Culture Change
through
Lean Six Sigma Education
Sue Kozlowski
MSA, MT(ASCP)SBB DLM
CSSBB(ASQ)
Presentation sponsored by: The Team and Workplace Excellence Forum
Lean Six Sigma
“Begin with the end in mind.”
--Stephen Covey
What are the outcome measures for your
Lean / Six Sigma Deployment?
Discussion!
Slide 2
Lean Six Sigma
Are you a Lean / Six Sigma organization if…
• You have Belts / Facilitators?
• You have projects?
• You have bottom line savings?
What’s missing?
Slide 3
Lean Six Sigma
What about:
• Driving the philosophy through the
organization?
• Not waiting for project approval before
identifying improvements?
• Finding cost-avoidance and DO-IT
projects?
“I can’t fix that yet, the project’s not slated until 2011!”
Slide 4
Objectives
After this session, you will be able to:
• Understand the basic concepts of
business culture transformation
• Describe three approaches to culture
change using Lean Six Sigma concepts
• List three positive outcomes that can be
used to measure culture change through
Lean Six Sigma education
Slide 5
Business Culture Change
Change to What?
Culture Change
TRANSMISSION
/ EVENT
IDEA
INTEGRATION
DIFFUSION
TIPPING
POINT
Slide 7
Culture Change
IDEA
TRANSMISSION
/ EVENT
IDEA
TRANSMISSION
/ EVENT
IDEA
DIFFUSION
INTEGRATION
IDEA
TRANSMISSION
/ EVENT
TIPPING
POINT
Slide 8
Culture Change
Typical Deployment
•Idea = Lean / Six Sigma
•Transmission-Event = Structure, Project
•Diffusion = Many Projects
•Tipping Point = $$$
•Integration = ???
“We do projects”
Slide 9
Culture Change
Proposed Deployment
•Idea = Lean / Six Sigma
•Transmission-Event = Structure,
Infrastructure
•Diffusion = Projects, Training
•Tipping Point = Lean / Six Sigma Culture
•Integration = Language, Concepts, Tools
“We’re a Lean / Six Sigma company!”
Slide 10
Projects vs Training
Can you have your cake and eat it too?
Lean Six Sigma Deployments
Different Approaches
• Projects First
– Traditional Six Sigma/DMAIC
– Traditional Lean/Kaizen
• Training first
– “Butts in the Seat”
– Certification
Which will promote culture change?
Slide 12
Projects First
• Limit training to project leaders and team
members
• May have some training for Project
Sponsors and/or Process Owners
Slide 13
Impact of Projects First
How many people have been trained after 3
waves?
•
•
•
•
20 BBs / Lean Facilitators
47 GBs
104 Project Team Members
20 Executives / Champions
Slide 14
WOW!
Outcomes of Projects First
So at the end of 3 waves, what percent of
your staff have been “transformed” into the
new way of thinking?
Slide 15
Outcomes of Projects First
And at the end of 3 waves, how much
impact have you had on your metrics?
Slide 16
Culture Change
TRANSMISSION
/ EVENT
IDEA
INTEGRATION
DIFFUSION
TIPPING
POINT
Slide 17
Training First
• Lots of people who “know” lots of things
• Lots of certificates
• But, use it or lose it!
Slide 18
Training First, continued
How many people have been trained after 3
waves?
•
•
•
•
All Senior Leaders
Most Directors
Some Managers / Supervisors
Some Leads/Coordinators
Slide 19
WOW!
Outcomes of Training First
So at the end of 3 waves, what percent of
your staff have been “transformed” into the
new way of thinking?
Slide 20
Outcomes of Training First
• And at the end of 3 waves, how much
impact have you had on your metrics?
Slide 21
Culture Change
TRANSMISSION
/ EVENT
IDEA
INTEGRATION
DIFFUSION
TIPPING
POINT
Slide 22
The Middle Way
• Projects
– Quick start
– Develop metrics
– Attack problems
– “Best and
Brightest” for
project leaders
• Training
– Build momentum
– Develop metrics
– Manage processes
– “Learn to see”
– Early adopters will be
evident (next wave of
BBs / Lean Facilitators)
Slide 23
Outcomes of Training First
So at the end of 3 waves, what percent of
your staff have been “transformed” into the
new way of thinking?
Slide 24
Outcomes of Training First
• And at the end of 3 waves, how much
impact have you had on your metrics?
Slide 25
Projects + Training
• Run projects
– Get financial gains
• Change culture
– Learn to see processes, value & waste
– Data-based decisions
– Clear goals and targets
– Team-building
– Break down barriers and silos
Slide 26
Projects + Training Program Objectives
Ability to…
• Lead Project Teams to validated gains
• Coach Project Team Members
• Teach LSS tools and concepts
• Mentor upcoming leaders
Slide 27
Projects + Training Objectives
The skills and abilities for teaching,
coaching, and mentoring should be included
with your Black Belt / Lean Facilitator
TRAINING – in addition to project
management skills and statistics.
Slide 28
Black Belts as Agents of
Culture Change
More Than Just Project Facilitators
BB / Lean Facilitator Selection
The skills and abilities for teaching,
coaching, and mentoring should be included
with your Black Belt / Lean Facilitator
SELECTION – in addition to project
management skills and statistics.
Slide 30
BB / Lean Facilitator Training
Suggested training guideline
• Training project – LSS methodology,
project management, team facilitation
– Assessment: Project deliverables, team
effectiveness
• Follow-up training – Teaching, coaching,
and mentoring skills
– Assessment: Teaching, GB coaching /
mentoring, team facilitation
Slide 31
BB / Lean Facilitator Training
Advantages
Career path after Black Belt / Lean
Facilitator may take one of two directions:
• Master Black Belt / Sensei role
• Operational Leadership role
Slide 32
BB / Lean Facilitator Training
Advantages
Master Black Belt / Sensei role
• Primary Responsibility shifts to teaching,
coaching, mentoring, administrative roles
Operational Leadership role
• Primary responsibility shifts to accomplishments
through teams of people
Slide 33
Development of Training
Training by Vendor…
Champion
BB / GB
LF
BB / GB
LF
Project
team
Project
Team
Champion
Op
Leaders
Training by you!
Slide 34
BB / Lean Facilitator Training
Vendor-led training may be $15,000 per
person (BB, GB, LF) not including
transportation, printing, etc.
Internally-led training:
• 2 BBs
• Avg 30 per class
• Eight days of training (2 days per month)
• $250 per person
Slide 35
BB / Lean Facilitator Training
Cost of internal training
BBs/LFs who are training may need a
reduced project load
Logistics:
• Binders, tabs, & handouts
• AV, flip charts, markers, sticky-notes etc.
• Dietary
Course development
Slide 36
Typical Deployment
LSS
LSS
LSS
LSS
Slide 37
LSS
Suggested Deployment
LSS
LSS
LSS
LSS
Slide 38
LSS
What’s the advantage?
Suggested model for improvement in a moderately-sized company
Suggested Deployment Model - Leadership
Traditional Deployment Model - Projects
450
400
Number of People
350
300
250
200
150
100
350
300
250
200
150
100
BB
GB
Team
Champion
Total
Slide 39
BB
GB
Team
Leaders
Total
Oct-12
Jul-12
Apr-12
Jan-12
Oct-11
Jul-11
Apr-11
Jan-11
Months
Months
Champion
Oct-10
Jul-10
Apr-10
Jan-10
Oct-09
Jul-09
Jan-09
Oct-12
Jul-12
Apr-12
Jan-12
Oct-11
Jul-11
Apr-11
Jan-11
Oct-10
Jul-10
Apr-10
Jan-10
Oct-09
Jul-09
Apr-09
Apr-09
50
0
50
0
Jan-09
Number of Peopls
450
400
The Tipping Point…
When cultural transformation occurs
Executives walk the walk…
• Attend training classes, lead projects
Leaders talk the talk…
• Use LSS terminology in daily operations
Employees walk & talk!
•
Look for wastes, suggest improvements
Slide 40
We’ll know we’ve been successful when…
• Executives…
• Leaders…
• Employees…
• BBs/GBs/Lean Facilitators…
Slide 41
Planning for
Culture Change
Get More Than Projects Out Of Your Deployment!
A Value Stream for Culture Change
Culture
Change
Leadership
New Hire
Orientation
Set Vision,
Expectations,
and Goals
Select & Train
Initial BBs/LFs
Develop
Leadership
Training
Projects
Slide 43
Implement
organizationwide training
A Value Stream for Culture Change
Communication
Leadership
Culture
Change
New Hire
Orientation
Set Vision,
Expectations,
and Goals
Targets
Select & Train
Initial BBs/LFs
Develop
Leadership
Training
Projects
Slide 44
Implement
organizationwide training
Metrics
Barriers to Culture Change
• Strange concepts
– Front-line workers as process experts
– Team not led by the boss
– Set milestones
• New tools
– SPIOC, Value Stream Map
– Statistical tools
– Lean tools
Slide 45
Barriers to Culture Change
• Process awareness / understanding
– Upstream, downstream
– Suboptimizing
– Wastes
– Next process as customer
• Unique language
– DMAIC: Darned Multiple Acronyms In Class!
– Lean: Let’s learn Japanese!
Slide 46
A Note about Belts
• Belts “Pro”
– Easy to understand
– People like it
– Can build structure (Green, Yellow, White)
• Belts “Con”
– May not be appropriate for culture
– Lean approach, teach everyone the tools
– Overuse/abuse of terms (Grandmaster Black
Belt? Gold Belt?)
Slide 47
A Note about Certification
• Certification “Pro”
– Standard body of knowledge
– People like it
– Should require project plus book learning
• Certification “Con”
– May become a paper chase
– Body of knowledge may not be appropriate
for organizational needs
– May mask lack of skills
Slide 48
A Note about Black Belt Career Paths
• In & Out
– Not a good fit for skills (consider trial period)
– Superficial stepping stone to next career path
• Lifers
– Love it
– Good project managers and teachers
• Careerists
– Gain skills and knowledge for next level of
responsibility
Slide 49
A Note about Black Belt Career Paths
• Novice
– Training + 1 year (can define “x” completed
projects)
• Practitioner
– Next 1 - 3 years before transition
– Develop and master the skills
• Sensei / Master
– Remain as teacher, coach, methodology
expert, involved in strategic planning
Slide 50
Developing a Lean Six
Sigma Culture
New Hire Orientation
•
•
•
•
15 Minutes will do it
LSS philosophy and approach
Simple game or exercise
List of who’s involved (Champions, BBs,
BGs, LFx)
• Invitation to contribute ideas
Slide 52
Leadership Orientation Content
•
•
•
•
DMAIC or Lean Approach
History, success stories
Types of projects
Expectations of leaders (roles, participation,
training)
• Resources for further details
• Select a project to get them involved in
Slide 53
Leadership Course Content
• Will the leadership course also serve as the
GB/LF course?
• What do leaders, who are not LSS project
managers, need to know in their daily
operations?
• BB/LF consensus
• Develop an outline
• Use available resources, or buy them
Slide 54
Course Organization
• Select a Primary Instructor (BB or MBB)
• All BBs should teach – some will need more
coaching than others
• Start with teaching modules – then move to
exercises – then whole days of class
• Have Executives / MBBs “drop in” for
informal discussion & asking how they will
use what they have learned
Slide 55
Course Organization
• Set and keep an attendance policy
• Include homework (VSM, SIPOC, etc.)
• Make an exam to force review of earlier
concepts and study
• Give a certificate, pin, etc. to indicate
accomplishment
• Optional – project work or GB-level classes
for people who want to get deeper into it
Slide 56
Black Belt Development
• Set criteria for BB career path
• Select / develop BB and MBB level training
and certification requirements
• Require portfolio of projects, professional
development, and accomplishments
• Post-project review should include feedback
from team members
• Annual eval should include career planning
Slide 57
Outcome Measures
• Executive behavior
– Supportive, Committed, or Engaged?
• Leader behavior
– Sponsors, participation on teams, use of tools in
daily operations?
• Front-line leaders
– Participation on teams, use of tools in daily
operations?
• Belts/Facilitators
Slide 58
Closing
Return on Investment
• Training as essential to culture change
– Connected to organizational mission
– Less expensive than external training
– Quicker diffusion to tipping point
– Create a new culture for your organization
• Support projects
– Develop future project leaders
• Improve operations
– Get leaders using the tools in daily operations
Slide 60
Sustain the Gains
• Lean / Six Sigma becomes “the way we
work.”
– Executives
– Mid-level Leaders
– Front-line leaders
– Staff
Slide 61
Build Your House of Quality
Mission – Vision – Values
Employee
Engagement
Each
Customer
First
Continuous
Improvement &
Innovation
Customer Needs
What will our House of Quality look like?
Slide 62
Acknowledgements
Chuck Debusk, Master Black Belt, GE
now VP, Performance & Process Improvement,
United Healthcare
Todd Sperl, Master Black Belt, St. John Health
now President, Lean Fox Solutions, LLC
Ron Bercaw, Sensei
now Sensei, Breakthrough Horizons, LLC
Slide 63
Sponsored by:
ASQ
Team and Workplace Excellence
Forum
Mike Whisman, Chair
Slide 64
The End
Questions?
Thanks!
Slide 65