0. 2006 Green Belt Deployment – Follow Up January 17, 2006
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1. Merck Green Belt Program
Goal (the big Y): Train & certify 500 Green Belts by the end of 2006
How we will achieve this goal:
Establish goals/milestones:
Training locations & languages
Availability of Green Belts & timing of training
Project identification, selection & chartering
Training material preparation:
Merck, SSA or customized material
Language considerations
Project management:
Mentoring
Reporting/tracking
Overall program performance
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2. Timeline and Rollout Plan
To ensure Merck Green Belt program goals are met, we recommend a timeline and rollout plan biased to the first half of 2006.
This schedule will allow ample time for ensure improvements are sustained prior to Green Belt certification.
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3. Training Content Configured to Merck Needs
SSA believes that the best curriculum is one that communicates sophisticated concepts in ways that are easily understood by those learning to be Green Belts.
To make concepts relevant to Merck employees we will rationalize our proven materials with those currently in place at Merck to ensure:
A look and feel consistent with Merck standards
Content aligned with existing Black Belt materials
Examples relevant to Merck
Job aids
Green Belt networking
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4. Structured Coaching and Mentoring
Project Phases are Broken Down into executable tasks
Complete Green Belt Project Checklist
SSA coaches Green Belts using a structured approach that breaks down project work into specific tasks for which the Green Belts can be held accountable.
This tactical approach can be used as an overlay to most major project tracking systems or executed manually.
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5. Performance Accountability
By coaching, mentoring and tracking progress on a individual Green Belt level allows us to roll-up data on a deployment level that ensures visibility to project progress as well as individual performance and development.
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6. Close-out Process
SSA will develop a Project Close-out Process specific to the situational needs of Merck.
The process may evolve over time to meet capacity needs, however the foundations should remain consistent to ensure the quality of closed projects
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7. Closing Documentation
As projects progress toward closure, we recommend using a set of tools that:
Facilitate organizational knowledge management
Ensure accountability for implementing and sustaining the improvement,
Acknowledge the financial impact associated with the project
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8. Managing Overall Program Performance
Examples of summary information used
to monitor & manage deployment
Information collected from Project Evaluation
forms is used to drive summary reports:
Monitor project phases
and manage progress:
Identify IT dependent projects:
Average Days to Close:
Closing forecast allows us to
manage workload & focus
on near-term actions:
Financial benefits:
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9. SSA Capacity - Examples
1 year deployment
7 Executive Sessions
11 Project Champion Training Sessions
31 Waves of training (over 600 BB’s)
2.5 year deployment
51 Executive Sessions
100 Project Champion Training Sessions
116 Waves of BB training (over 2000 BB’s)
2.5 year deployment
Dedicated on the ground deployment/project support
Integrated Lean and Six Sigma
8 Waves of Black Belt training
15 Waves of Green Belt Training
Currently in 4th year of deployment
17 Waves of Black Belt training (over 300 BB’s)
2 Waves of Master Black Belt training
30 Waves of Green Belt Training
State Farm – Dowden
American Express (AEFA) – Girard
GE Financial Services - Rodgers
2.5 year deployment
Dedicated on the ground deployment/project support
20 Executive Sessions
9 Project Champions Training Sessions
57 Waves of Black Belt training
Currently in 3rd year of deployment
Integrated Lean and Six Sigma
Dedicated on the ground deployment support
1 Waves of Black Belt training
5 Waves of Green Belt training
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10. Some of Our Multinational Clients
54 Full-Time Employees, Supported By Sub-Contractors As Needed
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11. Investment Summary Training: Mentoring Support:
Assumptions based on Merck’s stated goal of 500 Certified Green Belts by end of 2006:
Training:
20 Green Belt waves (1 trainer per class)
$50,000 per wave of training = $1,000,000 total for training (includes IP)
Mentoring Support:
1 hour of support for each Green Belt per week (estimated 4 months)
Equivalent to 8,000 hours of support
$200 per hour = $1,600,000 total for support (mix of onsite and phone)
Total for training and support = $2,600,000
* Travel and Expense will be billed separately
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12. SSA Services Training: Deployment Support: Executive Training
Project Champion
Black Belt
Green Belt
Master Black Belt
Gold Belt (Open Enrollment)
Design For Six Sigma
Lean
Deployment Support:
Mentoring & Coaching
Assessment/Project Pathways
Financial Support
Lean Events
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13. Why Choose SSA? Experience –
We are regularly engaged by CEOs to lead enterprise-wide deployments, having partnered with over 70 major corporations in facilitating over 30,000 process improvement projects over the past 10 years.
We have experience managing the complexities of multinational deployments for clients based in the US, Europe and Asia. We support these multinational deployments with our local professionals and materials in various languages, such as German, Spanish and French.
Our Process
We do much more than train – we actually plan, drive, and manage a deployment with a client. Clients tell us that our work is much more akin to a joint-venture or partnership than a client relationship.
Our deliverable is the results our clients realize, not just the completion of a series of training waves or the presentation of an analytical study. We do not rest until benefits show up on a client's P&L.
While we follow a series of best-practices, our approach is pragmatic and flexible. We “switch gears” as necessary, based on the situation or a client’s needs.
Our Team
Our professionals are former Six Sigma business leaders from corporations such as GE, AlliedSignal, Ford Motor Company, DuPont, Kodak, and Merrill Lynch.
We are practitioners, not academics or trainers. Our teams marry business process improvement expertise with significant general management experience – many have run multi-hundred million dollar P&L’s for Fortune 500 companies.
Our management team has led leading organizations including Hyatt Hotels, Office Depot, and Goldman Sachs. We bring overall business acumen to each client.
Our Commitment
We put our money where our mouth is. Few consulting firms stake their reputation on performance-pay as much as we do. Our consistency and track-record of success allows us to do just that.
Our professionals roll-up their sleeves with clients; they do not simply show up for a series of analysis, planning, or training days. This is the only way we know to guarantee our results and your success.
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14. Questions? Q & A Copyright © 2001-2005
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