Integrated Lean Six Sigma
What is it?
Kraft Foods Group, Inc.
What is Integrated Lean Six Sigma?
• A Strategy to Build the Capability of the TOTAL
Organization
• IL6S brings together Lean, Six Sigma, TPM and High
Performance Work Systems in an integrated
approach.
• Aimed at achieving and SUSTAINING breakthrough
Business Results through a highly skilled, motivated
and self-reliant Work Force
• Through 100 % Total Employee Ownership and
Pursuit
of Zero
Kraft Foods Group, Inc.
Pursuit of Zero – Why is Zero Important?
• Loss is the difference between actual results and the
ideal ZERO State
• The definition of quality is the conformance to
requirements – NO Defects
• Eliminating Stops and Breakdowns enables
Predictable Supply and Predictable Maintenance
• Predictable Supply is needed for a produce-todemand system with just-in-time inventory
Kraft Foods Group, Inc.
Building an End to End Supply Chain
ZERO and 100…
Create a predictable supply chain with customers and suppliers
Big Losses Across the Silos in the Supply System
Big Supply System Losses
• Inventory
• Productivity
• Delayed/Incomplete Orders
• Initiative Launch
• Damage/Over Age Stock
• Customer Returns
Kraft Foods Group, Inc.
IL6S Design Elements
• Pillars
– Provide “Centers of Excellence” (COE) containing key tools
and approaches aimed at building capability
– Build required capability horizontally across the
Organization
– Pillars Are Not Functions
With the House example, the pillars simply provide the
builders with the necessary capabilities.
Kraft Foods Group, Inc.
Integrated means building 11 interdependent Capability
building pillars
Make Kraft North America’s
Best Food Company .
Kraft Vision
“We are a CONSUMER-driven, CUTOMER-focused team delivering WORLD CLASS solutions and
sustained breakthrough results through the best developed PEOPLE and CAPABILITIES
ISC Vision
2 + 0 + 15 by 2015 thru POWER of 1
Foundation
Education & Training (E&T)
Organization (Org)
Kraft Foods Group, Inc.
Leadership
Initiative Management (IM)
Vertical Start-up of
New Initiatives
Quality Management (QM)
Safety, Health & Environment (SH&E)
Zero Losses Across the Value Chain
Work Process Improvement (WPI)
Continuous Improvement (CI)
Progressive Maintenance (PM)
Pillars
Autonomous Maintenance (AM)
Stable & Predictable Line Performance
Supply Network (SN)
CBN
Blitz – Accelerating the Future
Making IL6S the way we work
• Pillar Leads
– Dee Gibbs – Leadership
– Johanna Ramirez – AM
– Hany Azmy - PM
– Tim Preston - CI
– Bob Hollingsworth – IL6S Mgr
– Kato Oliver – Health, Safety & Env
– Windy Glahn – Education/Training
– Susan Ledbetter - Org
– Jill Hoffman – Quality
– Matt O’Shield – Material
– To be determined – WPI
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Kraft Foods Group, Inc.
Objectives:
• Prepare Leaders to effectively and efficiently
leverage IL6S to meet their business needs.
• Begin the organizational change effort to achieve a
Zero Loss and Total Employee Ownership Culture
• Ensure leadership defines the organization’s
Compelling Business Need business in a way that
every employee can link their work plan to it.
Kraft Foods Group, Inc.
Culture Elements/Behaviors
• Leaders establish clear stretching objectives and
standards for the organization based on business
needs.
• Leaders role model IL6S behaviors, (e.g. finding &
eliminating defects, root-cause problem solving,
broad involvement of the organization, etc.)
• Leaders Learn-Do-Teach through participation in
Leadership Models on-the -floor/work area
activities, roll-down training and day-to-day
coaching.
Kraft Foods Group, Inc.
Vision
Support the RTD BU with World Class
performance and innovation
Network:
 Provide service flexibility while producing
high quality products at the lowest cost
Facility:
 Continue to develop our safety culture
through 100% engagement
 Build employee capability and opportunity to
achieve highest quality and lowest cost
Mission
Everyone, every day, the best way
Full Engagement
Working together
Shared goals
Small Improvements everyday
Working to eliminate all losses
Constant review of current processes
Learn and apply from others
Identifying best practices
- plant and network
Standard work
Compelling Business Need
Beverage RTD Network
2
Double Volume
Growth
15
% Efficiency gains
over 3 years to
support growth
Chain Links
Network and employees
Working together
O
Zero Loss
Thinking
Safety / Costs
Mission
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Questions?????
Kraft Foods Group, Inc.
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