Rapid - Lean Six Sigma: Executive Overview Leading in a Lean Six Sigma Environment University of Washington – Tacoma Key Bank Professional Development Center Facilitated by: John Besaw, Ph.D. & Wendy Fraser, Ph.D.

Rapid Lean Six Sigma Culture  Customer Centricity – knowledge of what the customer values most is the start of the value stream analysis.  Financial Results – no project or effort is undertaken unless there is evidence indicating how much (shareholder) value will be created.  Management Engagement – leaders are engaged in Lean Six Sigma. Designated responsibilities for overseeing and guiding projects to make sure those projects stay focused

Rapid Lean Six Sigma Culture  Resource Commitment – A significant number, usually 1 – 3% of the organization’s staff is devoted to Lean Six Sigma projects Other staff are expected to participate regularly on projects  Execution Infrastructure – the hierarchy of specific roles (green belts, black belts) provides ways to integrate Six Sigma projects into the “real work” of the organization and sustain the rate of improvement.

Think about this…  “… more organizations fail from a lack of creating the right culture and infrastructure than from using the wrong tools!”  “… the key lesson is not to get lost in the statistical weeds or the improvement tools. Important as these are, the source of power is first and foremost in the culture.” p. 25

Infrastructure Example

Discuss Infrastructure for YOUR organization Leadership Green Belts/ Lean Six Sigma Facilitators

RapidLeanSixSigma: A Powerful Methodology (DMAIC) MeasureDefineImproveAnalyzeControl what is important to the customer: Project Selection Team Formation Establish Goal how well we are doing: Collect Data Construct Process Flow Validate Measurement System the process: Analyze Data Identify Root Causes the process gains: Ensure Solution is Sustained the process performance measures: Prioritize root causes Innovate pilot solutions Validate the improvement

Gallery Walk Photos

Green Belts (Facilitators) Roles Executive Sponsors Process Owners Team Black Belt

Project Criteria  Customer Focus : Customers care about this part of the process - there is urgency from them on needing something better, different, faster, leaner, etc.  Process - not policy: Ensure that the idea being generated is a process and not a policy, cultural attribute, etc. It needs to be able to be mapped, measured, and the lean/six sigma tools apply to them.  Strategic Fit : It matters to the organization and aligns with your strategic direction  Metrics : You have current performance indicators that suggest this process needs improvement in time, resources used (dollars, materials, etc.)  Support : Managers care about this process and are willing to commit the resources to applying lean/six sigma tools to it  Time : This part of the process can be evaluated and improved quickly. 16

Selecting Team and Projects 1.Management Decides to Sponsor a project Prepares initial charter outline Selects Green Belt to facilitate effort 2.Sponsor and Green Belt determine team membership Subject Matter Experts (SME’s) – people who work in the process People who work with the process before and after (if applicable) Green Belt facilitator Mindful about diversity (thought, position, style)

Project overview Project Name Black Belt Problem/Opportunity Goal Objectives Success Criteria Assumptions and Risks Prepared by Date Approved by Date

Wrap Up: Leadership Matters