Creating a Lean Six Sigma Culture

Creating a Lean Six Sigma Culture

Ron Walters Director, Global Lean Six Sigma

From a Gallup Study:From a Gallup Study:

70%70%of all Change Initiatives Fail within Two Years

Gallup: Gallup: A Poll of 250 Six Sigma Companies:A Poll of 250 Six Sigma Companies:

• Lack Sustained Executive Commitment

• Insufficient buy-in for implementation from Front-Line Leadership

• Improperly Scoped Projects

What does it take to be successful?

Lean Six Sigma Establishes The Solid Foundation

• Leadership Commitment To Improve (Culture)• Pre-established leadership of MBB and BB’s• Formalized DMAIC Process Rigor• Universal Language For Improvement• Well integrated project tracking system

•Are Leaders Walking the Talk…Is it Becoming Part of the Fabric?

•Are the Absolute Best People Selected to Become Devoted Lean Sigma Resources?

•Are the Most Impactful Projects Being Worked On With Our Scarce Resources?

Leadership Is the Whole Ball Game

Leadership Commitment

What Makes A Successful Six Sigma Culture

• Weekly Functional Manager Team Meetings• Weekly Green Belt Mentoring By Black Belts• Monthly Champion Reviews of Projects• Disciplined Project Opening, Tool Rigor And

Closure• Integrating Project Closure Savings Into Financial

Statements (Is it impacting bottom line)

Discipline, Repetition and Full Leadership Involvement

Drive an Environment of:

•Continuous Improvement•Accelerated Improvement•Sustainable Improvement

In Every Part of our Business!!

Lean Six Sigma Mission Statement

LeanLean• targets non-value add• speeds the process• reduces invested capital• removes buffers• exposes capability issues

Lean Six Sigma Process Improvement Overview

• customer focused• fixes capability issues• reduces process surprises• improves process control

Six SigmaSix Sigma

Both tool boxes are very complimentary.

What comes first?

“It’s Hard to be Aggressive…When you Don’t Know Who to Hit”

Vince Lombardi

Lean Provides a Roadmap for More Effective Use of Six Sigma Methodology

What Comes Next?

First…..5S, Value Stream, Pull Systems, Waste Analysis

Then....Attack Constraints and Defects with Six Sigma Rigor!

Lean Drives Six Sigma Project Prioritization

“The Soft Stuff is the Hard Stuff”

Chris CoolVP, Northrup Gruman

Commitment and Infrastructure are Key to Execution

Strategy vs. Execution

1. Effective Resource Deployment

2. Drive Structured Reviews

3. Facilitate Communication Network

4. Develop / Maintain Technology as an Enabler

5. Continue Investment in Training & Certification

Black & Decker Deployment Strategy


-Define Key Roles

-Install / Maintain “Full Slate” of Leadership

-Appropriate Resources at every level

-Org Reviews

-Integration of Lean Six Sigma Metrics into Evaluations

Champion Top Leadership Identify key business issues Allocate resources - Drive accountability Visibly support overall program

Black Belt Full-time project team leader Full Lean Six Sigma training Skilled in tools/techniques Change leaders

Green BeltGreen Belt Has a “regular” job DMAIC trained - Applies to daily work Executes projects relating to role Know most tools/techniques

Master Black Belt Leads overall program within a business unit Mastery of tools and techniques Teach, train & mentor Lean Six Sigma Change leaders

Process Owner Day-to-day process responsibility Support and assist project teams Own implementation and acceptance Maintain the improvement

Finance Assist in opportuntiy definition Supports project teams Validate impacts Ongoing audit and control

Group Leader•Training Development / Deployment•Facilitate Best Practice & Knowledge Transfer•Facilitate Large Enterprise-Wide Projects

SBU/Functional/Regional Leaders (SBU/F/R)•Project Delivery / Tollgate Management •Integration of LSS into the Business Processes

Lean Six Sigma – Objectives (CTQs)

Functional Integration

2. Drive Structured Reviews-Consistently Execute Tollgate Reviews – MBB/BB (Project Level)

•Minimum weekly Review•MBB develop project tollgates•Ensure Project Tracking•Control Plan Verification

-Monthly Champion Reviews – Champion and Staff/ MBB, Group LSS Team

•Review All Projects Thru Tollgates•Progress Toward Prior Commitments•Resource Assessment- Target Pre-determined ratios•Training Progress

-Semi Annual EVP Reviews •Same as Monthly Program Reviews except Include Champion and Champion Staff

3. Facilitate Communication Network• LSS Leadership Monthly Meetings• Data and Project warehouse• Web-site • Global Contact Distributions• Monthly LSS Best Practice Calls• Newsletters• Annual Lean Six Sigma Summit• Training Program

Group Functions as Communication Medium

4. Develop/Maintain Technology as an Enabler

• Project Tracking Systems• Project and Financial Dashboards• E-learning options• Process control systems• Auto data collection systems (SPC)

Six Sigma 2006-08 Strat Plan

Flexible, Sustainable Means to Enable LSS Associates






Lean Six Sigma 2006-08 Strat Plan

Lean Six Sigma Awareness Training

•Awareness training for all employees•Awareness trained (2 hour eLearning)•May participate on project teams

Lean Six Sigma

Green Belt

•Focused on tool usage to support functions•Knows most tools/techniques•Applies DMAIC and Lean principles•Both Transactional and Technical offered

Black Belt

•Recommended by manager and leadership•Full time job responsibility (min. 4 projects/yr)•Technical trained in Lean and Six Sigma principles•Leads projects and project teams•Skilled in Lean and DMAIC tools and techniques

•Recommended by manager and leaders•DMAIC BB trained with 2 yrs experience•Master in 6 Sigma and lean tools/techniques•Teaches, trains and coaches Lean Six Sigma•Coordinates/aligns projects with business strategy

Master Black Belt

Six Sigma Training/Certification Structure

Comprehensive/Progressive Growth

Transactional TrainingComprised of Lean Six Sigma Transactional Green Belt Training - Designed for those associates in “non-technical” roles

Training Groups

Technical TrainingComprised of Lean Six Sigma Technical Green Belt / Black Belt Training – Designed for those associates in “Technical/Engineering” roles

Other “Non Traditional” Training

Transactional/Technical Green Belt• Complete and submit a minimum of 2 projects

• 1 of 2 projects must be DMAIC

• 80% DPMO reduction

• LSS Transactional or Technical classroom training or

Moresteam online trans./tech Blended e-learning

• MBB review, approval and awarded by MBB

• Certification awarded by MBB and site/function leaders

Master Black Belt• Meet requirements for BB Certification

*Outside BDK certifications will be evaluated

• Mentor 15 “certifiable” GB/BB projects

• 10 DMAIC/ 5 Lean

• Minimum 12 months in role

• Mentor and train BBs and GBs / Formal LSS instructor

• Director and VP review and approval

Black & Decker LSS Certification ProcessBlack Belt• Complete and submit a minimum of 3 projects

• 2 of 3 projects must be DMAIC

• Demonstrate 80% DPMO reduction

• Minimum 12 months in role

• Minimum 80% passing score on exam

• Mentor, train GB’s / Formal LSS Instructor

• 14 day LSS classroom training or 132-hour Moresteam BB training blended training

• MBB and Director review and approval

Note: all certification submittals must be accompanied by a letter of recommendation by MBB or Director or VP

Keys to Success

• Leadership Engagement and Integration

• The Right People - Not Just the “Lean Six Sigma” Experts

• Being “smart” isn’t the same as being “effective”

• Simplify…Adapt…and Use What Works

It’s Never Too Late to Get Smarter...

• Balance Leadership and Technical skills

There is no one-size-fits-allThere is no one-size-fits-all

Questions?Questions?

Creating a Lean Six Sigma Culture

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