's performance; ultimately it should yield financial benefits. The projects must be clearly defined for improvements to be realized. For maximum impact, projects should be linked to the strategic business objectives of the organization. A crucial distinction between any project and a Lean Six Sigma project is that the latter generally addresses problems whose solutions are not known. A simple and effective index, as suggested by Thomas Pyzdek, in the Six Sigma Handbook (McGraw-Hill, 2003), is the Pareto Priority Index (PPI).

Note

Make a note

PPI = (Savings * Probability of Success) / (Cost*Time to Complete the Project)

The values of various terms in the formula would only be indicative and need not be very accurate. All the projects are selected based on PPI. The higher the PPI, the higher is the priority of the project...

Replicate (ongoing)


As the organization experiences success with the implementation of a project in one area, it will want to replicate the experience in other areas. However, introducing the initiative into each new area is akin to launching an initiative afresh and involves the five steps of implementation that we have been discussing. However, knowledge from previous experience will be useful even when you are customizing the initiative in different areas. Also, as more and more projects are implemented, the organization will have to set up a system enabling it to track and manage the development of the various projects that are being run. As the initiative matures, and as more and more projects are successfully implemented, the next step, sustain, sets in.

Sustain (ongoing)


As the Lean Six Sigma practice grows, it becomes increasingly woven into the fabric of the organization. It is no longer an initiative but is now part of the organization's process. A regular review of the projects and the overall program helps to keep the practice relevant to the strategic and business objectives of the organization. Lean Six Sigma is now used as a high impact and fast-result tool to address issues that crop up in the organization. Training and refresher training sessions are conducted for new employees and existing staff to enable them to address problems in their respective areas. Lean Six Sigma related skills and certifications become part of the job and role description repository of the organization and may be used as tools to identify and develop future leadership skills within the organization.

Project and program review

The projects that have been identified and are being implemented need to be reviewed regularly to ensure that they are on track...

Summary


As we have seen so far, the Lean Six Sigma implementation lifecycle is typically a five step process: initiate, enable, implement, replicate, and sustain. For the initiative to be successful, it is essential to have complete commitment from the senior management in the organization.

The various roles in a Lean Six Sigma implementation ensure that the delineation of responsibilities and tasks within a given project is clear. In turn, this should ensure that the implementation of the project is frictionless, as everyone knows what they are doing and should thus work together efficiently and effectively.

It is absolutely essential that the projects that comprise your Lean Six Sigma initiative are linked to the strategic and business objectives of your organization – after all, your organization is the reason that you're implementing the initiative in the first place! By using criteria such as the Pareto Priority Index, you can ensure that the initiative is not only working in line with...

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What you will learn

  • Understand the key concepts and principles behind Lean Six Sigma Plan your implementation for a painless and successful program for improvement Recognise and define the problems that stand in the way of improvement Utilise effective tools to understand the data that underpins your current situation Uncover the causes of issues to take the steps towards positive change Sustain positive results with mechanisms and tools for lasting improvement
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Length: 142 pages
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ISBN-13 : 9781783000340

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Table of Contents

8 Chapters
What is Lean Six Sigma? Chevron down icon Chevron up icon
Planning the Implementation Chevron down icon Chevron up icon
Define (Days 9-11) Chevron down icon Chevron up icon
Measure (Day 12-17) Chevron down icon Chevron up icon
Analyze (Day 14-19) Chevron down icon Chevron up icon
Improve (Days 20-25) Chevron down icon Chevron up icon
Control (Days 26-30) Chevron down icon Chevron up icon
Best Practices and Pitfalls Chevron down icon Chevron up icon

Customer reviews

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Cesareo E Fredes Jan 13, 2015
Full star icon Full star icon Full star icon Full star icon Empty star icon 4
Pretty simple book to read with a very practical view on how to implement Lean Six Sigma.
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