click here to view this lean six sigma presentation.ppt
DESCRIPTION
TRANSCRIPT
v
Sustaining a Lean Six Sigma Program During a Business Transition
WCBF Lean & Six Sigma Summit: June 25, 2009
2
The Transition… and our initial thoughts
August 2007: GE Plastics becomes SABIC Innovative Plastics
• How will Lean Six Sigma be valued in the new company?• Will we need to adopt a different quality system / process?• What if certifications are no longer seen as an attractive
career option by employees?
• We can tailor our Lean Six Sigma program to our Plastics business
• We can update all of our training materials• We have the opportunity to spread Lean Six Sigma to the
parent company
3
The Approach
Let’s do what we do best – use Lean Six Sigma methodology and tools to help us through the transition!
DFSS approach and CAP were used to:• Sustain and upgrade our Lean Six Sigma program as we move
into the new company• Improve our BB training materials and certification
requirements
4
Risk & Abatement update
Define Business Requirements
Define high level roles &
responsibilities
Implement communication
plan
Identify internal and project CTQ’s
Identify Core business processes
Perform Treats vs Opportunities
Identify Current State (BB)
Risk & Abatement plan
Project Timeline and project plan
Develop High LevelCommunication
Plan
Stakeholder analysis
Develop core project team
Scope
Define External CTQ's
Define business vision
Define problem statement
Best practices & tools identified
Risk & Abatement update
Risk & Abatement update
Risk & Abatement update
Recommendations to management
Implement Digitized Solution
Build and test new structure
Benchmark others
(BB)
Implement Control Plan
Update & Implement requirements (BB)
Select critical spin-off projects
Define training requirements (BB)
Transition to business ownership
Measure project progress
Fit/gap analysis versus Legal requirements
Define process improvement and fit/gap analysis
Final validation of project CTQ's
Implement new process with R&R’s
(BB)
Design new training materials
(BB)
Define detailed desired state
process
Translation package to WB, GB, MBB
Value Stream Map new process
Design process improvements (BB)
Analyze Threats vs opportunities
Define validation on internal CTQs
Determine resources & time
required (BB)
Define detailed roles and
responsibilities
Design AnalyzeMeasureDefine Verify Control
Ensure LEAN Six Sigma in SABIC Innovative Plastics
5
Risk & Abatement plan
Project Timeline and project plan
Develop High LevelCommunication
Plan
Stakeholder analysis
Develop core project team
Scope
Define External CTQ's
Define business vision
Define problem statement
Define
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Problem Statement
The continuance of the Lean Six Sigma program in Plastics is uncertain as we transition to a new parent company. We must sell the value of our program so that is can at least continue in our business unit, if not expand into the parent company.
6
Risk & Abatement plan
Project Timeline and project plan
Develop High LevelCommunication
Plan
Stakeholder analysis
Develop core project team
Scope
Define External CTQ's
Define business vision
Define problem statement
Define
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Business Vision
- To increase Six Sigma and LEAN skills across our business through company wide trainings and mentoring programs.- To work together with Master Black Belts and Black Belts to optimize training to the specific needs of our business processes and customers. - To change the initiative from a corporate push to a business pull- To identify cross-business and cross-functional process improvement initiatives that will drive growth, customer satisfaction and simplicity.
Marcel A. KranenburgQuality Director
SABIC Innovative Plastics
9
Risk & Abatement plan
Project Timeline and project plan
Develop High LevelCommunication
Plan
Stakeholder analysis
Develop core project team
Scope
Define External CTQ's
Define business vision
Define problem statement
Define
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Core Project Team
Strong Functional Participation Needed to Design & Drive Future State
Technology: 2 Americas: 10Manufacturing: 9 Europe: 5Quality: 5 Pacific: 6Supply Chain: 3Commercial: 1IT: 1
11
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Risk & Abatement update
Define Business Requirements
Define high level roles &
responsibilities
Implement communication
plan
Identify internal and project CTQ’s
Identify Core business processes
Perform Treats vs Opportunities
Identify Current State (BB)
Measure
Prep for certification
BB DMAIC TrainingWeeks 1-3
Certification call
BBCert
Two projectsBB Exams
Certification boardDecides whether BB met requirements
• 4-9 months before BB is fully trained• Unclear certification (call) requirements• Increased coaching in last 2 months of period• Training material too much focused on how• BB measured on how instead of what• MBB coaching mainly in certification projects
Black Belt Current State
12
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Risk & Abatement update
Define Business Requirements
Define high level roles &
responsibilities
Implement communication
plan
Identify internal and project CTQ’s
Identify Core business processes
Perform Treats vs Opportunities
Identify Current State (BB)
Measure
0-30 days
ShortTerm
LongTerm
Threat Compelling Us to Leave
this Current State
OpportunityAttracting Us Toward
this Future State
GEPlastics
13
Ensure LEAN Six Sigma in SABIC Innovative Plastics
Risk & Abatement update
Define Business Requirements
Define high level roles &
responsibilities
Implement communication
plan
Identify internal and project CTQ’s
Identify Core business processes
Perform Treats vs Opportunities
Identify Current State (BB)
Measure
= PAC
= USA
= TECH
= EUR
Threat Compelling Us to Leave
this Current State
OpportunityAttracting Us Toward
this Future State
1719
2729
23 24
40
33
40
20
10
14
19
38
2325
ShortTerm
LongTerm
10%
20%
30%
40%
10%
20%
30%
40%
14
Risk & Abatement update
Benchmark others
(BB)
Define training requirements (BB)
Define process improvement and fit/gap analysis
Define detailed desired state
process
Analyze Threats vs opportunities
Define detailed roles and
responsibilities
Analyze
Ensure LEAN Six Sigma in SABIC Innovative Plastics
0
2
4
6
8
10
12
LSS notvalued bySabic Inn.Plastics
LSS notvalued bySabic
BB/MBBattrition
No trainingavailable
Less focus ontools
No valuewithout GE
logo
Internallyfocused
Bureaucracynot removed
Others
Short term threats
15
Risk & Abatement update
Benchmark others
(BB)
Define training requirements (BB)
Define process improvement and fit/gap analysis
Define detailed desired state
process
Analyze Threats vs opportunities
Define detailed roles and
responsibilities
Analyze
Ensure LEAN Six Sigma in SABIC Innovative Plastics
0
2
4
6
8
10
12
14
16
LSS culturenot valued
unclearprocess
career value ofBB role
lack of uppermanagement
support
Loss ofexposure towhole GE
value ofcertification
Importance ofexternal
benchmarking
Lack of totalresources
Long term threats
16
Risk & Abatement update
Benchmark others
(BB)
Define training requirements (BB)
Define process improvement and fit/gap analysis
Define detailed desired state
process
Analyze Threats vs opportunities
Define detailed roles and
responsibilities
Analyze
Ensure LEAN Six Sigma in SABIC Innovative Plastics
0
2
4
6
8
10
12
Define own
strategy
Remove
Bureaucracy
Re-energize
LSS
Sabic's
interest in our
LSS
More/better
resource
alignment
New
tools/training
Short term opportunities
17
Risk & Abatement update
Benchmark others
(BB)
Define training requirements (BB)
Define process improvement and fit/gap analysis
Define detailed desired state
process
Analyze Threats vs opportunities
Define detailed roles and
responsibilities
Analyze
Ensure LEAN Six Sigma in SABIC Innovative Plastics
0
5
10
15
20
InternalImprovement
SABIC interactionTraining Materials Employer ofChoice
Digital SystemsImprovement
Long term opportunities
18
Risk & Abatement update
Benchmark others
(BB)
Define training requirements (BB)
Define process improvement and fit/gap analysis
Define detailed desired state
process
Analyze Threats vs opportunities
Define detailed roles and
responsibilities
Analyze
Ensure LEAN Six Sigma in SABIC Innovative Plastics
• 4-9 months before BB is fully trained• Unclear certification (call) requirements• Increased coaching in last 2 months of period• Training material too much focused on how• BB measured on how instead of what• MBB coaching mainly in certification projects
Black Belt Desired State
• 4-6 months before BB is fully trained• Base requirements, plus additional functional
requirements• Continuous coaching• Balanced training materials • BB measured on what and how• MBB coaching across all of the BB’s
deliverables
v
Lean Six Sigma in SABIC Innovative Plastics
What did we accomplish? TG5
Driving Business Process Improvement
20
BB 5 dayPower
workshop+ exam
Deliver real business improvements:•Variety of DMAIC, DFSS, LEAN, or individual tool usage•Strong focus on G&O’s, Participation in GB/BB trainings & coaching
BB 3 dayPower+
workshop
New training and coaching process
Add’l Training by Function:Technology: 2 weeks of BB-DFSS
• Increased effectiveness of training material• Training focused on Business Process Improvement• Approaches: CAP, AWO, DFSS, DMAIC, JDI• Tools: LEAN, DOE, ANOVA, etc• BB coached & measured on What as well as How• Additional training provided when needed
General manager and MBB decide whether BB delivered significant
sustainable business improvement
DFSS LEAN Design EVOP
BBCert
21
Day 1: Methodologies (DMAIC, DFSS, Lean)
Day 2: DMAIC
Day 3: LEAN
Day 4: Tools (Regression, Hyp. Testing, DOE)
Day 5: Business Process Improvement
A great start, I want
to learn more…Statistics
and LEAN can be
fun!
Amazing how simple this regression really is…
They could have given us less homework
though…..
New Black Belt Power Workshop
22
White Belt workshop (1-day) Green Belt workshop (3.5 day) Black Belt Power workshop (5-day) Black Belt Power plus workshop (3-day) DFSS (upgraded) Robust Design (upgraded)
Our own training materials
23
Our Own Brand
BLACK BELT
LeanSix Sigma
Stephen Rosa
Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to multiple business, projects delivering significant business impact.
In recognition of this important contribution to drive business process improvement Stephen is awarded SABIC Innovative Plastics certification as a Black Belt in LEAN Six Sigma.
Registered certificate number: TTT0001August 29, 2007Bergen op Zoom, NL
Pete LopezCIO, LEAN Six Sigma
Brian T. GladdenPresident & CEO, Plastics
GREEN BELT
LeanSix Sigma
Registered certificate number: TTT0001August 29, 2007Bergen op Zoom, NL
David Downey
Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to a businessproject, delivering significant business impact.
In recognition of this important contribution to drive business process improvement David is awarded SABIC Innovative Plastics certification as a Green Belt in LEAN Six Sigma.
Pete LopezCIO, LEAN Six Sigma
Brian T. GladdenPresident & CEO, Plastics
MASTER BLACK BELT
LeanSix Sigma
Pete LopezCIO, LEAN Six Sigma
Registered certificate number: TTT0001August 29, 2007Bergen op Zoom, NL
Tara Lee
Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to multiple business projects, delivering significant business impact.
In addition Tara has mastered LEAN Six Sigma proficiency to the level required to lead and coach others in driving business process improvements in their environment.
In recognition of this important contribution to drive business process improvement Tara is awarded SABIC Innovative Plastics certification as a Master Black Belt in LEAN Six Sigma.
Brian T. GladdenPresident & CEO, Plastics
Joe Regression
Ima Geek
Norm Al Data
24
Summary
• Functionally-tailored certification process
• Fresh new training materials• 10 new Black Belts in the parent
company!• We didn’t need to wait for a
major business reorganization to make many of our improvements – but it was a catalyst
• Using our Lean Six Sigma methodology & tools helped us transition to a new world (as always, THEY WORK!)
• Maintaining common expectations and experiences for our employees on SABIC Innovative Plastics sites versus GE sites
• Six Sigma training & usage has fallen off in recent years – particularly outside of Technology and Manufacturing
Outcomes & Lessons Learned Issues Still