 Introduction to

Lean Six Sigma

 Table of Contents
 Lean Overview
 Six Sigma Overview
 Lean Six Sigma Integration
 Lean Six Sigma Deployment
Planning
 Wrap-Up

“A bad system will defeat a good person every time.” – Deming

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 Learning Objectives
By the end of this course, you will:
 Know the origin and aims of Lean, Six
Sigma, and Lean Six Sigma
 Understand the roles and responsibilities
within a Lean Six Sigma Team
 Understand the project identification,
selection, and prioritization process
 Understand how Lean and Six Sigma synergistically come together,
building a transformation methodology more powerful than the sum of
the parts
 Understand the value proposition of Lean Six Sigma
 Learn the Lean Six Sigma terms, tools, and DMAIC methods/definitions

Tell me & I will forget, show me & I may remember, involve me & I’ll understand

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Lean
 Origins of Lean
 Lean has been around a long time:
 Pioneered by Ford in the early 1900’s (33 hrs from iron ore to finished
Model T, almost zero inventory but also zero flexibility!)
 Perfected by Toyota post WWII (multiple models/colors/options, rapid
setups, Kanban, mistake-proofing, almost zero inventory with maximum
flexibility!)
 Known by many names:
 Toyota Production System
 Just-In-Time (JIT)
 Continuous Flow

While Lean was born in Manufacturing, It later matured into Transactions & Services

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 Management, Core & Support
Processes Defined
 Management Processes: the activities
associated with governing the organization.
Examples: strategic planning; corporate
governance, budgeting
 Core Processes: the activities that create the
primary value stream (important to the customer)
in an organization.
Examples: contract negotiation, customer  5s can be applied on all
processes.
acquisition, assembly, testing
 Sort, Straighten, Sweep,
 Support Processes: these activities Schedule, Sustain
enable the core processes
 Organize what is needed,
Examples: recruiting, production control, where it is needed, in the
accounts receivable needed quantities.
Lean Six Sigma can be applied to any Process

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 Lean Basics
 The Basics
 What is Lean?
 Value Analysis
 Little’s Law: Lead Time (Calculation)
 Process Cycle Efficiency (Calculation)
 Takt Time (Calculation)
 Outwardly focused on being flexible to meet customer demand,
inwardly focused on reducing/eliminating the waste and cost in all
processes
 Highly applicable to transactional businesses!
 Whenever flexibility and speed are key: banks, technology firms and
customer service organizations the most recent to adopt Lean practices

Lean Flows Value from Customer Demand

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 Lean - What is Lean?
 Lean is a methodology for increasing process speed (reduced cycle time),
improving efficiency (minimize time, capital invested, and cost) in any
process, and increased agility and process flow.
 Lean is a methodology
for increasing process
speed and improving
efficiency through waste
reduction.
 What Lean Is Not:
 A business strategy
 Only for manufacturing
companies
 About headcount reductions
 Only about the tools

Products and Services are Process Pulled vs. Pushed

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 The Path to Lean
Define Value Maximize Continuously
Define Value Create Pull
Stream Flow Improve

Define CVA Value Stream Constraint Work Control Standardized

Maps Analysis Systems Work

A3 Report Spaghetti Process Stocking Visual Controls

Maps Balancing Strategy

Quick Wins Work Cell ABC 5s+1

NVA Analysis Stratification
Layout

Poke Yoke Replenishment Batch Size TPM

Little’s Law Optimization
Pull

Metrics Process Value Setup Kanban Kaizen

Efficiency Reduction
Lean (Speed) + Six Sigma (Quality) = ROI (Lower Costs)

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 Value Analysis
 With regard to Value Analysis there are three things to look for in
every process:
 Value-Add (VA) or Customer Value-Add (CVA)
 This is the activity or process steps that are essential to
delivering a product or service to a customer. These are the
activities the customers are willing to pay .
 Business Non-Value Add (BNVA) or Required Waste (RW)
 These are the process steps and activities that the company
needs to execute the value-added work; the customer may not
see a direct correlation to the delivery of the product or
service. These also include regulatory requirements.
 Non-Value Add (NVA)
 These are the activities that add no value and are not required
for financial, legal or other business reasons.

Value Analysis is thru the Customer’s Perspective

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 The Seven (7) Wastes of Lean

1. Transport – movement of parts and/or documentation further than

necessary.
2. Inventory – stock of virtually anything is waste.
3. Motion – non-value added movement of people, or machinery.
4. Waiting – wait time is idle time; waiting for people, machines,
information or material.
5. Overproduction – producing more than customers demand or
producing at a faster pace than is needed.
6. Overprocessing – putting in more work than is necessary to meet the
customer’s requirements.
7. Defects – rework and defects which take time, materials, energy,
capacity and labor.
* Another waste is: People (untapped and/or misused resources)
TIMWOOD = Process Waste to Target & Eliminate

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 The Lessons of Lean
 “Un-lean” processes
 Most processes are not lean
 In most service process 90% or more of the
work is non-value add or Business non-value
add, while world class service processes still
contain 50% waste.
 Work done to correct mistakes, correct
earlier delays, contact someone when pre-
negotiation could have been done, etc.
contributes to non-value added work.
 Lean is about increasing process speed,
flow, and agility where produces and services
are pulled thru the process by customer
demand.
Lean is a Bottoms-Up Management Approach

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 Little’s Law
 To reduce Lead time, you have 2 choices:
 Invest dollars of capital in people and equipment to increase Avg.
Completion Rate
 Invest Intellectual capital to reduce number of “Things In Process” using
Lean Tools (Pull Systems, Setup Reduction, etc) and Six Sigma tools
(Variation Reduction)
 Little’s Law: Mathematics of Theory of Constraints (TOC) and Toyota
Production System (TPS)
 Pull rather than Push work into a process which may already be
overloaded. Why is it called Pull? Because the WIP is not increased until
it has been reduced by a shipment or a service completion.
 This requires an input queue prior to WIP, and a ranking system for
release of work into WIP.
 Lead Time (process) starts when an item is released into WIP.

WIP = Work In Process; TIP = Things In Process

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 Process Cycle Efficiency
 Process Cycle Efficiency helps quantify opportunity
Value-Added Time (VA)
PCE% = x 100%
Process Lead Time (PLT)
Amount of WIP
PLT = = Little’s Law
Avg. completion rate * Chart from Lean Six Sigma for Service, Michael L.
George, copyright 2003, The McGraw Hill Companies
 PCE% is a universal process metric
Typical World-Class
that can be used to compare different Application
PCE PCE
processes.
 It estimates how efficient a process is Manufacturing 5% 30%
from the customers perspective.
 The higher the PCE%, the faster the Services 10% 50%
customer value is delivered.
How Much Value Add Does Your Processes Generate?

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 Analysis Tool:
“Value-Add” Assessment
Assessing Types of Tasks
 Value Adding (VA): Steps essential to deliver
product or service according to customer
requirements. Three criteria:
1. Transforms the product or service toward
completion
2. Customer cares (would be willing to pay for it)
3. Done right the first time
 Required Waste (RW): Steps that are not essential
to the customer but the business has to perform
 Non-Value Adding (NVA): Steps that do not qualify
as Value Add or Business Non-Value Adding

Each Process Step Can Have Varying % of VA, RW, NVA

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 Takt Rate Analysis
 Time Trap Identification: the process (or process step) that injects the most
amount of delay into the process is the time trap.
 Takt Rate Analysis compares the task time of each process or step to:
 Each other to determine the time trap
 Customer demand to determine if the time trap is the constraint
Number of Units to Process
Takt Rate = Customer Demand Rate =
Net Process Time Available
Net Process Time Available
Takt Time =
Number of Units to Process

 How Do We Find the Time Traps (Wasted Time)?

 Map the process; known as a value stream map
 Time each activity (if timing is not available)
 Time the wait states (waiting on material, other people, rework, overloaded WIP)

Takt = German Word for Rhythm, The Beat of a Drum

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 Visible Workplace
Work that is not seen (invisible) cannot be improved
 In manufacturing you can see large parts of the work flow; in service work
you cannot. Perhaps that’s why lean started in manufacturing.
 WIP (TIP =Things In Process) is difficult to see in services
 How Do We Make Work Visible?
• Establish and display WIP = Work in Process (TIP)
• Establish and display metrics for the process (the dashboard for the
hour, day, week, month)
• Display a list of proposed Quality, Speed, and Financial metrics.
• i.e. Quality = Defect Rate, Rolled Throughput Yield
• i.e. Speed = Process Lead Time (PLT), PCE%
• i.e. Financial = Per Unit Cost, Scrap Rate

How Visible are your Business Processes?

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 Toyota Production System
Waste Elimination (Applies to Every Process)

“The ability to eliminate waste is developed by giving

up the belief that there is ‘no other way’ to perform
a given task. It is useless to say, ‘It has to be done
that way,’ or ‘This can’t be helped!’

At Toyota, we have found that

there is always another way.”

– Study of the Toyota Production System

“Quick and Crude is better than Slow and Elegant” – John R. Black

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 But Lean Alone Has Holes
 Lacks defined cultural infrastructure
 Top leadership engagement
 Deployment organization (Champions, Black Belts, etc.)
 Sometimes lacks focus on customer

 Lacks a consistent methodology

 Most lean efforts lack focus on variation elimination and simply

“account for” the variability by carrying excess inventory and
resources
 Lean tools do not intrinsically focus on bringing a process under
statistical control and maintaining that control allowing for unpleasant
surprises
When using Lean alone, you risk delivering the wrong things, faster!

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Six Sigma
 Six Sigma History
 Motorola was the first advocate in the 80’s
 Six Sigma Black Belt methodology began in late 80’s/early 90’s
 More recently, other companies have embraced Six Sigma:
 GE  Bombardier  US NAVY  Eli Lilly  Best Buy
 Allied Signal  Sony  US ARMY  Xerox  Caterpillar
 Project implementers names includes “Black Belts”, “Top Guns”, “Change
Agents”, “Trailblazers”, etc.
 Implementers are expected to deliver annual benefits between $500,000
and $1,000,000 through 3-5 projects per year
 Top-down program with Executive and Champion support
 Outwardly focused on Voice of the Customer, inwardly focused on using
statistical tools on projects that yield high return on investment
Six Sigma Improves Quality by Reducing Defects & Variation

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 What is Six Sigma?
 Six Sigma is a quality improvement
methodology designed to reduce product
or service failure rates to near perfection.
 Incorporated into the methodology is the
use of a data-driven approach to work
toward the elimination of defects in every
process area of a business, emphasizing
the production of products and services
better, faster and at a lower cost than the
competition.
 Simply: Six Sigma is a methodology for
determining and reducing/eliminating
variation in a process, thereby improving
quality.

Six Sigma is a Data & Customer Driven Approach

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 Six Sigma Defined
 What Six Sigma Is:
 An enabler to business strategy
 Places customers at the center of performance improvements
 Fact-based approach for improving business processes & solving problems
 A proven methodology and toolset supported by deep training and mentoring
 Focused on reducing variability of processes
 A way to develop highly skilled business leaders
 A means for creating capacity in organizations
 What Six Sigma Is Not:
 A business strategy
 A way to develop statisticians and engineers
 Only for manufacturing companies
 Only about “cost reductions”
 A “flavor of the month” approach
 An approach that slows decision making and business outcomes

Six Sigma Practitioners Believe Quality is Everyone’s Responsibility

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 What is a Process?
Process: Any activity that takes inputs, adds value and provides an output(s).
Process Approach: The identification, interaction, application and management
of systematic activities in an organization.

Y = f(X)
Input Process Output

x x x
x x Y
x

Each Process Step is and Opportunity for Value Creation or Defects and Waste

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 What Do Our Clients Want?

Lean (Speed); Six Sigma (Quality); Both (Cost)

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 Six Sigma Tools
 Quality Functional Deployment  C & E Matrix
 SIPOC  Failure Modes and Effects Analysis
 CCR or CTQ Tree  Cause and Effect Diagrams
 Process Map  Mood’s Median
 Voice of the Customer Analysis  ANOVA
 Quality Function Deployment  Components of Variation Analysis
 Kano Analysis  Simple and Multiple Regression
 Data Collection Plan  Chi-Square Analysis
 Statistical Sampling  Logistical Regression
 Measurement System Analysis  Benchmarking
 Statistical Process Control  Pugh Selection Matrix
 Financial Analysis  Design of Experiments
 Pareto Analysis  Piloting
 Brainstorming  Gage R&R or AR&R
 Frequency Plots & Histograms  Cost/Benefit Analysis
 Control Charts  Standard Operational Procedures
 Process Capability Analysis  Control Response Plans
 Control Charting

Kaizen Events Targeted in Measure to Accelerate Results

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 How Capable Are Your Products &
Services? (% Shippable without Rework)
The amount of
process
variation and
defects
increase as the
# of SKU’s or
Process Steps
increase, while
the yield
decreases

Cp = Capability of your Process

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 Six Sigma DPMO
Defects Per Million Opportunities

Six Sigma is a Quality Measure and a Goal

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 Six (6) Causes of Variation?
 A Fishbone Diagram is also
called the Ishikawa Diagram
or Cause and Effect Diagram.
 It gets its name from the fact
that the shape looks a bit like
a fish skeleton.
 The 5 Why’s technique help
us drill down to the root cause

 A fish bone diagram is a common tool used

for a cause and effect analysis, where you
try to identify possible causes for a certain
problem or event.

What are the causes of variation in your processes?

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 But Six Sigma Alone Has Holes
 Six Sigma lacks many concepts and tools lean is strong in
 Set-up reduction
 Waste elimination
 Mistake Proofing (Error Proofing or Poke Yoke)
 Cycle-time improvement
 Process simplification
 Work in process control and reduction
 Six Sigma has long time-lines for projects (4-18 months) compared to Lean
(1-4 months) or even less with Kaizen
 Six Sigma specialists (Black Belts) are often less productive than Lean
specialists (Lean Sensei)
 Six Sigma Black Belts do 3-5 projects a year
 Dedicated Lean project leaders do 10-20 projects a year
 Six Sigma is often seen as being “too slow”
When using Six Sigma alone, you risk delivering the right things, slower!

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Lean Six Sigma Integration
 What is Lean Six Sigma?
 Lean Six Sigma is a methodology for achieving
the goals of the enterprise; lean six sigma is
utilized to improve Customer Satisfaction and
gain greater Return on Investment.
 Simply Stated: Lean Six Sigma is the combined
methodology of lean and six sigma utilized to
increase process velocity, improve efficiency,
and reduce or eliminate process variation.
 Six Sigma is the “Unifying Framework”  Lean provides additional tools
 Six Sigma provides the improvement and approaches to “turbo-
infrastructure charge” improvement efforts
» CEO Engagement
 Tools: Set-up reduction, 5S,
» Deployment Champions
» Green Belts, Black Belts, Master Black Belts Kanban, Waste Reduction, Value
Stream Map
 Over-riding methodology: DMAIC, DFSS
 Approaches: Kaizen, Poke-Yoke

Lean & Six Sigma can co-exist independently, but the benefits of integration are huge

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 Why Combine Lean & Six Sigma?
 Lean and Six Sigma are often viewed as competing practices
which misses the central issues:
 You can’t reliably maximize velocity (through waste reduction) without
improving quality (through elimination of process variation)
 You can’t maximize quality without improving process velocity
(take out non-value add)
 You can’t maximize ROI unless you do both.
 …while the pitfalls of not integrating them are formidable
 Divided focus of the organization
 Separate and unequal messages for improvement
 Destructive competition for resources and projects

Lean (Speed) + Six Sigma (Quality) = ROI (Lower Costs)

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 The Evolution of Lean Six Sigma
 Continuous Improvement can be traced to
Taylor’s time studies
 Toyota created Lean to achieve Henry Ford’s
low cost GM’s variety of product
 Motorola initiated “Six Sigma” to meet the
challenge of Japanese chip quality and cost
 Deming, Baldridge, and Shingo Prize’s are
Descriptive of success
 GE Prescribed the Six Sigma infrastructure of
success connected to business strategy
 Lean Six Sigma integrates Lean lead time and
cost reduction with Six Sigma quality and
sustaining infrastructure of success

We are moving into Lean Six Sigma Industry Integration

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 The DMAIC Methodology
 Used by improvement teams to
improve the current capabilities of
an existing process.
 Used to:
 Define a problem,
 gather data and Measure the
problem,
 Analyze the captured data for
root causes,
 Improve the process by
developing and implementing
solutions, and
 Control (standardize the solution)
the process.

DMAIC is used to Improve Existing Processes

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 Funnel-Down Many Variables
to the Critical Few!
Define

Measure

Analyze

Improve

Control

"It is not necessary to change ! Survival is not mandatory."... Demming

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 High Level DMAIC Approach

We Learn as we Move Through the DMAIC Phases

International Standards for Lean Six Sigma

Deployment Planning
 Lean Six Sigma DMAIC Roadmap

Define Measure Analyze Improve Control

Kaizen Events Targeted in Measure to Accelerate Results

International Standards for Lean Six Sigma 39

 Deployment Infrastructure
Typical Roles for Lean Six Sigma Deployment
*These roles should • Owns vision, direction, integration, & results
receive coaching when Organization • Leads change, provide strategic direction
they first begin their practice Leadership • Executive Training
Master
Deployment
Black Belts*
• Trains Black Belts/Green Belts Champions*
• Coaches Black Belts/Green Belts • Leads efforts within
•
•
Leads Lean Six Sigma projects
Full-time position All Employees
All Employees department
• Prioritizes projects
• MBB Training after BB • Understand vision
experience • Manages Project Portfolio
• Apply concepts to their job • Executive Training &
Black Belts* and work area Sponsor Training

• Leads Lean Six Sigma projects • White Belt/Awareness Project

• Trains and coaches Project training Sponsors
Teams
• Full-time position • Project owner
• Black Belt Training • Implements solutions
Green Belts* • Owns financial results
Process Manager • Part time as part of job
• Sponsor Training
• Lead projects – usually Project Team
Kaizens
• Part time Members • Provide project-specific support
• Green Belt Training • Often called Yellow Belts
Often serve in role for 18 - 36 • First-line supervision in business
months and then Re-Integrate • Provide project-specific support process
• Often called Yellow Belts
back to the organization to • Part time on projects • Yellow Belt Training
organically grow culture • Yellow Belt Training

40
 Green Belt Candidates
Factors for Project Success
Drive Communication
 Willing to APPLY what was covered in  High team involvement, collaborative
class  Able to communicate progress
 Drive the solution frequently
 Candidate able to stay schedule focused  Able to lead a group effort (flip charts &
and keep project on time post-its)
 Candidate resolves barriers or gets help  Mentoring time taken seriously
resolving barriers quickly
 Does not let ‘artificial’ organizational
Readiness
 Open to constructive criticism
boundaries get in the way
 Able to ask the fundamental or tough
Mindset questions
 Open and flexible mindset  Candidate prepared for class and
 For both class and project work want to completes tools per schedule
stay focused on the process and not on  Basic MS Office Computer Skills
blaming people!  Basic statistics knowledge
“Blame the process not the people”

Leadership and Team Facilitation Skills are Critical

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 Belt Expectations and Involvement
Role Commitment Objectives/Activities
• Full-time • Learn how to build and lead cross-functional teams
• 5-week training • Learn/Apply the DMAIC problem solving - solve high priority opportunities
• Lead multiple projects • Learn and practice using Lean Six Sigma toolset to deliver 6 to 8 projects
Black over 18-24 months
• 18-24 months until
Belt redeployed • Re-deploy into the business with an enhanced set of leadership and
technical skills

• Part-time • Learn how to build and lead cross-functional teams

Green • 2-week training • Learn the DMAIC problem solving and process improvement approach
Belt • Lead smaller projects • Learn how to utilize core tools in the Lean Six Sigma toolset
• On-going

• Part-time • Learn how to utilize the most basic Lean Six Sigma tools
Yellow • 1-week training • “Power team member” on small/large projects
Belt • On-going

• Part-time • Engage the organization

White • 1-8 hr training • Develop basic awareness of DMAIC methodology and Lean Six Sigma tools
Belt • On-going and rationale

Leadership and Team Facilitation Skills are Critical

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 The “Burning Platform” Is Essential to
Create the Compelling Need for Change
 Persuading people to pay the price of commitment requires a compelling need that
drives towards a new vision of the future. When this message is owned and driven by
an organization’s leadership, the likelihood of success is increased exponentially.
...lighting a “burning platform” at both the
organizational and personal level

Compelling Need

 Business  Human and financial resources

opportunities to our organization  Other opportunities
 Business threats
 Personal energy and time
 Personal opportunity To me through my  Loss of control
 Personal threat frame of reference
 Personal risk

Benefits of change is greater than cost & risk of change

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 Change Management Tools
 Project Charter
 Stakeholder Analysis
 Influence Strategy Plan
 Risk Analysis
 Communication Plan
 Issue Logs
 Effective Meeting Skills
 RACI Chart
 Conflict Management Skills
 Toll Gate Reviews (DMAIC)
 Project Status Reports
 Financial Progress Reports
 A3 Report
 Storyboards
 Data & Metrics

Black Belts Selection from Future Leadership Pool

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 Successful Project Factors
 Project selected is clearly aligned with strategic company objectives
 Problem, Goal and Metrics are well defined and agreed upon
 Management and/or Champion involvement
 Project is one you need to work anyway
 Scope is well defined and reasonable
 Data is available
 Management resource commitment
 Defects and Waste issues; tools are applicable
 FREQUENT Communication about the project – candidate to team and
management
 Ability to implement potential solutions, not just to come up with
recommendations

Projects Scoped Small for Faster Execution of Results

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 Identifying The Opportunities

Core Processes: Exist to create enterprise value to customers

Support Processes: Exist to Help Core Processes Create Value

Everything is vague to a degree you do not realize until you have tried to make it precise

International Standards for Lean Six Sigma 46

 Lean Six Sigma
Project Identification
Reduce cycle time of
incoming quality
inspections
Improve efficiency of
shipping and receiving
Financial Value
Drivers Green energy efficiency
Reduce Inventory & optimizations
costs 20% to
achieve industry Packaging
benchmark levels rationalizations
Reduction of slow
inventory turn items
Process Analysis

Strategy & Goals Assess Levers Opportunity Areas

International Standards for Lean Six Sigma 47

 Lean Six Sigma Project Selection

Black Black Kaizen Green Kaizen Green

Belt Belt Charter Belt Charter Belt
Charter Charter #2 Charter #1 Charter
#1 #2 #1 #2

Act as though it were impossible to fail - Winston Churchill

International Standards for Lean Six Sigma 48

 Projects in Process (PIP)
Traditional Approach: Work Control Approach:
Start all projects at once. Have each Minimize those same projects in
of 4 resources resource split their process: this time use the 4 resources
time evenly between 2 projects of 30 by teaming 2 people on the two highest
man- days of work each: priority projects until they are complete:
Resources Spread: Resources Focused:
Results Accrue at the End Results Accrue As Projects Complete
8 8
P P 7
7
r r
6 o 6
o
j 5 $$$ j 5
e 4 Returned e 4 $$$
c c
t
3
t
3 Returned
s 2 s 2
1 1
0 20 40 60 80 0 20 40 60 80

The real bang here is the cycles of learning, realized by completing projects sooner

International Standards for Lean Six Sigma 49

 Measure Program Success
FACTOR POOR BELOW AVERAGE ABOVE AVERAGE EXCELLENT
Average Level of Unknown or less than May be known and 30% Known and 40 % to Known and greater than
Improvement per 30% to 40% 60% 60%
Project
Set Stretch Goals Average Financial Generally not Not well defined and Defined, tracked and Defined, Tracked and
and Metrics to Results per Project quantifiable less than an average of average around $100K average greater than
Focus Effort on $40K per project per project $150K per project
Six Sigma Quality Average Quantity of 1 to 2 2 to 3 3 to 4 4 or more
Projects per Black

Variation in Deployment Results Belt/Year

Organizational Little or no impact on More frequent use of Trend or movement Six Sigma becomes the
Approach/Culture the behavior of the data, but in isolated towards the use of "Way we think and
Change ogranization cases analytical methods and work"
Below Above data oriented decisions
TOTAL QUANTITY OF
IMPLEMENTATIONS

Average Average
FACTOR POOR BELOW AVERAGE ABOVE AVERAGE
Management
Figure 7.3.3-2 Quantitative
Heard of Six Sigma
Program Success Metrics EXCELLENT
Know of Six Sigma, do Know of Six Sigma and Know the system
Understanding not understand tools or some of the tools aspect of Six Sigma and
system aspects can relate to the usage
of the tools
Inferior Excellent Management none, purely a "Grass Some Support but weak Good support but Involved and reviewing
Commitment Roots" Intiative and variable variable results periodically
Up Front Planning Quality Manager selects Middle to upper One to two year plan, Two to three year plan
a couple of Quality Management pilot a deployment is given developed considering
Engineers for training small launch to see if it
good consideration, best roll out sequence,
works planning has some financials, goals,
holes which creat employee awareness
frustration points
Black Belt Task force level, time Part time only, less than Suppose to be full time Full time, greater than
RESULTS FROM SIX SIGMA Participation unknown 50% but management pulls 90%
them off projects, less
IMPLEMENTATIONS than 75%
Inrastructure None Generally None Most support functions Fully intergrated and
Development have been alerted of documented Six Sigma
Figure 7.3.3-1 VariationofinQuantitative
A combination Deployment
& support requirements System operating
with some guidelines
Results documentation

Qualitative program metrics trigger Project Selection Done by the Black Belt, Done by the Black Belt, Black Belts usually
no management
ownership
low level management
concurrence
finds projects and
Champion agrees
Champions and Black
Belts work together to
find best projects

early identification of issues for Project Tracking None Manual or poorly defined System in place but not
very disciplined usage
System and placed and
used to manage the Six
Sigma effort

proactive resolution to ensure Green Belts and

Yellow Belts
May only be Green or
Yellow Belts or just a
few Black Belts
Sprinkling of Green
Belts, but training is
only for awareness, no
Strategy in place,
difficult time getting
projects assigned to
Strategy in place, Green
Belts play a key role in
overall effort, Yellow

deployment results are maximized strategy Green Belts, Yellow Belt Belts perform process
training is to low a level management functions

Improvement Level Unknown or less than May be known and 30% Known and 40 % to Known and greater than
30% to 40%
Figure 7.3.3-2 Qualitative Program60% Success Metrics 60%
Financial Results Generally not Not well defined and Defined, tracked and Defined, Tracked and
quantifiable less than an average of average around $100K average greater than

Weekly Status Reporting of all Projects in Process $40K per project per project $150K per project

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 Benefits and Culture
Financial:
 Companies embracing Lean Six Sigma report payback (inclusive of all
costs) within 12 months
 Ultimate ROI in range of 25-50x over 2-4 years

Cultural:
 Deliberate and proven-approach to work
 Returns dependent on:
 Selecting and engaging the right
people
 Executing the right projects
 Fully engaging company leadership

Lean Six Sigma Cultural Change on Average is 3 Years

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 Rigorous Benefits Measurement
 Why rigorously classify
benefits?
 Understand financial impact
 External communications
 Build momentum
 Validate investment
 Benefit Categorization
 Type I: Direct benefits
 Type II: Redeployments and
cost avoidance
 Type III: Direct savings, but
lack of certainty as to cause
 Type IV: Other benefits

Linking Strategy Results to Business Process Execution

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 Lean Six Sigma Deployment
Key Success Factors
 Executive support and engagement
 Rigorous and appropriate project selection
 Selecting projects that support the
business strategy
 Metrics that focus on results, not the
number of people trained!
 Active project sponsorship at the project
level
 Selection of high-talent Black Belts and Champions
 Full-time, dedicated resources in key roles
 Mentoring by guides that understand Lean Six Sigma and understand
your business
Black Belt at 0.5 – 1% DNA; Green Belts at 2-6% DNA

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Wrap Up
 Takeaways
Now you should be able to
 Know the origin and aims of Lean, Six Sigma, and Lean Six Sigma
 Understand the roles and responsibilities within a Lean Six Sigma
Team
 Understand the project identification, selection, and prioritization
process
 Understand how Lean and Six Sigma synergistically come together,
building a transformation methodology more powerful than the sum of
the parts
 Understand the value proposition of Lean Six Sigma
 Understand the Lean Six Sigma terms, tools, and DMAIC methods
and definitions
Thank You for Sharing Your Experiences
55
International Standards for Lean Six Sigma
 Questions or Feedback?
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?
?
? ?
? ? ?
? ?

We Hope You Enjoy The Lean Six Sigma Overview Training

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Backup
 How will Lean Six Sigma Help Me?
 It is a problem solving methodology to put recurring problems to bed!
 It will facilitates communication between people with different backgrounds and
from different functions
 Can be applied in all areas of your life and career
 Helps drive focus and prevents gaps in logic
 It is visible to higher levels of the company
 Uses data for sound conclusions
 Allows you to leverage and build on what you already know!
 Requires team involvement and emphasizes sound communication
 Minimizes emotion and conflict and moves to data-driven process-based solutions
 Focuses on fundamentally solving a problem NOT on adding band-aids and
additional complexity
 Built on standard tools & standard methodology, helps simplify your discussions!
 It has been proven successful across many industries, solved countless problems
and saved billions of dollars

Focus on creating opportunities vs. resource constraints

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 How does Lean Six Sigma
Differ from other ‘Initiatives’?
 Builds on what you already know!!
 Puts the customer and their requirements first
 Fact-based, data-driven, scientific approach
 Combines proven tools into an integrated
approach
 Project selection based on top and bottom-line
impact
 Focus on eliminating defects and reducing
variation
 Cross-functional, process-driven
 Exponential improvement targets
 Builds upon past improvement techniques
Lean Six Sigma identifies and eliminates the root causes of waste and variation

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 Leading Lean Six Sigma
Companies
 52 publicly traded organizations
 Company-wide, highly active deployments

Lean Six Sigma Company Stock Performance Research

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Lean Six Sigma Stock Price
Increase

*January, 1998 – January, 2008

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10 Year Stock Price Increase*
Lean Six Sigma Companies

*January, 1998 – January, 2008

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 Six Sigma in 1980’s

Motorola has documented +$16B in savings as a result of Six Sigma efforts

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 Six Sigma in 1990’s

General Electric added the Support and Sustain Infrastructure,Tollgates & Define Phase

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 Six Sigma in 1990’s Advances
Development of Sponsor Role Executive Commitment
 The project charter author  Top executives trained and active
 The individual responsible for sustaining the  Mandated participation
gains
 The Process Owner
Implementation of a Formal
 Part of existing role Project Selection Process
 Ensures strategic and financial linkage
Creation of a Financial
 Ensures properly scoped projects
Representative Role
 Ensures alignment between projects
 Independent of the project Implementation of Formal Phase
 Validates the project savings
Gate Review Process
Creation of Champion Role  Ensures Stakeholders, Together, Regularly
 Facilitates project selection process Review Project Progress and Gain
 Aligns resources with projects alignment around future direction
 Audits project progress  Each review ends with formal Go/No-Go
 Full-Time role if >15 Black Belts decision

1% Black Belt; 2-6% Green Belt DNA

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 Lean Six Sigma in 2000’s

Toyota has continued to evolve its Toyota Production System (TPS) since the 1950s, but
the integration with Six Sigma has just recently occurred
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 References
 Pyzdek, Thomas, The Six Sigma Handbook, McGraw-Hill, 2003
 Hildebrand, David H. & Ott, R. Lyman, Statistical Thinking for Managers,
Duxbury Press, Pacific Grove, CA, 1998
 Kiemele, Mark J. & Schmidt, Stephen R. & Berdine, Ronald J., Basic
Statistics Tools for Continuous Improvement, Air Academy Press,
Colorado Springs, CO, 2000
 Schmidt, Stephen R. & Launsby, Robert G., Understanding Industrial
Designed Experiments, Air Academy Press, Colorado Springs, CO, 2000
 Minitab, Inc. 3081 Enterprise Dr., State College, PA 16801,
800-448-3555

I've learned that mistakes can often be as good a teacher as success - Jack Welch

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or depicted (the "Manual"), are the sole and exclusive property of The International
Standard For Lean Six Sigma (ISLSS)
The contents hereof contain proprietary trade secrets that are the private and
confidential property of ISLSS Unauthorized use, disclosure, or reproduction of any
kind of any material contained in this Manual is expressly prohibited. The contents
hereof are to be returned immediately upon termination of any relationship or
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Contact Steven Bonacorsi at [email protected]

International Standards for Lean Six Sigma 68