How to deploy lean Six Sigma is a question that organizations can benefit from when they look at the question as a decision making process.
How To Deploy Lean Six Sigma in an Organization
I talked with two clients this week that were mid-size manufacturing and retailing companies in the US. Each was discussing the initiation of a corporate improvement program that included Lean Six Sigma. For each client, their initial plan was training everyone and then watch the benefits roll in. I know this method has worked at some places, but it is not what most would call a high yielding strategy. With each client I talked about their needs and motivation. To support these discussions, I shared a few decision tree and planning diagrams that I am sharing in this Blog.
- The first question is about where do I start? The following diagram can help with this question.
- Using this decision tree, you may find that you do not need a full blown deployment. the next graphics will show what each of the three options entail.
- If your decision was to introduce a project based deployment, where the executives provide support but do not really want to get involved or they do not really want to create a culture change.
Both of the prior deployments are common in the US. The strategically thinking companies do not go into lean six sigma without a fully engaged organization and they follow the full deployment map. Many less committed companies will use the project based deployment figuring it saves money and time (it does) and that they can add the other stuff later if this lean Six Sigma stuff works. It is sort of like a pilot test.
- For the other companies, that just want a problem solved, they will choose the specialist deployment. Train the right people for a problem and then leave it alone. This process map is simple.
Now these diagrams only consider a Lean Six Sigma deployment. If you are looking for a holistic business process improvement program, you would also need to deploy a Root-cause analysis method and a continuous improvement system. With all three you would be ready for anything.
Contact Us to set up a time to discuss with Forrest Breyfogle how your organization might gain much from an Integrated Enterprise Excellence (IEE) Business Process Management System implementation of Lean Six Sigma.
I think you are very right from above. Many executives say they are focusing on lean or operational excellence so wall street feels like there is a continuous improvement model that the organization is focused on. Many times it is just lip service. This white paper goes along with what you are saying above… this approaches the question from a different view point. It might be interesting…..
Re:http://thehaldenzimmermann.com/continuousimprovementcompanies/
I like the addition of non-LSS mentors in the “Sustaining Efforts” section…
Rick, nicely done with the diagrams. Thomas excellent reference to the white-paper. All excellent points but Number 2 resonated with me. From my experience if the continuous improvement program does not work along with or inside of your business system, control and monitoring efforts will fail. Which results in the business having a mediocre CI system at best. This mediocre CI system typically do not practice what they preach and forget to improve their process along the way (plan-do-study-act). At its best the program is deceptive and requires excessive hype of the short-term improvements. These systems are allowed to continue until the next flavor-of-the-year or there is executive leadership change. (Point 1 – restructuring) All the while the support of the management team and employees continues to fade. Making the next CI program that much more difficult to implement.