# Presentation: 184184

## Office of Lean Enterprise 

- Lean Six Sigma Deployment
-  Considerations
-  Foundation
-  Execution

## What is the Long Term Goal for Lean Six Sigma?

- Long term goals should drive the deployment strategies.
- A guiding vision is important for change management.
- Key long term goals to consider:
- Enterprise transformation
- Strategic improvement
- Problem solving
- Cost reduction
- Image

- Start with the end in mind.

## Public vs Private Sector Issue

**Government and private sector organizations have much in common**
- Pressure to improve service and products
- Expectations to control or cut costs
- Large organization behavior
**Key differences to recognize during deployment**
- Customers, clients, users and taxpayers
- Politics
- Merit system
- Funding and budgeting
**Lean Six Sigma has been successful in government**

- Lean Six Sigma works in government
- but differences need to be addressed during deployment.

## How Does Lean Six Sigma Fit ?

- The “Flavor of the Month” problem
- Multiple initiatives confuse employees
- Lean Six Sigma requires a sustained focus
- Competing initiatives may need to be stopped
- Resolve management conflicts early

- Determine where Lean Six Sigma fits
- within the entire management system.

## Which Deployment Model To Use?

**Impact**
- Business Transformation
- Organization wide deployment
- Major culture change
- Strategic improvement
- Targeted deployment on critical problems
- Projects necessary for success or survival
- Problem solving
- Specific operational problems
- Incremental improvements in organizational performance

**Scale**
- Entire organization
- Department
- Project/Section/Team
**Organization Readiness**
- Culture
- Past process experience
- Management team
- Stability

- Select model based on goals and organization

## Deployment Models

- There is no one “right” model
- Adapt the deployment to the organization’s situation.
- Four models to consider:
**Enterprise wide** (traditional model)
**Department/business unit** (scalable model)
**Targeted** (problem solving model)
**Grass roots** (bottom up model)

## Enterprise Wide Model

**Characteristics**
- Top down driven
- Comprehensive
- Major culture change
- Rapid, highly visible deployment
**Deployment considerations**
- Solid leadership from the top management is essential
- Large infrastructure and full time staff
- Significant planning and management over time
- Integration with other management systems
- Need for common language and problem solving methodology
- Need to address cross functional processes
- Five years to achieve lasting culture change

- This is the traditional deployment model with a proven track record.
-  However, it is challenging to execute.

## Department/Business Unit Model

**Characteristics**
- Department leadership but enterprise management support
- Department pilot for enterprise
- Comprehensive at the department level
- Culture change
**Deployment considerations**
- Easier to start due to smaller scale
- Slower pace is possible; scale up after initial success
- Greater use of consultants and outside training
- Less integration with management systems
- Similar to enterprise model but on a smaller scale
- Risk of not getting beyond the department level

- Good option for a strong mid level leader with a supportive boss.

## Targeted Model

**Characteristics**
- Top management leadership
- Focused on a few specific business problems
- Driven by a desire for strategic impact
- Culture change not a deployment objective
**Deployment considerations**
- Easy to get started
- Can work in smaller organizations
- Quick results because problems are identified ahead of time
- Infrastructure needs are small; use contracted resources
- Risk of not sustaining the gains

- Good model if resources are very limited.
- Can build momentum for organization wide efforts.

## Grass Roots Model

**Characteristics**
- Originates at the bottom of the organization
- Highly motivated individuals lead the effort
- Project or problem specific
- Culture change not an objective
**Deployment considerations**
- Easy to do
- Track record for sustainable improvement is not good
- Few if any infrastructure needs
- Big success can lead to using other deployment models.

- Model can produce good results but often fades over time
- due to lack of top management attention.

## Deployment Foundation

- Unrelenting focus on what matters most
- Adopting a deployment maturity model
- Understanding deployment customer requirements
- Roles and Responsibilities
- Deployment accountability
- Talent development
- Change management

- Build the deployment on a firm foundation.

## Focus On What Matters Most

**Fully engage leaders in Lean Six Sigma**
- Require leaders to be highly visible in leading Lean Six Sigma
- Structure engagement in key deployment activities
**Lean Six Sigma goal setting**
- Identify the most serious business problems
- Set explicit Lean Six Sigma goals
- Link to pay and job performance appraisals
**Understand the business goals and the major organization drivers**
- Get leaders to understand their customer requirements
**Put deployment accountability where it belongs**
- Executives and managers need to own Lean Six Sigma
- The deployment strategy needs to get executive ownership quickly

- Keep Lean Six Sigma relevant to the leaders!

## Deployment Maturity Model

- Two to five years to a Lean Six Sigma culture.

**Transforming**

**Optimizing**

**Improving**

## Deployment Customer Requirements

- Know who your customers are and what they expect.

## Roles and Responsibilities

**Enterprise/Agency Leaders**
- Vision
- Goals
- Organization environment
**Enterprise (DOM) Deployment Leader**
- Deployment organization
- Deployment processes
- Day-to-day deployment management
**Champions/Deployment Leaders**
- Department level deployment
- Barrier removal
- Project identification and selection

## Roles and Responsibilities

**Project sponsor**
- Project specific support
- Resource allocation
- Project focus
**Master Black Belt**
- Trains and mentor’s belts
- Technical resource
- Coaches deployment champions and managers
- Manages project clusters
**Black Belts**
- Leads projects
- Mentors green belts

## Roles and Responsibilities

**Green Belts**
- Lead smaller projects
- Key team member on larger projects
**Functional Champions**
- Support for deployment in key areas such as finance, HR and IT
- Policies and procedures
**Process Owners**
- Project team member
- Ownership of the process
- Cross functional coordination
- Sustain the project gains

## Organization Structure Options

- Modify structure for scale of deployment
- Contract for training
- Contract for MBBs
- Functional champions may not be needed
- Consolidate deployment leadership
- Permanent Black Belt(s) in DOM

- Adapt the structure to the existing organization
- and the goals and scale of the deployment.

## Talent Management

- Rotate top performers through 2 year assignments as Black Belts.
- Lean Six Sigma is an outstanding management development experience.
- Problem identification
- Systematic problem solving
- Managing using data
- Leadership
- Select the best and brightest for black belts.
- Don’t compromise on talent.
- Plan repatriation.
- Make Lean Six Sigma experience a requirement for advancement.
- Skip talent management if culture change is not a deployment goal.

- Culture change comes from developing leaders,
- not from completing projects.

## Change Management Basics

**Manage change from the start**
- The biggest deployment risk is not technical
- Create a formal change management plan
**Lean Six Sigma fundamentally changes an organization**
- Anticipate the impact that Lean Six Sigma will have
- Address problems in the related management systems
**The legacy of enterprise initiatives is a common barrier**
- Many will wait it out if given a chance
- Skepticism should be expected
**Get to critical mass quickly**
- Window for change is often very short
- Take advantage of momentum, start-up good will and leadership enthusiasm
**Leadership counts**
- Leadership needs to be consistent, visible and constant
- Change is hard - don’t do it if you are not committed

## Change Management Basics

**Address the people issues early**
- Layoffs
- Pay
- Job changes
**Understand what helps people change**
- What’s in it for me?
- Certainty
- Knowledge
**Communicate, communicate, communicate**
- You can’t talk about Lean Six Sigma too much

- The principles of change management are well known.
- The challenge is to apply them.

## Deployment Execution

- Understanding the core process and critical Ys
- Black Belts and Green Belts
- Selecting projects
- Supporting infrastructure
- Training
- Mentoring and project support
- Project execution
- Leadership engagement
- Metrics

## The Core Process

- Understanding the core process helps focus the deployment activities.

## Critical Ys for Deployment

## Black Belts and Green Belts

**Black Belts**
- 2 year full time assignment
- 25 days of training
- Certification
- Complete 4 - 8 projects/year
- Can work anywhere in the agency
- About 1 percent of the workforce
- Developmental assignment

**Green Belts**
- Stay in current jobs
- 25% time leading projects
- 10 days of training
- Certification
- 1 - 2 projects/year
- Work primarily in their own area
- Greater emphasis on identifying projects and sustaining the gains

- There are differences in the roles for Black Belts and
- Green Belts even though they use the same tools.

## Black and Green Belt Lessons Learned

- Select Black Belts carefully to get top performers
- Full time assignment for Black Belts increases results
- Manage project execution and cycle time
- Address lagging belt performance promptly
- MBBs need to hold black belts accountable
- Plan repatriations early
- Use performance metrics and share the results
- Make belt expectations very clear

- High performing Black Belts are essential!

## Supporting Infrastructure

**Projects**
- Project idea and charter development process
- Project financial validation process
- Project selection process
- Project management process
- Audit results process
- Project database
**Training**
- Curriculum
- Statistical software
- Master Black Belt support
- Tools and templates
- Project report outs

**People**
- Selection process
- Certification process
- Repatriation for Black Belts
- Development plans
- Rewards and recognition
- Organizational structure
- Engagement

- Build a strong support infrastructure early
- and stay ahead of deployment support needs.

## Training

**Types of training**
- Black Belt
- Green Belt
- Directors and Administrators
- Deployment
- Awareness
**Delivery Methods**
- Contracted training
- Open enrollment
- In-house

## Training Lessons Learned

- Top notch training is critical
- Delivering in-house training is hard
- Training needs to include more than Lean Six Sigma tools
- Thinking process
- Project management
- Leadership and change management
- CTQs and CTQ flow downs
- Address demands for more than Black Belt and Green Belt training
- Don’t forget about the people at the top
- Provide enough general training to avoid confusion
- Have good chartered projects to work on during training

## Mentoring & Project Support

- Require monthly 1:1 between Master Black Belt and assigned Black Belts to review projects
- Encourage Black Belts and project sponsor monthly touch points to eliminate barriers
- Hold weekly “study halls” for project help
- Assign executive sponsors on projects with $500,000 annual savings and above
- Assign Black Belts to mentor Green Belts
- Measure customer satisfaction from project sponsors and project teams

## Mentoring & Project Support Lessons Learned

- Keep process owners/sponsors involved in the projects and communicate often
- Have discipline in conducting the monthly project reviews
- Identify and address issues early
- Review checklist
- Recognize the critical leadership development role the MBBs play
- Know who is doing well and who isn’t

## Project Execution Lessons Learned

- Scope projects appropriately
- Use a formal project management methodology
- Track project progress monthly
- Be willing to stop poor projects early
- Use project cluster management for related projects

## Leadership Engagement

- Annual goal setting
- Monthly staff meeting agenda item
- Project sponsorship / barrier removal
- Training attendance
- Training kick off speeches
- Attendance at LSS functions

## Leadership Engagement Lessons Learned

- Leadership wants to help but may not know how to help.  Provide training and hand holding as necessary.
- Create and reinforce the expectation that management must lead Lean Six Sigma
- Identify projects
- Provide resources
- Remove barriers
- Measure leadership engagement

## Metrics

**Outcome measures**
- Lean Six Sigma project financial benefits
- Culture change
**Deployment management measures**
- Projects completed
- Project cycle time
- Projects on-track
- Active and completed projects per Black Belt and Green Belt
- Benefits per project
- Black Belt successful repatriation
- Charters written
- Charter inventory
- Black Belts per employee
- Projects per employee

- Use the deployment to set an example on using data to manage.

## Sustaining the Gains

- Create a Lean Six Sigma control plan
- Build a data and performance driven management culture
- Organization performance
- Process performance
- Lean Six Sigma performance
- Strengthen management accountability
- Maintain the Lean Six Sigma focus on the most important organization goals and performance gaps
- Tighter integration between Lean Six Sigma and the enterprise’s management systems