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Measurable Breakthrough Results
#1 Reason Why Performance Improvement Programs Fail … and how to avoid it from happening?
Welcome to Today’s Session
Measurable Breakthrough Results
Most Asked Question
I am often asked:"What are the reasons performance
improvement programs like Lean and Six Sigma fail and how can we
avoid it?
Measurable Breakthrough Results
Session Agenda
1. Determine the most common reasons for failure
2. Review the essentials to a successful performance improvement program
3. Discuss how to avoid this from happening to you
Measurable Breakthrough Results
9 Reasons Why Failure Happened
Cost Focused
Only
No Leadership
Support
Poor Choice of Strategy
Did not change design
Few Breakthrough
s
No Connectionto QC/QA
Did not evolve to
BPM
No competitive
data
Applied Wrong Method
Measurable Breakthrough Results
Embrace Quality, Don’t Fight It
Service Features
Increase Sales
Free of Failure
Decrease Costs
Goods and servicesare “fit for purpose” by your customers
“Fit for Purpose” Drives Performance
$
PI Focused on Cost Cutting versus Waste Reduction of Quality Does
is not sustainable
Measurable Breakthrough Results
Understand Universal Principles
Time
ControlPlan ImproveQbD Complianc
eDMAIC
Only knowing one tool or
method does not make PI Happen –
must understand
relationships to others
Measurable Breakthrough Results
Learn Leadership’s Role
Lack of leadership
support over time
Measurable Breakthrough Results
Strategy and Projects Aligned
ProjectsAnnualGoals
StrategicGoals
Vision
Time
3 Years 1 Year Months
Poor Choice of Strategy –
selecting the wrong goals sand means to get there
Measurable Breakthrough Results
Product & Service Innovation
QbDDefine
Goals &Customers
DiscoverCustomer
Needs
DesignProduct
DevelopProcess &Controls
Deliver
Not changing the design
and innovation
process while improving operations
Measurable Breakthrough Results
Create Breakthroughs in Performance
Current Performance
A Breakthrough
“Breakthrough is a departure from the usual, familiar way,
into the unknown.”
LSS DefineValue
MeasureValue
Analyze Process-Flow
Improve Process-Pull
ControlProcess
No breakthroughs because of
poor selection of problems and projects
Measurable Breakthrough Results
Assuring Repeatable & Compliant Processes
EstablishBaseline
Performance
IdentifyCTQs
Monitor ActualPerformance
Compare to CTQ Targets
Take Action
Value Engagement
Teams
or
Self-Managed Teams
No connection to QC/QA
Measurable Breakthrough Results
Move to Business Process Management
BusinessResults
Strategic Plans
Customer
Customer
Customer
FUNCTIONAL OBJECTIVES
FUNCTIONS
PR
OC
ES
S O
BJE
CT
IVE
S
Key Process
Key Process
Key Process
Not moving to larger scale
improvement – BPI or process
ownership
Measurable Breakthrough Results
Use Benchmarking to Sustain Market Leadership
Not looking outside to learn from
other industries
Measurable Breakthrough Results
9 Reasons Why Failure Happened
Cost Focused
Only
No Leadership
Support
Poor Choice of Strategy
Did not change design
Few Breakthrough
s
No Connectionto QC/QA
Did not evolve to
BPM
No competitive
data
Applied Wrong Method #1
Measurable Breakthrough Results
9 Business Essentials
Embrace
Quality
Leadership’s Role
Strategic Alignment
InnovationBreakthrough ImprovementControl &
Compliance
BPM
Benchmarking
UniversalsNot looking outside to learn from
other industries
Measurable Breakthrough Results
How To Avoid It
1. On board each leader together and then one at a time
2. Educate them on the right choice of methods and deployment strategy for your organization
3. Do not fall victim to telling them what they want to hear
4. Explain PI in the language if money
Measurable Breakthrough Results
BREAKTHROUGH
Where Are You Headed?
BREAKTDOWN
Measurable Breakthrough Results
Thank You
