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This is the presentation material presented by Craig A. Stevens during the PMI Nashville luncheon 3/19/2013. The presentation is a high-level explanation on how to develop a Six Sigma/Lean/PI program.
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Simplifying and Implementing Process Improvement/Lean/Six
Sigma Programs
By Craig A. Stevens During the 3/19/2013
PMI Luncheon
• The biggest problem with many of the process improvement
programs is that you have to have a degree in statistics or
engineering to understand them. Not so with the process
improvement programs that Craig develops. He focuses on
three easy to grasp phases: Assessment, Problem Solving,
and Implementation. In this presentation, Craig will walk us
through his three-phase process that incorporates the
concepts of continuous improvement, Lean, Six Sigma,
common sense, and the seven attributes of excellent
management found in his book Geronimo Stone.
Simplifying and Implementing Process
Improvement/Lean/Six Sigma Programs
1/7/2013 2
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change, PM, and PI
✓
2
1
3
7
6
5
4 White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8 Summary of PI Program Approach
This is an example text. Go ahead and replace it 3 Strategy, PI, Lean, Six Sigma, TQM
• To Introduce the Focus and Rigor of a Sustainable
Improvement Program
• Explain The Purpose of the Program - to:
– Optimize: • Productivity
• Cost vs. Quality
• Processes and Systems
• Innovation
– Minimize Waste
– Maximize Motivation To Improve
– Build the Core Competencies For Improvement
Goals and Objectives This Presentation
Improvement Focused Teams
4
Three Easy to Understand and Use
Improvement Phases
5
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change, PM, and PI
✓
2
1
6
✓
7
6
5
4 White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8 Summary of PI Program Approach
This is an example text. Go ahead and replace it 3 Strategy, PI, Lean, Six Sigma, TQM
Two Types of Change - 2nd Order
Change (or A Major Step Change)
1/7/2013 7
Copyright © 2007, www.WestbrookStevens.Com 7 1/7/2013
Before the Change During the Change After the Change
1st Order Changes or Continuous
Improvement
1/7/2013 8 Copyright © 2007, www.WestbrookStevens.Com 8
1/7/2013
Start
Adapt
Adapt
Adapt
Project Management is the
Change Implementation Tool
Before the Change During the Change After the Change
Copyright © 2007, www.WestbrookStevens.Com
9 1/7/2013
1st Order Changes or Continuous
Improvement
1/7/2013 10 Copyright © 2007, www.WestbrookStevens.Com 10
1/7/2013
Start
Adapt
Adapt
Adapt
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change, PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
11
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
History of Lean
Lean
Developed by Toyota in the 1950s
Originally called TPS – Toyota Production
System
Focuses on reducing waste and improving
cycle time through continuous quality
improvement
Impact – Improves process flow and efficiency
Improvement Focused Teams
Example From the HCA PI Teams
Lean = Elimination of Waste
1/7/2013 13
• Defects
• Over-Production
• Waiting
• Not Clear (confusion)
• Transporting
• Inventory
• Motion
• Excess-Processing
13
The 8 Types of
Waste
MUDA for
Muddy Water
History of Six Sigma
Six Sigma
Developed by Motorola in the 1980’s
Focuses on reducing errors through
rigorous data analysis and statistical
controls
Impact – Improves quality and reduces
process variation
Improvement Focused Teams
Example From the HCA PI Teams
Comparing - Six Sigma DMAIC
Lifecycles to Change
Before the Change During the Change After the Change Define Measure
Analyze Implement
Control Operations
and Maintenance
Phases
Copyright 2009 Westbrook Stevens
Process Improvement Program Using a Balanced
Approach
Key Elements of Improvement
1. Leadership
2. Organizational Culture
3. Customer Focus
4. People and Teams
5. Skills and Tools
6. Processes and Systems
7. Performance Measures
Westbrook Stevens Excellent
Management Model © 16
From Book Geronimo Stone
http://www.llumina.com/store/geronimostone2.htm
Westbrook Stevens, Seven Attributes of
Excellent Management Model, 1990 ©
People
and
Team
Building
17 From Book Geronimo Stone
http://www.llumina.com/store/geronimostone2.htm
The Three Phases of A Change
1/7/2013 Copyright © 2007, www.WestbrookStevens.Com 18
Before the Change During the Change After the Change
Three Easy to Understand and Use
Improvement Phases
19
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change , PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
20
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
✓
120 Min.
For Leaders
For Supervisors
1/2 Day – Culture, Teams, Motivation
For Practitioners
2 Weeks Worth of Training, Projects and Tools
For PIP Mentors and Facilitators
3 Months Worth of Implementation – Mentoring and Implementation Study
Training by Levels of Expertise Improvement Focused Teams
Create an Understanding with a focus on
Leadership and Empowerment (White Belt)
Be Able to Manage and Contribute to
Improvements (Yellow Belt)
Be Able to Perform Improvement
Projects Independently (Green
Belt)
Be able to Teach and
Facilitate Improvement
Projects for Others
(Black Belt)
21
White Belt – 120 Minutes of Building Leaders
Improvement Focused Teams - White Belt Training
22
Element
% of Introduction
Time
Minutes of a 120 Minutes Presentation
1 -Leadership 50 60
2 - Culture 25 30
3 - Customer Focus 5 6
4 - People and Teams 5 6
5 - Skills and Tools 5 6
6 - Processes and Systems 5 6
7 - Performance Measures 5 6
Goal: To Create an
Understanding
1 -Leadership
2 - Culture
3 - Customer Focus
4 - People and Teams
5 - Skills and Tools
6 - Processes and Systems
7 - Performance Measures
• Situational Leadership
– When and how much to lead
• Incubation of Leaders
– About people, Empowerment
and
– how to motivate and lead
people to get results
Leadership Training - (50% of Time)
1/7/2013 23
• What is Culture
• How to Assess the
Culture
• How to Create a
Cultural Desire to
Improve
Organizational Culture
Training – (25% of Time)
1/7/2013 24
• Attributes:
– People (and Team Building)
– Problem Solving Tools, Skills, and Core
Competences,
– Continuous Improvement, (Change, Systems
and Processes)
– Performance Measures
• In the Following Context
Introduce the Other Attributes – (25% of Time)
1/7/2013 25
Step 1 – Teach How we Find the Subjects to Assess – Build
the Assessment Candidate Portfolio
Step 2 – Explain the Assessment Phase
27
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
Step 3 – Create the Tools and Teach How to Find and
Use Them
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change, PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
29
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
✓
✓
120 Min.
For Leaders
For Supervisors
1/2 Day – Culture, Teams, Motivation
For Practitioners
2 Weeks Worth of Training, Projects and Tools
For PIP Mentors and Facilitators
3 Months Worth of Implementation – Mentoring and Implementation Study
Training by Levels of Expertise Improvement Focused Teams
Create an Understanding with a focus on
Leadership and Empowerment (White Belt)
Be Able to Manage and Contribute to
Improvements (Yellow Belt)
Be Able to Perform Improvement
Projects Independently (Green
Belt)
Be able to Teach and
Facilitate Improvement
Projects for Others
(Black Belt)
30
Yellow Belt – ½ Day – Building Direct Supervisors
Improvement Focused Teams – Yellow Belt Training
Element % of Leaders’
Time Minutes of 1/2
Day
1 -Leadership 2 5
2 - Culture 2 5
3 - Customer Focus 4 10
4 - People and Teams 4 10
5 - Skills and Tools 63 150
6 - Processes and Systems 13 30
7 - Performance Measures 13 30
Goal: To Be Able to
Manage and
Contribute to
Improvements
31
1 -Leadership
2 - Culture
3 - Customer Focus
4 - People and Teams
5 - Skills and Tools
6 - Processes and Systems
7 - Performance Measures
• Review
– Leadership
– Culture
• Expand On
– Customer Focus
– People
• Motivation
• Team Building
Yellow Belt - Review and Expand
on Some Attributes (12% of time)
1/7/2013 32
• Highest Impact Tools and Solutions
– Doctor Schedule Templates
– Patient Throughput
– Phones
– Room Utilization
– Staffing
• Green Flag Reports
Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)
1/7/2013 33
Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)
1/7/2013 34
• Introduce Lean Tools – In addition to the Big Rocks & GFRs
– Observations
– Value Stream Mapping
– Flow Charting
– A3 Processing and Reporting
– Spaghetti Diagram
– 5 S Events
Yellow Belt – Continuous Improvement
and Performance Measures (About an Hour)
1/7/2013 35
• Introduce Continuous Improvement – Systems and Processes
– Change Management
• Introduce Performance Measures
– The Seven Steps to Performance
Measures
– The Measures we Have Available
• In the Following Context
Step 4 – Select the Problems to Solve -Build the Problem Solving Portfolio
36
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
Step 5 –Solve Problems and
Build/Apply GFR - Benchmarking
37
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
GFR
GFR GFR
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
38
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
✓
✓
✓
120 Min.
For Leaders
For Supervisors
1/2 Day – Culture, Teams, Motivation
For Practitioners
2 Weeks Worth of Training, Projects and Tools
For PIP Mentors and Facilitators
3 Months Worth of Implementation – Mentoring and Implementation Study
Training by Levels of Expertise Improvement Focused Teams
Create an Understanding with a focus on
Leadership and Empowerment (White Belt)
Be Able to Manage and Contribute to
Improvements (Yellow Belt)
Be Able to Perform Improvement
Projects Independently (Green
Belt)
Be able to Teach and
Facilitate Improvement
Projects for Others
(Black Belt)
39
Green Belt – 4 Days & Project – Building Practitioners
Improvement Focused Teams – Green Belt Training
Element
% of Practitioners’
Time Hr
Training
1 -Leadership 2 1/2
2 - Culture 2 1/2
3 - Customer Focus 6 2
4 - People and Teams 10 3
5 - Skills and Tools 60 20
6 - Processes and Systems 10 3
7 - Performance Measures 10 3
Goal: To Be Able to
Perform
Improvement
Projects
Independently
Requires Completion of a Complete Improvement Project
1 -Leadership
2 - Culture
3 - Customer Focus
4 - People and Teams
5 - Skills and Tools
6 - Processes and Systems
7 - Performance Measures
40
Green Belt – Select a Green Belt
Project that Relates to Your Work Area
1/7/2013 41
• Use the Three Phases
– Assess Using the Seven Attributes
• Plant Green and Red Flags
• Build Red Flag Portfolio
– Perform Problem Solving On One or More of the Red Flags
• Facilitate a Team Problem Solving Effort
• Build a Solution Portfolio and Select the Best (a Real Project)
– Implement Solutions
• Build a Project Portfolio Based on the Solutions
• Implement some Quick Fixes and
• Select and Use PM tools to Implement a Real (Larger) Project
• Teach the Key Six Sigma Tools
– Stats and Use the Lean Tools
• Review and Expand on the
Other Subjects
• Apply to The Selected Project
• Teach Project Management
Tools
• In the Following Context
Green Belt – Training
1/7/2013 42
Step 6 – Select the Solutions and Build
a Project Portfolio
43
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
GFR
GFR GFR
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
44
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
✓
✓
✓
✓
120 Min.
For Leaders
For Supervisors
1/2 Day – Culture, Teams, Motivation
For Practitioners
2 Weeks Worth of Training, Projects and Tools
For PIP Mentors and Facilitators
3 Months Worth of Implementation – Mentoring and Implementation Study
Training by Levels of Expertise Improvement Focused Teams
Create an Understanding with a focus on
Leadership and Empowerment (White Belt)
Be Able to Manage and Contribute to
Improvements (Yellow Belt)
Be Able to Perform Improvement
Projects Independently (Green
Belt)
Be able to Teach and
Facilitate Improvement
Projects for Others
(Black Belt)
45
Black Belt – 6 Months Experience, Training, & 4
Projects for PIP Facilitators
Improvement Focused Teams - Black Belt
Element
% of Facilitators'
Time Hours over 6
Months
1 -Leadership 5 2
2 - Culture 5 2
3 - Customer Focus 5 2
4 - People and Teams 20 8
5 - Skills and Tools 30 10
6 - Processes and Systems 30 10
7 - Performance Measures 5 2
Goal: To Be able to
Teach and Facilitate
Improvement
Projects for Others
Requires Facilitating the Successful Completion of 4
Complete Improvement Projects for Others
1 -Leadership
2 - Culture
3 - Customer Focus
4 - People and Teams
5 - Skills and Tools
6 - Processes and Systems
7 - Performance Measures
46
• Review and Expand on the
Attributes and Tools
• Add Systems Thinking
Archetypes
• Apply to The Selected Project
• Strategic Focus
• Focus on Mentoring Others
• Focus on Training-the-Trainer
• In the Following Context
Black Belt – Training
1/7/2013 47
Strategic Planning Project Selection
Portfolio Management Project Management
Program Management
Process Improvement
Lean
Productivity Improvement
Industr
ial/S
yste
ms E
ngin
eering
Three Easy to Understand and Use
Improvement Phases
49
A =
Assessments
P = Problem Solving
I = Implementation
Using Project Management Tools/Support
Creating a Team Focused Improvement
Program
Agenda
Goals/Objectives
Relationship of Change PM, and PI
✓
7
6
5
4
3
2
1
White Belt – 120 Minutes of Building Leaders
Green Belt – 4 Days and Project – Building Practitioners
Yellow Belt – ½ Day – Building Direct Supervisors
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
50
✓
8 Summary of PI Program Approach
Strategy, PI, Lean, Six Sigma, TQM ✓
✓
✓
✓
✓
✓
