Simplifying and Implementing Process Improvement/Lean/Six Sigma Programs By Craig A. Stevens During the 3/19/2013
PMI Luncheon craigastevens@westbrookstevens.com
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craigastevens@westbrookstevens.com
Simplifying and Implementing Process Improvement/Lean/Six Sigma Programs • The biggest problem with many of the process improvement programs is that you have to have a degree in statistics or engineering to understand them. Not so with the process improvement programs that Craig develops. He focuses on three easy to grasp phases: Assessment, Problem Solving, and Implementation. In this presentation, Craig will walk us through his three-phase process that incorporates the concepts of continuous improvement, Lean, Six Sigma, common sense, and the seven attributes of excellent management found in his book Geronimo Stone.
1/7/2013
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Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
2
Relationship of Change, PM, and PI
3
Strategy, Lean, text. Six Sigma, TQMand replace it This is an PI, example Go ahead
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White Belt – 120 Minutes of Building Leaders
5
Yellow Belt – ½ Day – Building Direct Supervisors
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
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craigastevens@westbrookstevens.com
Goals and Objectives This Presentation Improvement Focused Teams
• To Introduce the Focus and Rigor of a Sustainable Improvement Program • Explain The Purpose of the Program - to: – Optimize: • • • •
Productivity Cost vs. Quality Processes and Systems Innovation
– Minimize Waste – Maximize Motivation To Improve – Build the Core Competencies For Improvement
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Three Easy to Understand and Use Improvement Phases A= Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
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Agenda Creating a Team Focused Improvement Program
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1
Goals/Objectives
✓
2
Relationship of Change, PM, and PI
3
Strategy, Lean, text. Six Sigma, TQMand replace it This is an PI, example Go ahead
4
White Belt – 120 Minutes of Building Leaders
5
Yellow Belt – ½ Day – Building Direct Supervisors
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
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craigastevens@westbrookstevens.com
Two Types of Change - 2nd Order Change (or A Major Step Change) Before the Change
1/7/2013 1/7/2013
During the Change
After the Change
7 Copyright Š 2007, www.WestbrookStevens.Com
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craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
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Copyright Š 2007, www.WestbrookStevens.Com 8 8
Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
1/7/2013
During the Change
After the Change
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craigastevens@westbrookstevens.com
1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
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Copyright Š 2007, www.WestbrookStevens.Com 10 10
Agenda Creating a Team Focused Improvement Program
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1
Goals/Objectives
✓
2
Relationship of Change, PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
4
White Belt – 120 Minutes of Building Leaders
5
Yellow Belt – ½ Day – Building Direct Supervisors
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
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History of Lean Improvement Focused Teams
Lean Developed by Toyota in the 1950s Originally called TPS – Toyota Production System Focuses on reducing waste and improving cycle time through continuous quality improvement Impact – Improves process flow and efficiency Example From the HCA PI Teams
Lean = Elimination of Waste • • • • • • • •
Defects Over-Production Waiting Not Clear (confusion) Transporting Inventory Motion Excess-Processing
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The 8 Types of Waste MUDA for Muddy Water 13
History of Six Sigma Improvement Focused Teams
Six Sigma Developed by Motorola in the 1980’s Focuses on reducing errors through rigorous data analysis and statistical controls Impact – Improves quality and reduces process variation Example From the HCA PI Teams
Comparing - Six Sigma DMAIC Lifecycles to Change
Before the Change Define Measure Analyze
During the Change Implement
After the Change Control
Operations and Maintenance Phases
Copyright 2009 Westbrook Stevens
From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
Process Improvement Program Using a Balanced Approach Key Elements of Improvement 1. Leadership 2. Organizational Culture 3. Customer Focus 4. People and Teams 5. Skills and Tools 6. Processes and Systems 7. Performance Measures
craigastevens@westbrookstevens.com Westbrook Stevens Excellent Management Model Š
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Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
People and Team Building
From Book Geronimo Stone http://www.llumina.com/store/geronimostone2.htm
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craigastevens@westbrookstevens.com
The Three Phases of A Change Before the Change
1/7/2013
During the Change
After the Change
Copyright Š 2007, www.WestbrookStevens.Com 18
Three Easy to Understand and Use Improvement Phases A= Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
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Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
✓
2
Relationship of Change , PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
✓
4
White Belt – 120 Minutes of Building Leaders
5
Yellow Belt – ½ Day – Building Direct Supervisors
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
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craigastevens@westbrookstevens.com
Training by Levels of Expertise Improvement Focused Teams
120 Min. For Leaders
Create an Understanding with a focus on Leadership and Empowerment (White Belt)
For Supervisors 1/2 Day – Culture, Teams, Motivation
Be Able to Manage and Contribute to Improvements (Yellow Belt)
For Practitioners 2 Weeks Worth of Training, Projects and Tools For PIP Mentors and Facilitators 3 Months Worth of Implementation – Mentoring and Implementation Study
Be Able to Perform Improvement Projects Independently (Green Belt) Be able to Teach and Facilitate Improvement Projects for Others (Black Belt) 21
craigastevens@westbrookstevens.com
White Belt – 120 Minutes of Building Leaders Improvement Focused Teams - White Belt Training
Element 1 -Leadership 2 - Culture 3 - Customer Focus
% of Introduction Time 50 25 5
Minutes of a 120 Minutes Presentation 60 30 6
Goal: To Create an Understanding
1 -Leadership
4 - People and Teams 5 - Skills and Tools 6 - Processes and Systems 7 - Performance Measures
5 5
6 6
2 - Culture 3 - Customer Focus 4 - People and Teams 5 - Skills and Tools
5
6
6 - Processes and Systems 7 - Performance Measures
5
6
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craigastevens@westbrookstevens.com
Leadership Training - (50% of Time) • Situational Leadership – When and how much to lead
• Incubation of Leaders – About people, Empowerment and – how to motivate and lead people to get results 1/7/2013
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craigastevens@westbrookstevens.com
Organizational Culture Training – (25% of Time) • What is Culture • How to Assess the Culture • How to Create a Cultural Desire to Improve 1/7/2013
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Introduce the Other Attributes – (25% of Time) • Attributes: – People (and Team Building) – Problem Solving Tools, Skills, and Core Competences, – Continuous Improvement, (Change, Systems and Processes) – Performance Measures
• In the Following Context 1/7/2013
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Step 1 – Teach How we Find the Subjects to Assess – Build the Assessment Candidate Portfolio
Step 2 – Explain the Assessment Phase
A= Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
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Step 3 – Create the Tools and Teach How to Find and Use Them
Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
✓
2
Relationship of Change, PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
✓
4
White Belt – 120 Minutes of Building Leaders
✓
5
Yellow Belt – ½ Day – Building Direct Supervisors
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
29
craigastevens@westbrookstevens.com
Training by Levels of Expertise Improvement Focused Teams
120 Min. For Leaders
Create an Understanding with a focus on Leadership and Empowerment (White Belt)
For Supervisors 1/2 Day – Culture, Teams, Motivation
Be Able to Manage and Contribute to Improvements (Yellow Belt)
For Practitioners 2 Weeks Worth of Training, Projects and Tools For PIP Mentors and Facilitators 3 Months Worth of Implementation – Mentoring and Implementation Study
Be Able to Perform Improvement Projects Independently (Green Belt) Be able to Teach and Facilitate Improvement Projects for Others (Black Belt) 30
craigastevens@westbrookstevens.com
Yellow Belt – ½ Day – Building Direct Supervisors Improvement Focused Teams – Yellow Belt Training
Element 1 -Leadership 2 - Culture
3 - Customer Focus
% of Leaders’ Minutes of 1/2 Time Day 2 5 2 5
4
Goal: To Be Able to Manage and Contribute to Improvements
10 1 -Leadership
4 - People and Teams
4
10
2 - Culture 3 - Customer Focus
5 - Skills and Tools
6 - Processes and Systems 7 - Performance Measures
63
150
4 - People and Teams 5 - Skills and Tools
13
30
6 - Processes and Systems 7 - Performance Measures
13
30
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craigastevens@westbrookstevens.com
Yellow Belt - Review and Expand on Some Attributes (12% of time)
• Review – Leadership – Culture
• Expand On – Customer Focus – People • Motivation • Team Building 1/7/2013
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craigastevens@westbrookstevens.com
Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)
• Highest Impact Tools and Solutions – Doctor Schedule Templates – Patient Throughput – Phones – Room Utilization – Staffing
• Green Flag Reports 1/7/2013
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craigastevens@westbrookstevens.com
Yellow Belt – Problem Solving (Skills and Core Competiveness) (63%of time)
• Introduce Lean Tools – – – – – – –
In addition to the Big Rocks & GFRs Observations Value Stream Mapping Flow Charting A3 Processing and Reporting Spaghetti Diagram 5 S Events
1/7/2013
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craigastevens@westbrookstevens.com
Yellow Belt – Continuous Improvement and Performance Measures (About an Hour)
• Introduce Continuous Improvement – Systems and Processes – Change Management
• Introduce Performance Measures – The Seven Steps to Performance Measures – The Measures we Have Available
• In the Following Context 1/7/2013
35
Step 4 – Select the Problems to Solve Build the Problem Solving Portfolio A= Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
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Step 5 –Solve Problems and Build/Apply GFR - Benchmarking A= Assessments
GFR GFR
GFR P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
37
Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
✓
2
Relationship of Change PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
✓
4
White Belt – 120 Minutes of Building Leaders
✓
5
Yellow Belt – ½ Day – Building Direct Supervisors
✓
6
Green Belt – 4 Days and Project – Building Practitioners
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
38
craigastevens@westbrookstevens.com
Training by Levels of Expertise Improvement Focused Teams
120 Min. For Leaders
Create an Understanding with a focus on Leadership and Empowerment (White Belt)
For Supervisors 1/2 Day – Culture, Teams, Motivation
Be Able to Manage and Contribute to Improvements (Yellow Belt)
For Practitioners 2 Weeks Worth of Training, Projects and Tools For PIP Mentors and Facilitators 3 Months Worth of Implementation – Mentoring and Implementation Study
Be Able to Perform Improvement Projects Independently (Green Belt) Be able to Teach and Facilitate Improvement Projects for Others (Black Belt) 39
craigastevens@westbrookstevens.com
Green Belt – 4 Days & Project – Building Practitioners Improvement Focused Teams – Green Belt Training % of Practitioners’ Time
Hr Training
1 -Leadership
2
1/2
2 - Culture
2
1/2
3 - Customer Focus
6
2
4 - People and Teams
10
3
5 - Skills and Tools
60
20
Element
6 - Processes and Systems
Goal: To Be Able to Perform Improvement Projects Independently 1 -Leadership 2 - Culture 3 - Customer Focus 4 - People and Teams
10
3
5 - Skills and Tools 6 - Processes and Systems
7 - Performance Measures
7 - Performance Measures
10
3
Requires Completion of a Complete Improvement Project
40
craigastevens@westbrookstevens.com
Green Belt – Select a Green Belt Project that Relates to Your Work Area • Use the Three Phases – Assess Using the Seven Attributes • Plant Green and Red Flags • Build Red Flag Portfolio
– Perform Problem Solving On One or More of the Red Flags • Facilitate a Team Problem Solving Effort • Build a Solution Portfolio and Select the Best (a Real Project)
– Implement Solutions • Build a Project Portfolio Based on the Solutions • Implement some Quick Fixes and • Select and Use PM tools to Implement a Real (Larger) Project
1/7/2013
41
craigastevens@westbrookstevens.com
Green Belt – Training • Teach the Key Six Sigma Tools – Stats and Use the Lean Tools
• Review and Expand on the Other Subjects • Apply to The Selected Project • Teach Project Management Tools • In the Following Context 1/7/2013
42
Step 6 – Select the Solutions and Build a Project Portfolio A= Assessments
GFR GFR
GFR P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
43
Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
✓
2
Relationship of Change PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
✓
4
White Belt – 120 Minutes of Building Leaders
✓
5
Yellow Belt – ½ Day – Building Direct Supervisors
✓
6
Green Belt – 4 Days and Project – Building Practitioners
✓
7 8
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors Summary of PI Program Approach
craigastevens@westbrookstevens.com
44
craigastevens@westbrookstevens.com
Training by Levels of Expertise Improvement Focused Teams
120 Min. For Leaders
Create an Understanding with a focus on Leadership and Empowerment (White Belt)
For Supervisors 1/2 Day – Culture, Teams, Motivation
Be Able to Manage and Contribute to Improvements (Yellow Belt)
For Practitioners 2 Weeks Worth of Training, Projects and Tools For PIP Mentors and Facilitators 3 Months Worth of Implementation – Mentoring and Implementation Study
Be Able to Perform Improvement Projects Independently (Green Belt) Be able to Teach and Facilitate Improvement Projects for Others (Black Belt) 45
craigastevens@westbrookstevens.com
Black Belt – 6 Months Experience, Training, & 4 Projects for PIP Facilitators Improvement Focused Teams - Black Belt % of Facilitators' Time
Hours over 6 Months
1 -Leadership
5
2
2 - Culture
5
2
3 - Customer Focus
5
2
Element
Goal: To Be able to Teach and Facilitate Improvement Projects for Others
1 -Leadership
4 - People and Teams
20
8
5 - Skills and Tools
30
10
2 - Culture 3 - Customer Focus 4 - People and Teams
6 - Processes and Systems
7 - Performance Measures
5 - Skills and Tools
30
10
6 - Processes and Systems 7 - Performance Measures
5
2
Requires Facilitating the Successful Completion of 4 Complete Improvement Projects for Others
46
craigastevens@westbrookstevens.com
Black Belt – Training • Review and Expand on the Attributes and Tools • Add Systems Thinking Archetypes • Apply to The Selected Project • Strategic Focus • Focus on Mentoring Others • Focus on Training-the-Trainer • In the Following Context 1/7/2013
47
Strategic Planning
Industrial/Systems Engineering
Process Improvement
Lean
Productivity Improvement
Project Selection Portfolio Management
Project Management Program Management
Three Easy to Understand and Use Improvement Phases A= Assessments
P = Problem Solving
I = Implementation Using Project Management Tools/Support
craigastevens@westbrookstevens.com
49
Agenda Creating a Team Focused Improvement Program
✓
1
Goals/Objectives
✓
2
Relationship of Change PM, and PI
✓
3
Strategy, PI, Lean, Six Sigma, TQM
✓
4
White Belt – 120 Minutes of Building Leaders
✓
5
Yellow Belt – ½ Day – Building Direct Supervisors
✓
6
Green Belt – 4 Days and Project – Building Practitioners
✓
7
Black Belt – 6 Months Experience & 4 Projects – PIP Mentors
✓
8
Summary of PI Program Approach
craigastevens@westbrookstevens.com
50