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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

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

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

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

1/7/2013 1/7/2013

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

1/7/2013 1/7/2013

Copyright Š 2007, www.WestbrookStevens.Com 10 10


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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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

1/7/2013

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

20


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

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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

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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

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

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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

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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


Implementing a Simplified Process Improvement Program – PMI Nashville Presentation 3/19/2013